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

 

Date:                      

Time:

Meeting Room:

Venue:

 

Tuesday, 21 April 2015

6.00pm

Devonport-Takapuna Local Board Chamber
Takapuna Service Centre
Level 3
1 The Strand
Takapuna

 

Devonport-Takapuna Local Board

 

OPEN AGENDA

 

 

 

MEMBERSHIP

 

Chairperson

Mike Cohen, QSM, JP

 

Deputy Chairperson

Joseph Bergin

 

Members

Dr Grant Gillon

 

 

Dianne Hale, QSO, JP

 

 

Jan O'Connor

 

 

Allison Roe, MBE

 

 

(Quorum 3 members)

 

 

 

Neda Durdevic

Democracy Advisor

 

15 April 2015

 

Contact Telephone: (09) 486 8593

Email: Neda.Durdevic@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

Portfolio

Responsibilities

Primary

Associate

Governance

Board leadership

Board-to-Council and Board to Board relationships

Board to CCO relationships (strategic governance matters)

Civic duties

Advocacy (local, regional and central government)

Community partnerships

Relationships with Maoridom

Relationships with youth

Relationships with government

Unitary Plan

Policy and planning:

-          local board plan

-          local board agreement

-          local area plan

Chairperson

Deputy Chairperson

Economic development

Key relationships with ATEED

Business Improvement Districts

Establish and promote local priorities in relation to economic development and tourism

Town centre renewal, design and maintenance

Town centre marketing and community safety

Member Bergin

Member Hale

(with lead responsibilities for events)

Community development and resilience

Community development

Neighbourhood relationships

Community advocacy

Community safety (excluding town centres)

Graffiti removal

Relationships with Civil Defence Emergency Management Group

Community preparedness disaster response relief and recovery

Artistic and cultural service levels

Promoting artistic endeavour

Member Roe

Member O’Connor

Parks and natural environment

Neighbourhood parks and reserves (including esplanade reserves and the coastline)

Design and maintenance

Plantings, playgrounds, tracks, bollards, walkways and green cycleways

Local priorities in relation to regional environmental management

Coastal management including mangrove encroachment and erosion mitigation

Restoration of wetlands, streams and waterways

Natural heritage

Events

Member Gillon

Member Cohen

 

Member Roe (particular involvement in walking, cycling, walkways, cycleways and greenways only)

Transport and infrastructure

Transport projects and policy matters (e.g. roading, footpaths, public transport)

Infrastructure projects and policy matters (e.g. water, stormwater)

Member O’Connor

Member Hale

Regulatory

Oversight of regulatory activities including:

-          bylaws

-          consent processes (including input in to decisions on notifications for resource consent applications)

-          licensing and compliance

Liquor licensing and enforcement

Heritage issues

Member Hale

Member Gillon

Recreational and community facilities

Stewardship of recreation centres and community facilities

Libraries (including events and services relating to libraries and recreation centres)

Local arts facilities and amenities

Member O’Connor

Member Hale

Note: these allocations and responsibilities will be reviewed in May 2015 prior to the changeover of the chairperson.

 


Devonport-Takapuna Local Board

21 April 2015

 

 

ITEM   TABLE OF CONTENTS                                                                                        PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

9          Public Forum                                                                                                                  5

10        Extraordinary Business                                                                                                5

11        Notices of Motion                                                                                                          6

12        Consultation on a Concept Plan for the Northern Activity Zone at Takapuna Beach Reserve                                                                                                                           7

13        Milford Centre Plan                                                                                                     27

14        Korean Garden Stage One Development at Barrys Point Reserve                     107

15        Admission fee for Supervising Adults at Takapuna Pool and Leisure Centre  127

16        Consolidation of Funding for Takapuna North Community Trust and Devonport Peninsula Trust                                                                                                          145

17        Funding for Youth Coordinator                                                                               151

18        Approval of a community lease for multiple premises to Auckland Kindergarten Association                                                                                                                 155

19        Local board advocacy and feedback on Long-term Plan 2015 – 2025 proposals 171

20        Establishment of an annual heritage award for Devonport-Takapuna               189

21        Developing the Empowered Communities Approach                                           199

22        Auckland Transport update on issues raised in March 2015 for the Devonport-Takapuna Local Board                                                                                                                203

23        LGNZ conference and AGM 2015                                                                            211

24        Ward Councillors Update                                                                                         219

25        Board Members' reports                                                                                           221

26        Chairperson's reports                                                                                               225

27        Record of Briefing/Community Forum - 10 March 2015, 24 March 2015 and 7 April 2015                                                                                                                                     229  

28        Consideration of Extraordinary Items 

 

 


1          Welcome

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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

 

4          Confirmation of Minutes

 

That the Devonport-Takapuna Local Board:

a)         confirm the ordinary minutes of its meeting, held on Tuesday, 17 March 2015, including the confidential section, as a true and correct record.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

Standing Order 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 Devonport-Takapuna Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

 

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

 

9          Public Forum

 

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

 

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

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

11        Notices of Motion

 

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

 


Devonport-Takapuna Local Board

21 April 2015

 

 

Consultation on a Concept Plan for the Northern Activity Zone at Takapuna Beach Reserve

 

File No.: CP2015/05922

 

  

 

Purpose

1.       To provide advice to the Devonport-Takapuna Local Board on progressing with a public consultation process on land use options for the northern activity zone at Takapuna Beach Reserve.

Executive Summary

2.       A working party that includes members of the local board has developed four land use options for the northern activity zone at Takapuna Beach Reserve. The working party proposes that the local board approve the options for public consultation.

3.       Working party land use options 1 and 3 are considered to be consistent with the Takapuna Beach Reserve Management Plan adopted in 2013.

4.       Working party land use options 2 and 4 contain matters that are not contemplated in the management plan.

5.       Working party land use option 3 is based on a recently lodged resource consent application for a community marine activity hub. The community is being consulted on the proposed community marine activity hub through a public notification process.

6.       Given the amount of public consultation undertaken in the last 24 month period and the current submission process for the resource consent application, staff advise that public consultation not be undertaken at this time to avoid confusion and consultation fatigue within the community. Future consultation on options that are consistent with the management plan may be appropriate if or when the local board receives an application for land owner consent for use of the northern activity zone.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      note that working party land use option 1 can be progressed without the need for public consultation.

b)      note that the public’s views on working party land use option 3 can be ascertained through the recently completed public notification process of the resource consent application for a community marine activity hub.

c)      does not undertake further consultation on working party land use options 2 and 4 as they are not consistent with the Takapuna Beach Reserve Management Plan adopted in 2013 and may lead to confusion and consultation fatigue within the community.

 

Comments

7.       In May 2013, the Devonport-Takapuna Local Board adopted the Takapuna Beach Reserve Management Plan. The management plan identifies activity zones within the wider Takapuna Beach Reserve and sets out a range of policies and objectives that are appropriate for those activity zones.

8.       The management plan identifies the northern activity zone as a hub for marine sport and recreation. Within the northern activity zone, the management plan includes the following activities as being appropriate:

·        flexible open space to support general recreational activities such as picnicking, play and temporary events;

·        activities relating to marine sport and recreation, including boat storage, hard stand, marine related activities, launching facilities and ancillary structures confined to the area immediately adjacent to Alison Avenue;

·        self-contained motorhome accommodation with the provision for only essential facilities or additional infrastructure, if any, as an informal activity comprising overnight parking or for part of an event where provision is required for temporary accommodation;

·        formalised leases to waka ama and the Takapuna Boating Club for boat storage in proximity to the northern boat ramp; and

·        public toilets and showers that could be integrated with other buildings and activities in this area of the reserve.

9.       At its meeting in October 2014, the local board resolved to develop a concept plan for the northern activity zone for public consultation (resolution DT/2014/266). The local board also resolved to establish a working party “to ensure the appropriate accommodation of activities contemplated by the management plan” (resolution DT/2014/258).

10.     In November and December 2014, the working party met and developed four alternative land use options, each illustrating a different combination of activities (refer Attachments A-D). The working party finalised the options in March 2015 and developed a list of pros and cons for each (refer Attachment E). The working party proposes that the local board undertake public consultation on these four options.

11.     The following existing land uses are common to all options:

·        The Takapuna Beach Café;

·        Takapuna Boating Club;

·        waka ama; and

·        public access along the coastal path.

12.     Each working party land use option identifies one or more additional land uses:

·        working party option 1 – open space with no permanent structures

·        working party option 2 – upgraded and enhanced campground and self-contained motorhome accommodation including existing campground facilities, chalets and Rose Cottage

·        working party option 3 – community marine activity hub adjacent to Alison Avenue and open space

·        working party option 4 – community marine activity hub adjacent to Alison Avenue and upgraded and enhanced campground and self-contained motorhome accommodation including existing campground facilities, chalets and Rose Cottage.

Comment

13.     Staff have assessed the four land use options that were prepared by the working party against the objectives and policies of the management plan and comment as outlined below.

Working party land use option 1 and 3 – consistent with the management plan

14.     Staff consider that the proposed land uses in working party land use options 1 and 3 are consistent with the objectives and policies of the management plan.

15.     Working party land use option 1 could be developed with no requirement for further consultation. There is currently no budget allocated in the draft Long-term Plan 2015-2025 to implement this land use option.

16.     Working party land use option 3 is based on a proposal for the development of a community marine activity hub.

17.     A resource consent application for the proposed community marine activity hub was lodged on 4 February 2015. The Resource Management Act 1991 process for the resource consent application may consider the management plan as part of an environmental assessment of the application. Staff note that a resource consent can still be granted, regardless of whether or not the application is consistent with the management plan.

18.     The resource consent application was publically notified on 12 March 2015, with the submission period closing on 13 April 2015. The community’s views on the proposed activity will be gathered through this process.

19.     An application to the local board for land owner approval for the community marine activity hub is anticipated at some time in the future. The local board may choose to seek the community’s views at that time to assist in its consideration of the application for land owner approval.

20.     It is noted that funding of $3 million through the draft Long-term Plan 2015-2025 has been set aside for the development of the community marine activity hub.

Working party land use options 2 and 4 – inconsistent with the management plan

21.     Working party land use options 2 and 4 are considered to be inconsistent with the management plan as they contain proposed uses which are not contemplated, including:

·        a commercial campground for self-contained motorhome accommodation, including shower/toilet block, kitchen, laundry, reception, formal road access and chalets

·        retention of the caretaker’s cottage, also known as Rose Cottage.

22.     The development of the land uses included in these options would require further public consultation that would satisfy the requirements of the Reserves Act 1977.

23.     There is currently no budget allocated in the draft Long-term Plan 2015-2025 to implement either of these land use options.

Consultation on working party land use options

24.     The local board is not required to consult on land use options that are consistent with the management plan, but can choose to do so if it considers that consultation would assist its decision making.

25.     The local board can also choose to consult on land use options that contain matters not contemplated in the management plan. Staff note that if the local board chooses to implement land uses that are not contemplated by the management plan, then further public consultation would be required to satisfy the requirements of the Reserves Act 1977.

26.     Staff have identified a range of benefits and risks associated with consulting on the four working party land use options.

27.     The benefits of public consultation will:

·        enable the public to consider a range of land use options;

·        allow the public to state their support for and/or objection to one or more of the land use options; and

·        provide the local board with an indication of the relative level of community support for or objection to each of the land use options.

28.     Risks of public consultation include:

·        consultation on the future use of this area of the reserve was undertaken as part of the management plan process and a range of appropriate activities for the area were adopted through that process;

·        further consultation on land use issues that were resolved during the management plan process may undermine the community’s confidence in the statutory Reserves Act 1977 process;

·        public consultation on the community marine activity hub resource consent application has recently been completed, and the community has expressed their views on that proposal through that consultation process;

·        further consultation on land uses for this area would be the third time the community has been asked for its views on this issue within a 24 month period, which is likely to lead to confusion and consultation fatigue within the community and undermine the effectiveness of the land use option consultation process; and

·        should public consultation lead to a future decision to pursue a land use that is not consistent with the reserve management plan, then a range of implementation issues would need to be addressed, including:

a revision of the adopted management plan would be required, which may be a minor variation through resolution of the local board, or a comprehensive review, which would require further public consultation; and

the draft Long-term Plan provides no budget for development of the reserve other than for the development of a community marine activity hub.

 

29.     In consideration of the identified benefits and risk, and particularly the extent of recent consultation regarding use of the northern activity zone, staff recommend that the local board do not undertake further consultation on land use options for the northern activity zone of Takapuna Beach Reserve at this time.

30.     Future consultation may be appropriate if or when the local board receives an application for land owner consent for use of the northern activity zone.

Consideration

Local Board views and implications

31.     The local board established a working party to develop a concept plan. Members of the local board formed part of the working party. This report provides the local board an opportunity to consider the options developed by the working party.

Māori impact statement

32.     Iwi with historic and cultural links to Takapuna Beach and waka ama groups were key stakeholders in the development of the management plan and a range of specific outcomes were identified.

33.     The impact on iwi is considered to be low as staff advice is consistent with this.

Implementation

34.     There are no implementation issues arising from the report recommendations.

 

Attachments

No.

Title

Page

aView

Working Party Land Use Option 1

13

bView

Working Party Land Use Option 2

15

cView

Working Party Land Use Option 3

17

dView

Working Party Land Use Option 4

19

eView

Working Party Land Use Options Pros and Cons

21

      

Signatories

Authors

Emma Golightly - Team Leader - Parks and Recreation Policy

Authorisers

Kataraina Maki - GM - Community & Social Policy

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 

Takapuna Beach Reserve Working Party – land use options for public consultation

As agreed by the working party on Tuesday 31 March

Attendees:

Devonport-Takapuna LB members – Mike Cohen, Joseph Bergin, Grant Gillon, Jan O’Connor and Alison Roe

Takapuna Boating Club – Emma Comrie-Thompson

Takapuna Beach Holiday Park – Marius Rothmann

Friends of Takapuna Beach Reserve – Simon Waymouth

Auckland Council staff – Eric Perry, Haley Scovell, Jo Glasswell and Pramod Nair

 

Apologies:

Dianne Hale (DTLB); Lewis Beer (Waka ama); Emma Golightly (Auckland Council); Catherine Edmeades (Auckland Council); Paul Duffy (Auckland Council); Hannah Bailey (Auckland Council)

 

Notes:

·     The Working Party has requested that this report to be included as part of a formal report to the Devonport-Takapuna Local Board from Auckland Council officers, which will provide advice on land use options for public consultation.

·     These options are to be presented to the Devonport-Takapuna Local Board for consideration of approval for public consultation, and the Working Party recommends that all four options as presented go out for public consultation as soon as possible.

·     It is requested that, as part of public consultation, members of the public be requested to rank their top two choices as part of any submission process.

 

Land use option                

Detailed option description

Pros

Cons

1)       Revert land to use as public open space only

Approximate size of open space activity footprint as indicated on land use map – 9500m² (indicative only).

 

Takapuna Boating Club, Takapuna Beach Café and waka ama activity footprint to remain unchanged from what is currently there (status quo).

 

No retention of any permanent structures – any existing structures other than those relating to the activities above to be removed (including managers house / Rose Cottage).

 

Only potential permanent structures anticipated in future is playground equipment, existing/renewed council-owned toilets and shower facilities, as well as other “low-key improvements” in compliance with the Reserve Management Plan (e.g. picnic tables, BBQs).

 

All non-compliant structures to be removed, e.g. chalets associated with current campground operation, as they do not have resource consent.

 

Local board could investigate retention of managers house / Rose Cottage for use as a community facility on another site.

Option provides the maximum amount of freely accessible public open space of the four options.

 

Confirms community intention for use of open space for public enjoyment of unstructured activities (complies with intent of Reserve Management Plan).

 

Increased visibility of space from Alison Avenue and preservation of view shafts, and provides improved access into the reserve from Alison Avenue.

No current plans or budget in place to redevelop reserve as open space only, nor are there any plans / budget available to develop a playground or other “low-key improvements” on site.

 

Local board likely to have to fund feasibility investigation and relocation of managers house / Rose Cottage if it wants to retain its use as a community facility on another site.

 

Selection of this option would likely result in no development of any future facility or space to support any long-term structured activity. Likely to result in a review of the Reserve Management Plan to enshrine use of reserve as public open space only.


 

Land use option

Detailed option description

Pros

Cons

2)       Retain Takapuna Beach Holiday Park with upgrades.

 

Takapuna Boating Club, Takapuna Beach Café and waka ama activity footprint to remain unchanged from what is currently there (status quo).

 

Remaining area not used by Takapuna Beach Holiday Park to revert to use as public open space (approximately 3000m² - indicative only).

 

Retention of current operation which includes tents, caravans, motorhomes, and chalets. Includes retention of  managers house / Rose Cottage and ancillary structures (ablutions block, kitchen, laundry, etc) associated with holiday park operation.

 

Upgrades to include improved amenity of aforementioned facilities above, with expectation that improvement of amenities would be responsibility of tenant rather than Auckland Council.

 

In order to support upgraded Takapuna Beach Holiday Park, a new lease is required.  Consideration of a new lease or potential lease terms are not part of this process and is out of scope (option definition only). Any lease would require public consultation.

Option provides a similar amount of freely accessible public open space as what is currently offered on the reserve.

 

Ensures retention of an activity that has been undertaken on site for a long time.  Acknowledgement of historical use of area and unique location relative to other campgrounds in region.

 

Any structures to support holiday park operation are temporary and could be removed at the end of the lease.

 

Increased tourism to Takapuna area due to upgraded beach holiday park function; maintains economic contribution of activity to area.

 

Retention of commercial lease and rates revenue to Auckland Council.

 

Potentially provides accommodation for visiting sailors participating in competitions run by the Takapuna Boating Club.

Consideration of a lease for Takapuna Beach Holiday Park would require a public consultation process (not included as part of land use option consultation) and would incur a cost likely to be borne by the Devonport-Takapuna Local Board.

 

No current plans or budget in place to redevelop any part of the reserve not used for the Takapuna Beach Holiday Park.

 

Option is not contemplated by current Reserve Management Plan, but a lease could be granted subject to public consultation on the lease itself.

 

Perception that holiday park area is privately owned and operated, rather than public, open space.

 

 


 

Land use option

Detailed option description

Pros

Cons

3)       Community Marine Activity Hub (CMAH) (previously known as the National Ocean Water Sports Centre - NOWSC) as proposed by Harbour Access Trust (HAT), plus open space

Takapuna Beach Café activity footprint to remain unchanged from what is currently there (status quo).

 

Auckland Council contributing $3 million towards development of facility with expectation of community access component.

 

Activity footprint for Takapuna Boating Club (TBC) and waka ama to relocate within the proposed activity hub.  In the event that lease agreement cannot be reached between TBC, waka ama, and Auckland Council, activities would revert to current footprint in accordance with current lease arrangements.

 

Any available area left over to be retained for use as public open space (approximately 6500m² in reserve, plus approximately 2000m² on roof of CMAH facility).

 

Land owner consent for CMAH must be sought through Devonport-Takapuna Local Board and is not contingent on outcome of current resource consent application.

 

*Following is taken directly from HAT application for resource consent application:

Establishment and use of a single level building with a gross floor area of approximately 1252m² containing:

·   A high performance sailing facility of approximately 400m² in area that will include:

o Wet and dry areas for training, logistics and briefing sessions

o Toilets, showers and changing facilities

o Work stations and hot desks, although office facilities are not proposed.

 

·   Boat storage facilities of approximately 770m², which would provide secure storage for boats and other marine craft such as kayaks, windsurfers and yachts; comprised as follows:

o 400m² for Yachting NZ;

o Approximately 200m² for Takapuna Boating Club;

o Approximately 170m² for the general public.

 

·   Community facilities comprising an area of approximately 82m² to accommodate toilets, showers and change facilities for use by the general public.

 

Establishment and use of access to and egress from the site on Earnoch Avenue, with a pedestrian link down to the reserve from Alison Avenue (no carparks provided).

 

Establishment and use of public open / green space on the roof of the facility (running directly off Alison Avenue).

 

Establishment and use of a hardstand area of approximately 850m² to provide storage:

o Associated with Yachting NZ’s high performance centre (comprising 500m²), and

o Waka ama storage (comprising approximately 350m²).

Option provides for an increased amount of freely accessible public open space when compared to what is currently on offer.

 

Some loss of open space caused by CMAH facility construction will be replaced on the roof of the facility itself.

 

Option proposes improvement of the reserve, noting ‘significant landscaping works to upgrade the reserve to provide for its use of unstructured recreation activity…including formation of grassed open space, provision of new pathways, predominantly indigenous species, planting and furniture’[1].

 

Further benefits of proposal from HAT perspective are outlined in the assessment of environmental affects report that supports application for resource consent (publicly available on Auckland Council’s website).

 

 

Option could result in CMAH domination of reserve (potential overflow of yachts / boats on to public open space for rigging and short-term storage), thus causing potential exclusion of the public from access to open space.

 

Unclear what element of general public access to CMAH exists outside of boat storage facilities (approximately 170m²) and toilets, showers, and change facilities (approximately 82m²).

 

Likely to increase pressure on reserve as result of people, boats, and equipment within area.

 

Unclear on any rates and commercial rental revenue to be received by Auckland Council for activity.

 

Long-term permanent structure created on site; not cheap or easy to use site for alternate activity in future.

 

 

 

 


 

Land use option

Detailed option description

Pros

Cons

4)       Community Marine Activity Hub (CMAH) (formally known as National Ocean Water Sports Centre – NOWSC) plus upgraded Takapuna Beach Holiday Park activity and open space

Option is a combination of land use option 2 (upgraded Takapuna Beach Holiday Park activity) and option 3 (Community Marine Activity Hub).

 

Very likely that this option would result in a reduced size of activity footprint for both upgraded Takapuna Beach Holiday Park (option 2) and Community Marine Activity Hub (option 3).  Assumed that any reduction in CMAH footprint from what is proposed under option 3 would not be viable from HAT perspective.

 

Takapuna Beach Café activity footprint to remain unchanged from what is currently there (status quo).

 

Activity footprint for Takapuna Boating Club (TBC) and waka ama to relocate within the proposed activity hub.  In the event that lease agreement cannot be reached between TBC, waka ama, and Auckland Council, activities would revert to current footprint in accordance with current lease arrangements.

 

Retention of current operation which includes tents, caravans, motorhomes, and chalets.  Includes retention of managers house / Rose Cottage, and ancillary structures (ablutions block, kitchen, laundry, etc) associated with holiday park operation.

 

Upgrades to include improved amenity of aforementioned facilities above, with expectation that improvement of amenities would be responsibility of tenant rather than Auckland Council.

 

In order to support upgraded Takapuna Beach Holiday Park component, a new lease is required.  Consideration of a new lease or potential lease terms are not part of this process and is out of scope (option definition only). Any lease would require public consultation.

 

Any available area left over to be retained for use as public open space (approximately 2750m² in reserve, plus approximately 2000m² on roof of CMAH facility).

Option is most in keeping with the activities provided for under the Reserve Management Plan (is an amalgam of all contemplated activities).

 

Potentially accommodates needs of all reserve users.

 

Prevents domination of reserve by one potential activity, in particular spillage of boats, yachts and equipment from the CMAH onto the reserve.

 

Any structures to support holiday park operation are temporary and could be removed at the end of the lease.

 

Potential for Auckland Council to receive revenue from collection of rates and commercial rent.

 

Potentially provides accommodation for visiting sailors participating in competitions run by the Takapuna Boating Club.

Option appears to disadvantage all parties – unclear whether or not a CMAH or upgraded Takapuna Beach Holiday Park could be viable under these arrangements if both entities end up with reduced activity footprints.

 

Accessibility issues – unclear how users of each activity will be able to realistically access the CMAH or the holiday park.

 

Holiday park component as proposed is not contemplated by current Reserve Management Plan, but a lease could be granted subject to public consultation on the lease itself.

 

Challenges of coexistence of both activities.

 

High impact on reserve, its users and the surrounds.

 



Devonport-Takapuna Local Board

21 April 2015

 

 

Milford Centre Plan

 

File No.: CP2015/03998

 

  

 

Purpose

1.       To present the final Milford Centre Plan for approval by the local board.

Executive Summary

2.       The local board initiated the Milford Centre Plan as a community planning project. A draft plan was developed from an initial Milford community-led visioning report, additional research and input from across the council departments and from the council-controlled organisations.

3.       The draft plan was notified in November 2015 and feedback was received on a range of matters. A final centre plan, reflecting the feedback of the community and guidance of a working party comprising representatives of both the local board and the community, is being presented to the board for its approval and adoption.

4.       The plan’s focus is to create a public realm that reinforces the centre’s identity and supports the growth of a sustainable community. It sets the vision of Milford having a strong identity. Its five key outcomes will create quality destinations joined by walking routes, a community heart on a pedestrian-friendly Kitchener Road “mainstreet”, and an enhanced natural environment while telling “the local stories” and celebrating its heritage.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      adopt the final Milford Centre Plan as attached (Attachment A)

b)      delegate approval of any minor edits to the final Milford Centre Plan arising from the meeting to the Chairperson and Deputy Chairperson before final publication.

 

Comments

Background and community engagement

5.       The Milford Centre Plan process has been developed from the board initially seed-funding a community-led project that led to the development of a visioning document in 2013. Development of a draft centre plan commenced in June 2014 with a working party comprised of the Chairperson Mike Cohen, Deputy Chairperson Joe Bergin, board member Jan O’Connor, Dr Deborah Dunsford and Norma Bott of the Milford Residents’ Association, Peter Carter representing the Milford Vision Forum, Murray Hill of the Milford Business Association, and Fiona Downes of the Castor Bay Residents’ and Ratepayers’ Association. The ward councillors and other board members were also able to attend working party sessions.

6.       Public engagement was undertaken on the draft over three weeks from 10 November to 1 December 2014. This included a variety of events, publicity through Devonport-Takapuna Local Board’s Facebook page, the Channel View Magazine, newspaper advertisements and an online submission form at shapeauckland.co.nz. Events included: Walk and Talk Milford- a guided stroll with speakers on key issues and ideas for the plan;

·        Speakers’ Evening - hosted by Milford Residents’ Association;

·        Pirate Market Day marquee - held at the plaza on Kitchener Street;

·        attendance at a lakeside regatta;

·        displays in Takapuna Library and at Milford Arcade on Kitchener Road; and

·        stalls with staff present to advise, held within the Milford Mall.

7.       The response was good, including informal comments recorded at the various events, and 68 pieces of feedback received through the online submission questionnaire, written submissions and emails. These were copied to the working party in detail and analysed according to their impact on the plan.

8.       The working party attended a workshop to advise their response to key issues in the feedback on 4 March 2015. Those responses, along with advice from relevant council and council controlled organisations (CCO) officers, have been incorporated in the revised proposed final version of the centre plan (refer Attachment A). The final draft wording has been circulated to the working party members for comment.

Changes to the draft for the final version

9.       The plan structure - This comprises a foreword and eight sections, incorporating changes to respond to feedback and to explain the vision and plan with more clarity. The actions have been modified in some cases to respond better to feedback or, in response to internal council or Auckland Transport requests, to be more achievable within the context of the draft Long Term Plan (LTP) timeframes. Lead agencies have been identified, including where the local board or community may need to take an initiating role. The plan includes the following sections:

·    Understanding the plan- explains the purpose of the plan, which is to improve on Milford’s excellent qualities over the next 30 years, with a focus on a public realm that respects the centre’s strong identity and supports the growth of a sustainable community. It also acknowledges the importance of partnerships with stakeholder groups including community and mana whenua. It identifies the area addressed by the plan, from Milford Beach in the north to Lake Pupuke in the south. This section also explains that the plan is built around a vision, which is based on principles and given effect through five priority outcomes. These goals are achieved by the supporting short and medium to long-term actions.

·    Developing the plan- explains the process which developed the plan.

·    How the plan fits in –describes the strategic context of council’s and Auckland Transport’s guiding documents, beginning with the Auckland Plan.

·    Milford today and tomorrow – describes the local context: its special geological and natural features particularly Wairau estuary, Lake Pupuke and Milford Beach and reserve, and the expected scope for change and growth within the commercial centre and its residential surrounds.

·    Envisioning Milford –sets out the vision that Milford has a strong identity: “a high quality and accessible centre expressing a strong local identity, with its own story and a friendly, relaxed community heart”. This section acknowledges the community concerns about retaining human scale and the elements of its identity such as the marine environment, the seaside village heritage, its special geological and environmental features, and a vibrant attractive retail sector. The section also sets out the concepts of creating walking loops around its key destinations and the “Heart of Milford” – a community focus concept built around the central plaza.

·    Principles - sets out the guiding principles of: natural and cultural heritage; mana whenua as kaitiaki or guardians; character using defining elements such as landscaping, wayfinding and materials throughout the area; universal accessibility; social infrastructure and sustainability.

·    Making it happen – sets out five outcomes, each followed by actions

§ Outcome One: A strong connection between quality destinations

§ Outcome Two: Kitchener Road as a pedestrian friendly ‘main street’      

§ Outcome Three: An attractive, vibrant community focal point     

§ Outcome Four: A healthy and attractive Wairau Estuary  

§ Outcome Five: Tell the local stories and celebrate our heritage   

·    Implementation - explains the role of the local board, the funding implications of the LTP currently under review, the indicative nature of timeframes, and the need to monitor and review the plan in line with LTP and Local Board Plan processes.

10.     Changes to the text and actions have been made to:

·    respond to feedback;

·    include Maori -focussed actions based on the Area Plan and from the hui;

·    use simpler, crisper outcomes than in the draft;

·    combine the “connections outcome” with the “destinations outcome” into Outcome One and put outcomes relating to the main street and the plaza in a more logical sequence;

·    add a new outcome on “Telling the Local Stories” to emphasise identity and heritage aspects;

·    move some actions to the “stories” outcome;

·    number actions with the lead agencies listed; and

·    relate more clearly to the Devonport-Takapuna Area Plan e.g. actions to support Maori identity and social infrastructure.

Responses to feedback:

11.     There was support for many aspects of the plan. This included improving pedestrian safety and amenity, encouraging walking, (for example with the proposed Wairau pedestrian and cycle bridge and self-guided walking routes) showing greater care for the environment and support for upgrading the Wairau estuary and creating a boardwalk along part of the estuary.

12.     Other areas of particular interest were:

·    Process - there were a small number of comments on the process, in particular a desire to be more involved. The implementation section on page 42 of the attached centre plan acknowledges the importance of collaborating with community partners on significant future projects.

·    Identity - there was considerable comment supportive of recognising the local character including its historic and natural heritage. This is reflected in Outcome 5 which is focussed on telling the local stories and celebrating heritage, and in the actions to express this in landscaping and wayfinding elements.

·    Environment – this was a significant focus of feedback, leading to a more explicit noting of the need to take more account of climate change and the risk of weather events. Sustainability has been added as a principle to guide all projects supported by this plan.

·    Transport

a)     There was significant feedback seeking more provision for cyclists within the area. More specific reference has been made to cycle parking, and seeking opportunities for cycle access to the lake and added cyclist safety. The proposed long-term regional cycle routes were added to the vision map to show how the proposals in the plan would tie into this wider network.

b)     There were concerns about loss of parking and direct access to the central car park if the adjoining plaza were to be extended. The action is to investigate and consult on the proposals further. The current assessment is that although some car parking spaces would be lost at this location, it is considered that the benefits it would bring in terms of nearly doubling the space for community activities and events, as well as opening the option for wider footpaths and improved cycle safety on Kitchener Road would outweigh this in the longer term. The reference to narrowing the carriageway has been removed as this may not be required.

c)   There were reservations expressed by Milford Residents Association and two other submitters about the removal of the free left turns at the intersections of Kitchener Road with Shakepeare/Omana/East Coast Bays Roads and with Milford Road. However, the concept plan in the centre plan for the former is understood to be in line with the proposals in the Takapuna North Corridor Management Plan. A short term safety improvement is currently in the public consultation stage.

d)   Wheel stops and minor improvements are proposed to provide more safety and amenity for pedestrians.

·    Town centre role and community facilities – to meet business concerns, the plan now makes reference to Milford’s wider retail role as a town centre under the Auckland Plan. Concern at Milford’s lack of community facilities in the face of this role was also raised. A social needs assessment is proposed as the first step, and the plan acknowledges that Milford’s future population will be more diverse.

·    Parks – there was considerable support and ideas were put forward for improving these. This included improved cyclist and disabled access to the edge of Lake Pupuke. There was also concern to educate people about, and restore the ecology of the lake and the estuary, preventing further damage. It is proposed that the local board support programmes of community activities to assist this, as well as supporting any restoration initiatives (see Actions 5, 10 and 11 in Outcome 5).

·    Design guidelines – there were mixed reactions to this idea, resulting in Action 8 in Outcome 5. It proposes that the board supports local community initiatives to explore design guidance options and promote the concept of local design guidelines to the business community. These would apply only to the town centre, not to residential areas.

Consideration

Local Board views and implications

13.     The board has received progress reports on the plan‘s development. There has been local board representation on the working party. Local board staff have been part of the process from the beginning and contributed constructively to the plan.

Māori impact statement

14.     Iwi have been consulted through the development of the plan. Of the iwi invited to the hui, three- Ngāti Maru (Geoff Cook), Ngāti Paoa (George Kahi) and Te Kawerau a Maki (Edward Ashby) - took up the opportunity. They spoke to the board representatives about ways of furthering a partnership with the board and their concern for cleaning up the Wairau Creek and the lake environment. It will require further efforts by the board to further the partnership process. Proposed actions to promote greater recognition of Maori heritage in this area are included in Outcome 5, in particular through opportunities for iwi to tell their own stories and produce their own cultural value assessments.

Implementation

15.     The implementation section of the plan outlines the role of the local board, discusses funding implications, timeframes and the need for monitoring and review. It notes that there are funding issues which will be clarified by the current LTP process and that the actions in the plan will require ongoing collaboration between Auckland Council, the local board, community organisations and Auckland Transport.

 

Attachments

No.

Title

Page

aView

Milford Centre Plan

33

     

Signatories

Authors

Terry Conner - Principal Planner

Authorisers

Penny Pirrit - GM - Plans & Places

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 















































Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 




Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 





Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 





Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 

Korean Garden Stage One Development at Barrys Point Reserve

 

File No.: CP2015/04422

 

  

 

Purpose

1.       The purpose of this report is to update the Devonport-Takapuna Local Board of progress on the Korean Garden development at Barry’s Point Reserve, and to recommend the endorsement of funding to facilitate initiation of the project.

Executive Summary

2.       The former North Shore City Council supported the Korean Garden project with the proviso that the Trust had sufficient funding in place to complete the Garden. The total estimated cost for the garden is $1.6 million. The trust currently has $94,000 in place.

3.       Recent discussions with council have resulted in an agreed staged approach to carry out the development i.e. Stage 1 (refer Attachment A).

4.       The main priority of the Trust is to install a war veteran’s memorial stone on site, included on the plan (refer Attachment B).

5.       The site is complex and subject to strict controls relating to landfill development. Costs associated to this need to be fully clarified as part of the detailed design process.

6.       Full detailed design, resource and building consents are required as well as an engineer’s estimate before the project can proceed.

7.       Officers recommend that the Devonport-Takapuna Local Board approve the allocation of $150,000 of discretionary operational (opex) funding to the Korean Garden Trust to facilitate initiation of Stage 1 of the Korean Garden project at Barry’s Point Reserve.

8.       The proposed funding grant will allow the project to commence and allow the Trust to progress a “License to Occupy” application.

9.       This would provide tenure on the site and facilitate the Trust in sourcing additional funding streams.

10.     The mechanism for allocation of this funding would be through council’s Community Grant scheme, under the framework of a Development Funding Agreement.

 

 

Recommendations

That the Devonport-Takapuna Local Board:

a)      approve the allocation of $150,000 of discretionary operational (opex) funding to the Korean Garden Trust to facilitate the initiation of Stage 1 of the Korean Garden Project at Barry’s Point Reserve, subject to the following conditions:

i.    request that the mechanism for allocating the funding be through council’s Community Grant scheme, under the framework of a Development Funding Agreement, and be drafted by council in conjunction with the Korean Gardens Trust.

ii.    request that the recommendations of council’s Closed Landfill Team are incorporated in the final detailed design of Stage 1.

iii.   request the final detailed design, with associated costings, be brought back to the Devonport-Takapuna Local Board for endorsement at the next possible business meeting, noting that costings should provide a detailed breakdown of proposed work in order of priority, in line with a total available sum of $ 244,000.

 

 

Comments

11.     A Memorandum of Understanding (MoU) with the Korean Garden Trust regarding the establishment of the Korean Garden in Barry’s Point Road was signed in 2009, prior to amalgamation to Auckland Council (refer Attachment C).

12.     Design estimates suggest that the total cost to construct the garden is $1.6 million.

13.     Auckland Council supports the initiative, and a site for the garden is identified in the draft Barry’s Point Reserve Development Plan of 2010 (refer Attachment D).

14.     A resolution of the former North Shore City Council’s Community Services & Parks Committee (April 2009) outlines the conditions under which a license to develop a Korean Garden on Barry’s Point Reserve was to be granted. One of the conditions required that the necessary funding to complete the garden was in place prior to construction commencing (refer Attachment E).

15.     The former North Shore City Council allocated $200,000 for preparatory storm water works and earthworks to be undertaken across Barry’s Point Reserve, in order to establish an improved platform for future development within the reserve. This funding is no longer available, due to budget realignments through amalgamation to Auckland Council, and revised budgetary processes since then.

16.     For the past six months officers have been in discussion with the Korean Garden Trust to discuss options of reducing the scope and scale of the project into a staged process. Discussions have focused on facilitating a staged approach through which the project could begin, as well as providing clarity on future tenure at Barry’s Point Reserve to the Korean Garden Trust by granting a license to occupy the site to the Trust.

17.     Through these discussions consensus has been reached on a concept design for Stage 1 (refer Attachment A). This design is achievable in the context of specific constraints of the site relating to contaminated land. The cap on the area within which Stage 1 is proposed to be built is approximately 800mm thick and subject to strict controls and guidelines for development. Further investigative work relating to the specifics of landfill constraints need to be undertaken by the Trust to clarify final costings. It should be noted that landfill sites are often complex and any development is site specific.

18.     The development of the Korean Garden on Barry’s Point Reserve, and the granting of an associated license, is also subject to confirmation of necessary funding being in place prior to construction being undertaken. The Korean Garden Trust has confirmed that $94,000 is available for the project, which is insufficient to complete Stage 1.

19.     The Trust has indicated that the primary focus is to install a Korean War veteran’s memorial stone, as well as securing tenure on the site. This would provide certainty as well as opportunities to source additional funding to complete the development.

20.     Officers recommend that the Devonport-Takapuna Local Board allocates $150,000 of discretionary operational (opex) funding to facilitate the initiation of Stage 1 of the Korean Garden at Barry’s Point Reserve

21.     A $150,000 funding allocation by the local board, and the confirmed Trust funding of  $94,000, would contribute towards the following components of the Stage 1 project:

·        technical reports and feasibility;

·        full detailed design including civil, electrical and drainage;

·        engineers estimate of cost;

·        resource, iwi and building consents;

·        site establishment costs;

·        landscaping and planting; and

·        construction.

22.     The Closed Landfill team of Auckland Council have made specific recommendations relating to the design of the foundations of the stone monument, associated conduits, pipes and retained planters which have not as yet been integrated into a detailed design. These recommendations will have an additional cost component which is yet to be determined by the Trust.

23.     Council staff will formalise the Korean Garden Trust grant with a development funding agreement.  The agreement and subsequent management of the project will be conducted in accordance with the Community Facilities Development Fund methods.  The funding agreement will outline the payment terms and conditions, and clearly outline the responsibilities of council and the Trust.  A normal condition of such an agreement would be that the group confirms that they have the total funds and consents required to complete the project, before the first payment is made.  Subsequent payments are normally in instalments, based on the percentage of the project completed.  10% of the total grant is normally retained until code of compliance and practical completion is achieved. The grant could also be terminated should there be issues that could not be resolved.

24.     Should this funding be approved a license to occupy proposal would be presented to the local board at the next available meeting by the leasing team for consideration and endorsement. A license to occupy would afford security of tenure to the Korean Garden Trust as well as assist the Trust in investigating and sourcing of additional funding streams.

Consideration

25.     Project risks include:

·        schedule of works and outcomes yet to be finalized;

·        timely delivery;

·        consents conditions;

·        Full alignment of stakeholder expectations;

·        future funding sources have not been clarified by the Korean Gardens Trust, resulting in insufficient funding to complete stage one of the garden at present;

·        delivery of the memorial stone has not been confirmed;

·        Closed Landfill considerations have yet to be fully clarified; and

·        a development plan has not been formally endorsed by the local board.

Local Board views and implications

26.     Discussions relating to the proposal have been initiated with Local Board Parks Portfolio holders.

Māori impact statement

27.     Parts of the site may be of interest to Maori and the associated iwi will be consulted when needed.

Implementation

28.     The main feature of the design is a large stone memorial monument to be transported from Korea. This is to be put in place as the primary feature of stage one, with additional elements to be undertaken in line with what can be achieved within the available budget.

 

 

Attachments

No.

Title

Page

aView

Korean Gardens Concept Plan Stage 1

111

bView

Korean Gardens Master Plan

113

cView

Korean Gardens Memorandum of Understanding 2009

115

dView

Barry's Point Reserve Draft Development Plan 2010

119

eView

Board Resolution 2009

123

     

Signatories

Authors

Paul Duffy - Parks Advisor

Matthew Woodside - Parks Advisor

Authorisers

Ian Maxwell - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 





Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 





Devonport-Takapuna Local Board

21 April 2015

 

 

Admission fee for Supervising Adults at Takapuna Pool and Leisure Centre

 

File No.: CP2015/05378

 

  

 

Purpose

1.       To inform the local board of changes to attendance levels of 0-4 year olds and supervising adults stemming from increases made to the supervising adults admission fee in August 2014 and recommend changes to improve attendance of these groups.

Executive Summary

2.       In August 2014, the price of a supervising adult swim at Takapuna Pool and Leisure Centre (TPLC) was raised from $1.00 to $4.30. This change was not well received by the community in the Devonport-Takapuna Local Board area as evidenced through the feedback received by staff at TPLC (refer Attachment A).  The monthly visitation reports have also noted a decrease in visits, in particular from the 0-4 age group and supervising adult groups. All reference material is for the period of August 2013 – January 2014 as compared to August 2014 – January 2015.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      consider review of the entrance fee for supervising adults to the Takapuna Pool and Leisure Centre.

 

Comments

Background

3.       The purpose of this report is to highlight to the Devonport-Takapuna Local Board the changes in visitation and potential price points for the supervising adult that may improve the balance between visitation and revenue for this group. To this end, it is hoped that any changes that are proposed can be made in reference to the free swimming policy and with the community’s feedback in mind.

Strategic Context

4.       Since August 2014, there has been a noted drop in visits of 0-4 year olds and their caregivers, as compared to the same period the previous year when the charge was at $1.00.

5.       There are notable spikes in attendance over the holiday periods in October and December through January. However, the overall trend is a decrease in visits from this age group, as raw figures indicate a 27% decrease in visits in this age group from 2013 – 2014.

6.       The changes to the supervising adult price were recommended as part of a region wide pricing policy and were adopted by the Devonport-Takapuna Local Board. The impact of this change, however, was potentially magnified due to the neighbouring Kaipātiki Local Board deciding to retain a $1.00 fee for supervising adults. In this respect, the revenue from the change has increased by 70% ($2000 on average per month) in the six months to January 2015 as shown in Figure 1.

Figure 1. Change in revenue for Supervising Adults at Takapuna Pool and Leisure Centre for the August 2013 – January 2014 as compared with August 2014 – January 2015.

7.       Whilst this increase in revenue has been beneficial to the performance of the Takapuna Pool and Leisure Centre overall, there has been a marked decrease of 42% (1000 less visits) in the number of visits in the supervising adult group over the recorded period, as shown in Figure 2 below. It is important to note, however, that in this same time period the overall financial performance of TPLC has improved due to increased membership and learn to swim numbers.

Title: Supervising Adult visits 2013 Vs. 2014Figure 2. Change in visitation of supervising adults at Takapuna Pool and Leisure Centre for the August 2013 – January 2014 as compared with August 2014 – January 2015.

8.       This reflects the decrease in the number of 0-4 year olds visiting the Centre, as these swimmers need to be in the water together in accordance with the Centre’s supervision policy of keeping children within arm’s reach.

9.       Due to the volume of negative feedback received in regard to the increase of the supervising adult rate, staff have examined the change in revenue if the fee had been kept at $1.00 based on the continuing fall in visits, and how a smaller increase to $2.00 would have looked again based on actual visits for the specified period on August - January.Title: Predicted change in revenue based on past visitation

Figure 3. Projected revenue change based on actual visits and charges of $1.00, $2.00 and $4.30 to Takapuna Pool and Leisure Centre for the August 2013 – January 2014 as compared with August 2014 – January 2015.

10.     Any changes to the rate will need to be carefully considered by the board and as such the following pros and cons of this decision should form part of this process.

11.     Pros for reducing the fee include:

·        an increase in perception of value to swim at Takapuna Pool and Leisure Centre for families;

·        projected increase of visits from the 0-4 and supervising adult age groups;

·        increased positive perception of community facility delivery in Devonport-Takapuna Local Board area;

·        cost will align with other local board areas that are set at $1.00; and

·        positive performance of centre can assist in offsetting any reduction in revenue from any change to this price.

12.     Cons of reducing this fee include:

·        a reduction in revenue from this group; and

·        potential for user numbers to cause closures or increases in staff requirements.

13.     Whilst not an exhaustive list these are the major considerations. For operational issues that are listed here the facility has contingency plans in place for these from the initial introduction of the free swimming policy.

Consideration

Local Board views and implications

14.     At the 24 February 2015 workshop, the recreation portfolio members of the Devonport –Takapuna Local Board, Member Hale, Member O’Connor, Deputy Chairperson Bergin, and Chairperson Cohen supported in principal the reduction of the supervising adult price.

15.     Although a reduction in the adult supervision charge will reduce the revenue received from this group, the overall increase in revenue from the Takapuna Pool and Leisure Centre more than covers the loss in revenue due to a lower adult supervision charge, and will remain in excess of the revenue target set should a lower charge be adopted. Because of this, the Devonport-Takapuna Local Board will not be required to fund any shortfall in revenue as a result of any reduction in the adult supervision charge.

Māori impact statement

16.     No specific issues with regard to Māori impact statement are triggered by this report.

Implementation

17.     If the Devonport-Takapuna local Board adopts a lower adult supervision fee, those changes can be implemented immediately, No other council process is necessary because the total revenue collected will remain in excess of the budget targets.

 

 

Attachments

No.

Title

Page

aView

Feedback from customers

131

     

Signatories

Authors

Michael Groom - Manager Aquatics & Recreation Facilities

Authorisers

Rob McGee - Manager Leisure – Parks, Sports and Recreation

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 














Devonport-Takapuna Local Board

21 April 2015

 

 

Consolidation of Funding for Takapuna North Community Trust and Devonport Peninsula Trust

 

File No.: CP2015/05626

 

  

 

Purpose

1.       To seek approval to consolidate local board funding for the Takapuna North Community Trust and the Devonport Peninsula Trust, and to increase their operational, programme and events budgets. 

Executive Summary

2.       On 9 December 2014, the Devonport Takapuna Local Board resolved (DT/2014/317) to:

a)         request a report from relevant CDAC officers in March regarding consolidation of the event budget lines used to support community coordinator trusts.

3.       This request provided an opportunity to review the overall funding for the Takapuna North Community Trust (TNCT) and the Devonport Peninsula Trust (DPT).

4.       The 2014/2015 operational grant of $50,000 for each trust has not been reviewed for many years. In the interim the programme of events managed by each trust has expanded, particularly in Devonport. This means that the community coordinators are spending many hours applying for additional discretionary grants to supplement their basic operating grant, rather than on their primary work of community coordination.

5.       Many of the programmes offered by TNCT and DPT are funded by the board individually. Consolidating the budget lines would provide more financial security for the trusts, save unnecessary time spent on funding administration and free up the coordinators to deliver on local board outcomes. 

6.       Staff recommend that the Devonport-Takapuna Local Board allocate $95,000 to Takapuna North Community Trust for their operational grant, $40,000 for programmes and $15,000 for events.  Staff also recommend that the board allocate $90,000 to the Devonport Peninsula Trust for their operating grant plus $20,000 for programmes, and allocate $30,000 for events.

7.       Staff recommended that the board consider making the term for these grants three years which coincides with the term of the Local Board Plan. Accountability would be provided for six months with an annual presentation to the board.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      Approve the following three-year term grants:

i)        Takapuna North Community Trust

1.      $135,000 annually for core operating and programme costs

2.      $15,000 annually for events

ii)       Devonport Peninsula Trust

1.      $110,000 annually  for core operating and programme costs

2.      $30,000 annually for events

 

 

Comments

Background: Takapuna North and Devonport Peninsula Trusts

8.       The Takapuna North Trust serves a population of 32,550 (60% of the local board area), and includes the neighbourhoods of Castor Bay, Forrest Hill, Sunnynook, Milford, and Takapuna. The trust delivers a Summer Fun and Winter Fun programme in local parks and reserves, supports an older women’s festival and youth leadership projects. The trust also works to support and develop village and neighbourhood resident groups and sees this as the main focus of their next five years.  They have consistently met all accountability requirements.

9.       Their strategic priorities include providing support for initiatives identified in the Milford plan, supporting the development of the Sunnynook Community Association and increasing engagement of diverse communities in the north of Takapuna.  They are also working on the project to explore a youth facility.

10.     The TNCT board comprises people bringing a range of experience; community led planning, volunteering, community development, and new members bring diverse cultural perspectives. Current trustees are:

·        Joan Lardner-Rivlin – Chair

·        Peter Carter

·        Cheryll Martin

·        Kiran Patel

·        Donna Mitchell

·        Ron Bellingham

·        Cecilia Tan.

11.     The Devonport Peninsula Trust serves an area with a population of 23,067 (40% of the local board area) and includes the neighbourhoods of Hauraki, Seacliffe, Bayswater, Narrow Neck, Mt Victoria and Stanley Bay.  The trust delivers a Summer Fun and Winter Fun programme in local parks and reserves, runs a local community network and youth network.  They deliver a number of well-supported local events that serve to link people, grow leadership and celebrate local heritage. Several annual events have been designed to get people active and to utilise the local outdoor spaces such as the greenway.  The trust also supports residents groups to engage in shaping their community. They have consistently met all accountability requirements.

12.     The trust’s key strategic priorities are:

·        Deliver key events which connect people and celebrate local milestones. Events are seen as opportunities to grow leadership and partnerships

·        Convene networks which provide a place where people can connect and share ideas and resources e.g. newcomers, youth, Devonport community network

·        Provide information and advice – provide regular e-news, provide advice to council and local board on local matters, provide advice to local community on funding and community organisation tools.

·        Represent community issues – ensure local people know how to express their views, are engaged in critical plans and processes, and help shape their community

·        Undertake research and evaluation – make use of relevant published research, undertake community mapping to identify gaps and opportunities.

13.     The Devonport Peninsula Trust has a strong governance group comprising representatives of the arts, community house, museum, business sector, and service groups. Current trustees are:

·        Dave Veart (Chair)

·        Rebecca McMillan (Treasurer)

·        Alastair Fletcher

·        Gay Richards

·        Linda Blincko

Historical funding for the trusts

14.     In the North Shore, council has a long history of innovative partnering with community and supporting community development at grass roots level with community-based organisations employing community coordinators.  These partnerships are based on the provision of premises and a core operating grant.

15.     A report by Point Research, published in 2014; “Community Development of the North Shore - Strengthening the Community Coordinator Model  Community Development”  concluded that the community coordinators should to be adequately resourced, and should be more evaluative of their work.  The research also asserted that longer term funding  would provide the trusts with more security.

16.     TNCT and DPT receive a basic operating grant ($50,000 in 2014/2015) and also apply for discretionary grants for other events or projects. The core operating grant has not been reviewed for many years and has attracted only the standard CPI increases each year.  With the new local board funding policy and grants policy coming into effect in the 2015/2016 financial year, it is an appropriate time to review this core funding.

17.     The community coordinators deliver a number of key programmes such as the Summer Fun and Winter Fun Programmes and events such as the Devonstock and Intergenerational Dialogue all of which have been consistently funded each year by the local board. 

18.     The community coordinators facilitate community and youth networks, provide advice and information, mentor and support new groups and emerging community leaders.  They also support neighbourhood development, including Neighbour’s Day activities and deliver activities which encourage people to connect with their local places, to become active, and to appreciate the environment and cultural heritage.  There is considerable opportunity for new initiatives in all these areas.

19.     The trusts were asked to consider their full operating costs and strategic direction for the next three years, taking into account the local board priorities.  They provided their budgets for review and the recommendations in this report are based on an amount that is flexible enough for them to develop new initiatives without having to come back repeatedly to the board for additional grants.

Funding consolidation

20.     In the 2013/14 financial year, the community coordinators made 19 applications for discretionary grants. The Funding Advisor estimates that each application takes 13 hours to complete, which would mean that the community coordinators spent almost 250 hours applying for grants in addition to the time spent negotiating the term grant for core funding. This does not include the time required to provide accountability for the various grants received.

21.     By consolidating these regularly funded events and activities the Community Coordinators are freed up to deliver more services. They could also re-prioritise events and activities without needing to come back to the local board each time. Accountability reports would be provided for the events grant and for the operating grant at six monthly intervals.

22.     Staff recommend that the Devonport-Takapuna Local Board increase funding to the TNCT and DPT for operating grants, programmes and events. The recommended increases are shown in their historical context in Table One below:

 

 

Table One: Table of funding history and proposed allocation

Takapuna  North Community Trust

year

 Total AC budget

 operating 

programmes

Events

2012

 $          55,769

 $       46,769

 $        9,000

 

2013

 $          68,648

 $       48,313

 $        9,000

 $         11,335

2014

 $          75,321

 $       49,521

 $        9,000

 $         16,800

2015

 $          82,621

 $       50,016

 $        9,000

 $         27,605

2016

 $        150,000

 $      95,000

 $      40,000

 $         15,000

2017

 $        150,000

 $      95,000

 $      40,000

 $         15,000

2018

 $        150,000

 $      95,000

 $      40,000

 $         15,000

 

Devonport Peninsula Trust

year

 Total AC budget

 operating 

programmes

Events

2012

 $          55,769

 $       46,769

 $        9,000

 

2013

 $          69,538

 $       48,313

 $        9,000

 $         12,225

2014

 $          86,126

 $       49,521

 $        9,000

 $         27,605

2015

 $          82,486

 $       50,016

 $        9,000

 $         23,470

2016

 $        140,000

 $      90,000

 $      20,000

 $         30,000

2017

 $        140,000

 $      90,000

 $      20,000

 $         30,000

2018

 $        140,000

 $      90,000

 $      20,000

 $         30,000

 

23.     The increase in the operating budget includes provision for:

·        research and evaluation, such as an evaluation of the Summer Fun and Winter Fun programme  to identify its contribution to neighbourhood development;

·        building the capacity of the trusts to improve their ability to assess community needs and design programmes with outcomes clearly identified;

·        increase capacity to utilise social media for marketing and community engagement especially to increase connection with young people. This would also improve the online presence through improved websites and engagement tools;

·        improve websites and a personnel budget with capacity for short term contracts to assist with events, neighbourhood development and capacity building for the Community Coordinator and the trustees;

·        an opportunity to review salaries and ensure the trusts are ‘good employers’ and able to provide supervision, training and backfill when staff are on leave;

·        the extra funding would also allow the trusts to design and deliver new programmes to respond to community needs without having to come back to the local board each time. An example is a programme of work that the Takapuna Community Coordinator may be able to undertake to support implementation of initiatives in the Milford Plan- community led environmental work in Wairau creek for example; and

·        it allows for events to be subcontracted if necessary in order that community coordinators are able to maintain their community development role. 

24.     The difference in the budgets recommended for TNCT and DPT is on the basis that TNCT operate a van as well as a car, and that they have a significant focus on neighbourhood programmes rather than events. DPT, whilst also providing neighbourhood development, has a larger number of well supported events.

25.     The programme budget includes the Summer Fun and Winter Fun programmes, and also includes event assistants as well as some budget for toys and equipment.  Both trusts identify and respond to issues in the community and are exploring how to reach the less visible and vocal members of the community.

Consideration

Local Board views and financial implications

26.     The local board values the work of the Community Coordinators and wish to ensure they are freed up to deliver the outcomes identified in the Local Board Plan. The proposal to consolidate the funding and review the budget has been discussed at the portfolio meeting.

27.     As part of its decision-making, the board should consider the impact that consolidating funding to both TNCT and DPT will have on its local driven initiatives (LDI) budget going forward.  The total budget allocated to the board for its LDI as part of the draft Long-term Plan (LTP) is $1.229 million over each of the next three years.  Currently, the board has allocated in its draft LDI budget to fund TNCT and DPT as follows over the next three years:

 

Project

2015/16

2016/17

2017/18

Takapuna North Community Trust

$51,000

$51,000

$51,000

Devonport Peninsula Trust

$51,000

$51,000

$51,000

 

28.     The draft budget is based on the current level of funding provided to the trusts.  Any increase in funding provided to the trusts would be funded from the board’s LDI budget.  In addition, the board has allocated $247,000 for its contestable events fund.  Therefore, a reallocation of funds would be required from the board’s events budget (or other projects identified in its draft LDI budget) if the board resolves to increase the level of funding to the trusts.

29.     If the board commits funding to the trusts for a term longer than one year, the board will not be able to reallocate the funds to other projects for the term of the contract.

Māori impact statement

30.     Around 4% of the population in the northern part of the local board area identify as Maori and 7% in the southern part of the local board area. The trusts do not have specific programmes based on delivering to Maori in this area, but some of the networks and programmes are attended by Maori where relevant. Devonport Peninsula trustees have recently established a relationship with the new Maunga authority and plan to seek opportunities to partner with them on areas of common interest such as environment and heritage projects.

Implementation

31.     If the board agrees to the three-year funding, a work programme will be developed with outcomes and milestones identified.  The Trusts will provide six monthly accountability and report directly to the board annually.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Karen Johns - Manager Community Development and Partnerships North

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 

Funding for Youth Coordinator

 

File No.: CP2015/05671

 

  

 

Purpose

1.       To seek approval from the Devonport-Takapuna Local Board to allocate $33,000 from several of its uncommitted 2014/2015 Community Development and Safety unit budgets, for the Auckland North Community and Development Trust (ANCAD) to contract a youth coordinator to engage young people regarding the establishment of a youth facility.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      allocate a total of $33,000 across its YouthWorx, youth development, youth council and volunteer awards budgets in the 2014/2015 financial year to Auckland North Community and Development Trust, to contract a youth coordinator to engage young people regarding the establishment of a youth facility.

b)      commits similar budget line for the 2016/17 financial year to support the next stage of the project.

 

Comments

2.       Following a workshop with the Devonport-Takapuna Local Board in 2014, a report[2] was commissioned on youth needs in the local board area. Report findings echoed submissions received from young people to council over a number of years, including:

·    North Shore youth desire hang out and drop-in spaces, arts and performance opportunities, affordable activities, recreation opportunities, cheap public transport and opportunities to make a difference to their community.

 

·    Grass roots support for dedicated youth facility provision on the North Shore has been documented in the form of submissions to North Shore City Council annual plans by youth councils for over a decade.

3.       The board convened a meeting with key community agencies who decided that a steering committee should be formed to progress the project, and that a youth coordinator be appointed to engage with a range of young people and youth providers to build collaboration around the project.

4.       In December 2014, an initial meeting was held with key community agencies, local board members and council staff.  All agreed that a youth hub was needed, as well as a part-time person to build the vision and ideas for the hub with youth and the wider community.

5.       In early 2015, a steering group was established and in February 2015, decided to secure funding for the employment of a youth coordinator to engage with a wide range of young people and youth providers to build collaboration for the establishment of a youth facility. It became apparent that some effort would need to be made to engage with the various youth sectors in the local board area - schools, sports groups, youth service providers, and youth leaders. The various gender and cultural needs would also need to be identified.

6.       ANCAD were identified to umbrella the project in the initial stages and employ the youth coordinator. A management steering committee was appointed and tasked with the recruitment of a youth coordinator.

7.       The management steering committee identified the following key principles of this project to engage youth and develop a youth centre:

·    create collaboration between existing community, youth and arts centres and not duplicate existing services;

·    programmes and projects delivered would be developed and designed by young people themselves; and

·    young people would be involved in every aspect of the project and in the management of a facility.

Youth hub

8.       Following the outcomes of the 2014 research report, staff explored options to address the identified need for a youth hub but nothing suitable was available at the time.

9.       The Takapuna RSA building has been identified by the management steering committee as a potential youth hub. The RSA was vacated last year and is near several high schools and transport hubs, as well as the North Shore Hospital and Takapuna town centre. These reasons provided some incentive to bring key people together to explore this as a location to meet some of the needs expressed by young people in the Devonport-Takapuna Local Board area.

10.     It is worth considering that the Kaipatiki Local Board is considering funding a youth facility through the redevelopment of Marlborough Park Hall over the next two financial years. The board has earmarked approximately $650,000 in capital funding in the draft Long-term Plan (LTP) over the next two years to support this project.

Financial Implications

11.     The local board holds several unallocated Community Development and Safety unit (CDS) budgets that could be combined to fund the $33,000 required for the project. ANCAD has been identified as the umbrella organisation for the employment of a youth coordinator. 

12.     Staff also recommend that the board make provision in the 2016/17 financial year to continue funding for this project.

13.     The local board has uncommitted budgets available for this project. These are outlined in Table One below.

Table One: unallocated local board funds available to fund ANCAD to employ a youth coordinator

Budget

Amount uncommitted

YouthworX

$13,000

Youth Development

$12,000

Youth Council

$3,000

Volunteer Awards

$5,000

Total

$33,000

 

14.     CDS staff will work with the interim management committee to identify outcomes and milestones for the project which will be included in a funding agreement, and will require six monthly reports on progress.

 

 

 

Consideration

Local Board views and implications

15.     Several local board members have been involved in meetings on this matter to date, and it has been discussed at the recent Community Development and Resilience/Recreational and Community Facilities portfolio meeting.

Māori impact statement

16.     Whilst Maori make up 5% of the total local board population, it will be important that the project actively engages with rangatahi so that their needs are addressed in the design of any programmes and projects.  This outcome will be addressed in the funding agreement.

Implementation

17.     Staff will work with the establishment management committee to identify milestones and outcomes for the project to include in a funding agreement for the release of the funds.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Karen Johns - Manager Community Development and Partnerships North

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 

Approval of a community lease for multiple premises to Auckland Kindergarten Association

 

File No.: CP2015/04898

 

  

 

Purpose

1.       This report seeks Albert-Eden, Puketepapa, Waitemata, Maungakiekie-Tamaki, Kaipatiki, Devonport-Takapuna, Rodney, Mangere-Otahuhu, Howick, Otara-Papatoetoe, Henderson-Massey, Waitakere Ranges and Whau Local Boards approval for a community lease for multiple premises to Auckland Kindergarten Association.  A report will go to each local board.

Executive Summary

2.       The Auckland Kindergarten Association (the Association) was incorporated as a charitable trust on 28 February 1911. The Association’s stated objectives are:

·    providing facilities for and undertaking early childhood education and care; and

·    promoting and encouraging early childhood education and care within New Zealand.

3.       The Association has 39 community leases with Auckland Council where the Association owns the building. These individual community leases have varying terms and conditions, commencement and end dates. A community lease for multiple premises would align the 39 community leases with the same terms and conditions, commencement and end dates.  The benefits to Auckland Council and the Association are:

·    consistency of management of the leases with the same terms and conditions;

·    one report per annum on community outcomes;

·    streamlined management of the next right of renewal process; and

·    enable a move from an operational relationship to a more strategic focus.

4.       The Auckland Kindergarten Association Schedule of Premises and Site Plans (refer Attachment A) lists the 39 premises separated into local board areas. Each local board is asked to approve the new community leases for the premises from their area and for which site plans are included.

5.       The activity of the Association is of a local purpose rather than recreation nature. There are three of the 39 sites where the land is not classified as local purpose as set out in Attachment A.  The affected boards are asked to approve a lease under Section 73(3) of the Reserves Act 1977. Prior to granting the lease, public advertising of Council’s intention is required under Section 73(4) of the Reserves Act 1977. Iwi consultation pursuant to Section 4 of the Conservation Act 1987 is required on two sites where they are not contemplated in a Reserve Management Plan. Council staff will consider and work through a process if required to reclassify the kindergartens lease area from recreation reserve to local purpose (community buildings) reserve in accordance with the Reserves Act 1977.

6.       This report recommends the granting of a new community lease for multiple premises to Auckland Kindergarten Association for 10 years commencing 1 April 2015 with one 10-year right of renewal. This is the recommended term in the Auckland Council Community Occupancy Guidelines July 2012 where the group owns the building.

7.       A Community Outcomes Plan will be an attachment to the lease and reported on by the Association (refer Attachment B).

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      approve the surrender of all current and expired Auckland Kindergarten Association leases from their local board area as specified in the Auckland Kindergarten Association Schedule of Premises and Site Plans (Attachment A) subject to the granting of a new community lease.

b)      approve a new community lease to Auckland Kindergarten Association for Devonport Kindergarten, Milford Kindergarten, Westlake Forrest Hill Kindergarten and Sunnynook Kindergarten, details specified in Attachment A, subject to the following terms and conditions:

i)        Term – 10 years commencing 1 April 2015 with one 10-year right of renewal;

ii)       Rent - $1.00 plus GST per annum if requested;

iii)      The Auckland Kindergarten Association Community Outcomes Plan as approved be attached to the lease document (Attachment B); and

iv)      All other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

c)      approve the granting of the lease for Westlake Forrest Hill Kindergarten located on Seine Reserve, 12R Seine Road, Milford under Section 73 (3) of the Reserves Act 1977 subject to the further following terms and conditions:

i)        The public notification of the new community lease; and

ii)       council staff will consider and initiate if required a process to reclassify the lease area of the Westlake Forrest Hill Kindergarten from recreation reserve to local purpose (community buildings) reserve in accordance with the Reserves Act 1977.

 

Comments

8.       The Association has 39 community leases with Auckland Council across the region where the Association owns the building. These individual community leases have varying terms and conditions, commencement and end dates which can be complicated to manage for both parties. The Association approached Auckland Council to find an agreed solution. A community lease for multiple premises would align the 39 community leases with the same terms and conditions, commencement and end dates.

9.       A community lease for multiple premises will benefit both Auckland Council and the Association for the following reasons:

·    consistency of management of the leases with the same terms and conditions;

·    one report per annum on community outcomes;

·    streamlined management of the next right of renewal process; and

·    enable a move from an operational relationship to a more strategic focus.

10.     This will be the first community lease for multiple premises for Auckland Council.  Council staff can see benefits for other groups with multiple premises.

11.     Auckland Council legal advice recommends that the Association surrender their existing and expired leases as listed in Attachment A so that when a new community lease is approved it will commence from 1 April 2015.

12.     Attachment A lists the 39 premises separated into local board areas. Each local board is asked to approve the new community leases for the premises from their area.

13.     The activity of the Association is of a local purpose rather than recreation nature. There are three of the 39 sites where the land is not classified as local purpose as set out in Attachment A.  The affected boards are asked to approve a lease under Section 73(3) of the Reserves Act 1977, which is required when the established activity does not fit within the present classification. Prior to granting the lease, public advertising of council’s intention is required under Section 73(4) of the Reserves Act 1977 and approval from the Minister of Conservation or their delegate if required. Iwi consultation pursuant to Section 4 of the Conservation Act 1987 is required on two sites where they are not contemplated in a Reserve Management Plan.

14.     For the three sites, council staff will consider and work through a process if required to reclassify the kindergartens lease area from recreation reserve to local purpose (community buildings) reserve in accordance with the Reserves Act 1977.

15.     The Association was incorporated under the Charitable Trusts Act 1957 on 28 February 1911. The association’s objectives are:

·    providing facilities for and undertaking early childhood education and care within New Zealand; and

·    promoting and encouraging early childhood education and care.

16.     Council staff has sought input from relevant council departments in preparation of this report.

17.     A Community Outcomes Plan as approved will be an attachment to the lease and reported on annually by the Association.

Consideration

Local Board views and implications

18.     The recommendations within this report fall within the local board’s allocated authority relating to local, recreation, sport and community facilities.

19.     A portfolio meeting has been held with each local board and they were presented with the proposal for the lease for multiple premises.

Māori impact statement

20.     The Association has long standing community leases on the properties.  Maori are benefactors as users of the services and it is considered the granting of a new community lease for multiple premises will not have any adverse impact for Maori.

Implementation

21.     The recommendations within this report do not trigger the Auckland Council Significance Policy.

22.     There are no costs to the local board for approval of the community lease for multiple premises, and costs for preparation of the lease documents are borne by Auckland Council. Costs will be met by Auckland Council for the public notification of those leases which require it. The initial costs are approximately $1500 for placing a public notice in the print media covering multiple sites.

 

Attachments

No.

Title

Page

aView

Auckland Kindergarten Association Schedule of Premises and Site Plans

159

bView

Auckland Kindergarten Association Community Outcomes Plan

169

     

Signatories

Authors

Donna Cooper - Community Lease Advisor

Christine Benson - Advisor Community Lease

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 











Devonport-Takapuna Local Board

21 April 2015

 

 



Devonport-Takapuna Local Board

21 April 2015

 

 

Local board advocacy and feedback on Long-term Plan 2015 – 2025 proposals

 

File No.: CP2015/05371

 

  

 

Purpose

1.       This report provides a summary of the feedback received through the Long-term Plan 2015 - 2025 (LTP) consultation relevant to the Devonport-Takapuna Local Board area.

2.       This feedback will inform the Devonport-Takapuna Local Board advocacy to the Budget Committee, in addition todecisions that the Devonport-Takapuna Local Board will make on their locally driven initiatives (LDI) budgets.

Executive summary

3.       The LTP proposals were released for public consultation in January 2015, with local engagement and Have Your Say events held through until 16 March to receive feedback.  Feedback was also received through written or online forms, email and through social media.

4.       In total, the council received and processed 27,383 pieces of written feedback, of which 1514 were received from the Devonport-Takapuna Local Board area. In addition, 49 people attended a Have Your Say event in the Devonport-Takapuna Local Board area on March 14.

5.       This report provides a summary of the feedback received through the LTP consultation on proposals for the Devonport-Takapuna Local Board area. It also summarises feedback on the regional proposals from people or organisations based in the Devonport-Takapuna Local Board area. 

6.       This feedback will inform the Devonport-Takapuna Local Board advocacy to the Budget Committee at discussions on 24, 28 and 29 April. These discussions are timed to inform the Budget Committee prior to them making decisions on the LTP on 7 and 8 May.

7.       The feedback will also inform Devonport-Takapuna decisions required in order to finalise locally driven initiative (LDI) budgets and advocacy content for their Local Board Agreement 2015/2016.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      confirms an updated list of advocacy points for the discussions with the Budget Committee on 29 April.

 

Comments

8.       The summary of the feedback received through the Long-term Plan 2015 - 2025 (LTP) consultation relevant to the Devonport-Takapuna Local Board presented as Attachment A.

9.       The feedback summary builds on the Devonport-Takapuna Local Board’s understanding of their community’s priorities and preferences. It will inform the board’s advocacy to the Budget Committee at discussions on 29 April.  At these discussions, the Devonport-Takapuna Local Board will have the opportunity to provide feedback on the key consultation issues of investing in Auckland, fixing transport, sharing rates and housing and development. The Devonport-Takapuna Local Board may also provide feedback on regional proposals with particular impact locally, and may also advocate for specific local priorities where the Budget Committee is the decision maker, such as large capital projects. 

10.     The updated draft advocacy points from the Devonport-Takapuna Local Board were not available at the agenda close and will be tabled at the meeting.

Consideration

Local Board views and implications

11.     The Devonport-Takapuna Local Board needs to consider any changes that it might make to their LDI budgets or advocacy in light of the feedback on the LTP proposals.

Māori impact statement

12.     Many local board decisions are of importance to and impact on Maori. Local board agreements are important tools that enable and can demonstrate the council’s responsiveness to Maori. The local board agreement is based on the local board plan, which have both been developed through engagement with the community, including Maori.

Implementation

13.     Following the local board discussions with the Budget Committee on 29 April, the Budget Committee will make decisions on regional proposals on 7 and 8 May.  Local boards will then hold workshops from 14 to 20 May to finalise their local board agreements prior to them being adopted at board meetings between 9 and 16 June.

 

 

Attachments

No.

Title

Page

aView

Long-term Plan 2015-2025 (LTP) feedback summary

173

     

Signatories

Authors

Chris Dee - Senior Local Board Advisor

Authorisers

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 

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Devonport-Takapuna Local Board

21 April 2015

 

 

Establishment of an annual heritage award for Devonport-Takapuna

 

File No.: CP2015/04672

 

  

 

Purpose

1.       The purpose of this report is to advise the board of the establishment of a panel that will be responsible for identifying the criteria for short-listing candidates for an annual heritage award, and the selection of the winner. The panel will also establish and manage the process for the annual heritage award.

Executive Summary

2.       In its 2014 Local Board Plan, the Devonport-Takapuna Local Board committed to initiate and fund an annual heritage award designed to recognise the contribution made by residents to the protection of heritage in the local board area.

3.       Late last year, board members met with council officers and local residents with a background in heritage protection and conservation to discuss ways in which such an award could be established and the criteria that could be considered as part of that award. It was agreed that the award should not be a cash prize, but instead a trophy and an award ceremony that publicly recognised successful short-listed candidates. Through its Local Board Plan, the board has indicated a preparedness to commit $5000 annually to an award. The funding would cover advertising, any award collateral, and the ceremony itself.

4.       The Chair and Deputy Chair of the Devonport-Takapuna Local Board have approached a number of well qualified local residents to ask if they would be prepared to take responsibility for the project management of the award process, including the set-up, receipt and consideration of applications, the identification of the finalists and the selection of the eventual winner. Local board staff would work with the panel to do the necessary advertising and to set up the award ceremony in conjunction with the events team. Biographies of the proposed panellists are included as Attachment A.

5.       Council’s Heritage staff have prepared a draft Heritage Awards Criteria document (included as Attachment B) that can be used as a starting point for further discussion and decision-making by the panel. Members of the Heritage team were also present at the inaugural meeting to assist local board members and community participants with advice to set up a heritage Award in the Devonport-Takapuna Local Board area.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      approve the appointment of Paddy Stafford-Bush, Jeremy Salmond and Rod Cornelius to form a panel with the local board heritage portfolio holder to:

i)        finalise the criteria for the annual heritage award;

ii)       coordinate with council staff to assist with advertising, communications and event management;

iii)      receive and consider applications for a heritage award; and

iv)      identify finalists and at a public event decide the winner of the annual heritage award.

 

 

Attachments

No.

Title

Page

aView

Heritage Panel Member Biographies

191

bView

Draft Heritage Awards Criteria

193

     

Signatories

Authors

Chris Dee - Senior Local Board Advisor

Authorisers

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 






Devonport-Takapuna Local Board

21 April 2015

 

 

Developing the Empowered Communities Approach

 

File No.: CP2015/04933

 

  

 

Purpose

1.       This report provides an overview of the Empowered Communities Approach (ECA), including local board involvement in developing the approach.

Executive Summary

2.       The Mayor’s 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 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; and

·        for local boards to play a much more active role by allocating more funding through them.

3.       The purpose of the Empowered Communities Approach (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 council departments and council- controlled organisations.

4.       A reduction in the cost to deliver community development over time is expected, starting with savings in the 2015/2016 financial year.

5.       A political advisory group (PAG) has been established to provide strategic advice and guidance as staff develop the ECA.  Discussion has centred on what empowered communities look like, and what shifts are required within council to support them. The PAG meeting in March endorsed the proposed approach.  PAG feedback included the importance of meeting local needs, rather than a ‘one size fits all’ approach.  Two further PAG meetings will be held on 16 April and 4 May.

6.       An engagement programme with local boards is underway.  Key steps in this are:

·        two chairs and portfolio holder workshops;

·        individual board workshops in April; and

·        a report to local board business meetings in May/ early June.

The final empowered communities approach and the CDS operational model will be reported to the Regional Strategy and Policy Committee for endorsement in June 2015, for implementation in July-December.

7.       A targeted programme of community engagement is underway.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      receives the Developing the Empowered Communities Approach report.

 

Comments

Background

8.       The Mayor’s 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; and

·        for local boards to play a much more active role by allocating more funding through them.

9.       The purpose of the Empowered Communities Approach (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.

10.     A reduction in the cost to deliver community development over time is expected, starting with savings in the 2015/2016 financial year.

11.     A political advisory group (PAG) has been established to provide strategic advice and guidance as staff develop the empowered communities approach. Discussion has centred on what empowered communities look like, and what shifts are required within council to support them.

Political Advisory Group

12.     A political advisory group (PAG) has been established to provide strategic advice and guidance to staff during the development of the empowered communities approach.  Membership of the PAG includes the Mayor, six local board members (Andrew Baker, Efeso Collins, Vanessa Neeson, Peter Haynes, Julia Parfitt and Kay McIntyre), five governing body members (Cathy Casey, Linda Cooper, George Wood, Alf Filipaina, Penny Hulse) and a representative from the Independent Māori Statutory Board (Karen Wilson). 

13.     At their meeting on 6 March 2015 the PAG endorsed the proposed approach.  The key points discussed were:

·        ‘Empowered Communities: Enabling Council’: The approach is underpinned by a two-way relationship between council and the community; leading to improved outcomes for Auckland.

·        Describing empowered communities: an empowered community is one where individuals, whanau and communities have the power and ability to influence decisions, take action and make change happen in their lives and communities. This includes communities of place, interest and identity.

·        How to support community empowerment: community empowerment is about providing real opportunities for people to participate and fostering the conditions that support this. An empowered communities approach is a ‘way of working’ that empowers people to play a more active role in the decisions that affect their communities.

14.     Working in a way that empowers communities requires ‘whole of council’ shifts to:

·        provide a gateway / portal into council resources and information;

·        provide more support for local boards and other areas of council to work together in joined-up ways with local communities;

·        facilitate and embed the empowered communities approach across council;

·        develop and implement creative new engagement and participation practices; and

·        support the devolution of resources / functions / control to communities.

15.     Other key feedback from the PAG included:

·        the model should involve high trust between council and the community and be based on building good relationships.

·        the path Māori have been on provides an example for the ECA, which should draw from the Māori Responsiveness Framework.

·        one size does not fit all, and the model may look different across different activities of council and in different communities, reflecting the make-up of those communities and their capability and capacity.

·        all parts of council need to work collaboratively to make this work. This should include the council-controlled organisations (CCOs).

·        capacity building is important and there need to be examples of how to do this effectively.

·        recognition that embedding this approach will take time.

16.     Staff will report back to the PAG on 16 April with the following:

·        revised approach;

·        the proposed operating model for the CDS unit;

·        supporting tools; and

·        budget and implementation implications.

ECA timeline

17.     The key milestones are shown in the table below.

Stage

 

Date

Purpose

Local board business meetings

 

15-23 April

Context setting report

Political Advisory Group

 

16 April

Provide strategic advice on revised approach and proposed CDS model of operation

 

Chairs and portfolio holders workshop

20 April

Wider discussion of material presented at PAG

 

Local board workshops

21 April – 1 May

Discussion by individual boards

 

Political Advisory Group

 

4 May

Provide strategic advice on revised CDS model of operation

 

Local board business meetings

 

5 May – 3 June

Formal resolutions on proposal

Budget Committee

 

7-8 May

LTP budget decisions including CDS budget for 2015/2016

Regional Strategy and Policy Committee

4 June

Endorse ECA and the CDS operational model

 

Implementation

 

July - December

 

 

18.     For some local boards, the timing of the May-June local board business meetings may require the local board to either delegate, hold an extraordinary meeting or accept a late report so that the board can provide formal feedback during the period 5 May – 3 June.

Consultation and engagement

19.     Engagement with community stakeholders is ongoing, with initial feedback workshops held in March across the region. At the workshops, staff explored with participants what capabilities and ideas for empowering communities, equity issues and activities the community see themselves as best delivering. Engagement was sought on what is best kept as council core functions in relation to community development and safety.

20.     Internal staff consultation is ongoing as the approach is developed. A number of workshops have been held with staff from all departments in the operations division in the first instance.

Consideration

Local Board views and implications

21.     The empowered community approach aims to provide a much more active role for local boards in community development.

22.     ECA builds on the strong focus on community led planning and development in the Local Board Plans 2014.

23.     Local boards views will be sought through the process outlined above.

Māori impact statement

24.     The ECA has the potential to impact on Māori over time. Engagement with mataawaka and mana whenua will be undertaken during the engagement phase to enable staff to understand potential impacts.

25.     A representative from the Independent Māori Statutory Board sits on the PAG.

Implementation

26.     The model will be implemented in CDS in 2015/2016. The approach will be rolled out across the whole of council over time.

 

 

Attachments

There are no attachments for this report.     

Signatories

Authors

Helen Dodd - Local Board Strategic Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 

Auckland Transport update on issues raised in March 2015 for the Devonport-Takapuna Local Board

 

File No.: CP2015/05070

 

  

 

Purpose

1.       This report provides an update on transport related issues raised by local board members during March 2015. It also includes general information about matters of interest to the local board and the schedule of issues raised in March 2015 (Attachment A).

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      receive the Auckland Transport update on issues raised in March 2015.

 

 

Discussion

Auckland Transport News

Better Signage on the Way

2.       Testing is underway on the first stage of the regional signage project (formerly known as wayfinding). 

3.       Test signage has been installed along the Dominion Road Safe Cycle Route and Grafton Gully Cycleway. This includes two metre high plinths detailing the route, indicating travel times and key locations along with street signage, as well as cycle route markers.

4.       Engagement with stakeholders will commence in the second quarter of 2015.

Walking and Cycling

5.       A new resource called Auckland Great Rides has just been developed to showcase bike rides around Auckland. Each ride has its own ‘passport’ with information, photos and a map.

6.       The series has a web page at www.ATgovt.nz/greatrides. Videos of the rides will be added over the next couple of months.

7.       The summer “Cycling’s the Go” Community Cycle Programme will run until Easter. Key events include adult cycle skills sessions, family cycling events, community events and valet bike parking at events such as Pasifika and the ASB Poly Fest.

 

 

Britomart Extension Closer

8.       An agreement between Precinct Properties and Auckland Council will see Auckland Transport start work on the City Rail Link (CRL) tunnels under a new glass tower block in the downtown area.

9.       Plans for the new building and extended underground station have been announced, and effectively mean construction will start on the CRL under the company’s Downtown Development project at the bottom of Queen Street.

10.     The alignment of the CRL requires new rail tunnels to be constructed through the site presently occupied by the Downtown Shopping Centre, which is owned by Precinct Properties along with two adjacent commercial office towers, HSBC Tower at 1 Queen Street and Zurich House at 21 Queen Street.

Elements include:

·        the sale to Precinct Properties of Queen Elizabeth Square by Auckland Council for $27.2 million;

·        payment to Precinct Properties of $9 million for provision of an East-West pedestrian laneway between Queen Street and Albert Street and compensation for the tunnels;

·        payment of $10.7 million for additional costs of office tower construction due to CRL tunnels; and

·        creation of a new downtown civic space between the project and Britomart.

 

Public Transport figures Continue Upwards Trend

11.     Auckland public transport patronage totaled 77,088,240 passenger trips for the 12 months to February 2015, which represents an annual increase of 9.5%. February monthly patronage was 6,683,047, an increase of 608,194 boardings. So far this financial year patronage has grown by 10.2%.

12.     Rail patronage totaled 12,994,815 passenger trips for the 12 months to February, an annual rise of 19.5%.

13.     The Northern Express bus service carried 2,732,222 passenger trips for the 12 months, up 16.8% for the year.

14.     All other bus services totaled 56,009,807 passenger trips, an annual rise of 7.6%.

15.     Ferry services carried 5,351,396 passenger trips for the 12 months to February, an annual rise of 4.0%.

Auckland Transport wants to share our roads

16.     Auckland Transport is looking for a car share operator to launch a large scale scheme in Auckland, based on plug-in electric vehicles.

17.     Auckland Transport has released a Request for Proposal (RFP) from car share operators to create a scheme here. It would initially have 250 – 300 vehicles that AT will match with a similar number of car parks dedicated to car share vehicles. It’s expected that, in time, the fleet would increase to at least 500 cars.

18.     A new large-scale scheme in Auckland would be a private venture with all significant costs borne by the operator, rather than Auckland ratepayers.  Auckland Transport’s main contribution would be to designate dedicated car parks around the city. 

19.     Car share schemes are based on members who pay a membership fee that entitles them to use a scheme-owned car on demand, for which they pay a per-trip charge based upon the time used. 

20.     There are already about five million people world-wide who are members of a car share scheme, and the numbers of both users and cities with a scheme are growing rapidly, thus changing transport habits in the process.

21.     Evidence shows members reduce the number of cars they own, with some members giving up ownership altogether.  As a result, one shared-car can replace between eight and 20 privately-owned cars, depending on the scheme and the city. If a large scale scheme in Auckland achieved at the lower end of the scale, it could replace 2000 private cars and, at the higher end, as many as 10,000.

22.     Besides reducing their car ownership, scheme members tend to travel fewer kilometres each year in a car and significantly re-orientate their transport habits towards a mix of car-share, public transport and walking and cycling.

23.     It is envisaged a scheme like this could make an important contribution to both the transport network, the lowering of carbon emissions, and sustainability initiatives offering Aucklanders alternatives – a new transport option, an alternative energy source, and if people want, an alternative to private car ownership to complement public and active transport.

24.     In addition, car-sharing schemes have the potential to allow operators of large fleets to significantly reduce the number of vehicles they own.

25.     The Energy Efficiency and Conservation Authority (EECA) applaud this proposal that will help get Auckland moving, support the Low Carbon Auckland Action Plan and play an important part in supporting the uptake of electric vehicles nationwide.  

Consideration

Local Board views and implications

26.     This report is for the local board’s information

Māori impact statement

27.     No specific issues with regard to Māori impact statement are triggered by this report.

General

28.     The activities detailed in this report do not trigger the Significance Policy, all programmes and activities are within budget/in line with the council’s Annual Plan and Long Term Plan documents. There are no legal or legislative implications arising from the activities detailed in this report.

Implementation

29.     There are no implementation issues.

 

Attachments

No.

Title

Page

aView

Devonport-Takapuna issues raised during March 2015

207

     

Signatories

Authors

Marilyn Nicholls, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

 


Devonport-Takapuna Local Board

21 April 2015

 

 

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Devonport-Takapuna Local Board

21 April 2015

 

 

LGNZ conference and AGM 2015

 

File No.: CP2015/03613

 

  

 

Purpose

1.       This report informs local boards about the Local Government New Zealand (LGNZ) Annual General Meeting (AGM) and conference in Rotorua from Sunday 19 July 2015 to Tuesday 21 July 2015, and invites local boards to nominate a representative to attend as relevant.

Executive Summary

2.       The Local Government New Zealand annual conference and AGM takes place at the Rotorua Energy Events Centre from Sunday 19 July to Tuesday 21 July 2015.

3.       The AGM takes place on the first day of the conference.  Auckland Council is entitled to 4 official delegates at the AGM, one of whom is the presiding (or voting) delegate.  The Governing Body will consider this at their meeting on 26 March 2015.  The 4 official delegates are likely to be the Mayor as a member of the LGNZ National Council, the Deputy Mayor as the Mayor’s alternate for this position, Cr Webster as Chair LGNZ Zone One and a member of LGNZ National Council, and the Chief Executive.

4.       In addition to the official delegates, local board members are invited to attend.  Local boards should consider the relevance of the conference programme when deciding on attendance, with the expectation that no board will approve more than one member to attend the conference.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      consider nominating a representative to attend the Local Government New Zealand 2015 annual general meeting and conference from Sunday 19 July 2015 to Tuesday 21 July 2015 on the basis that the conference programme is relevant to the Local Board’s work programme.

b)      confirm that conference attendance including travel and accommodation will be paid for in accordance with the current Auckland Council Elected Member Expense Policy.

 

Discussion

5.       The 2015 LGNZ Conference and AGM are being held in Rotorua. The conference commences with the AGM and technical tours from 09.30 am on Sunday 19 July 2015 and concludes at 2.30 pm on Tuesday 21 July 2015.

6.       The theme of this year’s conference is “Leading the Charge for our Communities”.  The programme includes:

·        Stephen Yarwood, former Mayor of Adelaide, will discuss performance and customer focussed culture - taking your people with you.

·        David Meates, CEO of Canterbury District Health Board, will present on understanding what's important to communities and why a strong focus on the customer matters.

·        Dr Lester Levy, CEO of New Zealand Leadership Institute, will discuss disruptive governance – how do we increase our performance and create a strong link from strategy to transparent financial performance.

·        Kevin Roberts, Executive Chairman of Saatchi & Saatchi, on telling our story and selling the value of our sector.

·        Penny Webster, Councillor at Auckland Council; Rob Cameron, Partner at Cameron Partners; and Dr Oliver Hartwich, Executive Director of the New Zealand Initiative will speak on funding for growth – transformation of local government.

·        Dr William Rolleston, National President of Federated Farmers; Andrew Knight, CEO of New Zealand Oil and Gas; and Gary Taylor, Executive Director of the Environmental Defence Society will discuss resource management – how a growing economy can also support a healthy environment.

·        Mayors Meng Foon, Stuart Crosby, Annette Main, David Ayers and Tony Kokshoorn will each present on right-sizing your town and making the important decisions – a response to economic and demographic change.

·        Brenda Halloran, former Mayor of Waterloo, Canada, will talk about nation building – infrastructure and urban development.

·        Brett Way of Central Hawkes Bay District Council and Rochelle Deane of Auckland Council will present on delivering local government expertise in the Pacific – a snap shot of the Local Government Technical Assistance Facility for Pacific Countries, (PacificTA) programme.

7.       The programme also includes a number of master class sessions including:

·        Growing NZ's talent and economies – strategies to retain and attract skilled migrants;

·        Local boards – connecting with the community;

·        Engaging with iwi to grow local and regional economies;

·        Collaboration, culture change and customer focus under the RMA; and

·        Getting the most from the One Network Roading Classification system.

8.       Local boards should consider the relevance of the programme when deciding on conference attendance, with the expectation that no board will approve more than one member to attend the conference.

Annual General Meeting

9.       The AGM takes place on the first day of the conference.  Auckland Council is entitled to have four delegates to the AGM, one of whom is the presiding (or voting) delegate.  The 4 official delegates are likely to be the Mayor (or his nominee), the Deputy Mayor, Councillor Penny Webster (as Chair of Zone 1) and the Chief Executive (or his nominee).

10.     The Mayor is a member of the LGNZ National Council, the Deputy Mayor is the Mayor’s alternate for this position, Cr Webster is the Chair of LGNZ Zone One and a member of LGNZ National Council.   The Governing Body will consider an item on AGM attendance at their meeting on 26 March 2015.

11.     LGNZ request that local board members who wish to attend the AGM, register their intention prior to the AGM. 

Costs

12.     The Local Board Services department budget will cover the costs of one member per local board to attend the conference. 

13.     Registration fees are $1410 (incl GST) before 3 June 2015 and $1510 (incl GST) after that.  Full conference registration includes:attendance at conference business sessions (Sunday-Tuesday);

·        satchel and contents;

·        daily catering;

·        Simpson Grierson welcome cocktail function;

·        Fulton Hogan conference dinner and EXCELLENCE Awards function; and

·        closing conference function ticket.

14.     The council hosted tours on Sunday 19 July 2015 are not included in the conference price. Local board members are welcome to attend these at their own cost.

15.     Additional costs are approximately $150 per night accommodation, plus travel.  Local Board Services will be co-ordinating and booking all registrations and accommodation and investigating cost effective travel.

Consideration

Local Board views and implications

16.     This is a report to the 21 local boards.

Māori impact statement

17.     The Local Government NZ conference will better inform local boards and thereby support their decision making for their communities including Maori.

Implementation

18.     There are no implementation issues associated with the recommendations in this report.

 

Attachments

No.

Title

Page

aView

LGNZ 2015 conference and master class programme

215

     

Signatories

Authors

Anna Bray - Policy and Planning Manager - Local Boards

Authorisers

Eric Perry - Relationship Manager

Rex Hewitt - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 

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Devonport-Takapuna Local Board

21 April 2015

 

 

Ward Councillors Update

 

File No.: CP2015/03851

 

  

 

Purpose

1.       The Devonport-Takapuna Local Board allocates a period of time for the Ward Councillors, Cr Chris Darby and Cr George Wood, to update the board on the activities of the governing body.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      thank Cr Chris Darby for his update to the Devonport-Takapuna Local Board on the activities of the governing body.

b)      thank Cr George Wood for his update to the Devonport-Takapuna Local Board on the activities of the governing body.

 

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Neda Durdevic - Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 

Board Members' reports

File No.: CP2015/03852

 

  

 

Executive Summary

An opportunity is provided for members to update the board on the projects and issues they have been involved with since the last meeting.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      receive any verbal reports of members.

 

Attachments

No.

Title

Page

aView

Member's report - Grant Gillon

223

    

Signatories

Authors

Neda Durdevic - Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 


Devonport-Takapuna Local Board

21 April 2015

 

 

Chairperson's reports

File No.: CP2015/03853

 

  

 

Executive Summary

An opportunity is provided for the Chairperson to update the board on the projects and issues he has been involved with since the last meeting.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      receive the Chairperson’s verbal report.

 

Attachments

No.

Title

Page

aView

Chairperson's report

227

    

Signatories

Authors

Neda Durdevic - Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 

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Devonport-Takapuna Local Board

21 April 2015

 

 

Record of Briefing/Community Forum - 10 March 2015, 24 March 2015 and 7 April 2015

 

File No.: CP2015/03858

 

  

 

Purpose

1.       The purpose of this report is to record the Devonport-Takapuna Local Board briefing and community forums held on 10 March 2015 (extraordinary), 24 March 2015 and 7 April 2015.

Executive Summary

2.       At the briefing and community forum held on 10 March 2015 (extraordinary), the Devonport-Takapuna Local Board heard briefings on:

i.    Devonport Peninsula Trust

ii.    Depot Artspace

iii.   Lake House Arts

iv.  Takapuna North Community Trust

v.   North Shore Brass

vi.  Michael King Writers Centre

vii.  North Shore Theatre and Arts Trust

viii. Victoria Theatre Trust

ix.  Rose Centre

x.  Community Forum:

·        Alan Reekie – North Shore Performing Arts

3.       At the briefing and community forum held on 24 March 2015, the Devonport-Takapuna Local Board heard briefings on:

i.    Confidential - Greenways

ii.    Devonport Museum

iii.   Milford Centre Plan

iv.  Community facilities network plan- libraries provision and planning

v.   Sunnynook Community Centre

vi.  Devonport Community House

vii.  Progress update on Wairau Creek Bridge

viii. Community Forum:

·        Judy Dale and Pip Hall – Wet Hot Beauties

·        Toni-Maree Carnie and Liz Golding – Harbour Sport

·        Adrienne Grace – Moth Plant

·        Marine Hub – Michael Pether

 

 

 

4.       At the briefing and community forum held on 7 April 2015, the Devonport-Takapuna Local Board heard briefings on:

i.    Confidential – Black Rock Takapuna-Milford walkway

ii.   Confidential – Reserve Management Plans legal advice

iii.   Parks renewals work programme and LTP opex savings impacts

iv.  Community Forum:

·        Shirley Williams and Ray Pita – Takapuna services and Social Bowling Club

·        Michael Williams – Sunnynook Community Forum

·        Sandra Allen and Paddy Burnett – Takapuna Beach oil spill

5.       The record of the briefing and community forum held on 10 March 2015 is attached to this report as Attachment A.

6.       The record of the briefing and community forum held on 24 March 2015 is attached to this report as Attachment B.

7.       The record of the briefing and community forum held on 7 April 2015 is attached to this report as Attachment C.

 

Recommendation/s

That the Devonport-Takapuna Local Board:

a)      receive the records of the briefing and community forum held on 10 March 2015, 24 March 2015 and 7 April 2015.

 

Attachments

No.

Title

Page

aView

Record of briefing and community forum - 10 March 2015

231

bView

Record of briefing and community forum - 24 March 2015

273

cView

Record of briefing and community forum - 7 April 2015

373

     

Signatories

Authors

Neda Durdevic - Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

 


Devonport-Takapuna Local Board

21 April 2015

 

 

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[1] Section 1.4, p.1 – HAT Community Marine Activity Hub – assessment of environmental effects (publicly available as part of resource consent application currently out for consultation).

[2] High-level youth needs research for Devonport-Takapuna, Kaipatiki and Upper Harbour Local Boards. June 2014. Community Policy and Planning North & Community Development Arts and Culture North-West.