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

 

Date:                      

Time:

Meeting Room:

Venue:

 

Thursday, 16 February 2017

9.30am

Upper Harbour Local Board Office
30 Kell Drive
Albany

 

Upper Harbour Local Board

 

OPEN AGENDA

 

 

 

MEMBERSHIP

 

Chairperson

Lisa Whyte

 

Deputy Chairperson

Margaret Miles, JP

 

Members

Uzra Casuri  Balouch, JP

 

 

Nicholas Mayne

 

 

John McLean

 

 

Brian Neeson, JP

 

 

(Quorum 3 members)

 

 

 

Cindy Lynch

Democracy Advisor

 

10 February 2017

 

Contact Telephone: (09) 486 8593

Email: Cindy.Lynch@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 


Upper Harbour Local Board

16 February 2017

 

 

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                                                                                                                    6

8.1     Peekaboo Childcare and Learning Centre, Hugh Green Drive, Pinehill        6

9          Public Forum                                                                                                                  6

9.1     Frank Dunn                                                                                                           6

10        Extraordinary Business                                                                                                7

11        Notices of Motion                                                                                                          7

12        Meeting Minutes Upper Harbour Local Board, Tuesday, 13 December 2016        9

13        Governance and management for Albany Community Hub (the Hub)                 23

14        Netball North Harbour roof upgrade                                                                         27

15        Landowner approval and license to occupy at Spencer Ridge Reserve              44

16        Auckland Council’s Quarterly Performance Report: Upper Harbour Local Board
For Quarter Two, 1 October - 31 December 2016                                                   
97

17        Extraordinary application from Harbour Sport for funding assistance towards Shore to Shore event taking place in April 2017                                                                    131

18        New road name approval for the residential subdivision at 5 and 5A Scott Road, Hobsonville                                                                                                                 141

19        Urgent Decision - Approval of developed design and procurement of project construction for Hobsonville Headquarters building                                                                   147

20        Record of the Upper Harbour Local Board workshops held on Tuesday 13 December 2016, Thursday 19 January and 26 January 2017.                                                 167

21        Board Members' Reports                                                                                         175  

22        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.

 

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy.  The policy covers two classes of conflict of interest:

 

i)              A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

 

ii)             A non-financial conflict interest, which does not have a direct personal financial component.  It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

 

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968.  The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

 

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request. 

 

Any questions relating to the Code or the guidelines may be directed to the Relationship Manager in the first instance.

 

4          Confirmation of Minutes

 

That the Upper Harbour Local Board:

a)         confirm the ordinary minutes of its meeting, held on Tuesday, 13 December 2016, 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 Upper Harbour Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

 

8.1       Peekaboo Childcare and Learning Centre, Hugh Green Drive, Pinehill

Purpose

1.       The purpose of this item is to hear the presentation from Nik Novis from the Peekaboo Childcare and Learning Centre.

Executive summary

2.       Nik Novis from the Peekaboo Childcare and Learning Centre in Hugh Green Drive, Pinehill, will be in attendance to address the board about access to the reserve at the rear of their childcare facility.

Recommendation/s

That the Upper Harbour Local Board:

a)      receive the presentation from Nik Novis from the Peekaboo Childcare and Learning Centre and thank him for his attendance.

 

 

9          Public Forum

 

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

 

9.1       Frank Dunn

Purpose

1.       The purpose of this item is to address the Upper Harbour Local Board regarding his concerns about pylons at Albany Heights Road.

Executive summary

2.       Mr Frank Dunn will be in attendance to discuss his concerns about pylons installed by Vector on his property at Albany Heights Road.

Recommendation/s

That the Upper Harbour Local Board:

a)      receive the presentation on pylons at Albany Heights Road from Mr Dunn and thank him for his attendance.

 

 

 

 

 

 

 

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.

 


Upper Harbour Local Board

16 February 2017

 

 

Meeting Minutes Upper Harbour Local Board, Tuesday, 13 December 2016

 

File No.: CP2017/00016

 

  

 

Purpose

The open unconfirmed minutes of the Upper Harbour Local Board extraordinary meeting held on Tuesday, 13 December 2016, are attached at item 12 of the agenda for the information of the board only.

 

Recommendation

That the Upper Harbour Local Board:

a)      note that the open unconfirmed minutes of the Upper Harbour Local Board meeting held on Tuesday, 13 December 2016 are attached at item 12 of the agenda for the information of the board only, and will be confirmed under item 4 of the agenda.

 

Attachments

No.

Title

Page

a

Upper Harbour Local Board minutes 13 December 2016

11

      

Signatories

Authors

Cindy Lynch - Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

 


Upper Harbour Local Board

16 February 2017

 

 

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Upper Harbour Local Board

16 February 2017

 

 

Governance and management for Albany Community Hub (the Hub)

 

File No.: CP2017/00905

 

  

 

Purpose

1.       To approve a governance and management structure for the Albany Community Hub.

Executive summary

2.       The 2014 Upper Harbour Local Board Plan sets out a priority to establish an Albany Community Hub; a local, multi-functional community facility.

3.       In September 2013, the Upper Harbour Local Board endorsed the Albany Community Hub (the Hub) concept design and requested a report outlining governance and management model options (resolution number UH/2013/190).

4.       In October 2015, the local board opted for a community-led governance and management model for the Hub, with the community group to be chosen through an expression of interest (EOI) process (resolution number UH/2015/16).

5.       Detailed design of the Hub is now complete. Construction commenced in November 2016.

6.       Consultation work has identified that existing community groups do not, at this stage, have the capacity and/or capability to manage the Hub.

7.       Staff recommend a two-staged management model, whereby the council establishes the centre and transitions it to a community-led model over an 18 month period. Staff advise this approach can be funded from regional operational expenditure (opex) funds.

 

Recommendation/s

That the Upper Harbour Local Board:

a)      approve the Albany Community Hub be managed by council and governed by Upper Harbour Local Board for an initial establishment period of 12 months, with transition to a community-led model within 18 months from opening.

b)      note the proposed operational outline for management of the Hub below:

Time Frames

Action

Three months before opening (by approximately Mar 2017)

-    the council recruits Hub staff (fixed term)

-    start programme planning for the Hub

-    build networks in the community before the doors open.

For the first 18 months after opening

(by approximately Dec 2018)

-    local board governs

-    the council manages the facility while building management capacity with community trust/society.

12 months from opening (approximately Jun 2018)

-    local board reviews first 12 months of operation

-    expression of interest (EOI) process begins for a successful community trust/society candidate to manage long-term.

18 months after opening (by approximately Dec 2018)

-    full transition to community-led model.

 

 

 

Comments

Background

8.       The Upper Harbour Local Board Plan 2014-2017 states the board’s commitment to create ‘well-developed neighbourhoods that are connected to education facilities, transport networks, business parks and quality community and sports amenities’. To give effect to this commitment, the 2014-2017 Upper Harbour Local Board Plan sets out a priority to establish an Albany Community Hub (the Hub); a local, multi-functional community facility.

9.       In September 2013, the Upper Harbour Local Board endorsed the Hub concept design and requested a report outlining various governance and management model options (resolution number UH/2013/190).

10.     Construction of the Hub began in November 2016. The Hub is expected to open in June 2017. A governance and management model is now required to connect the centre with the community and ensure the Hub is resourced for success.

Confirming a management model for the Hub: Progress to date

11.     In October 2015, the local board opted for a community-led governance and management model for the Hub, with the community group to be chosen through an expression of interest (EOI) process (resolution number UH2015/16).

12.     Consultation work has identified that existing community groups do not, at this stage, have the capacity and/or capability to manage the Hub. This report recommends that Hub management transition from council to community-led over time, allowing staff to build community capability to manage the centre.

13.     The local board needs to choose a governance and management model for the Hub, so the model can be established in parallel with the Hub’s construction.

Recommended approach

14.     In discussion with the local board, staff have considered three management model options that are outlined below:

Table One: Governance and management options for the Hub

Option

Option One

Option Two

Option Three

Description of option

Council-led management.

Community-led management.

Combined model: Council-led for 12 months, transitioning to community in the second six months, leading to fully community-led within 18 months.

Risks

This option does not align with local board’s priorities or recommended best practice regarding empowering local communities.

Existing community groups do not currently have the capacity to lead the centre.

In 12 months, community capability may not exist to take on the management role.

Benefits

·    Enables the facility to function immediately and satisfies community requirements for community space.

·    Activates the space using existing established resources, including the online booking system.

·    Aligns with best business practice and is the local board’s preferred option.

·    Creates pride and ownership, resulting in tailored programmes.

·    Leads to the ultimate aim of community-led management by building capability with community groups.

·    Activates the space using existing established resources, including the online booking system.

·    Creates pride and ownership, resulting in tailored programmes.

·    Establishes a stable starting point for handover, making the task of taking on the Hub less daunting for a community group.

·    Utilises council resources and expertise during the establishment phase.

 

15.     Staff recommend option three; a combined model. This would ultimately lead to a solely community-led model by 1 January 2019. 

Implementation

16.     Option three involves an establishment phase, a transition phase, and ultimately shifting to a fully community-led model.

17.     Table two outlines the implementation phases of option three in further detail:

Table two: Outline of proposed management model for Albany Community Hub

Stage One

Description

Estimated annual cost

Funding source

·    Establishment and transition phase – council managed and local board governed.

·    Proposed for the first 12-18 months (complete by approximately December 2018).

Establishment Phase – first 12 months, staff are engaged in the activation through activities and programmes. Staff not permanently situated on site. The venue hire team is responsible for hiring out space.

Transition Phase – following six months, council staff work with community groups, selected through the EOI process, to assist in the transition to a community-led operation.

0.5 FTE staff:

$25,000

Programming costs:

$25,000

 

 

Regional opex

Stage Two

Description

Estimated annual cost

 

·    Community-led managed and local board governed community centre.

·    19 months from opening (by approximately January 2019).

A community trust/society is funded to govern and manage the facility. Trust/society engaged staff are based at the facility and are responsible for hiring out and programming the spaces. The local board retains ultimate oversight, through an approved funding agreement, with key performance indicators.

Funding agreement:

$60,000

 

Local board operational funding (LDI allocation)

Total cost

 

$110,000

 

18.     An establishment phase would use the council’s internal systems, resources (including staffing), support and fully developed processes to resource the Hub for success.

19.     Significant milestones can be met in the first 18 months, in collaboration with local community groups, as follows:

·        develop a vision and strategic plan;

·        establish the Hub’s target audience;

·        create a marketing plan;

·        build relationships and partnerships with community organisations and agencies;

·        coordinate activities and programmes in the Hub; and

·        generate income.

20.     Staff are currently conducting capacity building work with a number of local community groups. One aim of this work is to strengthen community groups to be able to take on the Hub management.

21.     During the transition phase, staff will begin an expression of interest (EOI) process to select a community organisation to take over management responsibility. Capability building work will continue with the successful applicant, focusing on their governance skills to enable them to take over the Hub’s management.

22.     This approach aligns with the empowered communities approach and Upper Harbour Local Board Plan outcomes.

Funding for recommended approach

23.     The recommended approach assumes that operations will begin in June 2017.

24.     Funding for a staff member on fixed term contract and operational costs for the Hub ($50,000) has been secured through regional operational (opex) budgets in collaboration with the Upper Harbour Local Board Financial Advisor.

Consideration

Local board views and implications

25.     The Upper Harbour Local Board Plan 2014-2017 states the board’s commitment to create ‘well-developed neighbourhoods that are connected’ by providing ‘quality community facilities to meet the needs of our growing population in Albany’. This commitment will be realised in the construction of the Albany Community Hub in 2017, and will require a quality governance and management model to enable that vision.

26.     The contents of this report were workshopped with the local board in July 2016 and January 2017.

Māori impact statement

27.     At the time of consultation on the concept design, Te Kawerau a Maki and Ngāti Whātua Ōrākei Whai Maia indicated that they would like to be involved in discussions about governance and management of the facility with the local board, as the project progresses.

28.     Once a governance and management model has been selected, officers will invite Te Kawerau a Maki and Ngāti Whātua Ōrākei Whai Maia to engage with the local board through the expression of interest (EOI) process.

Implementation

29.     The proposed operational implementation timeline for the two-staged management model approach would be as outlined in the recommendations.

30.     Staff will report back to the local board prior to the transition phase, with 12 month operational data analysed around activity usage and visitor numbers, as well as advice for the shift to a community-led model.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Sarah Zimmerman - Senior Advisor

Terrena  Griffiths - CAPEX/Project Manager

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Eric Perry - Relationship Manager

 


Upper Harbour Local Board

16 February 2017

 

 

Netball North Harbour roof upgrade

 

File No.: CP2017/00765

 

  

 

Purpose

1.       To seek a decision to grant locally driven initiative (LDI) capital expenditure to Netball North Harbour Incorporated for a roof upgrade.

Executive summary

2.       Netball North Harbour is a sub-regional facility based in the Kaipātiki Local Board area. This facility serves the entire northern local board area, as well as some central board areas.

3.       The roof of the Netball North Harbour facility is in need of major repair to bring it up to standard, make it fit for purpose, and to meet current building code. Options to maintain, remodel or renew the roof have been considered, with the preferred option being to renew the roof. The estimated cost, including provision for contingencies is $696,000.

4.       The ‘Local Board Funding Policy 2015 handout nine: locally driven initiatives capital expenditure (LDI capex) criteria’ provides for council to fund up to 49 per cent of project cost.

5.       Based on the renew cost, 49 per cent of the total is $341,040. The Kaipātiki Local Board has resolved (resolution number KT/2016/123) to contribute $175,000 of their locally driven initiative (LDI) capital budget (capex) to the project. This leaves a remainder of $166,040 to be funded.

6.       The Upper Harbour Local Board has been allocated $355,230 per annum of LDI capex budget over the first three years of the Long-term Plan 2015-2025 (LTP).

7.       Netball North Harbour completed a membership survey in 2016 that analysed its membership by local board area, showing that 14 per cent of its membership resides within the Upper Harbour Local Board area.

8.       Based on membership numbers of the three predominant local boards, the balance of $166,040 could be apportioned as follows:

·    Devonport-Takapuna Local Board ($60,118);

·    Hibiscus and Bays Local Board ($65,843); and

·    Upper Harbour Local Board ($40,079).

9.       The Rodney Local Board has not been included in this calculation due to much lower membership numbers. There are also 17 council-owned netball courts already maintained in the Rodney Local Board area.

 

Recommendation/s

That the Upper Harbour Local Board:

a)      approve in principle a capital grant of $40,079 from its locally driven initiatives (LDI) capital expenditure budget to Netball North Harbour Incorporated towards costs associated with roof repairs for the Netball North Harbour facility.

b)      note that staff from council’s Parks, Sport and Recreation team will provide an update to the board once Netball North Harbour has completed its project / feasibility planning for the roof repairs, and have secured full funding for the project.

 

 

Comments

Background – locally driven initiatives (LDI) capital budgets

10.     The Local Board Funding Policy sets out how local boards are funded to meet the costs of providing local activities. As part of the LTP, the governing body established a locally driven initiatives (LDI) capital (capex) budget for each local board to ensure important local projects were given appropriate priority. The LDI capex budget is the primary source of discretionary budget for funding the local board’s capital projects.

11.     Using LDI capex as a grant to a third party means there is no consequential operational budget (opex) for the project in the future. The benefit, however, is the ability to leverage further third party investment, and therefore provide savings to council.

12.     Community delivered projects funded through a grant must meet the following criteria according to Local Board Funding Policy 2015 handout nine: LDI capex criteria (LBF9):

·        a grant can be given to a community group to assist with asset creation where there is a clearly defined ‘public good’ and enduring benefit;

·        any grants allocated must be in accordance with the legislative purpose of local government and be compliant with council’s responsibilities as a public entity dispensing public funds; and

·        all recipients of capital grants must complete an application form that details how the funds will be used, and agree to the requirement to keep adequate records and submit an accountability report.  The application presented as Attachment A is a Community Facility Development form from 2012/13 as this had all the relevant details needed for the project.

Community partnerships

13.     A partnership provides an opportunity for council to assist community groups and organisations to develop a range of community facilities and playing surfaces, giving greater access to communities, the members of the organisation, and the wider public.

14.     According to the LBF9, applications for partnership funding must consider the following criteria prior to lodging:

·        meet the strategic objectives of the relevant local board plan; the Auckland Plan and other key Auckland Council strategic documents (see paragraphs 29-31 of this report);

·        address gaps in the network, the community need, how the community will access the asset/facility, and the usage component of the asset/facility:

o Netball North Harbour is identified in the Auckland Regional Facilities Plan as the Netball Centre which caters for an area of increased growth and which will be a central administration and competition base; and

o community access is already common practice and will be part of the funding agreement along with usage targets.

·   any partnership proposal requires an externally commissioned project plan/feasibility study outlining the project, including indicative budgets, governance structure, and asset renewal programme:

o this is currently being worked through with the applicant and will be signed off prior to release of funds. Indicative budgets are included in the report.

·   identify how community groups and external agencies will monitor and evaluate the contribution the facility makes to meeting community outcomes, to ensure the completed facility and the programmes it undertakes remain relevant in their community:

o this will be included in the funding agreement.


 

Background – Netball North Harbour

15.     Netball North Harbour is located on council land at Onewa Domain, 44 Northcote Road, Northcote, in the Kaipātiki Local Board area.

16.     Netball North Harbour Incorporated is a registered incorporated society (number 223270, 1952) and holds a community lease for 33 years until 2040, with a right of renewal for a further 33 years.

17.     The centre is a key sub-regional facility with 16,000 members and over 400,000 users annually.

18.     Netball North Harbour completed a membership survey in 2016 that analysed its membership by local board area:

Local Board area

Membership %

Number

Hibiscus and Bays

23%

2691

Kaipātiki

22%

2574

Devonport-Takapuna

21%

2457

Upper Harbour

14%

1638

Waitematā

8%

936

Rodney

6%

702

Albert Eden

3%

351

Henderson Massey

1%

117

Other

2%

234

 

19.     Netball North Harbour has a long history of making the facility available to the community and other user groups. They do not lock their courts when not in use by netball, and have actively encouraged other sports (such as tennis) to use the courts by purchasing tennis nets. Other users of the facility include North Harbour Volleyball, Futsal, Grey Power, Floral Art, Aglow and Waitemata Health.

20.     Netball North Harbour has previously received grants from Auckland Council as detailed in the table below. Netball North Harbour do not currently receive any on-going operational funding from Auckland Council.

Year

Amount

Project

Scheme

2016

$78,000

Annual maintenance

Kaipātiki Local Board local grants and community access grant

2015

$190,000

Building refurbishment

Community Facility Development Fund

2014

$191,243

Upgrade lights and courts

Community Facility Development Fund

21.     The Community Facility Development Fund was a regional fund that supported the development of community owned facilities. The decisions for the above grants were made by a sub-regional committee consisting of Devonport-Takapuna, Kaipātiki, Upper Harbour and East Coast Bays subdivision local boards.

Current project

22.     The Netball North Harbour building was originally built in 1975 and has not received the required preventative maintenance since opening, due to the priority of funding addressing court and other upgrades directly increasing participation. This has led to the building needing major repair work to bring it up to a standard that meets current building codes.

23.     Since February 2013, Netball North Harbour has engaged professional consultants to prepare a building condition report and obtain quotes for the required work. Three options have been considered: maintain, remodel, or renew the roof and replace windows to ensure the building is fit for purpose for the future. The three options, including a provision for contingency, are:

Project

Cost

Impact

Maintenance

$58,850

Roof will be held together for further 3-5 years

Roof re-model

$655,200

Current roof will be brought up to current building code

Roof renew

$696,000

Current roof will be replaced

24.     A roof renew is the preferred option, due to the fact that it will result in the lowest impact on the activities at the centre.  A roof renewal will also allow the replacement roof to be constructed off-site and transported onto the building in three separate one-week windows.  Conversely, a roof re-model would require the building to be closed for approximately 17 weeks.

25.     LBF9 allows council to fund up to 49 per cent of the project budget whereby the asset is community group owned on council land, and the group is responsible for operating costs and maintenance.

26.     Based on the renew cost, 49 per cent of the total is $341,040. Kaipātiki Local Board has resolved (resolution number KT/2016/123) to contribute $175,000 of their LDI capex to the project, leaving a shortfall of $166,040 to be funded.

27.     Based on the numbers from the membership survey, splitting the remainder of $166,040 between Devonport-Takapuna, Hibiscus and Bays, and Upper Harbour Local Boards could be achieved as follows:

Devonport-Takapuna

$60,118

Hibiscus and Bays

$65,843

Upper Harbour

$40,079

28.     Rodney Local Board has not been included in this calculation due to much lower membership numbers. There are also 17 council-owned netball courts already maintained in the Rodney Local Board area.

Strategic alignment

29.     Investment into this project aligns with Upper Harbour Local Board Plan outcome, ‘Maximise the use of sports facilities’.

30.     Investment into this project aligns with Auckland Sport and Recreation Strategic Action Plan initiative 8.2, Promote and prioritise investment into partnerships to provide multisport and multi-use recreation and sport facilities.

31.     Investment into this project aligns with Auckland Plan, Chapter 5, Priority 2, Prioritise and optimise our recreation and sports facilities, public open space use and the capability of recreation and sport organisations.

Consideration

Local board views and implications

32.     In 2014-15, the sub-regional committee for the Community Facility Development Fund made up of the Devonport-Takapuna, Kaipātiki, Upper Harbour, and East Coast Bays subdivision local boards supported Netball North Harbour projects.

33.     Netball North Harbour completed a membership survey in 2016 that analysed their membership by local board area, showing 14 per cent of their members resided within the Upper Harbour Local Board area.

Māori impact statement

34.     The upgrade of this facility will be of great benefit to the Māori population of Upper Harbour which is 5.1 per cent or 2,610 according to the 2013 census.

Implementation

35.     There is existing budget available within the local board’s LDI capex budget should the local board support the recommendation.

36.     The sport and recreation team will support the partnership by creating funding agreements between Netball North Harbour and Auckland Council. The agreements will identify clear community access, asset management, maintenance and reporting criteria, as well as a requirement that the remaining funding be secured before the grant is released.

 

Attachments

No.

Title

Page

a

Community group funding application form 2012/13

33

     

Signatories

Authors

Mathew Walsh - Sport and Recreation Advisor

Authorisers

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

 


Upper Harbour Local Board

16 February 2017

 

 

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Landowner approval and license to occupy at Spencer Ridge Reserve

 

File No.: CP2017/01106

 

  

 

Purpose

1.       To seek land owner approval from the Upper Harbour Local Board to temporarily close off Spencer Ridge Reserve at 8 Corinthian Drive, Albany, for a temporary period of approximately 14 months, to enable Watercare Services Limited to install wastewater infrastructure, a shared path, and a multi-use bridge across the northern motorway.

Executive summary

2.       A request has been received from Watercare Services Limited for a license to occupy part of Spencer Ridge Reserve at 8 Corinthian Drive, Albany, (lots 60, 61, 62, 63 and 64 on DP 199080 and lots 6, 9 and 3 on DP 190422). This will be the location of their construction site compound. They propose to close this area to the public for approximately 14 months from July 2017 to September 2018 as shown on the site plan in Attachment A.

3.       Watercare will be undertaking work in this reserve in conjunction with Auckland Transport and the New Zealand Transport Agency. They have coordinated the work to limit the time the reserve is closed to the public.

4.       Watercare will install a new 500mm water main from the Albany reservoirs to the Pinehill reservoirs via the Spencer Ridge Reserve, install a buried anode bed for the water main cathodic protection system, and construct a pump station within the Watercare designation on the reserve.

5.       New Zealand Transport Agency will construct a new multipurpose bridge across the motorway from this reserve.

6.       Auckland Transport will construct a shared use path through the reserve and over the new multipurpose bridge across the motorway, linking Corinthian Drive to the other side.

7.       The land owner approval will enable these organisations to provide Auckland with a new shared use bridge, wastewater infrastructure that is vital for a growing city, and a shared cycleway for public use.

8.       The park will be reinstated with planting.

 

Recommendation/s

That the Upper Harbour Local Board:

a)      grant land owner approval for tree removal, earthworks, constructing a shared cycle way, bridge, installing water and wastewater infrastructure, and constructing a pump station at Spencer Ridge Reserve.

b)      delegate to the Head of Stakeholder and Land Advisory, Community Facilities, the ability to grant a license to occupy under Section 53 of the Reserves Act. The license will enable Spencer Ridge Reserve to be temporarily closed and used as a construction site compound for approximately14 months from July 2017 to September 2018 (plan in Attachment A).

 

 

Comments

9.       The work is required for large infrastructure projects including water mains, bridges and shared paths, which are necessary for the growth of the area.

10.     Closing the path and park to the public will be an inconvenience but is necessary for site safety. The applicants will install signage to redirect the public around the park.

11.     The application includes a tree report which outlines the trees to be removed and the mitigation planting on a one-to-one basis to replace these trees. This has been reviewed and approved by a council arborist.

12.     Access agreements will be needed by Watercare, Auckland Transport, and New Zealand Transport Agency for ongoing maintenance access via a Memorandum of Understanding, which is being signed off by all parties and Auckland Council.

13.     An agreement to grant an easement document will be completed with Watercare for the wastewater pipe they are installing.

14.     Under Section 53(1) (o), the council can “do other things as may be considered desirable or necessary for the proper and beneficial management, administration, and control of the reserve”. As the work is necessary for a major project, it is recommended that notification be via a public notice in the local newspaper advising of the closure, together with a sign advising the same, fixed on site within the reserve. 

15.     Upon completion of the work, landscaping will be undertaken as outlined in the arborist report in Attachment B. The other areas will be re-grassed around the shared area connecting to the new bridge over the motorway.

Consideration

Local board views and implications

16.     The proposal was emailed to the local board on 18 January 2017, where the chair and deputy chair decided a full report through the business meeting was required. The proposal will also be discussed at the workshop for the northern corridor project on 9 February 2017.

Māori impact statement

17.     Iwi consultation has been undertaken with six iwi that registered an interest in the project.  Two have actively engaged with the proposal, these being Ngāti Whatua (Tame Te Rangi) and Ngāti Manuhiri (Fiona McKenzie). The applicants have consulted with iwi twice regarding this project in January 2017 (refer Attachment C). 

18.     The New Zealand Transport Agency and Watercare have consulted with their respective established forums.

19.     The New Zealand Transport Agency and Watercare are also undertaking iwi consultation as part of the resource consent process to assist them in preparing their assessment of environmental effects. 

20.     Spencer Ridge Reserve is not noted as a mana whenua area in the Auckland Unitary plan.

Implementation

21.     If the proposal receives approval from the local board, a license to occupy will be drafted up between Auckland Council, Watercare Services Ltd, Auckland Transport and New Zealand Transport Agency with conditions around construction, closing off the reserve, and mitigation. The applicants wish to start works in July 2017.

 

 

 

 

 

 

 

 

Attachments

No.

Title

Page

a

Site plan

47

b

Arborist report and planting plan

51

c

Iwi engagement

91

     

Signatories

Authors

Rodney Klaassen - Relationship Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager


Upper Harbour Local Board

16 February 2017

 

 

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Auckland Council’s Quarterly Performance Report: Upper Harbour Local Board
For Quarter Two, 1 October - 31 December 2016

 

File No.: CP2017/00802

 

  

 

Purpose

1.       To provide Upper Harbour Local Board members with an integrated quarterly performance report for quarter two 2016/17, against the Local Board Agreement work programme.

Executive Summary

2.       This report provides an integrated view of performance for the Upper Harbour Local Board, including; financial performance, progress against local board key performance indicators, progress against each operating department work programme, key challenges the board should be aware of and any risks associated with delayed delivery against the Upper Harbour 2016/17 work programme (Attachment B).

3.       Of significance this quarter, the Upper Harbour Local Board celebrated the official opening of the Albany Stadium Pool, by His Worship the Mayor Phil Goff, on 16 December 2016. This swimming pool is located on the grounds of the QBE Stadium and is managed by Auckland Council’s leisure team.

4.       The Upper Harbour Local Board has an approved 2016/17 work programme for the following operating departments:

·     Arts, Community and Events, approved on 14 June 2016;

·     Parks, Sport and Recreation, approved on 14 June 2016;

·     Libraries and Information, approved on 14 June, 2016;

·     Community Facility Renewals, approved on 14 June 2016;

·     Community Leases, approved on 14 June 2016;

·     Local Economic Development, approved on 28 June 2016; and

·     Infrastructure and Environmental Services, approved on 12 July 2016.

5.       All operating departments with agreed work programmes, have provided a quarterly update against their work programme delivery, with all items reported as ‘green’ status (on track), except for the following which have a ‘red’ status (behind delivery, significant risk):

·     Community Facilities – Gills Reserve - Concrete Walkway Renewal;

6.       Overall, the financial performance of the board against quarter two FY16/17 is on track (Attachment C); however, there are some points for the board to be aware of:

·     Operating costs are predominantly under budget in Parks, with scheduled and response repairs and maintenance expenditure being less than the budget. Budget allocations in this area are being reviewed.

·     Operational locally driven initiatives are tracking ahead of budget year to date, as progress is made in various work programmes. Revenue is greater than anticipated year to date.

·     Upper Harbour Local Board has invested $10.3 million in capital expenditure and $5 million net operating expenditure for the second quarter ended 31 December 2016.

·     The majority of the capital investment for the year has been in the Local Parks activity, $9.4 million ($8.8 million on Albany Stadium Pool), with Community Services contributing $1.8 million and Planning $600,000.

·     The locally driven initiatives (LDI) operational spend included a quick response contestable grant distribution in this quarter, which leaves 53 per cent ($62,000) of the available grant pool to be allocated. Event funding has been fully utilised for the year.

·     It would be prudent to prioritise the allocation of the board’s locally driven initiative (LDI) capital funding to specific projects to ensure they are included in the 2017/18 work programmes going forward.

7.       The key performance indicators (KPIs) for the Upper Harbour Local Board show a trend of delivery that is meeting the indicators, with the exceptions being the percentage of residents satisfied with the provision of local parks and reserves, and facility utilisation at off-peak times for council-managed community centres and venues for hire. Both are explained in further detail in the report and statistics appear in (Attachment D).

8.       The overall snapshot for the Upper Harbour Local Board indicates performance in the Upper Harbour Local Board area is tracking positively (Attachment A).

 

Recommendation/s

That the Upper Harbour Local Board:

a)      receive the performance report for the financial quarter ending 31 December 2016.

 

 

Comments

 

Key achievements for quarter two

9.       The Upper Harbour Local Board has a number of key achievements to report from the quarter two period, which include:

·     Completion and official opening of the Albany Stadium Pool.

·     Sod turning to mark the commencement of the construction of the Albany Community Hub.

·     Successful delivery of Diwali celebrations at the Albany Library, with 40 people in attendance to watch a local Hindi youth choir perform, and to listen to Indian myths being read to the children. Good local media coverage was received.

·     New Zealand Biosecurity Services continue to perform well, with a quarterly average of 91% for quality. Spring works in the Ecological Restoration Contracts focused on the maintenance of planting areas, spring pest plant control and scheduled animal pest control works. The scheduled pest plant control is progressing in accordance with this year’s program, and is continuing to result in a reduction in pest plant species in the areas controlled.

Key project updates from the 2016/17 work programme

10.     All operating departments with an approved 2016/17 work programme have provided performance report updates for quarter two. The following are progress updates against key projects identified in the Local Board Plan:

·     To construct a purpose built community facility in Albany - mobilisation for the construction start.

·     To redevelop the recently acquired Hobsonville Headquarters building to function as a multipurpose community facility.  The project is generally progressing well, with the building consent application in progress.

·     Albany Stadium Pool – construction is complete.  The official opening of the Albany Stadium Pool was held on 16 December 2016 and the facility was officially opened by His Worship the Mayor, Phil Goff.

·     Scott Point Park Sportsfield development – work is currently underway on the production of a detailed project plan for both sport field development and passive development. 

Risks identified in the 2016/17 work programme

11.     The following is a risk that has been identified by the Community Facilities department, where the progress and performance indicator has been set to ‘red’ – significantly behind budget/time or achievement of outcomes.

Community Facilities Development Projects – Gills Reserve - Concrete Walkway Renewal

12.    The overall risk rating for the project is currently "High".  This relates to inadequate scoping and allocation of budget.

Financial performance

13.     Operating costs are predominantly under budget in Parks, with scheduled and response repairs and maintenance expenditure being less than the budget. Budget allocations in this area are being reviewed.

14.     Operational locally driven initiatives are tracking ahead of budget year to date, as progress is made in various work programmes. Revenue is greater than anticipated year to date.

15.     Capital spend progress for this quarter is behind schedule due almost exclusively to the delay in the Albany Stadium Pool construction. Any impact on the delayed pool opening will be more fully realised in the third quarter.

16.     Upper Harbour Local Board has invested $10.3 million in capital expenditure and $5 million net operating expenditure for the second quarter ended 31 December 2016.

17.     The majority of the capital investment for the year has been in the Local Parks activity, $9.4 million ($8.8 million on Albany Stadium Pool), with Community Services contributing $1.8 million and Planning $600,000.

18.     Asset based services (ABS) expenditure in Parks scheduled and response repairs and maintenance is less than budgeted. Budget allocations in this area are being reviewed.

19.     The locally driven initiatives (LDI) operational spend included a quick response contestable grant distribution in this quarter, which leaves 53 per cent ($62,000) of the available grant pool to be allocated. Event funding has been fully utilised for the year.

20.     It would be prudent for the board to prioritise allocation of the locally driven initiative (LDI) capital funding to specific projects to ensure they are included in the 2017/18 work programmes going forward.

Key performance indicators

21.     The local board agreements include level of service statements and associated performance measures to guide and monitor the delivery of local services. This report provides interim performance results and outlook information for Upper Harbour Local Board’s measures, showing how the organisation is tracking for the second quarter of FY17.

22.     The year-end outlook is for 35 per cent of measures to not achieve target.

23.     The local environmental management, and local planning and development measures are on track, while there are a small number of measures within local parks, sport and recreation, and local community services where performance needs to be lifted into order to achieve target.

24.     Measures that are not on track to be achieved include:

·     Percentage of residents satisfied with the provision of local parks and reserves. Upper Harbour is experiencing significant growth, particularly in the Albany and Hobsonville areas, and this may put pressure on the open space and increase demand for new activities on parkland.

·     Facility utilisation at off-peak times for council-managed community centres and venues for hire. The digital booking system, which began recording bookings in quarter one of FY17 is expected to improve customer experience and utilisation, along with a marketing campaign in quarter three.

Consideration

Local Board views and implications

25.     This report informs the Upper Harbour Local Board of the performance to date for the period ending 31 December 2016.

Māori impact statement

26.     All Māori within the Upper Harbour Local Board area are able to participate in and have access to all of the projects and initiatives covered in this report.

Implementation

27.     The Senior Advisor Upper Harbour Local Board will continue to facilitate performance updates to the local board.

 

Attachments

No.

Title

Page

a

Work programme snapshot

101

b

Work programme update

103

c

Financial performance

119

d

Performance measure results

125

     

Signatories

Authors

Karen Marais - Senior Local Board Advisor Upper Harbour

Authorisers

Eric Perry - Relationship Manager

 


Upper Harbour Local Board

16 February 2017

 

 

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Extraordinary application from Harbour Sport for funding assistance towards Shore to Shore event taking place in April 2017

 

File No.: CP2017/01143

 

  

 

Purpose

1.       To present an extraordinary application from Harbour Sport for funding assistance towards the annual Shore to Shore event, which is scheduled to take place on 9 April 2017.

Executive summary

2.       The Upper Harbour Local Board has set a total community grants budget of $118,000 for the 2016/2017 financial year.

3.       A total of $56,300 has been allocated in the previous grant rounds, leaving a remaining balance of $61,700 for the 2016/2017 financial year.

4.       The Shore to Shore 5km Fun Run/Walk is an event in the North Harbour region that has been taking place for the past 32 years. 

5.       An average of 6,000 children and their families have taken part in the event over this period. It is the largest fun run in the North Harbour region, with approximately 46 different North Harbour schools participating each year.  It is the largest schools fun run in New Zealand.

6.       For many years, Youthtown was a substantial sponsor and supplied funding which enabled the event’s continued sustainability and success. This year, due to the loss of the Youthtown venue on the North Shore, Youthtown are no longer able to provide funding. 

7.       Harbour Sport was not informed about the withdrawal of the funding until well past the deadline for discretionary fund applications to be submitted to the Upper Harbour Local Board.

8.       With the short timeframe until the Shore to Shore event is scheduled to take place, North Harbour has not been able to secure all additional funding to ensure the event’s delivery. Harbour Sport still require an additional $13,000 to deliver the 2017 event.

9.       Attached for further perusal and reference is a letter of request received from Harbour Sport for funding assistance (Attachment A), and the funding application summary submitted to Devonport-Takapuna Local Board (Attachment B).

 

Recommendation/s

That the Upper Harbour Local Board:

a)      consider the request for funding from Harbour Sport in support of the delivery of the Shore to Shore event, which is scheduled to take place on 9 April 2017.

 

 


 

Attachments

No.

Title

Page

a

Letter of request from Harbour Sport

133

b

Harbour Sport funding application summary to Devonport-Takapuna Local Board

137

     

Signatories

Authors

Karen Marais - Senior Local Board Advisor Upper Harbour

Authorisers

Eric Perry - Relationship Manager

 


Upper Harbour Local Board

16 February 2017

 

 

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New road name approval for the residential subdivision at 5 and 5A Scott Road, Hobsonville

 

File No.: CP2017/00259

 

  

 

Purpose

1.       To seek approval from the Upper Harbour Local Board for a new road name for roads to vest created by way of subdivision at 5 and 5A Scott Road, Hobsonville.

Executive summary

2.       Auckland Council has road naming guidelines that set out the requirements and criteria of the council for proposed road names.  These requirements and criteria have been applied in this situation to ensure consistency of road naming.

3.       The applicant, The Neil Group, has submitted the following road names in order of preference:

·     Joshua Carder Drive (preferred); and

·     Carder Brothers Drive (alternate).

4.       Auckland Council’s road naming criteria typically requires that road names reflect:

·     a historical or ancestral linkage to an area;

·     a particular landscape, environmental or biodiversity feature; or

·     an existing (or introduced) thematic identity in the area.

5.       The criteria also encourage the use of Māori names.  Names also need to be easily identifiable and intuitively clear, thus minimising confusion.

6.       All proposed road names are deemed to meet the criteria and are acceptable to New Zealand Post and Land Information New Zealand (LINZ).

7.       The road naming criteria suggests that the road type could be referred to as ‘Avenue’, ‘Boulevard’ or ‘Drive’. The applicant’s preferred road type is ‘Drive’.

 

Recommendation/s

That the Upper Harbour Local Board:

a)      approve, pursuant to Section 319(1)(j) of the Local Government Act 1974, the proposed road name for the new road constructed within the subdivision being undertaken by The Neil Group at 5 and 5A Scott Road, Hobsonville:

i.      Joshua Carder Drive (preferred); or

ii.     Carder Brothers Drive (alternate).

 

 

Comments

8.       According to the Auckland Council Road Naming Guidelines, where a new public or private road needs to be named as a result of a subdivision or development, the subdivider/ developer shall be given the opportunity of suggesting their preferred new road name for the local board’s approval.

9.       Local iwi were consulted and the following responses were received:

·     Fiona McKenzie, Ngati Manuhiri, who confirmed they did not require engagement;

·     Tame Te Rangi, Te Runanga o Ngati Whatua, who deferred to Kaipara Moana; and

·     Anne McLeod, Ngatai ki Tamaki, who forwarded the request to their cultural committee for comment.

10.     At the time of writing this report, no further correspondence was received by the applicant in terms of iwi consultation.

11.     The applicant has proposed the road names listed in the table below, in order of preference. 

Proposed new road name

Meaning

Road naming criteria

Joshua Carder Drive (preferred)

Joshua Carder set up a pottery business in Limeburners Bay in 1863.

Meets criteria – (historic significance to the area)

Carder Brothers Drive (alternate)

Joshua Carder’s sons also set up their own pottery business in 1872 at Scott Point.

Meets criteria – (historic significance to the area)

 

12.     A map showing the location of the road is attached to this report (refer Attachment A).

Assessment

13.     Auckland Council’s Road Naming Guidelines typically requires that road names reflect an historical or ancestral linkage to an area or a particular landscape, environmental or biodiversity feature, or reflect an existing (or introduced) thematic identity in an area. The criteria also encourage the use of Māori names. Names also need to be easily identifiable and intuitively clear, thus minimising confusion.

14.     The applicant’s proposed road names have been assessed against the criteria set out in the Auckland Council Road Naming Guidelines.

15.     Following assessment against the road naming criteria, the road names are deemed to meet the assessment criteria.

16.     All of the proposed names are acceptable to New Zealand Post and Land Information New Zealand (LINZ).

17.     The road naming criteria suggests that the road type could be referred to as ‘Avenue’, ‘Boulevard’ or ‘Drive’. The applicant’s preferred road type is ‘Drive’.

Consideration

Local board views and implications

18.     Auckland Council, by way of the Auckland Council Long-term Plan (LTP) 2012-2022, allocated the responsibility for the naming of new roads, pursuant to Section 319(1)(j) of the Local Government Act 1974, to local boards.  A decision is, therefore, sought from the local board in this report.

19.     The decision sought from the Upper Harbour Local Board for this report does not trigger council’s Significance Policy and is not considered to have an immediate impact on the community.

Māori impact statement

20.     The decision sought from the Upper Harbour Local Board on this report is linked to the Auckland Plan outcome “a Māori identity that is Auckland’s point of difference in the world”. The use of Māori names for roads, buildings and other public places is an opportunity to publicly demonstrate Māori identity.

21.     Local iwi were consulted and the following responses were received:

·    Fiona McKenzie, Ngati Manuhiri, who confirmed Ngati Manuhiri did not require engagement;

·    Tame Te Rangi, Te Runanga o Ngati Whatua, who deferred to Kaipara Moana; and

·    Anne McLeod, Ngatai ki Tamaki, who forwarded the request to their cultural committee for comment.

22.     At the time of writing, no feedback had been received from Kaipara Moana regarding the suggested road names.

Implementation

23.     The Western Consenting Subdivision Team will ensure that the appropriate road name signage will be installed by the applicant at their full cost, once an approval is obtained for the new road name and prior to the completion of the subdivision.

 

Attachments

No.

Title

Page

a

A4 Plan for subdivision at Scott Road, Hobsonville

145

     

Signatories

Authors

Andrew Foley - Subdivision Advisor

Authorisers

Ian Smallburn - General Manager Resource Consents

Eric Perry - Relationship Manager

 


Upper Harbour Local Board

16 February 2017

 

 

PDF Creator


Upper Harbour Local Board

16 February 2017

 

 

Urgent Decision - Approval of developed design and procurement of project construction for Hobsonville Headquarters building

 

File No.: CP2017/00722

 

  

 

Purpose

1.       The purpose of this report is to inform the Upper Harbour Local Board about use of the urgent decision process on 19 December 2016, in relation to:

·        approval of the developed design for the Hobsonville Headquarters building, and

·        approval to progress to procurement for construction.

Executive summary

2.       At its meeting on 15 November 2016, the Upper Harbour Local Board adopted an urgent decision process for matters requiring a decision where it is not practical to call the full board together and meet the requirement of a forum (resolution number UH/2016/159). 

3.       As part of this process, the board delegated authority to the Chairperson and Deputy Chairperson (or any person acting in these roles) to make urgent decisions on behalf of the board.  Where possible, the board requested that the Chairperson and Deputy Chairperson liaise with other board members prior to making a decision under urgency. 

4.       The last local board meeting for the 2016 calendar year took place on 13 December, with the next business meeting scheduled for 16 February 2017.  As such, staff from council’s Community Places team approached the Relationship Manager seeking use of the urgent decision process for matters relating to the Hobsonville Headquarters redevelopment project.

5.       Use of the urgent decision process was sought in this instance for the following reasons:

·        the construction market is extremely volatile at present, resulting in cost escalations. Early approval to progress the Headquarters redevelopment to the next phase and begin the procurement process would help limit the potential for project cost overruns;

·        beginning the procurement process early would limit project time delays and the subsequent impact on completion dates; and

·        procurement processes are currently taking longer as contractors seek to build in contingencies, requiring longer negotiation of contracts with potential impact upon start and completion dates.  Starting procurement early would ensure project delays are minimised.

6.       In accordance with the urgent decision process resolved upon by the board at its 15 November 2016 business meeting, all Upper Harbour Local Board members were notified by email on 19 December seeking feedback about use of the urgent decision process to progress the Headquarters redevelopment.  Five affirmative responses were received, including approval from the Chairperson and Deputy Chairperson.

 

Recommendation/s

That the Upper Harbour Local Board:

a)      receive for information the memo from the Senior Advisor, Community Places, dated 19 December 2016, regarding use of the urgent decision process established by resolution number UH/2016/159, which seeks approval of developed design and procurement of project construction for the Hobsonville Headquarters building.

b)      note that use of the urgent decision process was approved by the Relationship Manager, Chairperson and Deputy Chairperson in accordance with the provisions outlined in resolution number UH/2016/159 for the following reasons:

i)        the construction market is extremely volatile at present, resulting in cost escalations; and that early approval to progress the Headquarters redevelopment project to the next phase and begin the procurement process would help limit the potential for project cost overruns;

ii)       beginning the procurement process early would limit project time delays and the subsequent impact on completion dates; and

iii)      procurement processes are currently taking longer as contractors seek to build in contingencies, requiring longer negotiation of contracts with potential impact upon start and completion dates; therefore starting procurement early would ensure project delays are minimised.

 

Comments

Urgent decisions in general

7.       The urgent decision process enables the Chairperson and Deputy Chairperson, or any person(s) acting in these roles, to make urgent decisions on behalf of the local board when it is not practical to call the full board together and meet the requirement of a quorum.  Examples include during the Christmas and New Year period, or for participating in a council submission process.

8.       The Local Government Act 2002[1] provides for local boards to delegate to committees, sub-committees, members of the local board or Auckland Council staff, any of its responsibilities, duties and powers, with some specific exceptions.  This legislation enables the urgent decision process.

9.       The urgent decision process provides an alternative decision-making mechanism to an extraordinary meeting.  An extraordinary meeting is called when an urgent decision is required on matters that cannot wait until the next scheduled business meeting of the local board. 

10.     A number of factors should be considered before approval to use the urgent decision making process is given, such as:

·        the timing of the next scheduled meeting;

·        confirmation that the local board has the delegation to make the decision;

·        consideration of the rationale for the urgency; and

·        the significance of the decision and whether the urgent decision making process is appropriate.

11.     Urgent decisions are different from emergency decisions, which are only made if there is a risk to public health and safety.  Any decision made using the urgent decision process must be reported as an information item to the next ordinary meeting of the local board, and the signed approval memo should be attached to the report. 

12.     A signed copy of the memo relating to the Hobsonville Headquarters redevelopment project is included as Attachment A.

Upper Harbour Local Board approval of the urgent decision process

13.     At its meeting on 15 November 2016, the Upper Harbour Local Board adopted an urgent decision process for matters requiring a decision where it is not practical to call the full board together and meet the requirement of a forum (resolution number UH/2016/159). 

14.     As part of this process, the board delegated authority to the Chairperson and Deputy Chairperson (or any person acting in these roles) to make urgent decisions on behalf of the board.  Where possible, the board requested that the Chairperson and Deputy Chairperson liaise with other board members prior to making a decision. 

Hobsonville Headquarters building

15.     The last local board meeting for 2016 took place on 13 December, with the next business meeting scheduled for 16 February 2017.  As such, staff from council’s Community Places team approached the Relationship Manager on 19 December seeking use of the urgent decision process for matters relating to the Hobsonville Headquarters building.

16.     At its meeting on 9 February 2016, the Upper Harbour Local Board resolved as follows (resolution number UH/2016/2):

“That the Upper Harbour Local Board:

a)   confirm option three developed by Make Architects as the preferred option for the redevelopment of the Hobsonville Headquarters building, as referenced in Attachment A to the agenda report;

b)   approve the project progressing to developed design, detailed design and consenting for the Hobsonville Headquarters Building;

c)   note the interest of Heritage New Zealand in this project and ongoing staff efforts to finalise the acquisition of the Headquarters building; and

d)   indicate that financial commitments will cease should there be a risk that the agreement between Heritage New Zealand and Auckland Council does not reach a satisfactory conclusion.”

17.     As of 19 December 2016, the following project milestones have been completed:

·        receipt of Heritage NZ support for the Headquarters redevelopment proposal;

·        resource consent;

·        structural analysis of the building;

·        fire safety analysis;

·        detailed design;

·        sign off of the business case;

·        updated quantity surveyor report (refer Attachment B); and

·        building consent application.

18.     The total budget for the Headquarters project is $1.221 million, and to date $70,000 has been spent on design and consenting.  The Long-term Plan (LTP) 2015-2025 has provision of $1.172 million in FY17 for the redevelopment of this building.

19.     The latest cost estimate for the redevelopment of the building is $1.381 million, resulting in a shortfall of $209,000.  For serviceability of the Headquarters and Sunderland Lounge, and to satisfy the legal agreement requiring establishment of a carpark, extra funding of $230,000 is required.

20.     The shortfall for the Headquarters redevelopment is $439,000, plus landscaping of $78,000. A business case has been approved on 14 December 2016 (refer Attachment C), and the budget for the Headquarters redevelopment, including landscaping plus carpark, is now $1.689 million. Approval of the business case means that all funding shortfalls have now been met to allow the Headquarters redevelopment to proceed as planned. 

21.     Therefore, no additional funding from the local board is required for the Headquarters redevelopment to proceed.

Justification for use of the urgent decision making process

22.     Use of the urgent decision process was sought in this instance for the following reasons:

·        the construction market is extremely volatile at present, resulting in cost escalations. Early approval to progress the Headquarters project to the next phase and begin the procurement process would help limit the potential for project cost overruns;

·        beginning the procurement process early would limit project time delays and the subsequent impact on completion dates; and

·        procurement processes are currently taking longer as contractors seek to build in contingencies, requiring longer negotiation of contracts with potential impact upon start and completion dates.  Starting procurement early would ensure project delays are minimised.

Consideration

Local board views and implications

23.     This report outlines use of the urgent decision process established by the Upper Harbour Local Board at its 15 November 2016 meeting in relation to the Hobsonville Headquarters redevelopment project.

24.     In accordance with this process, all Upper Harbour Local Board members were notified by email on 19 December seeking feedback about use of the urgent decision process to progress the Headquarters project.  Five affirmative responses were received, including approval from the Chairperson and Deputy Chairperson.

Māori impact statement

25.     There is no specific impact for Māori arising from this report.

Implementation

26.     Use of the urgent decision process allows potential budget risks associated with procurement processes to be mitigated as much as possible.  The rationale and justification for use of the urgent decision process is outlined in paragraph 22 of this report.

 

Attachments

No.

Title

Page

a

Signed memo

151

b

Quantity Surveyor's report

155

c

Business case

159

     

Signatories

Authors

Eric Perry - Relationship Manager

Authorisers

Karen Lyons - General Manager Local Board Services

Eric Perry - Relationship Manager

 


Upper Harbour Local Board

16 February 2017

 

 

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16 February 2017

 

 

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16 February 2017

 

 

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16 February 2017

 

 

Record of the Upper Harbour Local Board workshops held on Tuesday 13 December 2016, Thursday 19 January and 26 January 2017.

 

File No.: CP2017/00020

 

  

 

Executive summary

1.       The Upper Harbour Local Board workshops were held on Tuesday, 13 December 2016 and Thursday 19 and 26 January 2017.  Copies of the workshop records are attached.

 

Recommendation/s

That the Upper Harbour Local Board:

a)      receive the record of the Upper Harbour Local Board workshops held on Tuesday, 13 December 2016, and Thursday 19 and 26 January 2017.

 

Attachments

No.

Title

Page

a

Upper Harbour Local Board workshop record - 13 December 2016

169

b

Upper Harbour Local Board workshop record - 19 January 2017

171

c

Upper Harbour Local Board workshop record - 26 January 2017

173

     

Signatories

Authors

Cindy Lynch - Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

 


Upper Harbour Local Board

16 February 2017

 

 

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Upper Harbour Local Board

16 February 2017

 

 

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Upper Harbour Local Board

16 February 2017

 

 

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Upper Harbour Local Board

16 February 2017

 

 

Board Members' Reports

 

File No.: CP2017/00019

 

  

 

Executive summary

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

[Note: This is an information item and if the board wishes any action to be taken under this item, a written report must be provided for inclusion on the agenda.]

 

Recommendation/s

That the Upper Harbour Local Board:

a)      receive the verbal board members’ reports.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Cindy Lynch - Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

     

    



[1] Part 1A, Schedule 7, 36D Local Government Act 2002