finance committee meeting 13 may 2016 to consider annual plan

8/17/2019 Finance Committee meeting 13 May 2016 to consider annual plan.

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Note: The reports contained within this agenda are for consideration and should not be construed as Council policyunless and until adopted. Should Members require further information relating to any reports, please contactthe relevant manager, Chairperson or Deputy Chairperson.

I hereby give notice that an ordinary meeting of the Finance and Performance Committee will beheld on:

Date:Time:Meeting Room:Venue:

Friday, 13 May 2016 9:30am Reception LoungeAuckland Town Hall301-305 Queen StreetAuckland

Finance and Performance Committee

OPEN AGENDA

MEMBERSHIP

Chairperson Cr Penny Webster Deputy Chairperson Cr Ross Clow

Members Cr Anae Arthur Anae Cr Calum Penrose Cr Cameron Brewer Cr Dick Quax Mayor Len Brown, JP Cr Sharon Stewart, QSM Cr Dr Cathy Casey Member David Taipari Cr Bill Cashmore Member John Tamihere Cr Linda Cooper, JP Cr Sir John Walker, KNZM, CBE Cr Chris Darby Cr Wayne Walker Cr Alf Filipaina Cr John Watson Cr Hon Christine Fletcher, QSO Cr George Wood, CNZM Deputy Mayor Penny HulseCr Denise KrumCr Mike Lee

(Quorum 11 members)

Mike GiddeyDemocracy Advisor

10 May 2016

Contact Telephone: (09) 890 8143Email: [email protected]: www.aucklandcouncil.govt.nz


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TERMS OF REFERENCE

Responsibilities

This committee will be responsible for monitoring overall financial management and theperformance of the council parent organisation and the financial monitoring of the AucklandCouncil Group. It will also make financial decisions required outside of the annual budgetingprocesses. Key responsibilities include:

Financial management

Approval of non-budgeted expenditure

Write-offs

Acquisition and disposal of property relating to the Committee’s responsibilities

Monitoring achievement of financial and other measures of performance and servicelevels

Recommending the Annual Report to the Governing Body

Development of the 2016/17 Annual Plan and amendments to the LTP including:

- Local Board agreements

- Financial Policy related to AP (recommendation to the Governing Body)

- Setting of rates (recommendation to the Governing Body)

- Preparation of the consultation document and supporting information for the LTP and Annual Plan (recommendation to the Governing Body)

Financial policy outside the LTP and AP

Powers

(i) All powers necessary to perform the committee’s responsibilities.

Except:(a) powers that the Governing Body cannot delegate or has retained to itself

(section 2)(b) where the committee’s responsibility is limited to making a recommendation

only

(ii) Approval of a submission to an external body

(iii) Powers belonging to another committee, where it is necessary to make a decision priorto the next meeting of that other committee.

(iv) Power to establish subcommittees.


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EXCLUSION OF THE PUBLIC – WHO NEEDS TO LEAVE THE MEETING

Members of the public

All members of the public must leave the meeting when the public are excluded unless aresolution is passed permitting a person to remain because their knowledge will assist themeeting.

Those who are not members of the public

General principles

Access to confidential information is managed on a “need to know” basis where accessto the information is required in order for a person to perform their role.

Those who are not members of the meeting (see list below) must leave unless it isnecessary for them to remain and hear the debate in order to perform their role.

Those who need to be present for one confidential item can remain only for that item

and must leave the room for any other confidential items. In any case of doubt, the ruling of the chairperson is final.

Members of the meeting

The members of the meeting remain (all Governing Body members if the meeting is aGoverning Body meeting; all members of the committee if the meeting is a committeemeeting).

However, standing orders require that a councillor who has a pecuniary conflict ofinterest leave the room.

All councillors have the right to attend any meeting of a committee and councillors whoare not members of a committee may remain, subject to any limitations in standing

orders.

Independent Māori Statutory Board

Members of the Independent Māori Statutory Board who are appointed members of thecommittee remain.

Independent Māori Statutory Board members and staff remain if this is necessary inorder for them to perform their role.

Staff

All staff supporting the meeting (administrative, senior management) remain.

Other staff who need to because of their role may remain.

Local Board members

Local Board members who need to hear the matter being discussed in order to performtheir role may remain. This will usually be if the matter affects, or is relevant to, aparticular Local Board area.

Council Controlled Organisations

Representatives of a Council Controlled Organisation can remain only if required to fordiscussion of a matter relevant to the Council Controlled Organisation.


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ITEM TABLE OF CONTENTS PAGE

1 Apologies 7

2 Declaration of Interest 7

3 Confirmation of Minutes 7

4 Petitions 7

5 Public Input 7

6 Local Board Input 7

7 Extraordinary Business 8

8 Notices of Motion 8

9 Annual Budget 2016/2017 - Overview to decision-making 9

10 Annual Budget 2016/2017 - local board feedback 95

11 Local Board budget update 201

12 Final Annual Plan 2016/17 - Mayoral Proposal 209

13 Consideration of Extraordinary Items


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1 Apologies

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

2 Declaration of Interest

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

3 Confirmation of Minutes

That the Finance and Performance Committee:

a) confirm the ordinary minutes of its meeting held on Tuesday, 12 April 2016, includingthe confidential section, as a true and correct record.

4 Petitions

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

5 Public Input

Standing Order 7.7 provides for Public Input. Applications to speak must be made to theDemocracy Advisor, in writing, no later than one (1) clear working day prior to themeeting and must include the subject matter. The meeting Chairperson has the discretion

to decline any application that does not meet the requirements of Standing Orders. Amaximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

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

6 Local Board Input

Standing Order 6.2 provides for Local Board Input. The Chairperson (or nominee of thatChairperson) is entitled to speak for up to five (5) minutes during this time. TheChairperson of the Local Board (or nominee of that Chairperson) shall wherever practical,

give one (1) day’s notice of their wish to speak. The meeting Chairperson has thediscretion to decline any application that does not meet the requirements of StandingOrders.

This right is in addition to the right under Standing Order 6.1 to speak to matters on theagenda.

At the close of the agenda no requests for local board input had been received.


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7 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

but

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

8 Notices of Motion

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


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Annual Budget 2016/2017 - Overview to decision-making Page 9

Annual Budget 2016/2017 - Overview to decision-making

File No.: CP2016/08912

Purpose1. This report provides an overview of the process undertaken to consult and consider

feedback to inform the council’s next Annual Budget (the Annual Plan 2016/2017 or AP) andsets out the decisions now required, including adoption of the Tūpuna Maunga AuthorityOperational Plan 2016/17.

Executive Summary2. Between 15 February and 24 March 2016, Auckland Council undertook public consultation

to inform the Annual Budget 2016/2017. Consultation included potential changes to ratingpolicies, local board priorities, and the draft Tūpuna Maunga Authority Operational Plan.

3. Feedback was received across three broad feedback channels – written, in-person anddigital. In summary:

3,321 written submissions were received (2,627 related to regional matters and 2,459related to local matters), providing around 22,684 feedback points

426 people attended 31 Have Your Say events, providing around 2,345 feedbackpoints

35 feedback points were provided through digital channels (Twitter and Facebook).

4. Between 15 to 23 April local boards considered feedback received on local matters. On 26 April the Tūpuna Maunga Authority and Governing Body held joint deliberations on the draftMaunga Authority Operational Plan. On 26 April the Finance and Performance Committee

considered feedback received on regional matters.5. On 2 May the Tūpuna Maunga Authority approved the Tūpuna Maunga Authority

Operational Plan 2016/2017 (Attachment A). The Chair and Deputy Chair of the TūpunaMaunga Authority, under delegated authority, have subsequently approved the Summary ofthe Operational Plan 2016/2017 (Attachment B) for inclusion in the Annual Budget2016/2017.

6. Between 2 May and 11 May the Finance and Performance Committee held workshops toconsider key matters for decision-making for 2016/2017 and also held discussions with localboards.

7. Decisions are now required in order for staff to finalise financial statements, local board

agreements, and the Annual Budget document ahead of adoption on 30 June 2016.

Recommendation/sThat the Finance and Performance Committee:

a) recommend to the Governing Body that it agree the Tūpuna Maunga AuthorityOperational Plan 2016/17 (Attachment A to the agenda report) and Summary of theTūpuna Maunga Authority Operational Plan 2016/17 (Attachment B to the agendareport) for inclusion in the Annual Plan 2016/2017

b) note that other decisions required to finalise the Annual Plan 2016/2017 are set outin separate reports on this agenda.


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CommentsConsultat ion to inform th e Annu al Budg et 2016/2017

8. Between 15 February and 24 March 2016, Auckland Council undertook public consultationto inform the Annual Budget 2016/2017. Key elements of the consultation processundertaken are set out below.

A consultation document with supporting information was adopted by the GoverningBody on 10 February 2016. The consultation document focussed on the potentialchanges for 2016/2017 from year 2 of the 10-year Budget.

Public consultation ran between 15 February 2016 and 24 March 2016 – this longerconsultation period provided around four weeks from when the household summarywas delivered to letterboxes in the March edition of OurAuckland.

A public awareness raising campaign was undertaken over early February to mid-March to encourage Aucklanders to participate in the consultation process. Thisincluded the February edition of OurAuckland, March edition of OurAuckland,advertisements in local and regional newspapers, online banner advertisements,

media releases, targeted stakeholder communications and social media.

Three broad channels were used to collect feedback to make it easy for Aucklandersto get involved. These were:

o Written submissions – this included a hard copy feedback form (distributed to Auckland households as part of OurAuckland), an online feedback form and alsoany emails, letters, pro forma or other written communications received.

o In person – events were held across Auckland (largely in the evenings andweekends) to provide an opportunity for Aucklanders to speak in person toelected members and subject matter experts.

o Digital – feedback was also collected through social media channels (Facebookand Twitter) using #aklbudget.

Considerat ion of feedback

9. There were 3,321 written submissions received (including 45 late submissions), providingaround 22,684 feedback points. Of the submissions received:

most was received through the written channel with 75 per cent being provided usingthe council consultation feedback form (either online, posted or emailed)

online submissions increased from 25 per cent from consultation on the 10-yearBudget to 31 per cent

2,627 submitters provided feedback on regional topics and 2,459 on local topics.

10. There were 426 attendees at 31 Have Your Say events, providing around 2,345 feedbackpoints. Two Have Your Say events and one community event were specifically targetedtowards Māori with a focus on rating of Māori Freehold Land. One Have Your Say event washeld for key stakeholders in a traditional hearing style with all councillors invited to hearspoken feedback. There were eight community events held by local boards which recordedfeedback (119 feedback points received) and other community events were used for raisingawareness. All attendees at events were also given the opportunity to provide a writtensubmission. Have Your Say and community events provided a qualitative source offeedback to consider alongside the qualitative analysis of written feedback.

11. There were 35 pieces of feedback received through digital channels (Twitter and Facebook).


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12. A significant volume of feedback was received in response to the rates related questions.The three other rates topics did not have specific questions in the feedback form and only asmall volume of feedback was received on these topics. Feedback was also received ontopics that had not been consulted upon.

13. The following approach was used to ensure decision-makers are well informed aboutfeedback received on the Annual Budget 2016/2017:

Staff with specific subject matter expertise reviewed feedback received relevant totheir own area and summarised the issues raised to ensure councillors understandcommunity views.

Two reports were prepared summarising feedback on regional matters and consideredat the Finance and Performance Committee briefing 26 April. These reports did notcontain analysis of the implications of the feedback received. This has been includedin decision-making reports that have been considered through a series of workshopsbetween 28 April and 11 May.

21 reports were also prepared summarising the feedback for each local board areaand were considered by each local board between 15 and 26 April.

A separate report was prepared summarising feedback received on the draft TūpunaMaunga Operational Plan. This report was considered on 26 April when jointdeliberations were held between the Tūpuna Maunga o Tamaki Makaurau Authorityand Governing Body.

14. In addition to the summary of feedback reports, all feedback received has been madeavailable to elected members and have also been made publicly available on the AucklandCouncil website.

15. On 9 May discussions were held between local boards and the Finance and PerformanceCommittee. These discussions provided an opportunity for local board views to beconsidered ahead of the Finance and Performance Committee making final decisions for the

Annual Budget 2016/2017.Agreeing the Tūpuna Maunga Operational Plan 2016/2017

16. Auckland Council is responsible for the routine maintenance of the Tūpuna Maunga (under thedirection of the Tūpuna Maunga Authority) along with associated costs.The Maunga Authorityand Auckland Council must agree the Maunga Authority Operational Plan (Operational Plan)and a Summary of the Operational Plan every year. The Operational Plan sets out how the Council will meet its legislative responsibilities.

17. The Operational Plan for 2016/17 includes capital expenditure of $1.9 million and operatingexpenditure of $2.9 million as set out in year two of the 10-year Budget 2015-25.

18. At Hui 18 (2 May 2016) the Tūpuna Maunga Authority approved the Tūpuna Maunga

Authority Operational Plan 2016/2017 (attachment A). Under delegation, the Chair andDeputy Chair of the Maunga Authority have subsequently approved the Summary of theOperational Plan 2016/2017 (attachment B) for inclusion in the Annual Plan 2016/2017.

Other decision-making

19. Consultation on the Annual Budget 2016/2017 included the following potential changes torates for year two of the 10-year budget:

level of the UAGC

share of the ITL between business and residential ratepayers

rates on farm/lifestyle properties

proposed changes to rating of Māori land.

proposed changes to business improvement district targeted rates


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proposed pilot programme to finance septic tank replacements and upgrades

proposed introduction of a rural Franklin recycling targeted rate.

20. Between February and March staff undertook their standard annual review process acrossall council budgets for the 2016/2017 year. This included a review of cost pressures,progress against savings targets and any changes to the capital programme. It also included

an update on planning assumptions for key items such as inflation and dividendexpectations. The key budget decisions are set out in the Budget update report attached tothe Mayoral report.

21. The Mayoral report for the Annual Budget sets out the Mayor’s recommendations forbudgets and rates. Staff reports on these areas are attached to the Mayor’s Report.

22. In addition, the Finance and Performance Committee will also consider reports on:

local board advocacy for regional decision-making

decisions required to prepare local board agreements.

Consideration

Local Board views and implications

23. Information on local projects and priorities was included in the consultation material to informthe development of local board agreements for 2016/2017. During the consultation process,local boards held events to engage with their communities and at least one Have Your Sayevent was held in each local board area. These events provided an opportunity for Aucklanders to provide feedback in person to local board members on local issues.

24. Reports summarising the feedback received relevant to each local board area wereconsidered by each local board between 15 and 26 April. Local board views were thenshared with the Finance and Performance Committee during discussions on 9 May.

25. A separate report on today’s agenda covers local board advocacy for the Annual Budget2016/2017. Local board views are also considered in each of the relevant decision-makingreports on today’s agenda.

26. Local boards will hold workshops following the decisions made today and then meet toagree final budgets and adopt local board agreements between 6-16 June.

Māori impact statement

27. In the 10-year Budget, a strategic top down approach was taken to agree and prioritiseactivities that contribute to Māori outcomes through clarifying the council’s political directionon priority Māori transformational shift activities and associated budgets.

28. Consultation on the Annual Budget 2016/2017 has focussed on those issues that the council

potentially considered changing from the 10-year Budget. Decisions on those issuesrequired to finalise the Annual Budget 2016/2017 are set out in separate reports on today’sagenda. The impact of those decisions on Maori are covered in each report.

Implementation29. Decisions on the Annual Budget 2016/2017 are required today in order for staff to:

finalise financial statements

finalise local board agreements – local boards will hold workshops in May and thenmeet between 6-16 June to adopt local board agreements for 2016/2017

finalise the annual plan document for adoption.30. A rates resolution will also be prepared for adoption at the 30 June Governing Body meeting,

for consideration following the adoption of the Annual Plan 2016/2017.


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Attachments

No. Title Page

A Tūpuna Maunga Operational Plan 2016-2017 15

B Summary Tūpuna Maunga Operational Plan 2016-2017 87

Signatories

Author Aaron Matich - Acting Programme Director

Authorisers Matthew Walker - GM Financial Strategy and Planning

Kevin Ramsay – Acting Group Chief Financial Officer


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Annual Budget 2016/2017 - local board feedback Page 95

Annual Budget 2016/2017 - local board feedback

File No.: CP2016/06927

Purpose1. To provide local board feedback on regional financial policy issues with a local impact, key

advocacy issues, local targeted rates and Business Improvement District (BID) targetedrates, for the Finance and Performance Committee’s consideration when agreeing2016/2017 budgets.

Executive Summary2. Local boards, in fulfilling their role in council’s shared governance model, have been

providing feedback and views on various issues as part of the annual budget process. Thishas included considering:

regional issues (the Uniform Annual General Charge (UAGC), Interim TransportLevy (ITL), Māori land rates and rates for farm/lifestyle properties over 50 hectares)

key issues the local boards would like the Finance and Performance Committee to

consider prioritising for progression

proposed new/amended local targeted rates and Business Improvement District

(BID) targeted rates.

3. Local boards provided initial views on these matters to the Finance and PerformanceCommittee on 27 and 30 November 2015. Local boards have now considered the feedbackreceived for their local area, from public consultation which took place between 15 Februaryand 24 March 2016, and resolved on these issues.

4. This report summarises the feedback from local boards, and focuses on common themes. As such, it does not include all of the matters raised in local board resolutions. A completeset of the local board resolutions on regional issues, advocacy, local targeted rates and BIDtargeted rates can be found in Attachment A.

5. Key themes arising from those local boards that resolved on regional issues included:

support for keeping the UAGC at current levels

support for businesses paying a greater share of the ITL and reducing theresidential share

support for the retention of the current allocation of rates for farm/lifestyle sectors.

6. Local boards had differing views on whether to reduce rates for some Māori land.

7. In general, the advocacy issues raised by local boards had a focus on what will be requiredto cope with the demands of Auckland’s projected population growth, development andintensification. The key themes include:

the need for integrated transport infrastructure to support growth and development,including various transport improvements and well connected networks

the importance of parks, recreational facilities and open spaces for the liveability of Auckland, requiring strategic and timely land acquisition and equitable fundingacross the region

the provision of community facilities, particularly to accommodate growth.Regionally fair and consistent levels of service, and adequate operational fundingand funding for renewals, are required. Reinstating a sub-regional fund forcommunity projects would assist with empowering communities


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the need for resource to: undertake timely planning, projects and strategicdevelopment; protect heritage sites; and provide infrastructure (including socialinfrastructure) to support growth projections

use of development contributions in local areas to deal with growth

addressing environmental concerns, such as coastal erosion, waste and recycling,

pests and water issues.8. BID and local targeted rates matters were raised by Henderson-Massey, Waitākere Ranges,

Māngere-Ōtāhuhu, Ōtara-Papatoetoe, Franklin and Hibiscus and Bays local boards.

Recommendation/sThat the Finance and Performance Committee, when agreeing 2016/2017 budgets:

a) consider feedback from local boards on regional financial policy issues, advocacyand proposals for Business Improvement District targeted rates and local targetedrates.

Comments9. Local board views are summarised below and their resolutions can be found in Attachment

A.

The UAGC

10. Under legislation the council can set the fixed portion of rates (UAGC) at up to 30 per cent ofrates collected, which is around $980. As part of its consultation on the annual budget,council sought the community’s views on whether to change the UAGC or keep it at $397.For those that favoured change, views were sought as to the level it should be set between$350 and $650.

11. The majority of local boards that provided views on this issue supported keeping the UAGCat current levels:

the following local boards supported retaining the status quo: Albert-Eden, Waitākere Ranges, Henderson-Massey, Maungakiekie-Tāmaki, Manurewa, Ōtara-Papatoetoe,Puketāpapa, Rodney, Waiheke, Waitematā, Kaipātiki and Whau. These local boardsconsider that the UAGC should remain at current levels, in particular, to stabilise ratesand minimise changes for ratepayers

there was support for increasing the level of the UAGC from Devonport-Takapuna,Hibiscus and Bays, Howick, Ōrākei and Upper Harbour local boards. Hibiscus and BaysLocal Board supported increasing the UAGC to $650. Ōrākei Local Board supported a

minimum UAGC of $450 Māngere-Ōtāhuhu Local Board considered the level should be decreased. Puketāpapa

Local Board considered that if the UAGC is to be changed, it should be decreased to$350 (but prefers that it remains at current levels).

The ITL

12. The ITL (targeted rate) runs for three years and will collect $181 million to help fund theaccelerated transport program of $523 million. Consultation sought the community’s viewson two possible changes to the ITL (presently $113.85 (including GST) for residential andfarm/lifestyle ratepayers and $182.85 (including GST) for businesses):

bring the share of the ITL paid by businesses into line with the share they pay of general

rates, 32.7 per cent, increasing the business ITL to $407 and reducing the residential andfarm/lifestyle ITL to $90

share the ITL amongst businesses based on their capital value, whether or not the sharepaid by business changes.


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13. Most local boards that provided views on this issue supported businesses paying a greatershare of the ITL and reducing the residential share:

the following local boards supported businesses paying a greater share of the ITL andreducing the residential: Albert-Eden, Kaipātiki, Henderson-Massey, Māngere-Ōtāhuhu,Waitematā, Upper Harbour, Puketāpapa, Howick, Waiheke, Hibiscus and Bays,

Waitākere Ranges and Whau

not increasing the ITL share paid by businesses was supported by Devonport-Takapuna,Manurewa, Franklin, Rodney and Ōtara-Papatoetoe local boards

charging businesses based on their capital value was supported by Henderson-Massey,Waiheke, Maungakiekie-Tāmaki, Puketāpapa, Waitematā, Kaipātiki and Whau

Ōtara-Papatoetoe and Franklin local boards considered that the share of the ITL paid bybusinesses should be retained as a fixed charge

Waitākere Ranges Local Board would prefer that the ITL was not a stand-alone levy,rather it should be part of the general rates take. However, if the ITL is retained the Local

Board supports the allocation of the ITL across all ratepayers to be on the basis of capitalvalue rather than via a fixed charge. Ōrākei Local Board does not support the ITL unlessthe benefits to its area can be demonstrated by way of support for local transport projects.

Māori land rates

14. The legal restrictions on Māori freehold land mean that the owners often cannot use the landoptimally. As a result, the share of rates allocated to some Māori freehold land may not befair relative to general land. The council consulted on addressing these issues by providingfor additional rates remissions.

15. The Consultation Document sought the community’s views on aproposal to amend the:

a. Māori freehold land rates remission and postponement policy to:

adjust rates to the equivalent of those that would have been charged, had theproperty been valued excluding any potential use that is unlikely to be achievedwithin Māori ownership

adjust rates to the equivalent of those that would have been charged, had therateable value of the property been adjusted by 10 per cent (the maximumadjustment available under the valuation rules); where properties havesignificant barriers to development such as owners being deceased or notsucceeded to

remit rates for marae and urupā land in excess of the 2 hectare limit for non-rateability

b. Rates remission and postponement policy to:

remit fixed charges on Māori land on multiple titles used as single property.

16. The local boards that provided views on this issue had differing views on whether to reducerates collected from Māori land:

Devonport-Takapuna, Hibiscus and Bays, Upper Harbour, Howick and Ōtara-Papatoetoelocal boards did not support reducing rates collected from Māori land to reflect restrictionson its use

Henderson-Massey, Albert-Eden, Māngere-Ōtāhuhu, Franklin, Waitematā, WaitākereRanges and Whau local boards supported reducing rates for some Māori land as thereare significant barriers to development.


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Rates for farm/lifestyle properties over 50 hectares

17. Council’s consultation sought the community’s views on whether to reduce the rates onfarm/lifestyle properties from 80 per cent of the urban residential rates to 60 per cent. Anoption to provide a remission for non-contiguous farm/lifestyle properties managed as a

single unit to bring their rates to the level they would have paid if they were under a singletitle i.e. if the combined land area is greater than 50 hectares was also consulted on.

18. Most local boards that provided views on this issue supported the retention of the currentallocation of rates for farm/lifestyle sectors:

the retention of the current allocation of rates within the farm/lifestyle sectors wassupported by Hibiscus and Bays, Māngere-Ōtāhuhu, Puketāpapa,Whau, Ōtara-Papatoetoe, Kaipātiki, Henderson-Massey, Howick, Albert-Eden, Waitākere RangesWaitematā, Upper Harbour, Waiheke and Devonport-Takapuna local boards

Franklin and Rodney local board supported the proposed reduction of ratesfarm/lifestyle.

Other issues

19. Great Barrier and Waiheke local boards request that the Great Barrier and Waiheke LDIbudgets be adjusted annually for inflation.

20. Under the Local Boards Funding Policy, funding for expenditure on local activities for GreatBarrier and Waiheke local boards is agreed with the governing body each year.

Key advocacy themes

21. Council departments and CCOs have provided information to local boards and the Finance

and Performance Committee on advocacy issues.22. After considering this information, and public feedback from consultation, local boards (at

their April business meetings) identified particular projects or initiatives that are a priority forprogression in their local areas for which they would like governing body support in theannual budget 2016/2017. In general, the advocacy issues raised by local boards had afocus on what will be required to cope with the demands of Auckland’s projected populationgrowth, development and intensification.

23. The key themes/issues arising from these priorities are set out below along with a high-levelsummary of the relevant information provided to local boards from council departments andCCOs.

Transport infrastructure

24. The provision of integrated transport infrastructure to support growth and development wasconsidered an important issue by a number of local boards.

The provision of integrated transport infrastructure to support growth

Issues raised bylocal boards inNovember 2015:

transportimprovements

Council department and CCO responses:

consider if issue falls within the Regional Land Transport Plan(RLTP)

Auckland Transport, the New Zealand Transport Agency and Auckland Council are undertaking public consultation on optionsfor transport improvements for the special housing and futureurban growth areas


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a safe andcomprehensivenetwork ofgreenways,cycling andwalking

connections

Auckland Transport is looking at a business and economic casefor light rail within the isthmus

strategic documents such as the Open Space Acquisition Policy,Community Facility Network Plans and the Proposed Auckland

Unitary Plan, will guide the integration of infrastructure,development and meeting future community needs

funding in the RLTP and Urban Cycleway Fund for the nextthree years will allow AT to deliver almost 52 kilometres of cyclelanes in Auckland

local boards will be consulted on an Auckland Greenways Planprior to the end of the financial year. This plan will include criteriato inform the allocation of available budget to specific greenwaysprojects on a rolling three year investment programme.

At their April 2016 business meetings the following local boards resolved on transport

issues: Hibiscus and Bays, Henderson-Massey, Howick, Ōrākei, Manurewa, Whau, Great

Barrier, Albert-Eden, Maungakiekie-Tāmaki, Franklin, Māngere-Ōtāhuhu, Ōtara-Papatoetoe, Devonport-Takapuna, Waitematā, Waiheke, Kaipātiki, Rodney,Puketāpapa and Papakura local boards all seek various transport improvements,including: protecting land for transport purposes, bus and rail plans, parking and park-and-ride provision, ferry terminals and services, traffic congestion solutions, gradeseparation, roading and footpaths, and safe transport options

Maungakiekie-Tāmaki, Albert-Eden, Kaipātiki, Puketāpapa, Ōrākei, Ōtara-Papatoetoe,Franklin, Waitematā, Rodney, Waiheke and Whau local boards advocate for furtherinvestment in a safe and comprehensive network of greenways, cycling, bridle andwalking connections. Franklin Local Board emphasised the importance of a regionalapproach and network.

Parks, recreational facilities and open spaces

25. A number of local boards highlighted the importance of parks, recreational facilities andopen spaces for the livability of Auckland.

Parks, recreational facilities and open spaces

Issues raised bylocal boards inNovember 2015: funding for

much needed

local parks,

recreational

facilities, sports

fields and open

spaces


a Sports Facility Investment Plan is being developed, to providefuture investment in sports facilities and look at funding models

budget is available in the 2015 Long Term Plan (LTP) to acquireland for open space to meet the needs of growth. The openspace acquisition programme is both reactive to opportunities toacquire land as they arise, and proactive in identifying openspace needs in further growth areas and acquiring land to meetthose needs

decision-making for open space acquisition is undertakenaccording to the Parks and Open Space Acquisition Policy andInterim Level of Provision Guidelines.


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At their April 2016 business meetings the following local boards resolved on parks,recreational facilities and open spaces issues:

Henderson-Massey, Albert-Eden, Kaipātiki, Franklin, Ōrākei, Ōtara-Papatoetoe,Puketāpapa, Waiheke and Waitematā local boards request funding and land for muchneeded local parks, recreational facilities, sports fields and open spaces. Ōtara-Papatoetoe Local Board advocates for a more equitable share of regional funds for local

sports facilities and parks. Upper Harbour Local Board emphasised the need forstrategic acquisition of open space and recreation land to accommodate growth,particularly in close proximity to Special Housing Areas. Timing and planning is key sothat land is acquired prior to inflated costs and limited availability

Maungakiekie-Tāmaki Local Board advocates for improvements to meet communityneeds, and Ōtara-Papatoetoe Local Board considers the management of competinginterests important in this respect – particularly to protect future generation’s interests.

Community facilities

26. Resourcing for community facilities, particularly to accommodate growth, is a key focus forlocal boards.

Community facilities

Issues raised bylocal boards inNovember 2015: community

houses andothercommunityfacilities acrossthe region to befully assetbased fundedto an agreedbasic standard

regionally fairand consistentlevels ofservice

resourcing andthe prioritisation

of actionsidentified in theCommunityFacilitiesNetwork Plan

adequate fundsfor renewals

resources forbusinesscases, needsassessments,feasibility

studies,planningsupport

a network of


work on service levels for community centres is beingprogressed, and discussions are currently taking place on scope

arts facilities funding is an issue for review as part of the nextLTP, where the varying levels of funding and any inequitiesacross the region can be considered for harmonisation andrealignment

there are 116 actions identified in the Community FacilitiesNetwork Plan, 50 are priority actions that will be delivered overthe next three years (2015/16-2017/18). 33 actions are currentlyunderway. The highest priority actions will be completed in timeto inform the next long-term plan discussions. This will enableany new or additional budget requirements to be considered bythe governing body

to focus resources, actions with capital funding in the first fiveyears of the LTP 2015-2025, network priority actions in spatialpriority areas and actions with opportunities for optimisation arebeing progressed first

Asset Management Plans and baseline service levels agreed by

the governing body are the key drivers of funding for renewalsprogrammes

resources to conduct feasibility, design, concept and consentingwork will be provided for LTP approved asset based servicesprojects. The timing and costs to conduct this work will be builtinto overall project budgets and timelines. Resources to conductthis work may come from a variety of departments. For projectsthat do not have approved funding, the local board can eitheradvocate for concept / feasibility funding through the annual planprocess, or allocate LDI opex towards the concept / feasibilitystudy

council is developing a Sports Facility Investment Plan, which

will provide a policy framework for council’s future investment insports facilities, including indoor sport and recreation facilities

funding for the Central Facilities Partnership fund ($4m) was


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indoor sportsand recreationfacilities

development ofmulti-usecommunity

facilities establish a

fund, similar to

the Central

Facilities

Partnership

Fund (which

has now ceased

to exist/is

incorporated

into the new

local board

discretionary

capex fund), to

provide

community

projects

transferred and incorporated into the new local boarddiscretionary capex fund. The new capex fund has been furtherincreased to $10m per year to enable all local boards to makediscretionary decisions about funding local capital projects.These funds can still continue to be used for the same purposeas the original Central Facilities Partnership fund.

At their April 2016 business meetings the following local boards resolved on communityfacilities: Maungakiekie-Tāmaki, Waitematā, Ōrākei, Franklin, Ōtara-Papatoetoe, Howick, Upper

Harbour, Rodney, Puketāpapa and Papakura local boards request prioritisingcommunity facilities, ensuring they are fit for purpose, meet the community needs andable to accommodate population growth. Hibiscus and Bays Local Board notes there isa gap in the regional information required in order to assess needs and locations fornew community facilities, as growth places pressure on existing assets

Kaipātiki, Rodney and Hibiscus and Bays local boards consider that communityfacilities/assets across the region should receive an accurate, appropriate and equitablelevel of Asset Based Services operational funding to an agreed service level.Maungakiekie-Tāmaki Local Board advocates for a review of current levels of service ofcommunity centres and halls to ensure they are regionally fair and consistent

Waitematā, Ōrākei, Waiheke and Kaipātiki local boards request that funding (includingfunding brought forward) is provided for arts facilities community centres, toilets and

youth centres. Whau Local Board seeks consolidation of funding for communityfacilities

Māngere-Ōtāhuhu, Rodney and Albert-Eden local boards request funding, resourcingand the prioritisation of actions identified in the Community Facilities Network Plan.Upper Harbour Local Board advocates for a strategic approach to access and provisionof indoor sports and recreation facilities

Henderson-Massey, Waiheke, and Waitematā local boards advocate for communityswimming pools, Albert-Eden and Howick local boards request funds for aquaticscentres and Ōtara-Papatoetoe local boards advocates for no charges for entry toswimming pools

Waitematā, Albert-Eden, Great Barrier, Ōrākei and Kaipātiki local boards would like thegoverning body to re-instate a sub-regional fund, similar to the Central FacilitiesPartnership Fund (which has now ceased), to provide community projects. Thiscommunity-led approach would be consistent with the empowered communities’philosophy


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Rodney and Hibiscus and Bays local boards seek recognition of the contribution thatcommunity owned assets make across the council’s network of community facilities

Kaipātiki, Waitākere Ranges, Rodney and Hibiscus and Bays local boards advocate foraddressing reductions in levels of services/a review of levels of service changes; andcommitting to quality service levels (in particular, in relation to the rationalisation oflibrary hours, the change to the method of parks edging from mechanical to chemical

spray and overall reductions in parks standards) Papakura, Albert-Eden, Rodney and Kaipātiki local boards seek adequate funding for

renewals, for the long term Rodney and Kaipātiki local boards emphasise the importance of resources for delivery

of projects, e.g. those in a Local Board Agreements.

Growth27. A number of local boards raised issues they consider important for Auckland’s growth.

Auckland’s growth

Issues raised bylocal boards inNovember 2015: infrastructure,

including socialinfrastructureprovision

community ledplanning,masterplans,structure

planning funding

(includingfunding broughtforward) for town centrerenewals,rejuvenationandtransformationprojects

more localiseddevelopmentcontributioncatchments


strategic documents such as the Open Space Acquisition Policy,Community Facility Network Plans and the Proposed AucklandUnitary Plan, will guide the integration of infrastructure,development and meeting future community needs

planning priorities for 2016/17 are the Unitary Plan and SpatialPriority Areas, however staff will be considering the future workprogramme, including requests from local boards for local plans,over the next few months

there is a current gap in resourcing concept/design work fortransformation projects, such as mainstreets. Roles and

responsibilities are being worked through as part of the newstructure under Project Reshape. The new CommunityEmpowerment Unit will also play a key role in supporting thesetypes of initiatives through engagement and capacity buildingwith local community groups. This can include scoping ofprojects, but not resourcing concept/design work fortransformation projects or project managing them

staff have reported to the Finance and Performance Committeein March on a proposal to consult on increasing the number offunding areas for stormwater and parks (reserve acquisition,reserve development and community infrastructure activities).Local board feedback has been requested.

At their April 2016 business meetings the following local boards resolved on Auckland’sgrowth: Manurewa, Howick, Franklin, Waitematā and Upper Harbour local boards raise the need

for budget and timely investment and delivery of infrastructure, including socialinfrastructure, to support growth – e.g. in for Special Housing Areas

Upper Harbour, Waiheke, Howick, Hibiscus and Bays, Rodney, Puketāpapa andWaitematā local boards advocate for resources to supportlocal, community ledplanning, masterplans, structure planning, transformation and other projects. Howick

Local Board raised the importance of aligning related projects for efficiencies Henderson-Massey, Albert-Eden, Ōtara-Papatoetoe, Puketāpapa, Manurewa, and

Whau local boards seek funding for strategic, quality development for metropolitan andtown centres, renewals, regeneration and revitalisation projects


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Maungakiekie-Tāmaki Local Board advocates for taking steps to ensure the provision ofa range of quality housing options, Waitematā Local Board recommends anaffordablehousing policy. Waiheke and Puketāpapa local boards seek options for pensioner,affordable, social and community housing

Ōtara-Papatoetoe Local Board advocates for targeted use of development and financialcontributions to fund local projects, with local board participation in decisions. Upper

Harbour Local Board’s view is that development contributions should consider andaccount for current and future population growth requirements for infrastructure andopen space. Franklin and Howick local boards seek to ensure developmentcontributions are spent in the area from which they are collected. Hibiscus and Bayssupports the increased number of localised development contribution catchments,requests work towards further localised catchments, advocates that reservecontributions are set at a level more closely related to the cost of reserve acquisitionand that agreements are made with developers to deliver new assets to meet growthcosts.

Coastal erosion

28. Management and regulation of the environment to help prevent coastal erosion is an issueraised by some local boards.

Coastal erosion

Issues raised bylocal boards inNovember 2015: coastal erosion,

assetdegradation and

beach

replenishment

Council department and CCO responses: a regional approach has been agreed by the Regional Strategy

and Policy Committee at its meeting on 3 December 2015,including the use of coastal compartment management plans(CCMPs) and a public awareness plan for coastal managementissues, including climate change

local board input will be sought.

At their April 2016 business meetings the following local boards resolved on coastal erosion: Hibiscus and Bays and Rodney local boards advocate for funding for priorities in the

Coastal Management Framework - particularly to address coastal asset degradation,works and a clear well-funded coastal renewals programme

Howick, Maungakiekie-Tāmaki and Franklin local boards suggest a regional approach toaddress Auckland-wide issues of erosion and beach replenishment – coordination willlead to efficiencies and cost savings.


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Waste and recycling

29. How we deal with waste and recycling was highlighted by some local boards.

Waste and recycling

Issues raised by

local boards inNovember 2015:

the need forimproved wastemanagementand moresustainablesolutions – including theprovision ofhazardouswaste andrecovery andrecyclingfacilities

Council department and CCO responses: council has adopted a Waste Management and Minimisation

Plan forward work programme and resource recovery network.

At their April 2016 business meetings the following local boards resolved on waste andrecycling:Māngere-Ōtāhuhu, Howick, Great Barrier, Puketāpapa, Waiheke and Waitematā localboards advocate for the provision of resource recovery and local waste and recyclingcentres / drop off sites.

Pests

30. Management and regulation of the environment to help eradicate pests was raised by thesome local boards.

Eradicate pests

Issues raised bylocal boards inNovember 2015: animal and

plant pest

management

Council department and CCO responses: regional spend on pest management programmes across the

region is allocated to deliver on the Regional Pest ManagementPlan and the agreed LTP levels of service. Any additional spendwould require additional budget

a Regional Pest Management Plan review is occurring in 2016 agrichemical use is one of the eight objectives of the Auckland

Council’s Weed Management Policy and will be considered inthe renewal of contracts for parks maintenance alongside theother seven objectives and the levels of service they arerequired to meet. Changes to these levels of service could befunded either by governing body funding changes to theregional budgets for weed management or by the local boardfunding an additional level of service through their LDI.

At their April 2016 business meetings the following local boards resolved on eradicatingpests:

Great Barrier and Waiheke local boards seek support for moving towards herbicidefree weed management practices. Waitematā Local Board seeks minimisation ofagrichemical use in accordance with the Weed Management Policy

Waiheke, Rodney, Howick, Whau and Waitākere Ranges local boards request theprioritisation of pest management and ecological restoration measures, including forvegetation/weeds, rabbits, stouts and possums.


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Other

31. Other themes raised by local boards at the April 2016 meetings included:

Papakura, Puketāpapa, Franklin,Manurewa, and Māngere-Ōtāhuhu local boards

advocate for hydrodynamic modelling of the Manukau Harbour Puketāpapa and Waiheke local boards seek marine spatial planning and the

development of a network of marine reserves and protected areas Papakura, Waiheke, Waitematā and Devonport-Takapuna local boards request research

and funds to enable water improvements, including catchment management plans,stormwater improvements, ensuring recreational amenity and dealing with contamination

Howick, Puketāpapa and Waiheke local boards advocate for the procurement of localservices wherever possible

Māngere-Ōtāhuhu Local Board requests a framework to monitor the implementation ofsale and supply legislation in practice, and consider a request to government forlegislative change. Ōtara-Papatoetoe Local Board supports policies to minimise thenegative impact of alcohol

Maungakiekie-Tāmaki, Howick, Puketāpapa, Waitematā, Waitākere Ranges, Waihekeand Papakura local boards seek land acquisition, budget and protection of places ofheritage and historic significance. Ōtara-Papatoetoe Local Board advocates for thecelebration of heritage and cultural diversity

Kaipātiki and Great Barrier local boards request that local boards do not incur theadditional costs imposed under the empowered communities model

Whau and Waitematā local boards advocate for policies that put children and youngpeople first, and support early childhood education

Puketāpapa and Waitematā local boards advocate for budget for provision of a ‘livingwage’ for council employees.

Local targeted rates and BID targeted rates

32. BID expansion proposals and changes to other BID rates will be included in the rates settingreport scheduled for 30 June. This will allow time for relevant local boards to consider theoutcomes of the special general meetings that business associations are required to haveprior to adopting an expansion proposal. The rates setting report will note the relevant localboard resolutions. At this stage of the annual budget process, Henderson-Massey, Hibiscusand Bays and Waitākere Ranges local boards resolved on BID issues.

33. Local boards proposed the following in relation to local targeted rates: Māngere-Ōtāhuhu and Ōtara-Papatoetoe local boards recommend that the governing

body adopts a targeted rate, set as a uniform charge per separately used or inhabitedpart of a property, on residential properties in their local areas - for the purpose of fullysubsidising entry to swimming pools for persons 17 years and over. The rate is estimatedto be $31.06 in the Māngere-Ōtāhuhu Local Board area and $29.37 in the Ōtara-Papatoetoe Local Board area. This is a continuation of an existing targeted rate

Henderson-Massey Local Board requests the governing body authorises the release ofHarbourview-Orangihina targeted rate reserve, to fund the development of Harbourview-Orangihina Park

Franklin Local Board supports bringing forward to 1 November 2016 implementation of akerbside recycling collection for Franklin residents funded by a proposed targeted rate.


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Consideration

Local Board views and implications

34. Local boards have been involved at key stages throughout the development of the AnnualBudget 2016/2017. Local board views and feedback has been provided in this report.

Māori impact statement 35. Many local board decisions are of importance to and impact on Māori. Local board

agreements and the annual budget are important tools that enable and can demonstratecouncil’s responsiveness to Māori. Local board plans, which were developed in 2014through engagement with the community including Māori, form the basis of localpriorities.There is a need to continue to build relationships between local boards and iwi, andwhere relevant the wider Māori community. Ongoing conversations will assist local boardsand Māori to understand each other’s priorities and issues. This in turn can influence andencourage Māori participation in council’s decision-making processes.

Implementation

36. The governing body will adopt the Annual Budget 2016/2017 in June 2016.

Attachments

No. Title Page

A Local board resolutions 107

Signatories

Author Chantal Creese - Senior Policy Advisor

Authorisers Karen Lyons - Manager Local Board Services

Matthew Walker - GM Financial Strategy and Planning

Kevin Ramsay – Acting Group Chief Financial Officer


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Finance and Performa

finance committee meeting 13 may 2016 to consider annual plan

Documents