Professional Documents
Culture Documents
Date:
Time:
Meeting Room:
Venue:
(Quorum 4 members)
Carol McGarry
Democracy Advisor
11 May 2015
Contact Telephone: (09) 262 8969
Email: carol.McGarry@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
Note:
The reports contained within this agenda are for consideration and should not be construed as Council policy
unless and until adopted. Should Members require further information relating to any reports, please contact
the relevant manager, Chairperson or Deputy Chairperson.
PAGE
Welcome
Apologies
Declaration of Interest
Confirmation of Minutes
Leave of Absence
Acknowledgements
Petitions
Deputations
8.1
8.2
Public Forum
10
Extraordinary Business
11
Notices of Motion
12
11
13
13
14
23
15
45
16
49
17
55
18
59
19
83
20
95
21
103
22
109
143
Performance Report for the tara-Papatoetoe Local Board for the nine
months ended March 2015
163
241
245
251
23
24
25
26
27
Page 3
255
29
261
30
265
31
Chairpersons Announcements
269
32
PUBLIC EXCLUDED
33
271
C1
271
Page 4
Welcome
Apologies
At the close of the agenda no apologies had been received.
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.
Confirmation of Minutes
That the tara-Papatoetoe Local Board:
a)
confirm the ordinary minutes of its meeting, held on Monday, 20 April 2015, as a true
and correct record.
Leave of Absence
At the close of the agenda no requests for leave of absence had been received.
Acknowledgements
At the close of the agenda no requests for acknowledgements had been received.
Petitions
At the close of the agenda no requests to present petitions had been received.
Deputations
Standing Order 3.20 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 tara-Papatoetoe 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
Purpose
Russell Preston from Counties Manukau Sport will present to the board on what they can
offer in terms of dedicated sports delivery to our clubs and schools.
Counties Manukau Sport already partner with Franklin and Howick Local Boards.
Recommendation/s
That the tara-Papatoetoe Local Board thank Russell Preston from Manukau Counties
Sport for his attendance and presentation.
Page 5
8.2
Purpose
Matt Wilson, Corporate Relations Manager, DB Breweries Ltd and Wilmason Jensen, a
past recipient of the scholarship, will present to the board on the launch of this years New
Zealand Leadership Institute (NZLI) scholarship for leaders from the South Auckland
Community.
Recommendation/s
That the tara-Papatoetoe Local Board thanks Matt Wilson and Wilmason Jensen for their
attendance and presentation.
Attachments
A
Media Release - Leadership development scholarships ........................... 275
Public Forum
A period of time (approximately 30 minutes) is set aside for members of the public to
address the meeting on matters within its delegated authority. A maximum of 3 minutes per
item is allowed, following which there may be questions from members.
At the close of the agenda no requests for public forum had been received.
10
Extraordinary Business
Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as
amended) states:
An item that is not on the agenda for a meeting may be dealt with at that meeting if(a)
(b)
The presiding member explains at the meeting, at a time when it is open to the
public,(i)
(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 is a minor matter relating to the general business of the local
authority; and
Page 6
(b)
11
Notices of Motion
11.1
In accordance with Standing Order 3.11.1, the following Notice of Motion has been
received from Member Stephen Grey and Member Donna Lee for inclusion on the agenda
for the tara-Papatoetoe Local Board meeting being held on day, Monday, 18 May 2015:
Page 7
b)
approve in principle the idea of developing a signature event for taraPapatoetoe, in preference to the options for lights or other seasonal
decorations.
b)
request Events staff to develop event ideas for discussion with the board.
c)
agree to dismantle the redundant Christmas lights in the next financial year,
and to include a budget for this in the local board agreement for 2015/16.
c)
d)
agree to dismantle and replace with LED lights, the Christmas lights at Tupu Library
(Dawson Road) and the Christmas lights at the Papatoetoe RSA (Wallace Road).
e)
agree the type of LED lights to be installed to be Triklite LED lights and include a
budget up to $120,000 for this in the draft local board agreement for 2015/16.
f)
request Council officers to confirm the cost in resolution d) above and advise the
annual cost to maintain the LED lights.
Background
1.
At its 16 March 2015 business meeting the tara-Papatoetoe Local Board resolved
to:
Resolution number OP/2015/31
MOVED by Member SC Grey, seconded by Chairperson E Collins:
That the tara-Papatoetoe Local Board:
a)
approve in principle the idea of developing a signature event for taraPapatoetoe, in preference to the options for lights or other seasonal
decorations.
b)
request Events staff to develop event ideas for discussion with the board.
c)
agree to dismantle the redundant Christmas lights in the next financial year,
and to include a budget for this in the local board agreement for 2015/16.
2.
The board has traditionally funded three Christmas tree lighting projects at Burnside
Park, Tupu Library (Dawson Road)and Papatoetoe RSA, however, in October 2014
the board resolved to not support the Christmas lights at Burnside Park in 2014.
3.
The attachment to the original report gave details of the costing options for Triklite
LEDs and Mini festoon LEDs. Triklite LEDs are more expensive but have a greater
option of programmable colours compared to Mini festoon LEDs.
4.
Indicative costings of this option from the attached 16 March 2015 report are set out
below:
Site
Remove Existing Lights
Supply and install new
Triklite LED Lights
Burnside Park
$4,115
Tupu Library
$16,227
$48,476
Papatoetoe RSA
$13,034
RSA
$40,890
Total
TOTALS
$33,376
$89,366
$122,742
Page 8
The 16 March 2015 report presented four options for consideration. Options
included replacing the current Christmas lights with LED lights, removing the
Christmas lights and putting up roadside banners, and removing the lights and
promoting an event. Moved by Member Grey, seconded by Chair Collins, the board
resolved as above (OP/2015/31)
6.
Member Grey and Member Lee seek board reconsideration of this resolution. The
members advise that they did not expect or intend that the resolution would result in
the removal of the Christmas lights from all three sites. The members support having
lights at Tupu Library and Papatoetoe RSA and converting these to LED.
7.
The members envisage that the LED lights would be operated throughout the year to
suit a variety of events and occasions, as well as Christmas. For example, the lights
could be green for St Patricks Day, yellow for Daffodil Day, and multi-coloured for
other festivities
Attachments
A
Notice of Motion ........................................................................................ 277
B
Christmas Tree Light Options report from 16 March 2015 meeting ........... 279
Page 9
Item 12
Executive Summary
A period of time (10 minutes) has been set aside for the Manukau Ward Councillors to have an
opportunity to update the Otara-Papatoetoe Local Board on regional matters.
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
b)
Attachments
There are no attachments for this report.
Signatories
Authors
Authorisers
Page 11
Purpose
1.
To provide feedback on the District Licensing Committee structure review (the review).
Executive Summary
2.
When the Governing Body approved the formation of the District Licensing Committee under
the Sale and Supply of Alcohol Act 2012 (the Act) in August 2013 (Governing Body
resolution GB/2013/82), it was agreed that the structure of the Committee should be
reviewed after one year of operation.
3.
The objective of the review is to evaluate the current structure of the District Licensing
Committee to assess compliance with the Act, community input, consistency of approach
and cost efficiency.
4.
Feedback from local boards and other key stakeholders is being sought as part of the review
process.
5.
Any feedback provided by the tara-Papatoetoe Local Board will be considered as part of
the review and will be appended to the report on the review to the Regional Strategy and
Policy Committee in June 2015.
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
Provides feedback on the review of the District Licensing Committee structure and
operation.
Comments
Background
6.
In August 2013, the Governing Body considered the formation of Auckland Councils District
Licensing Committee (DLC) as required by the Sale and Supply of Alcohol Act 2012 (the
Act). In particular, the Governing Body considered whether Auckland Council should
establish localised DLCs or a region-wide pool of chairs and members.
7.
The Governing Body approved a region-wide pool as the preferred structure, but resolved
that a review of the structure would be conducted after a year of operation (res GB/2013/82).
8.
The District Licensing Committee structure review (the review) is now underway and will be
reported to the Regional Strategy and Policy Committee in June 2015. The review will cover:
feedback from the reporting agencies (New Zealand Police, Medical Officer of Health
and alcohol licensing inspectors)
Page 13
Item 13
Item 13
Terms of Reference
9.
The reviews objective (set out in attachment A) is to evaluate the current structure of the
DLC and advise the council whether it is achieving the following outcomes:
Feedback sought
10.
11.
Feedback is sought from the tara-Papatoetoe Local Board (the board) on:
It is recognised that the board may have feedback on the operation of the DLC beyond the
scope of the terms of reference for the review. Any additional feedback will be considered
and incorporated into the report to the Regional Strategy and Policy Committee.
In the first year of operation (January 2014-January 2015 inclusive), 10,121 alcohol licence
applications were received by the DLC, including 1,638 applications relating to the
Manukau area (made up of the the tara-Papatoetoe, Mngere-thuhu, Howick,
Manurewa and part of Franklin local boards). Of the total number of applications received,
85 resulted in an oral hearing.
13.
Up until 28 April 2015 four hearings had been held for alcohol licence applications relating
to premises in the tara-Papatoetoe Local Board area. In the same period, the board
made four objections to applications.
Consideration
Local board views and implications
14.
All elected members were sent a copy of the terms of reference for the review in March
2015. In early April 2015 local board chairs and relationship managers were invited to
provide feedback through their preferred forum, including workshops, business meetings or
in writing.
15.
Feedback from local boards will be incorporated into the review and appended to the report
to the Regional Strategy and Policy Committee in June 2015.
The current region-wide structure of the DLC is designed to provide broad participation
across all demographics in the Auckland region. A representative from the Independent
Mori Statutory Board was involved in the DLC member appointment process, which
included assessing candidates against criteria including the Treaty of Waitangi and
community awareness.
17.
Page 14
18.
The review is currently underway, with stakeholder feedback being collated and analysed
during April and May 2015.
19.
The findings of the review, including local board feedback, will be reported to the Regional
Strategy and Policy Committee in June 2015.
Attachments
No.
Title
Page
17
Signatories
Authors
Authorisers
Page 15
Item 13
Implementation
Attachment A
Item 13
Page 17
Attachment A
Item 13
Page 18
Attachment A
Item 13
Page 19
Attachment A
Item 13
Page 20
Attachment A
Item 13
Page 21
Attachment A
Item 13
Page 22
Item 14
Purpose
1.
To adopt a proposal on the review of alcohol bans in the tara-Papatoetoe Local Board
area.
Executive Summary
2.
The tara-Papatoetoe Local Board has the delegated responsibility to review all 93 existing
local alcohol bans in its local board area by 31 October 2015.
3.
The purpose of the review is to identify which existing local alcohol bans meet the new
higher statutory threshold to enable them to be retained. Alcohol bans that do not meet the
threshold will lapse on 31 October 2015.
4.
As part of the review, the local board may choose to use a public submission process in
order to get a fuller understanding of the impact of alcohol use in the current alcohol ban
areas.
5.
To assist the local board, staff have undertaken an analysis of legacy council information
and recent police data. This information has been presented at local board workshops in
early 2015. During these workshops the local board also expressed a preference for using a
public submission process to complete the review.
6.
7.
use a public submission process to complete the review and to adopt a proposal to
facilitate this (Attachment C)
Staff will update the proposal as necessary to reflect the decisions by the local board.
Recommendations
That the tara-Papatoetoe Local Board:
a)
Confirm the use of a public submission process to complete the review of alcohol
bans in the local board area.
b)
c)
d)
Authorise the Manager Social Policy and Bylaws to make any minor edits or
amendments to the Proposal to correct any identified errors or typographical edits.
e)
Authorise the Manager Social Policy and Bylaws, in consultation with the local board
chair, to make any amendments to the Proposal to reflect decisions made by the
local board.
f)
Appoints [insert name] (as chair), [insert at least two more board members names]
as a panel to receive, hear and deliberate on submissions and other relevant
Page 23
Item 14
Delegates to the Chairperson the ability to make changes to the panel appointed
under (e) where this becomes necessary because of the withdrawal or unavailability
of any of those persons.
Background
8.
Alcohol bans are an accepted and effective way of helping to reduce alcohol related harm.
They limit the amount of alcohol consumed in public places. This helps reduce harm
including levels of intoxication, noise, litter, harm and disorder.
9.
Recent amendments to legislation to require a review of existing alcohol bans against the
new higher threshold is intended to ensure that alcohol bans are only retained in areas of
high alcohol related crime or disorder.
10.
Alcohol bans are made under the Auckland Council Alcohol Control Bylaw 2014. Alcohol
bans prohibit the consumption of alcohol in public places and are enforced by the New
Zealand Police using powers of search, seizure, and arrest. Penalties include an
infringement fee of $250.
11.
Local boards have the delegated responsibility to review existing local alcohol bans in their
local board areas by 31 October 2015. This does not include a review of existing alcohol
bans in areas of regional significance which is the responsibility of the Regulatory and
Bylaws Committee, nor consideration of new alcohol bans which will be subject to a
separate process to commence after 31 October 2015.
12.
Since the commencement of the review in November 2014, the local board at workshops
has been presented with the statutory decision making requirements, review process
options, legacy council information, and recent police data.
13.
The local board has expressed a preference to use a public submission process to complete
the review. This process requires:
14.
the proposal (together with proposals from other local boards) will be publicly notified
in June 2015
the local board to hold hearings, deliberations and make decisions on submissions by
August 2015
any alcohol ban not deemed to meet the statutory evidence test will lapse on 31
October 2015.
Decision-making requirements
15.
In making decisions, the local board must be satisfied that any existing alcohol bans
proposed to be retained comply with a range of statutory and bylaw requirements.
16.
Changes to the Local Government Act 2002 introduced a higher threshold to be met to allow
an existing alcohol ban to be retained. Alcohol bans that do not meet the higher threshold
will lapse on 31 October 2015.
17.
Page 24
18.
evidence that the alcohol ban area has experienced a high level of crime or disorder
that can be shown to have been caused or made worse by alcohol consumption in
the area
that the alcohol ban is appropriate and proportionate in the light of the evidence
and can be justified as a reasonable limitation on people's rights and freedoms
consideration of the views of owners, occupiers, or persons that council has reason to
believe are representative of the interests of owners or occupiers, of premises within
the area to which the alcohol ban will apply
10pm to 7am daylight saving and 7pm to 7am outside daylight saving (night time
alcohol ban)
7pm on the day before to 7am on the day after any weekend, public holiday or
Christmas/New Year holiday period (weekend and holiday alcohol ban).
Comment
Current local alcohol bans
19.
There are currently 93 alcohol bans in the tara-Papatoetoe Local Board area summarised
in the table below. These have been independently assessed and evidence is included in
Attachments A and B.
Type of alcohol ban area (number)
Park (4)
Road (28)
Evidence
20.
Evidence of alcohol-related crime or disorder has been obtained from legacy council files,
and data from the New Zealand Police for the period 1 September 2013 30 September
2014 has also been supplied.
21.
22.
Evidence may also be gathered through a public submission process. Documented evidence
may be provided by way of:
Page 25
Item 14
Item 14
Options
23.
For each of these areas, the local board has two options. To retain the alcohol ban (with or
without amendments to areas or times) or to allow the ban to lapse.
24.
In terms of which alcohol bans to retain or lapse, the local board can review the summary of
evidence provided for individual alcohol bans in Attachments A and B and choose to:
25.
identify any changes to the list of alcohol bans proposed to retain (Attachment A)
identify any changes to the list of alcohol bans proposed to lapse (Attachment B).
It is important to note that the statutory requirements of this review means the retention of
alcohol bans must be determined on evidence of high levels of alcohol-related crime or
disorder.
Recommendation
26.
Staff recommend:
the use of a public submission process to complete the review and to adopt the
Proposal Review of Alcohol Bans tara-Papatoetoe Local Board May 2015 to
facilitate this (Attachment C)
retain the following 15 existing alcohol bans (Attachment A):
o
Clayton Park
East Tamaki Reserve (car park and public road adjoining car park only)
Hunters Corner
allow the remaining 78 alcohol bans to lapse unless sufficient evidence is provided
through a public submission process to justify their retention (Attachment B). Of these
78 bans, 28 were created on heavy traffic roads that were once attractive to street
racers. The New Zealand Police have used traffic bylaws to resolve this problem and
will continue to do so if the problems flare up again.
Page 26
27.
the hours of alcohol bans retained are aligned to those contained in the bylaw
the public submission process provides an effective and efficient way to obtain further
evidence (in a useable format) to support decision making.
Next steps
28.
The proposal (together with proposals from other local boards) will be publicly notified in
June 2015.
29.
Staff will update the proposal as necessary to reflect the decisions by the local board.
Consideration
Local Board views and implications
30.
Since the commencement of the review in November 2014, the local board at workshops
has been presented with the statutory decision making requirements, review process
options, legacy council information, and recent police data.
Managing alcohol related harm associated with people consuming alcohol in public places
increases opportunities for health and wellbeing, which is consistent with the outcomes of
the Mori Plan for Tmaki Makaurau.
32.
Feedback from mana whenua representatives at a hui held in March 2015 supported alcohol
bans in principle, and believe that non-regulatory approaches should be considered to help
reduce alcohol related harm.
Implementation Issues
33.
There are no implementation issues associated with this decision to adopt a proposal.
Attachments
No.
Title
Page
29
33
Proposal
37
Signatories
Authors
Authorisers
Page 27
Item 14
Attachment A
Item 14
Page 29
Attachment A
Item 14
Page 30
Attachment A
Item 14
Page 31
Attachment B
Item 14
Page 33
Attachment B
Item 14
Page 34
Attachment B
Item 14
Page 35
Attachment C
Item 14
Page 37
Attachment C
Item 14
Page 38
Attachment C
Item 14
Page 39
Attachment C
Item 14
Page 40
Attachment C
Item 14
Page 41
Attachment C
Item 14
Page 42
Attachment C
Item 14
Page 43
Attachment C
Item 14
Page 44
Item 15
Purpose
1.
The purpose of this report is to inform the tara-Papatoetoe Local Board of the financial
commitments that three of the business associations in the local board area face, and to
present funding options available to support them.
Executive Summary
2.
This report concerns the local boards investment in community safety in the local area.
Specifically, public places CCTV systems and support for local business associations who
monitor the CCTV systems and carry out further community safety and economic
development work.
3.
As part of the local board-funded community safety work, council manages the public places
CCTV systems, providing a quality crime prevention tool to each of the three local business
associations (BAs). Staff recommend that this arrangement continues, and that council
continue to manage the contract process for CCTV monitoring. This arrangement ensures
an accountable, robust and safe approach to CCTV use.
4.
As well as monitoring CCTV systems, three local BAs also run community safety and
economic development initiatives, which incur significant costs. These BAs are Hunters
Corner Town Centre Society Incorporated, Papatoetoe Main Street Society Incorporated and
Otara Business Association Incorporated.
5.
The board currently assists the business associations by granting them money for specific
purposes. Staff propose replacing this system with bulk funding, to give the BAs a more
reliable and secure source of funding with lower administrative load for council.
6.
Aside from funding for council management of the CCTV systems (value $85,000), staff
recommend that the local boards safety funding be equally divided between the three BAs
to the value of $91,666 each.
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
allocate $91,666 from the 2015/2016 local board budget to each of the following
business associations towards crime prevention, safety and economic development
initiatives, subject to accepting the accountability detailed in their respective funding
agreements:
Hunters Corner Town Centre Society Incorporated
Papatoetoe Main Street Society Incorporated
Otara Business Association Incorporated
b)
allocate $85,000 per annum of the local boards safety budget towards council
maintenance and management of local public places CCTV systems (to include
procuring the required services including maintenance, network costs and
monitoring)
c)
approve the Community Development and Safety unit procuring CCTV monitoring
contracts with Hunters Corner Town Centre Society Incorporated and Otara
Business Association Incorporated.
Page 45
Item 15
Discussion
7.
As part of local board-funded community safety work, council manages the public places
CCTV systems, providing a quality crime prevention tool to each of the three local business
associations (BAs). This arrangement ensures an accountable, robust and safe approach to
CCTV use. The systems are mostly monitored by the BAs, with the exception of Otara,
where the CCTV system is currently monitored by Manukau Institute of Technology.
8.
The local BAs also run community safety and economic development initiatives, which incur
significant costs. The board currently assists the BAs by granting them money for specific
purposes. Staff propose replacing this system with bulk funding, to give the BAs a more
reliable and secure source of funding with lower administrative load for council.
In preparing draft budgets for the Long Term Plan 2015-2025, local board members
discussed alternative methods to supporting BAs. The three BAs involved are:
Hunters Corner Town Centre Society Incorporated
Papatoetoe Main Street Society Incorporated
Otara Business Association Incorporated.
10.
The local board currently pays a combined total of approximately $400,000 per annum to
these BAs, in a complex series of grants and contractual payments for various purposes.
These payments are in addition to the council revenue the BAs receive from BID targeted
rates.
11.
The three BAs all have differing needs and requirements, but all incur significant costs in
their economic development roles, as well as running crime prevention and safety initiatives
in their respective areas. Last year, the local board supported all three BAs with safety and
economic development funding, which included the following:
Table One: Local Board Funding for Safety and Economic Development funding to
Business Associations in 2014/2015
BA
Budget
Hunters Corner
$55,000
Ambassador contributions
$21,500
$30,000
$70,000
Ambassador contributions
$21,500
$30,000
Ambassador contributions
$21,500
$30,000
Otara
Papatoetoe
12.
Amount granted
The local board has considered paying each BA a fixed sum in 2015-2016. This would
replace the current BID top-up and mixture of grants for specific purposes. The bulk funding
proposal arose as a solution to a number of issues:
bulk funding fits in with the Auckland Plan policies of empowered communities and
community led development
the system of making grants for specific purposes is becoming increasingly complicated
and costly. Bulk funding would be simpler
anomalies have crept in between the level of support given to the three BAs, so bulk
funding would re-establish equity
Page 46
13.
14.
the BAs are restricted by the specific nature of the current grants, allowing no flexibility
to identify where and how to appropriately apply the funding. Bulk funding would enable
them to make rational choices that optimise results from the resources available.
Bulk funding would require the BAs to be accountable to the local board for the way they use
the funding and the results obtained. The accountability process can be incorporated into
funding agreements and can be managed by council staff.
The bulk funding option would not preclude the BAs from applying for other forms of funding,
for example events funding.
Currently the local board supports the operational expenses associated with running the
councils public places CCTV systems operating in Otara and Hunters Corner (which is also
linked to Papatoetoes business association system). These costs include maintenance,
network costs and monitoring contracts to a value of approximately $85,000. These systems
are currently managed by council staff, but not monitored by them.
16.
Staff recommend the local board continue to use the safety budget to fund council staff to
manage the CCTV systems, to ensure continued provision of a quality crime prevention tool
to each of the three BAs. The proposed bulk funding model suggests the local board set
aside $85,000 for CCTV operating costs.
17.
Hunters Corner Town Centre Society Incorporated is currently contracted (until June 2015)
to monitor councils public places cameras at certain times in the Papatoetoe area. In Otara,
the CCTV monitoring contract currently sits with the Manukau Institute of Technology (until
June 2015) due to Otara Business Association Incorporated previously being unable to
resource the operation.
18.
The Otara Business Association Incorporated has recently made positive steps towards
improving safety, including the recruitment of a crime prevention officer. Staff now
recommend shifting the monitoring contract for Otara to the Otara Business Association
Incorporated premises. This would allow the crime prevention officer to better coordinate the
ambassadors, better align safety services in the town centre and improve interaction with the
police and other agencies. This more effective use of CCTV monitoring would help improve
safety across the local board area.
19.
Staff recommend that the Community Development and Safety unit procure new CCTV
monitoring contracts with Hunters Corner Town Centre and Otara Business Association, to
ensure continued CCTV monitoring when the current contracts expire. The new contracts
would commence in July 2015 for the period of one year, and would be funded from the
CCTV operating expenses component of the proposed funding allocation below.
With $360,000 potentially available to the local board from the current safety budget,
removing the CCTV component first (of $85,000, which includes monitoring contracts) would
leave $275,000 to be divided equally between the BAs. The proposed financial split is shown
below.
Recipient
Amount
$85,000
Bulk funding
$91,666
Bulk funding
$91,666
Bulk funding
$91,666
TOTAL
Business Association bulk funding
$359,998
Page 47
Item 15
Item 15
Consideration
Local Board Views
21.
The crime prevention and town centre safety issues have been workshopped with the local
board on a number of occasions in late 2014 and early 2015. The local board has supported
the ambassador programme and also the empowering of the BAs to influence perceptions of
safety in their respective areas (through a variety of locally driven safety initiatives such as
CCTV monitoring).
While this project is not specifically targeting Maori, it is noted that Maori are generally overrepresented as both victims and perpetrators in crime statistics. Maori are likely to benefit
alongside other groups in the community. The three town centres involved are frequented by
significant numbers of Maori living in the localities. By supporting thriving town centre
business associations, it would indirectly benefit Maori.
General
23.
There is sufficient funding available in the local boards CCTV and town centre safety
initiatives budget to support a contribution of $91,666 to each of the three BAs and cover
basic monitoring contracts.
24.
The decision sought does not invoke the Auckland Council Significance Policy.
Implementation
25.
Staff would implement the local boards decision through funding agreements with each of
the BAs.
Attachments
There are no attachments for this report.
Signatories
Authors
Authorisers
Page 48
Item 16
Purpose
1.
This report seeks approval from the tara-Papatoetoe Local Board for proposed 2015/16
property renewal capital works for Libraries.
Executive Summary
2.
The property renewals programme is an annual capital works programme. The programme
ensures that each Council facility can operate to the current level of service articulated in the
relevant asset management plan.
The tara-Papatoetoe Local Board proposed property renewals programme for 2015/16 is
detailed in this report as Attachment 1.
In the 2015/16 financial year, the tara-Papatoetoe Local Boards budget for each Libraries
property renewal and Fixtures, Fittings and Equipment (FF&E) programme is $134,045.
A list of all Libraries proposed property renewal projects for all Auckland Council Local
Boards for 2015/16 is provided for your information as Attachment 2.
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
b)
c)
d)
Allows for any project surplus to be held as contingency for other renewals projects
included within this report for this board.
Comments
3.
Community facilities are an important part of realising the vision of Auckland to become the
worlds most liveable city. They contribute to building strong, healthy, and vibrant
communities by providing spaces where Aucklanders can connect, socialise, learn, and
participate in a wide range of social, cultural, art, and recreational activities. These activities
foster improved lifestyles and a sense of belonging and pride among residents.
Investment in this property renewals programme will ensure that Council facilities remain
valuable, well-maintained community assets that continue to meet user expectations. Not
undertaking timely property renewals will have an undesirable impact on the customer
experience and put asset performance at risk, and ultimately increase the cost to maintain
the facility.
The property renewals programme is a planned and documented process comprising of
seven project management framework phases. These phases are: data collection, feasibility,
initiation, planning, execution & transition, closure, and benefits realisation. Local Board
sign-off is within the third phase (initiation) of the Property Renewals Programme process.
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Item 16
Consideration
Local Board views and implications
4.
Council officers are seeking Local Board approval for the proposed tara-Papatoetoe Local
Board property renewals programme for 2015/16. Council officers will report quarterly to the
Local Board, including any reduction in project costs, to enable a review of budget options.
The tara-Papatoetoe Local Board 2015/16 Proposed Property Renewals property renewals
programme will ensure that all facilities continue to be well-maintained community assets
benefiting the local community, including Mori.
Implementation
6.
Council officers have consulted with Local Board representatives and relevant Council
departments in order to formulate both the property renewals process and the attached lists
of proposed renewals. Consultation will continue with all stakeholders throughout the
financial year while this programme is implemented.
This work will be implemented as part of Councils Property Departments usual business
practice and delivered in partnership with Libraries.
Attachments
No.
Title
Page
Attachment 1
51
Attachment 2
53
Signatories
Authors
Authorisers
Page 50
Attachment A
Item 16
Page 51
Attachment B
Item 16
Page 53
Item 17
Purpose
1.
To present the findings of the Papatoetoe museum and arts needs and options analysis.
Executive Summary
2.
3.
The purpose of the museum and arts needs and options analysis was to provide advice to
the board to inform decision-making in relation to:
Options for the future of the Papatoetoe Historical Societys existing museum which is
not fit for purpose and whose premises in a council-owned depot are earmarked for
demolition and commercial redevelopment.
The boards aspirations for a more fit-for-purpose museum and arts facility which
resulted in the allocation of $3.148m capex funding in the 2012-2022 Long-term Plan
for a new or redeveloped museum and arts facility in Papatoetoe.
Any other options available to meet local needs in relation to museum and arts
services.
Since the needs analysis work commenced in 2014, there have been two significant
developments that impact on the study drivers and options:
The capex funding is not included in the draft 2015-2025 LTP.
The redevelopment of the depot site is yet to commence. Auckland Council Property
Limited are negotiating with developers at present and have indicated that the
occupants of the depot will not be required to relocate for at least another 2 years.
4.
While the findings of the needs and options analysis supports the potential need for a multiuse community facility with a museum and arts focus in Papatoetoe, the lack of capex
funding means this option is unable to be progressed at this time.
5.
However, the study report provides findings and information that can inform the boards
consideration of museum and arts services in Papatoetoe should capital funding become
available in the future.
6.
It also outlines a range of alternate non-facility options that could go some way to addressing
museum and arts needs in the area. Staff recommend that these be considered further by
the Papatoetoe Historical Society and explored further with the arts services providers in the
area.
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
Receives the Papatoetoe Museum and Arts Needs and Options Analysis Report
(Attachment A).
b)
Notes that the needs and options report has been provided to the Papatoetoe
Historical Society to consider options to improve the delivery of its museum services
locally.
c)
Notes that councils arts and culture advisor for the Otara-Papatoetoe area will work
with arts service providers in Papatoetoe to look at options to improve arts services.
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Item 17
Comments
Background
7.
The tara-Papatoetoe Local Board Plan 2014-6 states an intention to promote the heritage
of old Papatoetoe through a new museum and arts facility.
8.
The Papatoetoe Historical Society is a key provider of museum and arts services in the area
and currently leases space in the council-owned depot at 91 Cambridge Road, Papatoetoe.
The local board has provided the society $20,000 per annum since 2013 to deliver these
services.
9.
Auckland Council has plans to develop the land at 91 Cambridge Terrace and the depot is to
be demolished. This will necessitate the termination of leases on the site, including the lease
held by Papatoetoe Historical Society.
10.
The impending relocation of the existing museum and the need to find a larger more fit-for
purpose space was a key driver for the boards advocacy to the governing body for capex
funding. This resulted in the allocation of $3.148m in capital funding as part of the 20122022 Long-term Plan.
11.
In April 2014 the board allocated $15,000 for the museum and arts needs analysis. The
board also requested that 17 George St, Papatoetoe be considered as a potential option to
house a new facility.
12.
Staff engaged Visitor Solutions to undertake the study and consider both built and non-built
options for meeting the museum and arts needs. Their report is provided as Attachment A.
13.
Subsequent to the work commencing there have been two significant developments which
impact on the study drivers and options:
Firstly, Auckland Council Properties Limited who are managing the redevelopment of
the depot site are still negotiating timelines with developers. They have advised that
the occupants of the depot will not have to move for at least another 2 years.
Consequently, the Papatoetoe Historical Society has no immediate need to relocate.
Secondly, the $3.148m in capex budget is not included in the draft 2015-2025 budget.
Discussion
14.
The needs and options analysis focused on the Papatoetoe subdivision of the local board
area. The key findings were:
The four key facilities that provide for arts and cultural needs in Papatoetoe are the
Spotlight Theatre, the public library, Youthline Manukau and the Papatoetoe Museum
at Cambridge Terrace.
A simple, adaptable multi-use facility with a museum and arts emphasis was the
communitys preferred option. This is consistent with Auckland Councils draft
Community Facilities Network Plan which indicates that community and arts activities
will be provided within existing and new multi-use facilities, rather than bespoke
spaces.
Page 56
The key priorities for the Historical Society are to find sufficient storage space for their
museum collection, improved exhibition and work space, regular opening hours and
increased outreach services to the community.
The key priority for the local arts sector is to improve their services locally and increase
participation in the arts.
Built options
15. Six options were considered for a built option within the Long-term Plan 2012-22 budget.
Only 17 St George Street, Papatoetoe met the spatial and locational needs for a flexible
multi-use facility with a museum and arts emphasis in Papatoetoe.
16.
The report considered it unlikely that the strategic advantages of 17 St George Street could
be easily duplicated and recommends that council should consider retaining the building in
the long-term to meet future community needs.
17.
As the draft Long-term Plan 2015-25 does not include any capital or operational costs for a
new community facility in Papatoetoe, further work to explore built options is not able to be
progressed at this time.
Non-built options
18.
The needs and options analysis also identified options to improve museum and arts services
in Papatoetoe that did not require significant capital investment.
19.
20.
21.
Pop-up/mobile exhibitions in the community. This will require exhibition furniture for the
secure display of the collection, which could later be used within a museum if one was
developed. The costs of this option are dependent on the specification, number, type
and style of exhibition furniture.
Options for the improved delivery of arts services and local participation in the arts include:
Providing programmes catering for local needs by using specialist arts facilities outside
of the Papatoetoe area. This partnership and outreach approach is dependent on a
number of factors such as the availability of additional capacity at other venues and
the willingness of Papatoetoe residents to travel outside of the area.
The use of existing school or community facilities for more general arts activities in
order to increase local participation in the arts.
The needs and options analysis report recommends that non-built options are progressed
immediately to foster the growth and reach of the Historical Society, facilitate the publics
participation in arts in Papatoetoe and develop assets such as portable displays which can
be used later within a facility.
Next Steps
22.
On 9 March 2015, staff met with the key representatives of the Papatoetoe Historical Society
to outline the findings of the study report. Staff advised that funds have not been allocated
for a new facility. The Historical Society agreed to review the analysis and consider the
feasibility of the non-built options that adequately meet its needs.
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Item 17
Item 17
The museum will not be required to relocate for at least two years which allows the Historical
Society time to plan and implement service improvement solutions without the immediate
need to find alternative accommodation.
24.
As an incorporated society the Historical Society can also seek alternate capital and project
funding from philanthropic or business organisations for a new facility or services.
25.
The board can consider the Historical Societys preferred approach to meet its immediate
and future needs, including the need for any further support, as part of the boards ongoing
funding relationship with the Society.
26.
Councils arts and culture advisor for the Otara-Papatoetoe area is willing to work with the
local arts sector to consider the findings of the needs and options analysis and plan for
improved services in the future.
Consideration
Local Board views and implications
Local Board views and implications
27.
The tara-Papatoetoe Local Board Plan 2014-16 outlines the boards intention to promote
the heritage of old Papatoetoe through a new museum and arts facility and by creating new
events.
28.
As noted earlier, funding for a new museum and arts facility is not included in the draft 201525 Long-term Plan.
29.
The study report can inform the boards future consideration of support for museum and arts
services in Papatoetoe.
31.
In November 2014 guidance was sought from mana whenua on the best way to engage in
the project. Kaitiaki nominated Te Akitai to provide input into the needs and options analysis.
A one to one interview was conducted with Te Akitai to inform the report.
Implementation
32.
Attachments
No.
Title
Page
Signatories
Authors
Authorisers
Page 58
Item 18
Purpose
1.
To forward the recommendations of the Manukau Harbour Forum to all nine member boards
requesting funding for the forums 2015/2016 work programme, including its communication
plan. The full report is appended as Attachment A.
Executive Summary
2.
At its meeting of 14 July 2014, the Manukau Harbour Forum (the forum) resolved on a work
programme to deliver on the Manukau Harbour Action Plan 2013-2015, recommending that
the forums nine member boards contribute funding for this work programme for the three
years. The work programme is comprised of the flagship sites programme, research hui and
the communications plan (see Attachments B and C).
3.
The forums recommendations for funding of the first year of the work programme
(2014/2015) were circulated to member boards in August 2014. At its meeting of 18 August
2014 the tara-Papatoetoe Local Board resolved as follows:
Resolution number OP/2014/1
MOVED by Chairperson E Collins, seconded by Member LT Fuli:
That the tara-Papatoetoe Local Board:
a)
b)
c)
4.
5.
Accord the Chairperson of the Manukau Harbour Forum speaking rights for this item
Support the Manukau Harbour Forum action plan and work programme in principle.
Agree to contribute $8,500 in the 2014/15 financial year towards the action plan and
work programme, to be paid from the boards Environmental Project budget.
d)
Agree in principle to provide additional funding for these purposes, of $15,800 in
2015/16 and $15,800 in 2016/17, subject to budget being provided in the new longterm plan.
The forums resolution of 14 July 2014 estimated that the second year of the work
programme (2015/2016) would cost $15,800 per member board. The forum has
subsequently been provided with three options for year 2 of the communication plan with
detailed costings, and the forum resolved to recommend an option which would result in a
lower overall cost to member boards for the 2015/2016 work programme than estimated in
its July 2014 resolution.
At its 13 April meeting, the forum resolved on the second year of the work programme,
recommending that member boards:
Resolution number MHFJC/2015/2
MOVED by Member BM Graham, seconded by Member D Wrightson:
a)
b)
c)
d)
6.
That the Manukau Harbour Forum notes the information in the Update on Work
Programme report.
That the Manukau Harbour Forum recommends to member boards that funding be
allocated to support a flagship sites programme and research hui in 2015/2016.
That the Manukau Harbour Forum recommends option 2 for year 2 of the
communication and activation plan for recommendation to member boards for funding.
That the Manukau Harbour Forum thank officers for their attendance.
The forums recommendation that member board fund year 2 of the work programme with
option 2 of the communication brings the overall cost per member board to $11,889 for the
Page 59
Item 18
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
support the request from the Manukau Harbour Forum and agree to allocate $11,889
to enable the Manukau Harbour Forums work programme for 2015/2016 to proceed.
Attachments
No.
Title
Page
61
67
Communications Plan
79
Signatories
Authors
Authorisers
Page 60
Attachment A
Item 18
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Attachment A
Item 18
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Attachment A
Item 18
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Attachment A
Item 18
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Attachment A
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment B
Item 18
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Attachment C
Item 18
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Attachment C
Item 18
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Attachment C
Item 18
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Attachment C
Item 18
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Item 19
Purpose
1.
This report provides an update on the Empowered Communities Approach (ECA), and
enables the tara-Papatoetoe Local Board to provide formal feedback. Resolutions will be
reported to the Regional Strategy and Policy Committee on 4 June 2015.
Executive Summary
2.
The Mayors Proposal for the Long Term Plan 2015-2025 (LTP) includes developing a more
empowered community approach to the work of Auckland Council.
3.
The Community Development, Arts and Culture Department of the Operations Division is
leading the development of ECA, with support from Local Board Services and others.
4.
The purpose of the ECA is to develop a new, more effective and empowering approach to
the way council delivers services and supports community activities. The ECA will establish
a new operating model for the Community Development and Safety (CDS) unit which will
shift its service delivery to have a greater focus on local and community empowerment, with
a view to embedding this way of working across the council family.
5.
The proposed approach builds on the Thriving Communities Action Plan Ng Hapori
Momoho (April 2014).
6.
7.
The proposed approach was reported to local boards and the Regional Strategy and Policy
Committee in April 2015.
8.
The key functions of the new operating model are to support local boards, build community
capacity and capability, increase diverse community input into the work of council, catalyse
the approach across the whole of council and build the capacity of the organisation to work
in ways which empower communities.
9.
10.
The proposed operating model will consist of three components which together will better
support the delivery of local board plans as well as address complex community issues
across Auckland. These components are provisionally called: local community brokers, the
community practice hub and Auckland-wide response.
11.
A reduction in the cost to deliver community development over time is expected, starting with
savings in the 2015/2016 financial year.
12.
Community development and engagement is at the heart of the role of local boards. The
local board plans all include a focus on developing strong communities. Proposed changes
to councils community development approach are of significant interest to local boards.
13.
To date the ECA has been informed by the following input from local boards: Political
Advisory Group (PAG), two chairs and portfolio holders workshops and individual local
board workshops.
14.
Community and council staff consultation has also informed the approach.
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Item 19
The final PAG meeting is on 4 May 2015. Feedback from that meeting is either attached to
this report, or where local board meetings are early in May, will be tabled at the meeting.
16.
The transition timeline is for work to be done on models and roles from now until the end of
June. From July to December the approach will be implemented to meet local board needs
and in 2016 as the approach matures and evolves it will be extended across the council
family.
17.
This report enables the tara-Papatoetoe Local Board to make resolutions on the ECA .
These resolutions will be reported to the Regional Strategy and Policy Committee on 4 June
2015.
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
Comments
Background
18.
The Mayors Proposal for the Long Term Plan 2015-2025 (LTP) includes developing a more
empowered community approach to the work of Auckland Council. The proposed changes to
the community development function are:
to transition delivery to a more empowered community approach
to move away from direct delivery (and therefore save overheads) and fund community
groups to deliver more
for local boards to play a much more active role by allocating more funding through
them.
19.
The purpose of the ECA is to develop a new, more effective and empowering approach to
the way council delivers services and supports community activities. The ECA will establish
a new operating model for the Community Development and Safety (CDS) unit which will
shift its service delivery to have a greater focus on local and community empowerment, with
a view to embedding this way of working across the council family.
20.
The proposed approach builds on the Thriving Communities Action Plan Ng Hapori
Momoho (April 2014). It will bring to life the principles, focus areas and actions by providing
a clear operational direction to enable implementation of the plan across council.
21.
The approach also provides an implementation framework for the High Performing Councils
special focus area Engaging and Enabling Communities. The approach could play a
significant role in building best practice across the organisation in the four high performance
behaviours: develop, serve, collaborate and achieve.
22.
A primary focus for the new unit will be on working with other parts of council to provide
community development support, expertise and assistance to local board projects and
activities so that every opportunity for council to work in ways that are enabling of
Page 84
24.
25.
The proposed operating model will consist of three components which together will better
support the delivery of local board plans as well as address complex community issues
across Auckland. These components are provisionally called: local community brokers, the
community practice hub and Auckland-wide response.
26.
The local community brokers are strategic roles. They will be co-located alongside local
board services teams. They will work alongside local board advisors to support and join up
the work of all departments delivering on local board outcomes and will support devolving
more resources to the community. The brokers work programme will be based on local
board outcomes. The role will be tailored to meet local board and community needs and they
will provide a portal into council for the community.
27.
The community practice hub consists of a dedicated team of expert practitioners with skills
including community development, facilitation and project management. They will work
alongside the local board teams to deliver programmes and tools, capacity building for
communities, inclusive engagement and participation programmes and also provide
operational support for local community brokers, local boards and across the council family.
28.
The local community brokers will work with the local board members and advisors to identify
which projects offer opportunities to work in a more empowered communities way and are
priorities for support from the community practice hub. The hub will then develop a work
programme incorporating priorities from across local boards.
29.
If new community priorities start to emerge, the local community brokers will work with local
board members and staff to agree next steps. The community practice hub will have some
capacity to support work on emerging issues if they become local board priorities.
30.
The Auckland-wide response will be a team of people with specialist skills. They will work on
significant and/ or complex issues that would benefit from an all of Auckland approach,
internal systems and processes and barriers and activity where a regional response delivers
efficiency/ effectiveness benefits.
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Item 19
Item 19
Different responses will be needed around Auckland taking into account community
capacity, strength and resilience. This range of responses will need to cover those areas
where there is well developed community capacity to opportunities to further development
community capacity and newly formed communities.
32.
33.
There are a number of empowering initiatives and activities, both new and existing, which
could be further developed to empower communities.
34.
A reduction in the cost to deliver community development over time is expected, starting with
savings in the 2015/2016 financial year.
35.
Community development and engagement is at the heart of the role of local boards. The
local board plans all include a focus on developing strong communities. Proposed changes
to councils community development approach are of significant interest to local boards.
Page 86
36.
This report provides the opportunity to provide formal feedback. This will be reported to the
Regional Strategy and Policy Committee on 4 June 2015.
A Political Advisory Group (PAG) has provided strategic advice and guidance to staff during
the development of the empowered communities approach.
38.
39.
Other feedback from the PAG included the need to consider the relationship with the Mori
Responsiveness Framework and the need for staff to have cultural competencies. There
was also discussion around whether the local community brokers should be located within
Community Development and Safety or Local Board Services, and comment that local board
outcomes are the same as community aspirations.
40.
Staff will report back to the PAG on 4 May with the following:
revised approach and model
approach to devolving resources
tools to support implementing the approach.
41.
Feedback from the PAG meeting on 4 May forms attachment 2 to this report. However, due
to the timing of this PAG, where local boards are meeting early in May this will mean the
tabling of attachment 2.
ECA timeline
42.
Stage
Date
Purpose
Budget Committee
7-8 May
4 June
The community was consulted through a limited number of community-led, and staff run,
workshops around the region. Staff were also consulted.
44.
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Item 19
Item 19
Consideration
Local Board views and implications
45.
The ECA aims to provide a much more active role for local boards in community
development.
46.
ECA builds on the strong focus on community led planning and development in the local
board plans 2014.
47.
Local board chairs met to consider ECA on 30 March. The following four principles arose
from this meeting:
local boards need to be empowered themselves so that they can in turn empower their
communities in a way that suits the area
local board outcomes are community outcomes and need to be central to and drive the
community empowerment approach and focus under the direction of the local board.
community empowerment is not as simple as channelling funds through community
groups, which has risks. Community empowerment is an approach and any change to
the current needs to be carefully staged and made appropriate for each local board.
within change there are always opportunities but they carry risks which can be minimised
through careful planning, full engagement of the main parties and undertaken within a
timeframe that is feasible for significant change to take place.
48.
Local boards formal views are sought through this paper. This builds on earlier opportunities
to provide informal feedback at local board workshops during April and at two workshops for
local board chairs and portfolio holders.
49.
The summary feedback from the chairs and portfolio holders meeting on 20 April was:
the budget approach and costs associated with the proposed model are required to be
able to make an informed response. There was also desire for better utilisation of the
budget to achieve improved outcomes. Additionally, it was unclear how the model will
deliver more resources to local boards
the broker role needs to operate on a continuum that is tailored to local boards and can
deliver across the continuum from those with contracted out services to communities
with less capacity to take on additional services
the broker role bests sits in local board services but the overlap with local board advisor
roles needs to be explored
the community practice hub services are valuable but local boards do not want to have
to pitch for resources. A bottom up approach is preferred and the hub should also use
resources from other areas of council and the community. It was also unclear where the
expertise exists to deliver the hub services
uncertainty over what the Auckland wide response team will deliver and concern that it
will not deliver local board priorities. Local boards could be supported to work
collaboratively on common issues as community development is delegated to local
boards. The community brokers can collaborate to tackle the systemic issues. Regional
issues should be funded by the governing body and Community and Social Policy can
cover these Auckland wide issues
the need to respond to diverse and disempowered communities
the transition process was unclear and raised concerns over delivery in coming months.
There were also recurring themes from early discussions:
one size does not fit all
Page 88
the model needs to focus on delivering local board priorities, which are the same as the
communities priorities.
The ECA has a direct relationship with the Mori Responsiveness Framework, which sets
out two key areas of activity; the first being understanding the rights and interests of Mori.
The second, and closely intertwined, is acting on the needs and aspirations of Mori.
51.
52.
There are a number of initiatives underway which can help inform the Empowered
Community Approach such the Mori Input to Decision Making project in the south of
Auckland. This, and other activities being undertaken in partnership with Mana Whenau
around the environment, provide strong examples of how Mori can be engaged with and
participate to embed the proposed approach to communities.
53.
Engagement with mataawaka and mana whenua is ongoing to enable staff to understand
potential impacts.
54.
A representative from the Independent Mori Statutory Board sits on the PAG.
Implementation
55.
The transition timeline is for work to be done on models and roles from now until the end of
June. From July to December the approach will be implemented to meet local board needs
and in 2016 as the approach matures and evolves it will be extended across the council
family.
Attachments
No.
Title
Page
91
93
Signatories
Authors
Authorisers
Page 89
Item 19
Attachment A
Item 19
Page 91
Attachment B
Item 19
Page 93
Item 20
Purpose
1.
Seeking a nomination from the tara-Papatoetoe Local Board for consideration by the
Regional Strategy and Policy Corrections Facility at Wiri (Kohuora) Sub-committee to
appoint two Auckland Council representatives on the Social Impact Fund Allocations
Committee.
Executive Summary
2.
The Regional Strategy and Policy Committee will meet on 13 May 2015.
3.
A copy of the relevant report is attached as attachment A. The report recommends that the
Regional Strategy and Policy Committee:
4.
a)
establish an adhoc sub-committee comprising the chair or deputy chair of each of the
Manurewa, Papakura, Mngere-thuhu and tara-Papatoetoe Local Boards, and up
to two councillors from the southern wards.
b)
invite each of the four local boards to appoint either their chair or deputy chair to the
sub-committee
c)
d)
note that the Independent Mori Statutory Board (IMSB) has the right to make two
additional appointments to the sub-committee
e)
note that the sub-committee will appoint its own chair and deputy chair
f)
The 13 May 2015 Regional Strategy and Policy Committees resolution will be tabled for the
boards consideration.
Recommendation/s
That the tara-Papatoetoe Local Board
a)
appoints member XXXXX for consideration by the Regional Strategy and Policy
Corrections Facility at Wiri (Kohuora) Sub-committee as one of the two Auckland
Council representatives on the Social Impact Fund Allocations Committee.
Attachments
No.
Title
13 May 2015 Regional Strategy and Policy Committee report entitled "Wiri
Prison - Social Impact Fund Allocations Committee"
Page
97
101
Signatories
Authors
Authorisers
Page 95
Item 20
Page 96
Attachment A
Item 20
Page 97
Attachment A
Item 20
Page 98
Attachment A
Item 20
Page 99
Attachment B
Item 20
Page 101
Attachment B
Item 20
Page 102
Item 21
Purpose
1.
Executive Summary
2.
This report covers matters of specific application and interest to the Otara-Papatoetoe
Local Board and its community, matters of general interest relating to Auckland Transport
activities or the transport sector, and Auckland Transport media releases for the
information of the board and community.
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
b)
provides formal feedback on the variations to the Regional Public Transport Plan.
Comments
Regional Public Transport Plan
3.
Auckland Transport is required under the Land Transport Management Act, to prepare a
Regional Public Transport Plan (RPTP). This plan describes the services integral to
Aucklands public transport network and sets out the policies and procedures that apply to
those services. This policy must be reviewed regularly and varied as required. The current
RPTP was adopted in 2013; it now requires variation to four services to enable Auckland
Transport to move forward with its public transport improvements.
4.
Auckland Transport presented the board with the following variations to the RPTP at a
workshop on 4 May 2015:
Simplified zone fares - Auckland Transport proposes to amend the current stage
fares to zone based fares
Light Rail This inclusion is to allow for changes to our current polices to progress
current investigations to consent and funding stages (within budget approval)
Ferry Development Plan Changes to the ferry policy to reflect the ferry
development plan
New Bus Network The policy change required to implement the new timetable
and service changes that have been consulted on with local boards and
communities.
5.
Auckland Transport has requested formal feedback from the board on these changes.
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Item 21
Over the next few years Auckland Transport is moving to a simpler and more integrated
public transport network for Auckland. This will deliver a New Network of buses, trains and
ferries that will change the way people travel including the need for some passengers to
transfer at key interchanges. In return the New Network will allow more passengers to
simply turn up and go rather than planning trips around a timetable. It will offer flexible
travel options over large parts of the city, making public transport more useful for a range
of travel purposes.
8.
Public consultation with communities on local routes is carried out prior to the services
changing. There is however, a delay to the South Auckland new network implementation,
from late 2015 to mid-2016.
Why is there a delay to South Auckland implementation?
9.
The implementation date for the Southern New Network has always been subject to a
competitive tendering process, the implementation of Otahuhu Interchange and integrated
fares (Simplified Zone Fares). Auckland Transport intends to roll out contracts in South
Auckland (including Pukekohe-Waiuku), under the new procurement regime (Public
Transport Operating Model PTOM). Currently tendering is planned for mid-2015 and
implementation of new bus services by mid-2016. Delays are a result of additional
feedback and engagement with the bus industry on the new form of contracts.
10.
The new bus-train interchange at Otahuhu is currently scheduled for completion in April
2016. Six new bus routes terminate or travel through this interchange.
11.
Manukau has also been identified as a major bus-train interchange location. Thirteen new
bus routes are proposed to use the new interchange, ten of which will terminate there. Due
to an 18 month construction period, interim on-street arrangements will be required until
the interchange is fully operational. These arrangements are planned to be completed
between January and May 2016 in time for the new bus network.
12.
Another reason for the delay is the introduction of a new way of calculating fares. Auckland
Transport are planning to implement simplified zone fares in 2016 (before the New
Network changes are made), that calculates a fare based on how many zones people
travel through as part of their journey, regardless of whether they transfer between bus and
bus or bus and train. Public consultation is currently planned for May 2015.
Auckland Transport has prioritised all stations in order of anti-social behaviour including
safety incidents and fare evasion. In addition to Britomart, Newmarket and Manukau
stations, New Lynn is being fitted out with electronic HOP gates by June.
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14.
Auckland Transport has engaged an engineering design company to provide designs for
five prioritised rail stations to progress fencing with potential manning of access points. The
design will include the installation of security fencing and manual barriers that will assist
with fare enforcement by ensuring the platform is a paid area for passengers only but
without the capital expense of HOP gates. It is estimated to cost $50 million to
electronically gate all stations on the network with associated manning cost increases;
many stations are in suburban areas, which are difficult to fence entirely.
15.
Auckland Transport continues to monitor the level of incidents being reported on platforms
and on-board trains.
16.
We have also established a Combined Safer Network Group a monthly meeting between
Auckland Transport, Transdev, New Zealand Police, Auckland Council and KiwiRail to
address issues of safety and security. Since mid-2014 there has been:
Increased security guard presence on stations where a high number of incidents
are reported
Enhanced liaison between Auckland Transport and NZ Police (both on-going
presence and incident response)
Deployment of Pacific Wardens endorsed by NZ Police across the Rail Network as
a further source of guardianship
Developing a Video Management System (VMS), providing capable delivery and
interfaces with NZ Police and Auckland Council
Body worn CCTV equipment provided to Transdev Ticket Inspectors to assist with
identification of recidivist fare evaders
Police providing a permanent presence at Britomart during special events
NZ Police District Command Centres are provided with shared CCTV monitoring of
our rail facilities
Several arrests have been made over time as a result of close Auckland Transport
and NZ Police monitoring and response.
Transdev employ a team of Ticket Inspectors that undertake both roving ticket inspections
and manage planned station blockades. Transdev surveyed / Ticket Inspector results
reports a 5% fare evasion on average across the network over the last 12 months. This is
likely to be less than total average as it is partly a result of inspection rather than nonintervention observation. Annual non-intervention observation of boardings at non-gated
stations in May 2014 identified fare evasion differed significantly between stations, ranging
from low single digits to 19%.
18.
The Statues Amendment Bill No. 4 (SAB) that has recently had its final reading and is
expected to be passed in the next few months will provide for Auckland Transport to be an
enforcement agency for Public Transport fares. However, to permit practical fare
enforcement by Auckland Transport staff, further legislative changes are currently being
progressed with the Ministry of Transport to make the non-provision of identification details
an offence to an enforcement officer if a person is caught without a valid fare. This will
permit practical issuance of fare infringements and with the SAB permit legal enforcement
of issued infringements. Legislation change is expected to be drafted by late 2015.
19.
In accordance with timeframes for legislative change and earlier if possible enhanced fare
enforcement staffing, Auckland Transport is exploring options for creation of an enhanced
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Item 21
This project is on track to be completed in 2017, and has had a number of changes from
the original master plan. The board received a public forum presentation to create a public
space in two areas that originally did not have requirements from the project. The board
asked Auckland Transport to investigate the possibility of a pocket park/parklet to be
installed within the Manukau Bus Interchange creating a public space.
21.
The current design for the bus interchange differs to the one presented at the board
meeting. Although there is an open space currently indicated on the updated design, there
are plans for that space to be returned to Auckland Council Property Limited (ACPL) to
manage. Auckland Transport will create an informal open space, if ACPL are not able to
deliver on their plans by the time the project is completed in 2017.
22.
Auckland Transport proposes that the Lot 59 project team update the board at a workshop
so that the board are brought up to date on changes from the original master plan and
have a further opportunity to explore how public amenity can be incorporated.
Otara Papatoetoe Local Board Chair, Efeso Collins has recently taken to a bicycle as an
active way to get around, engage with his local community and experience traveling by
bike. The Walking and Cycling team at Auckland Transport supported his aspiration to give
cycling a go by lending him a bicycle along with a helmet, bike pump and some useful tips.
24.
Having local board members walk the talk and lead by example is extremely valuable to
the work of Auckland Transport who is working to promote the benefits of cycling and
encourage more people to give it a go. Auckland Transport looks forward to supporting
Efeso over the coming months on his cycling journey.
25.
There will be cycling courses over the winter months to help people brush up on their skills
so anybody interested in cycling can register for a course through the Auckland Transport
website.
Auckland Transport has had 3 requests for investigation this month, they are detailed
below:
27.
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to the library. The second crossing is on the corner of Rangitoto Road and St George
Street. These requests are currently under investigation by Auckland Transports Traffic
Operations team, responses can take up to three months, and the outcomes will be
reported to the board when these are available.
28.
Uneven Footpath Puhinui Road This request came from a board member and was
logged for follow up with the Maintenance Team. It has been made safe until a permanent
solution can be implemented.
29.
Casper/Great South Rd intersection The Board Chair asked for an investigation of this
intersection following an incident that could have resulted in serious injury. This has been
referred to Auckland Transports Traffic Operations, and due to the concerning nature of
the request this has been prioritised for investigation. The initial report is due by the end of
May, with response to the board in June.
The board has had a workshop presentation on the Great South Road CMP in May and
although there is little impact directly to the board, it is important to understand the
changes occurring to this important corridor.
The Otara-Papatoetoe Local Board LBTCF is $549,314.00 per annum; this can be spent
per year or rolled together and used for larger projects. I.e. three years worth of funding is
$1,647,942.00. There is also an option of allocating 16/17 financial year funding.
This project has now been completed and will be opened officially on the 27 May. This is
another great example of the board using transport funds to add value to a project and
enhancing a community experience.
Consideration
Local Board views and implications
34.
The local boards views will be incorporated during consultation on any proposed schemes.
Implementation
35.
Attachments
There are no attachments for this report.
Signatories
Authors
Authorisers
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Item 21
Item 22
Executive summary
1.
The purpose of this report is to inform Boards about progress on activities undertaken by
Auckland Transport in the three months January - March 2015, and the planned activities
anticipated to be undertaken in the three months.
2.
Attachments include:
A B C D E-
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
receives the Auckland Transport Quarterly Report for the three months January to
March 2015.
Comments
Significant activities during the period under review
Investment and Development
3.
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Item 22
5.
6.
7.
EMU Procurement
AT currently has a total of 51 three-car units in Auckland with 42 of these issued with
provisional acceptance. Five six-car services are operating during Manukau peak times.
Non-peak services have been operating between Britomart and Papakura and driver
conversion trains are running out to Swanson on a regular basis.
9.
Rail Improvements
The big performer was rail which reached 13.4 million passenger trips for the year, an
annual increase of 21%. March saw a monthly record high of 1.56 million train trips, an
increase of 29% on March last year. The growth is put down to the enhanced travel
experience and additional capacity provided by the new electric trains and greater service
frequency introduced over recent years.
Auckland Transport is aiming to have a full electric network by the end of July, except for the
link between Papakura and Pukekohe which will continue to use diesel trains. These will be
refurbished over time to provide an enhanced experience. The electric trains will provide
improved travel experience and more capacity on the Southern and Western Lines.
10.
Bus Improvements
March was also a record-breaking month on the Northern Express, with patronage up almost
17% on the same month last year. The 12 month total reached 2.8 million. It was also a
record for other bus services as patronage rose 8% to 56.6 million. Ferry numbers for the
year totaled 5.4 million trips, up 5% on an annual basis.
Growth on bus services is attributed to increased services and frequency, improving travel
times from new bus priority lanes and a significant improvement in service punctuality being
achieved by bus operators through new timetables. Further service level increases and
punctuality improvements are planned for later this year along with the introduction of double
decker buses on a number of routes. New network designs will also be introduced from later
this year.
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12.
Albany Highway
The Albany Highway North Upgrade is a 4km road widening of Albany Highway between
Schnapper Rock Road and Albany Expressway. Construction is approximately 25%
complete. The majority of the site is operating with a 30 km/hr speed limit, which results in a
2-3 minute delay to vehicles. Disruption to neighbouring land owners due to construction is
well managed, with some positive feedback received regarding the construction team's
approach to resolving issues.
13.
14.
15.
Cycle Initiatives
An information day has been held to share design concepts for the second stage of the
Beach Road walking and cycling project. Stage two will deliver a streetscape upgrade and
continue the cycleway along Beach Road from the intersection with Mahuhu Crescent
through to Britomart Place. Construction is expected to begin in February and be completed
in July.
Services
16.
Road Safety
A regional alcohol #Drunksense #Straightsense campaign was delivered. The programme
targeted males aged 18-25 years. To reach the target audience, a combination of cinema
advertisements, Facebook and social media activities were undertaken.
Localised
interventions including promotions of key messages was undertaken at Auckland Council
Movies in the Park, NRL Auckland Nines, Kumeu A&P Show and Pasifika.
AT delivered a Red Light Running regional campaign supporting the installation of new red
light cameras and locations in partnership with enforcement support by NZ Police.
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Item 22
18.
Travel Demand
Auckland Council and AT have jointly developed a business action plan for the Auckland
Council Travel Plan. The travel plan was approved for implementation by the Executive
team at the end of January. The travel plan is currently in the process of being approved by
PSA delegates before it goes out for staff consultation. Auckland Council also celebrated
Go By Bike Day with Cycle Information Sessions at the main centres. The sessions
included route planning advice for cyclists, safety tips and distribution of resources.
19.
Overview
The Road Corridor Group is tasked with the responsibility for a wide range of activities within
the Road Corridor. These include but are not limited to:
The Delivery of roading and streetlight maintenance and renewal programmes
Promote design innovation and efficiency around how work is carried out on the
network
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21.
The development of long term asset management plans and modelling which support
the decision making process around the management of our roading assets.
Full Year
Target
(km)
Pavements
Resurfacing
Footpaths
Total
36.4
428.2
116.4
580.9
Completed
length
at end of
March
(km)
24.3
380.6
84.6
489.5
Completion
v. Full Year
Target
(%)
67
89
73
85
The renewal forward work programme for 2015/2016 will be published at the end of April.
This will identify the planned renewal works for roads, footpaths, structures and public
transport.
The streetlight tender process for the procurement of five contracts is well underway. These
contracts will commence on 1 July 2015 and coincide with a programme to replace 40,000 x
70w luminaires currently on the network with Light Emitting Diodes. This is a five-year
renewal programme aimed initially at residential streets. A priority matrix will be developed
for other key areas such as town centres. The use of LEDs not only reduces electricity
consumption by 50-60% but also plays a part in producing a clearer white light which helps
in the overall effort to improve road safety.
To date the management of the 6,885km footpath network has been subjected to the
policies of the legacy councils and, as a result, has created inconsistencies across the
region in standards and practice. In response a regional footpath renewal strategy is now
being developed. The aim is to achieve a consistent and coherent approach to the renewal
and maintenance of ATs footpath assets. The approach will also align with level of service
requirements whilst taking into account key factors such as affordability and value for money
for the ratepayers of Auckland.
Attachments
No.
Title
115
135
137
139
141
Page
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Item 22
Item 22
Signatories
Authors
Authorisers
Page 114
Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment A
Item 22
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Attachment B
Item 22
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Attachment C
Item 22
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Attachment D
Item 22
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Attachment E
Item 22
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Attachment E
Item 22
Page 142
Purpose
1.
Executive Summary
2.
ACPLs vision centres on creating value from property assets by providing commercial
expertise and value for money to Auckland Council in managing its property portfolio, and
acquisition and disposal activities. The concept of value includes but is not limited to
financial value. In addition to financial value, a growing aspect of ACPLs work has been to
use surplus council property to help achieve the councils housing supply and urban
regeneration objectives. We will also identify opportunities to add value by improving the use
of council service property such as redevelopment of under-utilised sites.
3.
This report sets out a summary of ACPL activities for the past six months that contribute to
our seven key outcomes as outlined in our Statement of Intent (SOI) 2014 to 2017 and noted
below. Activity detail is broken down by business unit or work-stream, with a focus on local
board specific activities where applicable.
4.
5.
Properties managed for the council and Auckland Transport (AT) are maintained to
be fit for purpose and achieve optimum net returns.
Council business interests are managed to protect long term value and achieve
budgeted net income.
Properties are disposed of for the council in a commercially robust manner once
declared surplus.
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
receive the Auckland Council Property Limited Local Board Six-Monthly update 1
July to 31 December 2014.
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
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Item 23
Item 23
Comments
Workshops and Meetings
6.
ACPL manages property owned by the council and AT that are not currently required for
service or infrastructure purposes. These are properties that are not immediately required for
service delivery or infrastructure development but are being held for use in a planned future
project such as road construction/widening or the expansion of parks.
8.
The property portfolio continued to grow during the last six months and now totals 1306
properties, an increase of 121 since our January-June 2014 update. The current property
portfolio includes industrial sites and buildings, retail tenancies, cafs, restaurants, offices
and a substantial portfolio of residential properties.
9.
10.
11.
Current ACPL-managed commercial and residential property within the taraPapatoetoe Local Board
The nature of the property, such as a caf within a library, or a residential property with
a tenancy in place
The budget under which operating expenditure and lease revenue for the property is
reported eg regional or local board.
A report indicating portfolio movement in the local board area is attached as Attachment C.
The report details all new acquisitions including the reason for acquisition, any transfers and
the reason for transfer, and any disposals.
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
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Item 23
Performance
13.
UNIT
TARGET
ACHIEVED COMMENTS
Portfolio Review
$30m disposal
recommendations
$36.4m
These
recommendations
include $33.2m of sites that
are identified for development
projects.
14.
In setting future disposal targets ACPL is working closely with the council and AT to identify
potentially surplus properties.
15.
2014/2015 Targets
UNIT
TARGET
COMMENTS
Portfolio Review
Process
16.
Under review
17.
Properties currently under review for future use opportunities via the Rationalisation Process
in the tara-Papatoetoe area are listed below. The list includes any properties that may
have recently been approved for sale or development and sale by the governing body.
Further details are included in Attachment B.
PROPERTY
DETAILS
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
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Item 23
19.
ACPL is working with the wider council group to formulate a process or approach for
identifying and realising optimisation opportunities that exist for service assets. This will
provide opportunities to work with local boards on development opportunities that deliver
wider strategic benefit consistent with the Auckland plan such as intensification, town centre
regeneration and affordable housing. It will also improve service outcomes through obtaining
more effective use of property assets.
20.
ACPL is also actively contributing to the Housing Strategy Action Plan, which is a council
initiative focusing on non-regulatory efforts to encourage and increase affordable residential
development. We have an SOI target to undertake five housing development projects over
three years that will improve housing affordability and the supply of affordable housing
encompassing CHO involvement. We are currently actively working on 13 such projects.
Local Activities
21.
A high level update on place-shaping and housing initiative and proposal activities in the
tara-Papatoetoe area is outlined in points below.
22.
Papatoetoe Shopping Centre - commercial: Foodstuffs design has advanced. Subdivision consent application has been approved. Concept design work is to be completed for
the rest of the retail area once the outcome of negotiations with the proposed medical centre
are completed. It is hoped negotiations will be completed within the next month. This will
enable all design work to be completed and the business case for the redevelopment of the
mall to be prepared and presented to the ACPL Board. The existing retail tenants have
been advised of the potential redevelopment of the centre.
23.
Papatoetoe Town Centre Tavern Lane residential: Concept bulk and location spatial
planning is complete and commercial terms are currently being negotiated with Infratil.
Acquisitions
Overview
24.
ACPL continues to support council and AT programmes and projects by negotiating required
property acquisitions. All such acquisitions are funded through approved council or AT
budgets. We also provide advice to assist with budgets, business cases and strategy to
support an acquisition.
25.
From the commencement of the 2015 financial year, 1 July 2014 to 31 January 2015, 73
property purchases were completed for the council and AT to the value of $56m. All of the
property acquisitions met independent valuation thresholds agreed with AT, the council and
Public Works Act 1981 requirements.
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 146
Council Acquisitions
26.
Over the past six months 15 properties were acquired to meet council open space and storm
water requirements and to contribute to City Transformation projects. These included the
following acquisitions in or neighbouring the tara-Papatoetoe Local Board area.
PROPERTY
STAKEHOLDER
PURPOSE
LOCAL BOARD
City
Transformation
Howick
Open Space
Howick
Open Space
Howick
Open Space
Howick
58 properties were also acquired over the past six months on behalf of AT. The focus was
on acquisitions to support major transport projects including AMETI (17 acquisitions) City
Rail Link Property Acquisition (23 acquisitions) and Northern Strategic Growth Area (4
acquisitions). Full details of relevant AT projects and associated acquisitions will come to the
local board directly from AT.
Business Interests
28.
ACPL also optimises the commercial return from assets it manages on councils behalf. This
comprises two forestry enterprises, two landfills and four quarries. There are currently no
ACPL managed business interests in the tara-Papatoetoe Local Board area.
Consideration
Local Board Views and Implications
29.
31.
32.
ACPL undertook to be part of councils Mori Responsiveness Plan (MRP) pilot programme.
The projects key output is an operational document outlining ACPLs contribution to
councils strategic and operational commitments to Mori. The MRP was finalised and
approved by the ACPL Board in December 2014 and the focus will move to identifying
priority areas for implementation. A copy of this is available on the ACPL website.
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 147
Item 23
Item 23
Implementation
33.
Attachments
No.
Title
Page
149
151
161
Signatories
Authors
Ebony Duff
Authorisers
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 148
Attachment A
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 149
Attachment B
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 151
Attachment B
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 152
Attachment B
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 153
Attachment B
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 154
Attachment B
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 155
Attachment B
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 156
Attachment B
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 157
Attachment B
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 158
Attachment B
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 159
Attachment C
Item 23
Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014
Page 161
Performance Report for the tara-Papatoetoe Local Board for the nine
months ended March 2015
File No.: CP2015/05804
Purpose
1.
To update the tara-Papatoetoe Local Board members on progress towards their objectives
for the year from 1 July 2014 to 30 June 2015 as set out in the Local Board agreement.
Executive summary
2.
A financial performance report is presented to the local boards for the accounting quarters
ending September, December, March and June.
3.
Auckland Council departments and Council Controlled Organisations (CCOs) also present
regular performance reports to the local boards
4.
To improve overall performance reporting the Financial Advisory Services Local Boards
team produces a combined quarterly financial report, department report and CCO report
5.
The attached omnibus consolidation contains the following reports this quarter
Local board financial performance report
Local Community Development, Arts and Culture (CDAC) activity overview
Local Sports Parks and Recreation overview
Local Libraries overview
Local Infrastructure and Environmental Services (IES) overview
Treasury Report
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
Receive the Performance Report for the tara-Papatoetoe Local Board for the nine
months ended March 2015
Comments
6.
In consultation with local boards this omnibus report provides the elected members with an
overview of local activities from council departments and CCOs.
7.
The Performance Report contains departmental and CCO reports for inclusion and
discussion. Some of these will be six monthly reports depending on agreed reporting cycles.
Consideration
Local board views and implications
8.
The report is presented to the tara-Papatoetoe Local Board members at a workshop prior
to the ordinary meeting.
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
Page 163
Item 24
Item 24
Maori, as stakeholders in the council, are affected and have an interest in any report of the
local board financials. However, this financial performance report does not impact specific
outcomes or activities. As such, the content of this report has no particular benefit to, or
adverse effect on Maori
Attachments
No.
Title
Page
165
Signatories
Authors
Authorisers
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
Page 164
Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
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Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
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Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
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Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
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Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
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Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
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Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
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Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
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Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Attachment A
Item 24
Performance Report for the tara-Papatoetoe Local Board for the nine months ended March 2015
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Purpose
1.
To inform the local board about the establishment of a Maunga Authority - Local Board
Forum (the forum) for ongoing dialogue between the Maunga Authority and local boards.
2.
To enable the local board to nominate up to two representatives to attend the forum.
Executive Summary
3.
In 2014 the governing body endorsed the creation of a Maunga Authority - Local Board
Forum to discuss issues affecting the maunga.
4.
The forum proposes to hold regular, informal meetings with agendas and follow-up actions
distributed to nominated local board members.
5.
The meeting would provide a strategic focus on matters concerning all maunga and provide
an opportunity for input on projects and initiatives, such as changes to leases, fees and
charges.
6.
Recommendation/s
That the tara-Papatoetoe Local Board:
a)
Notes the establishment of the Maunga Authority Local Board Forum and the
proposed approach to guide the forum.
b)
Nominates up to two members to form part of the Maunga Authority Local Board
Forum.
Comments
7.
The report provides information on the proposed Maunga Authority Local Board Forum
structure and approach in Attachment A.
Attachments
No.
Title
Page
243
Signatories
Authors
Authorisers
tara-Papatoetoe Local Board Nominations to the Maunga Authority Local Board Forum.
Page 241
Item 25
Attachment A
Item 25
tara-Papatoetoe Local Board Nominations to the Maunga Authority Local Board Forum.
Page 243
Attachment A
Item 25
tara-Papatoetoe Local Board Nominations to the Maunga Authority Local Board Forum.
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Item 26
Purpose
1.
To advise the tara Papatoetoe Local Board of a decision made under the Urgent Decision
Process.
Executive summary
2.
3.
A factsheet setting out the high-level options for the BIDs service delivery model is
attached.
4.
The decision on the BIDs service delivery model needs to be decided on 7/8 May so that
savings can be realised in the LTP. The timeframes have not provided for individual
workshops with local boards.
5.
This urgent decision was required to formalise the boards feedback on the Business
Improvement Districts (BIDs) service delivery model.
6.
The reason for urgency was to ensure the boards formal feedback is incorporated into the
Budget Committee report for the 7/8 May 2015 Budget Committee meeting.
7.
Chair Efeso Collins and Deputy Chair Ross Robertson approved the request on 24 April
2015 under the urgent decision process adopted by the board.
Recommendation/s
That the tara-Papatoetoe Local Board note the decision, made under the Urgent
Decision Process on 24 April 2015, that the board support the status quo option of no cost
savings proposed in the LTP for Business Improvement Districts (BIDs) service delivery
because:
a)
there has been insufficient time for local boards to engage on this issue properly
with BIDs in their areas
b)
the tara Papatoetoe Local Board funds local BIDs over and above the targeted
rate and the BIDs receive additional services and support from the BIDs
partnership area of council that has not been analysed or responded to in this
review
c)
the partnership that exists between BIDS and local boards, which extends beyond
BID rate transactions, has not been adequately described in the review
d)
Urgent Decision Report - Business Improvement Districts (BIDs) service delivery model
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Item 26
Attachments
No.
Title
Page
247
Signatories
Authors
Authorisers
Urgent Decision Report - Business Improvement Districts (BIDs) service delivery model
Page 246
Attachment A
Item 26
Urgent Decision Report - Business Improvement Districts (BIDs) service delivery model
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Attachment A
Item 26
Urgent Decision Report - Business Improvement Districts (BIDs) service delivery model
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Attachment A
Item 26
Urgent Decision Report - Business Improvement Districts (BIDs) service delivery model
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Attachment A
Item 26
Urgent Decision Report - Business Improvement Districts (BIDs) service delivery model
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Executive Summary
Providing an update on achievements of the tara-Papatoetoe Local Board for the 2013 2016
Electoral Term.
Recommendation/s
That the tara-Papatoetoe Local Board Achievements Register 2013-2016 Electoral Term
report be received.
Attachments
No.
Title
Page
253
Signatories
Authors
Authorisers
Page 251
Item 27
Attachment A
Item 27
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Attachment A
Item 27
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Item 28
Executive Summary
1.
Attached are the notes for the tara-Papatoetoe Local Board workshops held on 13 April
and 4 May 2015.
Recommendation/s
That the tara-Papatoetoe Local Board receive the workshop notes for 13 April and 4 May
2015.
Attachments
No.
Title
Page
257
259
Signatories
Authors
Authorisers
Page 255
Attachment A
Item 28
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Attachment A
Item 28
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Attachment B
Item 28
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Attachment B
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Item 29
Purpose
1.
Recommendation/s
That the tara-Papatoetoe Local Board receive the report.
Attachments
No.
Title
Page
263
Signatories
Authors
Authorisers
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Attachment A
Item 29
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Attachment A
Item 29
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Item 30
Purpose
1.
This report provides an opportunity at the business meeting for portfolio holders to update
the full tara-Papatoetoe Local Board on any significant activities over the last month.
Executive Summary
2.
The portfolio leads and alternates for tara-Papatoetoe Local Board are as follows:
Portfolio
Planning, Regulatory, bylaws and compliance
Lead
Efeso Collins
Alternate
Ross Robertson
Donna Lee
Ross Robertson
Mary Gush
Donna Lee
Youth Development
Lotu Fuli
Efeso Collins
Ross Robertson
John McCracken
Stephen Grey
Donna Lee
Stephen Grey
Mary Gush
Transport
Efeso Collins
John McCracken
3.
At the commencement of this electoral term, the reasons for having local board portfolioholders was workshopped with the tara-Papatoetoe Local Board and it was generally
agreed that the objectives of local board portfolio holders are to:
Provide clear steering of the relevant work programme
Lift detailed discussion out of local board meetings and workshops
Ensure key decisions go before the full local board
Reduce or avoid delays in project delivery
Enable local board members to apply their time and energy with enthusiasm and interest
Ensure clear communications within the local board and between the local board and
officers
Maintain strong, connected relationships between the local board and its communities
Maintain mutual trust
4.
The tara-Papatoetoe Local Board also workshopped what the role or job description of a
portfolio holder might be, and some examples of how local board members might perform
their role as a portfolio holder are outlined below:
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Item 30
Undertaking roles
specified in officer
delegation protocols
Gathering knowledge
Monitoring action
against the Local
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Board Plan
Item 30
Portfolio role
or attention
Providing regular
updates on portfolio
activity to the local
board
Recommendation/s
That the verbal or written reports from the tara-Papatoetoe Local Board portfolio holders
be received.
Attachments
There are no attachments for this report.
Signatories
Authors
Authorisers
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Item 31
Chairpersons Announcements
File No.: CP2015/08201
Executive Summary
This item gives the Chairperson an opportunity to update the board on any announcements.
Recommendation/s
That the verbal update be received.
Attachments
There are no attachments for this report.
Signatories
Authors
Authorisers
Chairpersons Announcements
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exclude the public from the following part(s) of the proceedings of this meeting.
The general subject of each matter to be considered while the public is excluded, the reason for
passing this resolution in relation to each matter, and the specific grounds under section 48(1) of
the Local Government Official Information and Meetings Act 1987 for the passing of this resolution
follows.
This resolution is made in reliance on section 48(1)(a) of the Local Government Official
Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or
section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the
proceedings of the meeting in public, as follows:
C1
s48(1)(a)
The public conduct of the part of
the meeting would be likely to result
in the disclosure of information for
which good reason for withholding
exists under section 7.
Public Excluded
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ATTACHMENTS
Item 8.2
Attachment A
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Attachment A
Item 8.2
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Attachment A
Item 8.2
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Attachment A
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Attachment A
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Attachment B
Item 11.1
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Attachment B
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Attachment B
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Attachment B
Item 11.1
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