Agenda of Devonport-Takapuna Local Board

Devonport-Takapuna Local Board

19 November 2013

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 Local board briefing / community forum sessions 7

13 Devonport-Takapuna Local Board meetings and business schedule, and other administrative issues 15

14 Allocation of portfolios and portfolio responsibilities 23

15 Use of the urgent decision-making procedure during the 2013 election period 28

16 Quarterly Performance Report for the Devonport-Takapuna local board for the period ended 30 September 2013 28

17 Fort Takapuna Restoration Project 28

18 Takapuna Beach Reserve - Approval of process and timeframes for the development of a concept plan 28

19 Record of Briefing - Wednesday, 30 October 2013 28

20 Ward Councillors Update 28

21 Board Members' reports 28

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.

4 Confirmation of Minutes

That the Devonport-Takapuna Local Board:

a) confirm the minutes of its Inaugural meeting, held on Wednesday, 6 November 2013, 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

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 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

19 November 2013

Local board briefing / community forum sessions

File No.: CP2013/25265

Purpose

1. The purpose of this report is for the Devonport-Takapuna Local Board to decide how it wishes to run its briefing and community forum sessions.

Executive Summary

2. The Devonport-Takapuna Local Board has indicated that it does not wish to hold workshop sessions in the same fashion that they were held in the previous term. Rather, the board has indicated that it wishes to hold briefing sessions in public and allow greater opportunities for members of the public to address the board on matters of public interest.

3. In line with this direction, this report proposes the establishment of twice-monthly local board briefing / community forum sessions that would see the board receive briefings from officers in public and which would set aside a regular time for members of the public to address the board.

4. It is recommended that these arrangements be trialled and reviewed in six months.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) Establishes twice monthly local board briefing / community forum sessions as outlined in this report;

b) Adopts revised standing orders, incorporating provisions for local board briefing / community forum sessions, as set out in Attachment A to the report;

c) Agrees that these arrangements should be trialled for a period of six months and directs officers to review these arrangements and report back to the Devonport-Takapuna Local Board with advice in May 2014.

Discussion

5. A workshop session was recently held with members of the new Devonport-Takapuna Local Board to discuss, amongst other things, how the board wishes to run workshop sessions this triennium.

6. Members gave feedback on workshop sessions from the previous triennium that included the following:

· Board business, including briefings, should be as transparent as possible and in future workshop sessions should be held in public;

· Some workshop sessions were of low quality, covered too much background material, and were of little importance or significance to board priorities;

· Workshop sessions relied too heavily on Powerpoint presentations, and in many cases there was not adequate briefing material circulated in advance to members.

7. Members indicated that these concerns could be addressed by holding workshops in public and by providing opportunities at these sessions for members of the public to address the board on any matters of concern.

8. To implement this direction, officers have devised proposed terms of reference and rules for local board briefing / community forum sessions. It is recommended that the terms of reference be included in standing orders. This should ensure that the purposes of the sessions are clear and that the rules for administering the sessions are clear to all members, officers and the public. Proposed standing orders including these revisions are attached as Attachment A, with amendments highlighted in track changes. (See particularly SO 2.15 on pages 15 - 19, and SO 3.20.8 on pages 43 and 44.) A summary and brief discussion of proposals is outlined below.

Purposes of the sessions

9. It is recommended that standing orders state that the purposes of the local board briefing / community forum sessions are as follows:

· for members of the public to have regular access to the Devonport-Takapuna Local Board;

· to provide a regular time when members of the public may address the local board on any matters within its decision-making authority and statutory role;

· for the Devonport-Takapuna Local Board to receive information from officers and to discuss issues in public, thus ensuring greater transparency around the undertaking of council business relating to the Devonport-Takapuna area and its communities.

10. It is important to differentiate between these sessions and a formal local board business meeting. Under these terms of reference, any local board briefing / community forum session is not a legal meeting (as defined under LGOIMA); no decisions can be made.

General structure of local board briefing / community forum sessions

11. During their discussion, members indicated that sessions should be held from 4:30pm to 7:30pm. Officers recommend that each session be divided as follows:

· 4:30-6:30pm: briefings from officers

· 6:30pm-6:45pm: break

· 6:45pm-7:30pm: community forum

12. It is recommended that the community forum portion of each session be held after the briefings, as this will be a more convenient time for members of the public to attend after work or other day commitments.

General right of public access to sessions and summary of items to be discussed

13. It is recommended that the public have a general right to be present for the entirety of a local board briefing / community forum session, except where there is a genuine need for confidentiality, and that this principle be set out very clearly in standing orders.

14. Officers will produce a summary agenda for the public that sets out the subjects and times at which they will be discussed, and upload this to the Auckland Council website prior to each session. It will also be sent out to the board’s stakeholder contact list. Officers will endeavour to do this as early as possible in the week prior to each session, and at a minimum two working days before the session.

Confidential matters and exclusion of the public

15. Occasionally officers will need to brief the board on confidential matters, such as an issue that is legally privileged or subject to commercial negotiations. In such circumstances it is appropriate that the public be excluded from that part of the session. It is therefore recommended that standing orders provide that:

· A part of the session can be declared confidential in advance by the chairperson, and the public excluded, where the item contains information that could be withheld under section 6 or section 7 of LGOIMA (see Attachment B);

· A person or persons may be permitted to remain in a public-excluded part of a session if that person has knowledge that may assist the board and a majority of members agree;

· Materials for a confidential item will be withheld from the publicly available agenda and the record of the workshop reported to the subsequent meeting shall not refer to any confidential information.

Agendas and materials for members

16. In order to address concerns that some previous workshop items were too reliant on Powerpoint presentations to the detriment of quality information, focused too much on background material rather than the specific discussion or points that needed to be addressed, and had inadequate material circulated to members beforehand, it is recommended that each item be based on a written memorandum that sets out the purpose of the item and directly states the issues and information that need to be addressed. Agendas will be sent to members as early as possible prior to the session, and at a minimum not less than two working days prior to the session.

17. Local Board Services officers will ensure that items are tightly focused for briefing sessions, and lower priority issues that could be covered by way of email or memo to members will be addressed in that fashion.

Chairing of sessions

18. Some members have indicated that they would like different items within a session to be chaired by the relevant portfolio holder.

19. Officers advise that for an effective, efficient and orderly session, there should be one chairperson with oversight of the whole session. This is more likely to ensure that items run to time and that there is consistency in the way each item is dealt with.

20. In order to achieve this, officers propose two options:

i. Rotate the chair each session based on a roster; or

ii. The Devonport-Takapuna Local Board chairperson has oversight of each session, with portfolio holders introducing and leading discussion on items within their portfolios.

21. Given the board’s indication that portfolio holders should take a strong role in matters within their portfolio, the second option is recommended. This would see the chair being responsible for ensuring that the session as a whole runs to time (and each item is concluded within the time set aside on the agenda). The relevant portfolio holder would be responsible for leading the direction, discussion and questioning of each item.

22. If the board supports this, officers undertake that portfolio holders will be briefed in more detail on items coming before the session.

Speakers at community forum

23. Based on experience of public forum at meetings in the first triennium, it is recommended that speakers be granted five minutes to address the board at a community forum (as opposed to the three minutes at public forum during a business meeting). This will allow speakers to address an issue in more detail and also allow board members greater opportunity to question a speaker.

24. In order to ensure that sessions are run efficiently, officers recommend that members of the public wishing to speak at community forum be encouraged to register with officers beforehand and provide any supporting materials in time for inclusion on the agenda. (After further discussions with the chair, it is not recommended that pre-registration be a requirement.) The subject matter of an item should be limited to issues that are within the decision-making authority or any other statutory role of the local board.

25. It is also recommended that there generally be a limit on two community forum items on the same issue, in order that as wide a range of issues as desired by the public can be covered at a session and an opportunity is provided for an alternative viewpoint. Officers recommend that the chairperson have discretion to allow more than two items if there is a large number of people wanting to be heard on an issue of significant public interest.

26. As members of the public will have two opportunities per month to speak to the local board on any matters within the remit of the board, it is recommended that public forum at each local board business meeting be limited to subjects that are items on the agenda for that meeting. This would ensure that business meetings run more efficiently, where previously public forum and deputation items sometimes ran for the first two hours of a meeting. This change is reflected in the proposed amendment to standing order 3.20.8. In accordance with this direction, officers would decline any prior request from the public to speak at a business meeting on an issue that was not on the agenda of the meeting, and instead direct those requests to a community forum.

Reporting

27. The proceedings of each session will be recorded and reported to the next local board business meeting, as will all materials and agenda memoranda that are not confidential. This will not only provide a record on a formal meeting agenda, but also allow the board to pass resolutions relating to an item discussed at a session (including a community forum item).

Other administrative issues

28. In order to maximise the opportunity for public input, attendance and awareness, it is recommended that sessions be publicly advertised in the suburban newspaper alongside business meetings. Sessions will also be promoted via other avenues such as the board’s Facebook page.

29. It is recommended that the existing standing order provisions for notifying members of a workshop session, as well as the process for calling an extraordinary workshop, be reinstated for local board briefing / community forum sessions.

Other consequential changes to standing orders

30. As a consequence of establishing the local board briefing / community forum sessions, the existing provisions for workshops in standing orders (2.15) would be redundant and it is proposed that these be deleted. This section is shown with a strikethrough in Attachment A.

Public guidance

31. Officers will develop guidance for members of the public, based on the decisions of the board, to inform the public about how they can participate in community forums. For example, this would include what the decision-making authority and statutory role of the board is, what it is appropriate to speak to the board about at community forum and what is beyond the board’s remit, and examples of why some briefings may need to be held confidentially. This guidance will be available on the Auckland Council website and promoted to stakeholders.

Consideration

Local Board Views

32. The terms of reference proposed here are based on a workshop session held with the Devonport-Takapuna Local Board on 23 October and subsequent officer advice.

Maori Impact Statement

33. These proposals have no immediate impact on the board’s interaction with Maori.

General

34. These proposals have small budgetary implications.

35. There will be a small increased cost associated with advertising the sessions that will be met through the board’s Governance budget, although this cannot yet be accurately quantified.

36. There will be a cost associated with fulfilling contractual obligations to have security guards present and to re-programme the alarm system when holding evening sessions at 1 The Strand, Takapuna. This cost is estimated at an additional $5,000 per annum ($230 per three hour session).

37. Should the board decide to hold sessions in other venues throughout the community, there will be additional costs associated with venue hire and PA / audiovisual equipment hire. These costs cannot be accurately estimated in advance and will vary by venue, but as examples, the cost of holding a Devonport-Takapuna Local Board meeting at the Devonport RSA in 2012 was $1,925, and holding a meeting at the Milford bowling club cost $250 (+ GST). These costs do not take in to account considerable officer time in setting up an alternative venue, nor travel costs.

Evaluation

38. It is recommended that these arrangements be trialled for a period of six months, with an evaluation report and advice submitted to the board in May 2014. Officers will develop an evaluation methodology that includes:

· surveys of members of the public who attend community forums in order to gauge their views on usefulness;

· analysis of the number of people who wanted to speak, and who did speak, at community forums;

· analysis of the number of officer requests to present to the board, and how many briefings did take place.

Implementation Issues

39. Incorporating these amendments in to standing orders requires a majority of 75% of the board (i.e. the agreement of 5 members). If the board wishes to subsequently amend standing orders, for example after the 6 month trial period, this would also require a majority of 75% of the board at that time.

Attachments

No.	Title	Page
a	Proposed standing orders with amendments relating to briefings / community forums (Under Separate Cover)
b	Excerpts from the Local Government Official Information and Meetings Act 1987 regarding confidential information	13

Signatories

Authors	James Liddell - Senior Advisor Local Board Services
Authorisers	Eric Perry - Team Leader, Region-wide, Community and Cultural Policy

Devonport-Takapuna Local Board

19 November 2013

Excerpts from the Local Government Official Information and Meetings Act 1987 regarding confidential information

6 Conclusive reasons for withholding official information

Good reason for withholding official information exists, for the purpose of section 5, if the making available of that information would be likely—

(a) to prejudice the maintenance of the law, including the prevention, investigation, and detection of offences, and the right to a fair trial; or

(b) to endanger the safety of any person.

7 Other reasons for withholding official information

(1) Where this section applies, good reason for withholding official information exists, for the purpose of section 5, unless, in the circumstances of the particular case, the withholding of that information is outweighed by other considerations which render it desirable, in the public interest, to make that information available.

(2) Subject to sections 6, 8, and 17, this section applies if, and only if, the withholding of the information is necessary to—

(a) protect the privacy of natural persons, including that of deceased natural persons; or

(b) protect information where the making available of the information—

(i) would disclose a trade secret; or

(ii) would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information; or

(ba) in the case only of an application for a resource consent, or water conservation order, or a requirement for a designation or heritage order, under the Resource Management Act 1991, to avoid serious offence to tikanga Maori, or to avoid the disclosure of the location of waahi tapu; or

(c) protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information—

(i) would be likely to prejudice the supply of similar information, or information from the same source, and it is in the public interest that such information should continue to be supplied; or

(ii) would be likely otherwise to damage the public interest; or

(d) avoid prejudice to measures protecting the health or safety of members of the public; or

(e) avoid prejudice to measures that prevent or mitigate material loss to members of the public; or

(f) maintain the effective conduct of public affairs through—

(i) the free and frank expression of opinions by or between or to members or officers or employees of any local authority, or any persons to whom section 2(5) applies, in the course of their duty; or

(ii) the protection of such members, officers, employees, and persons from improper pressure or harassment; or

(g) maintain legal professional privilege; or

(h) enable any local authority holding the information to carry out, without prejudice or disadvantage, commercial activities; or

(i) enable any local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations); or

(j) prevent the disclosure or use of official information for improper gain or improper advantage.

Devonport-Takapuna Local Board

19 November 2013

Devonport-Takapuna Local Board meetings and business schedule, and other administrative issues

File No.: CP2013/25748

Purpose

1. This report is for the Devonport-Takapuna Local Board to determine:

· its schedule of meetings;

· its schedule of local board briefings / community forums;

· how it wishes to deal with applications for exemptions under the Fencing of Swimming Pools Act 1987;

· whether it wishes to establish committees;

· how it wishes to interact with ward councilors.

Executive Summary

2. The Devonport-Takapuna Local Board is required to adopt a schedule of meetings. This report recommends that each Tuesday be generally set aside for Devonport-Takapuna Local Board business, with:

· one local board business meeting per month in the evening of the third Tuesday;

· two local board briefing / community forum sessions per month, in the late afternoon / early evening of the first and fourth Tuesdays.

3. It is also recommended that the board make decisions on swimming pool exemptions at a full local board business meeting, not establish committees, and invite ward councilors to attend each business meeting.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) Indicates Tuesday as a general day for local board business and instructs officers to schedule business (such as briefings and portfolio meetings) for that day wherever possible;

b) Adopts the schedule in Attachment A for meetings and local board briefings / community forums for the next six months;

c) Nominates three members to form a working party to undertake site visits for applications for exemption under the Fencing of Swimming Pools Act 1987 in accordance with the guidelines outlined in this report, and verbally report to the board on site visits when the board considers applications;

d) Invites Councillor Darby and Councillor Wood to attend business meetings of the Devonport-Takapuna Local Board with speaking rights at the discretion of the chair.

Discussion

Background

4. During the first term of the Devonport-Takapuna Local Board, the board managed its business using the following structure:

· Business meetings were initially held twice a month, and then the board moved to one meeting a month held every third Tuesday. Meetings began at 6pm;

· Twice monthly 3-hour workshops were held on the second and fourth Tuesdays, with extraordinary workshops held where required. Workshops were initially held in the morning but were then moved in to the afternoon;

· One Swimming Pool Exemptions Committee dealt with applications for exemptions under the Fencing of Swimming Pools Act 1987, and one joint funding committee with the four other northern local boards to deal with legacy funding schemes;

· Ward councillors attended business meetings, sat at the table and were given speaking rights at the chair’s discretion.

General day for local board business

5. It is recommended that the Devonport-Takapuna Local Board nominate one day per week for general local board business. This would see regular business meetings and local board briefings / community forums held on that day, and portfolio meetings and any other board business (such as briefings or site visits) scheduled for that day of the week wherever possible. This will allow board members to plan their local board work and other commitments with a reasonable amount of certainty.

6. Members have indicated that Tuesday is their favoured day for local board business.

Business meeting schedule

7. Clause 5(d) of Schedule 7 of the Local Government Act 2002 requires a local board to adopt a schedule of business meetings at its first meeting in the electoral term. Adopting a meeting schedule allows for a planned approach to workloads and ensures local board members have clarity about their commitments. It also gives an indication to the public of when meetings are to be held and meets the requirement of clause 19, Schedule 7 of the Local Government Act 2002, which sets out the general provisions and requirements of meetings as follows:

“(4) A local authority must hold meetings at the times and places that it appoints.

(5) Unless clause 22 (extraordinary meeting) applies, the chief executive must give notice in writing to each member of the time and place of a meeting -

(a) not less than 14 days before the meeting; or

(b) if the local authority has adopted a schedule of meetings, not less than 14 days before the first meeting on the schedule.”

(6) If a local authority adopts a schedule of meetings, -

(a) the schedule –

(i) may cover any future period that the local authority considers appropriate; and

(ii) may be amended; and

(b) notification of the schedule or of any amendment to that schedule constitutes a notification of every meeting on the schedule or amendment.”

8. Similarly, the statutory requirement pursuant to clauses 46, 46(A) and 47 of the Local Government Official Information and Meetings Act 1987 requires that:

· meetings of a local authority are publicly notified;

· agendas and reports are available at least two working days before a meeting;

· local board meetings are open to the public.

9. In the previous term, the Devonport-Takapuna Local Board began with twice monthly meetings and then moved to once monthly meetings. These meetings began at 6pm, and frequently ran until or after 10:30pm. Analysis of all local board meetings across Auckland Council between July and December 2012 showed that the average monthly meeting time (for either one meeting or the total of two where applicable) was 3.7 hours per month.

10. Officers advise that one meeting per month is an appropriate frequency, and recommend the board adopts a meeting schedule with one meeting per month as per Attachment A. The proposed meeting times in the schedule are in line with board members’ indications that they wish to continue starting meetings at 6pm.

11. It is proposed that meetings be held at 1 The Strand, Takapuna. Alternative venues will have an additional cost that would need to be met through the board’s Governance budget.

12. It is important to note that extraordinary meetings not contained in this schedule may need to be held from time to time. This is especially the case where the board may need to adopt its local board agreement or local board plan, and the regular meeting is scheduled for a date outside the required timeframes.

13. The board is also required to hold public hearings for its local board agreements and local board plans. The specific times and dates for these hearings processes are yet to be finalised. The meeting schedule may therefore need to be updated and provision made for hearings once details are confirmed.

Local board briefings / community forum sessions

14. In the previous triennium, the Devonport-Takapuna Local Board held two three-hour workshop sessions per month, with extraordinary sessions where required. The board has indicated that it does not wish to hold closed workshop sessions and instead intends to hold public briefings with an opportunity for members of the public to address the board at these sessions. Officers have devised proposed terms of reference and rules for these sessions, which is the subject of another report on this agenda.

15. It is recommended that the board hold these sessions twice per month in the late afternoon and early evening of the first and fourth Tuesday. With 45 minutes of each session set aside for community forum, this will be a reduction on the amount of regularly scheduled briefing time available to the board from six hours in the previous triennium to four hours this triennium. Officers are of the view that with a tighter focus on agenda item content and managing information items of lower importance by email / memorandum, rather than by briefing sessions, this reduction in briefing time will not adversely impact the board.

16. These arrangements are included in the proposed schedule in Attachment A.

17. It is recommended that these arrangements be trialled for a period of six months and evaluated, and for that reason it is recommended that the board adopts the schedule in Attachment A for six months.

Dealing with applications for exemptions under the Fencing of Swimming Pools Act 1987

18. The purpose of the Fencing of Swimming Pools Act 1987 (‘the Act’) is to promote the safety of young children by requiring the fencing of certain swimming pools. The Act places an obligation on territorial authorities to ensure that pool owners comply with the Act, both at the time when the pool is built, and subsequently by occasional inspections of pools to ensure ongoing compliance.

19. Under section 6 of the Act, territorial authorities may grant exemptions from the requirements in the Act for particular pools. Territorial authorities can also impose special conditions on a property and a pool. A territorial authority can only grant an exemption, or impose a special condition, if, after having regard to the characteristics of the pool and the property, it is satisfied that it “would not significantly increase danger to young children”. No exemption is required for a new pool fence, or an alteration to an existing fence, if the new or altered fence is at least as safe as one built in accordance with the standard in the schedule of the Act.

20. The Governing Body has delegated decision-making responsibility for swimming pool fences exemptions to local boards (resolution GB/2011/163), which has been documented in the Auckland Council Long Term Plan 2012-20122 (LTP).

21. The Devonport-Takapuna Local Board can make decisions on exemptions at its regular meetings of the whole board, or it can establish a separate committee. In the previous triennium, the board established a committee for this purpose that met an hour before the monthly board meeting. These committee meetings tended to be short, with applications dealt with quickly.

22. The board has indicated that it does not wish to establish a swimming pools exemption committee this triennium and instead wishes to make decisions as a full board. Officers advise that if this is the case, then the board should establish a working party of three members with authority to conduct site visits prior to the meeting and to report back to the board on site visits when considering applications. Information about each application, along with an officer recommendation, will be circulated to the working party members in advance.

23. It is recommended that at least one member be required to conduct a site visit where:

· Members deem it necessary for that application; or

· Members disagree with the officer’s recommendations on an application; or

· The officer’s recommendation is to decline the application (even where members are in agreement with the officer’s recommendation).

Committees

24. The Devonport-Takapuna Local Board may establish committees under clause 30, Schedule 7 of the Local Government Act 2002.

25. In the previous triennium, nine out of 19 boards surveyed established committees. It is recommended that the Devonport-Takapuna Local Board not establish any board committees this triennium and instead uses its monthly business meetings on all topics. Officers advise that all board business should be able to be dealt with at a monthly meeting of the full board. This will ensure efficient use of local board members’ and local board time.

26. The board will be requested to establish a joint committee with the other four northern local boards to deal with legacy community funding. A separate report will deal with this.

Relationship with ward councillors

27. It is proposed that the ward councillors be invited to business meetings, sit at the table with the local board members, and be given speaking rights at the discretion of the chair as per the previous triennium. Members have indicated that they support continuing this arrangement.

28. It is proposed that the chair discusses with ward councillors the possibility of regular catch-ups in addition to attendance at business meetings.

Consideration

Local Board Views

29. An induction session was held with the Devonport-Takapuna Local Board on 23 October where many of the issues contained in this report were discussed. Board members gave indications at this meeting about how they wish to conduct business.

Maori Impact Statement

30. No specific impacts on Maori have been identified.

Implementation Issues

31. All of the proposals included in this report are implementable by Local Board Services and the wider Auckland Council organisation.

32. The arrangements for the local board briefing / community forum sessions will be reviewed after six months to determine whether they are being implemented satisfactorily and whether they are of benefit to the board and to the public. Officers will provide further advice at that time, and an updated schedule will be presented to the board for adoption.

Attachments

No.	Title	Page
a	Proposed business meeting and local board briefing / community forum schedule	21

Signatories

Authors	James Liddell - Senior Advisor Local Board Services
Authorisers	Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

19 November 2013

Allocation of portfolios and portfolio responsibilities

File No.: CP2013/25425

Purpose

1. The purpose of this report is for the Devonport-Takapuna Local Board to allocate portfolios and portfolio responsibilities to its members.

Executive Summary

2. The Devonport-Takapuna Local Board has indicated that it wishes to establish portfolios and set out the general responsibilities for portfolio holders.

3. The board discussed portfolios and portfolio responsibilities at a session on 23 October and indicated which members should be allocated particular portfolios. The recommendations in this report are based on that discussion.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) Adopts portfolios and associated responsibilities as outlined in Attachment A and in this report;

b) Nominates a Devonport-Takapuna Local Board member as urban design champion;

c) Requests that members and the chairperson report monthly to the board on issues and actions they have undertaken in their portfolios, as well as any constituent issues they wish to notify the board about, using the report templates in Attachment B (member’s report) and Attachment C (chairperson’s report) to this report respectively;

d) Instructs officers to establish regular portfolio meetings between relevant officers and portfolio-holders.

Discussion

Purpose of portfolios

4. In its discussion on 23 October, Devonport-Takapuna Local Board members indicated that portfolio-holders should take leadership on issues and activities within their respective portfolios in this triennium.

5. A portfolio approach will assist board members in having a strategic overview of programmes and activities rather than feeling they are dealing with issues in an ad-hoc manner. It also provides for a consistent approach that is familiar to staff working to these delegations and will assist with the running of the portfolio (e.g. regular portfolio briefings/workshops with staff from one activity).

6. A useful starting point for board members is to consider their role as portfolio holder as that of a “sounding board” on behalf of the board. Staff from departments across the organisation will need to regularly talk to board members for a number of reasons. This may be to provide a progress up-date to the board on projects and work programmes that have been agreed with the board, to test the level of interest a board has on a particular issue so the department can consider how best to progress matters, or to advise on any issues that may be arising from a project/activity. Portfolio holders are the key board member contacts for departmental staff and in that way assist staff to progress the work programme. Board members are not required to give advice to staff on the operational details of projects or activities. The important consideration for members is that they are appointed to be the local board representative on a particular area – they represent the views of the board (not their own views) to give direction/steer to staff.

7. Portfolios are not intended to replace governance and decision-making by the whole local board, but rather should enhance and strengthen elected member involvement in the delivery of projects and services in the Devonport-Takapuna Local Board area.

8. Portfolio holders may exercise decision-making authority if it is delegated to them by the Devonport-Takapuna Local Board, although at this time there are no such delegations in place. This would usually be done on a project or issue basis.

9. The board has delegation protocols in place to allow officers to undertake work on behalf of the board, and these place emphasis on consultation with, and in some instances seeking direction from, relevant portfolio holders.

Proposed portfolio allocations

10. Attachment A contains a proposed list of portfolios, activities and responsibilities, and indicative names of members for the primary and associate roles, based on a discussion of board members on 23 October. It is recommended that the board adopts this list or adopts an amended list as it sees fit.

11. Subsequent to the discussion on 23 October, Member Gillon has indicated that he would like an associate role in Governance confined to responsibility for the Unitary Plan. It is recommended that the board give consideration to this request.

12. It is important to note that the Governance portfolio has the potential to overlap with other portfolios, particularly when it comes to relationships with CCOs. It is recommended that the board differentiate here, with the Governance portfolio being responsible for strategic interaction (such as a CCO board engagement strategy, or a statement of intent) and the other relevant portfolio holder for project, subject specific and issues-based matters.

13. In the previous electoral term, the governing body considered the role of local boards in regulatory matters, and resolved, amongst other things, that local boards be given the opportunity, within statutory timeframes, to provide their views on whether or not certain applications should be notified.

14. The council’s Resource Consents department worked with local boards to establish a process for local board input: a portfolio holder or spokesperson provides comments within three working days on applications that the board requested and that trigger local board input. Those comments are then included in the planners' report on the application.

15. By enabling local boards to have input into notification decisions, the local voice can be heard at an early stage in the resource consent process. It is recommended that the lead and associate regulatory portfolio holders have responsibility for having input in to notification decisions on applications that trigger local board input.

Urban Design Champion

16. Auckland Council has set up local board champions to contribute to the drive toward creating the world’s most livable city. Each of the 21 local boards is asked to appoint a member as the board’s urban design champion or advocate. The governing body will also appoint an urban design champion.

Regular portfolio meetings

17. It is recommended that portfolio holders meet with relevant staff periodically. The frequency of each portfolio meeting should be determined by portfolio holders’ needs, but it is likely that some portfolios (such as Governance or Parks and Natural Heritage) will require more frequent meetings between staff and portfolio holders than some other portfolios.

18. Local Board Services staff will attend portfolio meetings and take notes as a record of the meeting and to ensure that any actions agreed at a meeting are undertaken.

Reporting of portfolio activities

19. In the previous triennium, one factor that was inconsistent was the sharing of information and level of reporting back to the board by portfolio holders. It is recommended that the board require portfolio holders to provide a brief monthly summary of issues and actions within their portfolio at each board meeting. Officers have devised brief report templates for members and the chair to facilitate this (Attachments B and C).

20. Members can also use this template to report any constituent issues to the board, should they wish, as well as other engagements or activities they have undertaken in their official role as a Devonport-Takapuna Local Board member.

Consideration

Local Board Views

21. The Devonport-Takapuna Local Board discussed portfolio allocations and roles at a session on 23 October. This report has been informed by those discussions.

Maori Impact Statement

22. The relationship with Maori is an important role of the local board. Responsibility for this is proposed to lie in the Governance portfolio.

Attachments

No.	Title	Page
a	Devonport-Takapuna Local Board indicative portfolio allocations	27
b	Member's report template	28
c	Chairperson's report template	28

Signatories

Authors	James Liddell - Senior Advisor Local Board Services
Authorisers	Eric Perry - Team Leader, Region-wide, Community and Cultural Policy

Devonport-Takapuna Local Board

19 November 2013

Chair’s Report: Member

Period covered by report:

Governance Activities

Meetings and other activities undertaken as Chair.

Meeting date

Topic discussed

Attendees

Actions

Portfolio Activities

Meetings and other activities undertaken as portfolio lead.

Portfolio one:

Meeting date

Topic discussed

Attendees

Actions

Portfolio two:

Meeting date

Topic discussed

Attendees

Actions

Outside organisation appointments

Meetings of outside organisations the member has been appointed to, representing the Devonport-Takapuna Local Board:

Other Board Activities/Projects

Community issues

Events and functions

Events and functions attended representing the Devonport-Takapuna Local Board:

Devonport-Takapuna Local Board

19 November 2013

Use of the urgent decision-making procedure during the 2013 election period

File No.: CP2013/25834

Purpose

1. The purpose of this report is to notify the Devonport-Takapuna Local Board about two urgent decisions made by the Chairperson and Deputy Chairperson, as required under the board’s urgent decision-making process during the recent election period.

Executive Summary

2. The Chairperson and Deputy Chairperson made two urgent decisions on event funding during the election period:

· to provide event funding to the A Class Catamaran World Championship event after the applicant failed to secure enough funding from the regional event fund;

· not to provide event funding to the NZ Body Art Showcase after the applicant secured less funding than expected from the regional event fund.

3. These decisions were made on 2 October 2013 in accordance with the board’s adopted urgent decision procedure.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) Notes that the Chairperson and Deputy Chairperson made an urgent decision on 2 October 2013, under delegated authority of the Devonport-Takapuna Local Board, to provide funding to the A Class Catamaran World Championship;

b) Notes that the former Chairperson and Deputy Chairperson made an urgent decision on 2 October 2013, under delegated authority of the Devonport-Takapuna Local Board, not to provide funding to the NZ Body Art Showcase.

Discussion

4. On 17 September 2013, the Devonport-Takapuna Local Board adopted its procedure for urgent local board decisions during the local government election period [resolution DT/2013/324]. This process delegated authority to the Chairperson and Deputy Chairperson, or any members acting in these roles, to make a decision where it is not practical to call the full board together and meet the requirement of a quorum.

Event applications

5. The Devonport-Takapuna Local Board considered applications for local board event funding at its meeting on 20 August 2013. The board resolved [DT/2013/265]:

b) That the following events be referred to the regional events fund and that if unsuccessful in gaining funding through this channel, the board agree to fund as follows:

*Applicant*	*Event*	*Venue*	*Date*	*Amount agreed if funding required*
*Takapuna Boating Club*	*2014 A-Class Catamaran World Championships*	*Takapuna Boating Club*	*5 – 16 February 2014*	*$45,000*
*NZ Body Art Trust*	*NZ Body Art Showcase*	*Bruce Mason Centre*	*31 September 2013*	*$15,000*

6. Subsequent to this resolution, the applicants received $20,000 each from the regional events fund.

7. In late September, the Events Advisor provided advice that:

· the A-Class Catamaran World Championships event could not be held with only a total contribution of $20,000 from Auckland Council, and that a top-up from the Devonport-Takapuna Local Board would be appropriate. Without funding from the board the event would definitely not be held. $40,000 was sought for this purpose;

· a smaller amount of top up funding for the Body Art Showcase was appropriate as the funding received was less than requested in their application, although the event was not at risk of failing. $5,000 was sought for this purpose.

Urgent decision

8. Local Board Services staff considered it appropriate that the urgent decision-making procedure be invoked because:

· the board had previously resolved to provide funding if the applicants were unsuccessful in gaining funding from the regional events fund;

· whilst receiving some funding from the regional events fund the levels of funding were less than expected, and the A-Class Catamaran World Championships event would have been cancelled without additional funding from the Devonport-Takapuna Local Board;

· due to logistical and other operational issues, the A-Class Catamaran World Championships event organiser needed urgent confirmation of whether or not funding would be provided.

9. Decisions were sought from the Chairperson and Deputy Chairperson. On 2 October the Chairperson and Deputy Chairperson made a decision to provide funding of $36,300 to the A-Class Catamaran World Championships. This funding, plus the funding received from the regional events fund, equals the funding sought by the applicant in the original application to the Devonport-Takapuna Local Board and ensures that the event will proceed. This funding is conditional on the event organiser meeting either the other income streams or total quantum to be raised as identified in their application to the board. Officers will also be required to review the event, particularly the event finances, after the event, to ensure that this was an effective use of public money.

10. The Chairperson and Deputy Chairperson made a decision not to provide any additional funding to the NZ Body Art Showcase, as the level of funding received from the regional events fund was deemed appropriate and the event was not at risk of failing.

11. Devonport-Takapuna Local Board members were subsequently informed of these decisions via email.

Consideration

Maori Impact Statement

12. There are no specific impacts on Maori communities.

Implementation Issues

13. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Authors	James Liddell - Senior Advisor Local Board Services
Authorisers	Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

19 November 2013

Quarterly Performance Report for the Devonport-Takapuna local board for the period ended 30 September 2013

File No.: CP2013/25586

Purpose

1. This report provides an update to the Devonport-Takapuna Local Board members on the financial performance for the period July 2013 to September 2013 as set out in the Local Board Agreement.

Executive Summary

2. The Net Cost of Service year to date is under spent by 4%. Lower anticipated revenue from Recreation Services is offset by lower than budgeted operating expenditure from the wider activities of Local Parks, and recreation with variances of ($145K) to give an overall favorable net cost of service variance of ($92K) for the year to date. The Local Recreation Services revenue full year budget is unlikely to be achieved.

Capital expenditure for the year is $1,846K against a budget for the same period of $2,421K. This is a positive start to the capital program with the official opening of the Bayswater pipe bridge taking place early in October.

Recommendation/s

That the Devonport-Takapuna Local Board receive the Quarterly Performance Report.

Discussion

3. Expenditure relating to the local board is summarised in Table 1 and discussed in respect of each Group of Activity below.

Table 1: Financial Overview

*The Revised Budget includes adjustments for capex deferred from the prior year

Comment:

4. YTD the Net Cost of service is $4.4m, which is 4% under budget. Operating Revenue is $255k, which is 18% lower than budget mainly due to lower local recreation services facility revenue. Operating expenditure is 5% lower than budget. Most of the variance is in:

· Local community services activity due to unresolved funding agreements,

· Local recreation services due to lower utility costs. Costs are being managed to offset anticipated lower facility revenue.

5. Capital spends for the quarter is $1.8m, 24% less than budget. The shortfall is largely due to a delay in lodging the building consent for the Library development (Devonport), resolution of stormwater issues impacting the Sunnynook Reserve Combined Toilet and changing facility and final payment of claims and retentions relating to the Bayswater pipe bridge.

Opening of Bayswater Pipe Bridge

Local libraries

Table 2: Financial Overview: Local library facilities and services

Comment:

6. Net Cost of service is $62k, 10% higher than budget.

7. Revenue is 23% lower due to lower other user charges.

8. Operating expenditure is 9% higher than budget mainly due to earlier than anticipated response maintenance and higher utility costs.

9. With respect to the capital projects, the Devonport Library development is progressing. Final design and building consent lodgement is due for the end of October.

Local community services

Table 3: Financial Overview: Local community services

Comment:

10. Net cost of services is $71k lower than budget as the funding agreements with the Takapuna community facilities trust and Raeburn House have yet to be finalised.

11. Local community facilities renewal expenditure is not yet programmed to occur.

Local arts, culture and events services

Table 4: Financial Overview: Local arts, culture and events services

Comment:

12. Net Cost of Service is 7% lower than budget because of reduced overhead allocation and is partially offset by the earlier allocation of a portion of the Local events contestable fund.

13. Local arts and culture facilities renewal expenditure is not yet programmed to occur.

Local parks services

Table 5: Financial Overview: Local parks

Comment:

14. Net cost of service is $2.3m, which is 5% under budget.

· Revenue is understated – budgeted rental from commercial leases is currently in Auckland Council Property Limited. A decision on the treatment of commercial leases by the governing body is yet to be reflected in the financial statements.

· Operating expenditure is $119k under budget. The under spend is due to expenditure not aligning fully with the new contracts, green assets (reclassified from capital) and higher business overheads. A review of the parks expenditure is underway to ensure it reflects the new contracts that came into effect on 1 July 2012.

15. Parks services have substantially met their maintenance standards in accordance with the contracts with a pass mark in quality of work of 88%.

16. Sports fields during the last quarter remained open and all code tournaments were completed.

17. All key capital initiatives and projects have progressed in the current year:

· Bayswater Pipe Bridge physical works have been completed and an official opening took place in early October. The total project cost is $1m.

· Sunnynook Reserve Combined Toilet and Changing Facility construction is due for completion in 2013/14. The project has been slightly delayed while stormwater issues have been resolved.

Local recreation services

Table 6: Financial Overview: Local recreational initiatives and facilities

Comment:

18. Net Cost of service is $181k, which is $20k over the budget.

19. Revenue is 16% lower than budget as the budgeted revenue from aquatic activities is substantially lower than planned.

20. Operating expenditure is 6% under budget due to lower utility costs and is being investigated to ensure costs are going to the correct facility. In addition operational costs are being managed in an attempt to offset expected higher salary costs and lower revenues.

Local economic development

Table 7: Financial Overview: Local economic development

Comment:

21. Net cost of service is $306k, which is 6% lower than budget due to lower consequential operational costs.

22. The YTD capital expenditure of $40k is mainly on the Takapuna Centre - Hurstmere revitalisation project. All projects are progressing with substantial costs due to be incurred in later periods.

Local built and natural environment

Table 8: Financial Overview: Local environment and heritage protection

Comment:

23. Net Cost of Service is under budget however the quantum is minimal.

24. Work on the Fort Takapuna heritage project is in the planning stage with construction due to commence later in the year.

Local governance

Table 9: Financial Overview: Local planning, policy and governance

Comment:

25. Net Cost of Service is $332k, which is 12% under budget due to delayed expenditure on the development of a centre plan for Milford, savings from delayed expenditure on member training and lower public information and engagement costs.

· With respect to the capital expenditure budget, these funds mainly represent local board discretionary capital and small local improvement projects. Projects are progressing and are detailed below in the Appendix.

Allocation of Discretionary Funding

26. The Devonport Takapuna Local Board’s allocation of discretionary funding is summarised in Table 10, and shown in the appendix:

Table 10: Summary of Allocation of Discretionary Funding

Fund	Available allocation ($000)	Allocation made ($000)	Remaining Funds ($000)
Discretionary Fund – Opex	220,000	126,000	94,000
Discretionary Fund – Capex	168,000	29,000	139,000
Small local improvement projects	586,000	428,000¹ ²	158,000

Note 1. Allocated projects include $76k for tree planting, a three year project.

Note 2 YTD expenditure has been reduced by $16k for Green Assets transferred to opex.

Consideration

Local Board Views

27. Local Board views are sought on the content of this report.

Maori Impact Statement

28. There is no particular impact on Maori.

General

29. The report has been prepared using a format as presented to the local board chairs on the 18 February 2013. A revised format and focus is being developed and will be presented in the future.

Implementation Issues

30. There are no implementation issues.

Attachments

No.	Title	Page
a	Devonport Takapuna local board discretionary funding - allocation & expenditure	28
b	Devonport-Takapuna Capital expenditure by project for year to date 30 September 2013	28

Signatories

Authors

Colin Duffee - Business Advisor, Local Boards

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

19 November 2013

Fort Takapuna Restoration Project

File No.: CP2013/25618

Purpose

1. The purpose of this report is to provide the Local Board an update on the progress made on the Fort Takapuna restoration project.

2. The report also seeks the Devonport-Takapuna Local Board’s support for the Crown to secure Council’s investment.

Executive Summary

3. The refurbishment of the two barracks and upgrade of the landscaping on the Fort Takapuna Recreation Reserve is identified as a key project in the Devonport-Takapuna Local Board Plan.

4. The Fort Takapuna Recreation Reserve and the barracks sited on it are owned by the Crown. Auckland Council has a Control and Management Agreement over the property in accordance with Section 28 of the Reserves Act 1977.

5. The site and the buildings have Category 1 listing with the New Zealand Historic Places Trust (NZHPT) and are identified as having outstanding cultural and heritage significance.

6. The two barracks require urgent restoration work to prevent further deterioration.

7. The Devonport-Takapuna Local Board has committed $1.5 million to execute the works required to refurbish the buildings and upgrade the site in a manner consistent with their heritage significance. Future operating expenditure is provided for in the Long-term Plan (LTP).

8. Council’s heritage architect worked with representatives from the Department of Conservation (DOC), New Zealand Historic Places Trust (NZHPT), iwi and local stakeholders to prepare plans that retain and enhance the heritage of the site whilst providing flexible and useable community spaces. The barracks closest to the parade ground will also benefit from a full upgrade of its power supply to accommodate outdoor events on the site.

9. To assure Council’s investment in the Crown-owned buildings, Council has a commitment from DoC (acting on behalf of the Crown) that it will enter into a long-term lease for the two buildings, i.e. 33 years with one right of renewal for a further 33 year period. This is subject to the lease being publicly notified in accordance with the terms of the Reserves Act 1977 and the Conservation Act.

10. The Devonport-Takapuna Local Board is asked to confirm its support for the project proceeding on the basis that a lease or an alternative legal mechanism will be put in place to assure its investment. The project will then move to the next phase, which will include consent applications and a tendering process in accordance with Council’s procurement policy.

Recommendation

That the Devonport-Takapuna Local Board:

Approve staff progressing a lease from the Crown for the two barracks buildings on the Fort Takapuna Recreation Reserve, on the following basis:

i) For a period of 33 years with one right of renewal for a 33 year period.

ii) All other lease terms will ensure Councils ability to promote and use the buildings to provide community facilities in accordance with the Fort Takapuna Recreation Reserve Management Plan.

iii) If following the public notification and consultation process the lease is not a viable option, that an alternative legal agreement be negotiated with the Department of Conservation (DoC) that reflects the desire of both parties to assure Council’s investment in these community assets.

Discussion

11. The site known as the Fort Takapuna Recreation Reserve is owned by the Crown. Auckland Council is appointed to control and manage the reserve under Section 28 of the Reserve Act 1977.

12. To support the objectives of the Fort Takapuna Recreation Reserve Management Plan adopted in 2010 and to ensure that this site with its significant military history would be ready to play a part in the commemorations of the centenary of World War One, Auckland Council approved a budget of $1.5 million to refurbish the Category 1 listed barracks and to upgrade the landscaping to reflect the area’s military camp history.

13. A conservation plan was prepared by Matthews and Matthews Heritage Architects, and plans for the barracks have been prepared that will permit the best possible use of the buildings whilst ensuring that their heritage significance and integrity are retained.

14. Representatives from the Department of Conservation (DoC), New Zealand Historic Places Trust (NZHPT), The Fort Tamaki Preservation Trust and local iwi have been involved throughout the process and all are supportive of the project.

15. The buildings are still in Crown ownership. Council staff have been exploring options to assure Council’s investment in the buildings.

16. DoC, acting on behalf of the Crown, is to enter into an agreement with Council that will grant a long lease over the buildings.

17. This will be subject to the normal statutory processes when granting a lease under the terms of the Reserves Act and the Conservation Act. Whilst everyone is acting in good faith, the result of this process cannot be determined until the public has had an opportunity to fully consider the proposal.

18. All of the funding is in place to proceed and facilitate the operation to the facilities once they are upgraded. The next step is to submit the necessary resource and building consent applications and prepare for the tendering process assuming the lease will be in place as soon as reasonable practicable. Alternatively, if this is not possible, some other legal agreement being negotiated to protect Council’s investment.

19. The project is still on track for delivery in time for the Passchendaele celebrations in March 2015, but any further delay in the project timetable could jeopardise this.

Consideration

Local Board Views

20. The Devonport-Takapuna Local Board supports the project and has identified it as a key project in the current Local Board Plan.

Maori Impact Statement

21. There are no significant changes to or impacts for Maori associated with the recommendations in this report. All affected iwi have been consulted and are generally supportive of the refurbishment of the barracks to provide community facilities and the upgrade of the landscaping to the site.

General

22. The recommendations within this report do not trigger the Auckland Council significance policy.

Implementation Issues

23. The delivery of the project in time for the World War One Centenary, and in particular the Battle of Passchendaele commemorations in March 2015, is dependent on the project receiving approval to proceed as quickly as possible. Any delay at this stage may have an impact on the completion date for the upgrade of the site and buildings.

Attachments

No.	Title	Page
a	Attachment A Fort Takapuna Recreation Reserve	28
b	Attachment B Barracks on Fort Takapuna Recreation Reserve	28
c	Attachment C Barracks - Existing Floor Plan	28
d	Attachment D Barracks Proposed Floor Plan	28
e	Attachment E Proposed Landscape Plan	28

Signatories

Authors

Maureen Buchanan - Community Lease Advisor North

Authorisers

Louise Mason - Manager Community Development, Arts and Culture

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

19 November 2013

Takapuna Beach Reserve - Approval of process and timeframes for the development of a concept plan

File No.: CP2013/25544

Purpose

1. To provide advice the Devonport-Takapuna Local Board on the process and timeframes for the development of a concept plan for Takapuna Beach Reserve and to seek its approval to commence work.

Executive Summary

2. The Devonport-Takapuna Local Board requested the development of a concept plan for Takapuna Beach Reserve, as part of the adoption of the reserve management plan in 2013.

3. This report sets out the proposed process and timeframes for the development of the concept plan and seeks approval from local board to commence work.

4. It is anticipated that the development of the concept plan will be from December 2013 to August 2014.

5. To ensure delivery of the project within the proposed timeframes staff recommend that a political working party, consisting of three local board members, be established under delegated authority to make decisions concerning the development of the concept plan.

6. The Asset Development and Business Support Design Team Central (Parks Design Team) will develop the concept plan which includes:

· development of the design brief,

· preparation of two preliminary concept plans for discussion with key stakeholders,

· development of the draft concept plan for public consultation and

· preparation of the final concept plan.

7. Public engagement is proposed to be carried out in two phases:

· Phase 1: Engagement with key stakeholders from December 2013 to June 2014

· Phase 2: Engagement with the wider community from May to June 2014.

8. Staff will assess feedback against the objectives of the reserve management plan and make recommendations on amendments, where appropriate.

9. Operational funding has been allocated in the 2013/14 financial year for this project. Cost estimates indicate that the project can be delivered within budget.

10. Currently there is no funding allocated for the implementation of the concept plan. A quantity survey will be carried out to obtain cost estimates for specific projects.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) Approves the process and timeframes for the development of the Takapuna Beach Reserve concept plan as outlined in this report.

b) Establishes a political working party, consisting of three local board members, with delegated authority to approve:

i) the design brief

ii) a draft concept plan to be released for public consultation

iii) changes to the draft concept plan following public consultation; and,

iv) endorse the final concept plan for approval by the local board.

Discussion

Background - Adoption of Reserve Management Plan 2013

11. The Devonport-Takapuna Local Board adopted the Takapuna Beach Reserve Management Plan 2013 on 21 May 2013 following the review of the 2001 management plan.

12. The review followed the statutory requirements under the Reserves Act 1977, where a large number of public submissions were received, many of which focused on the issue of the future of the camp ground on the reserve and the location and extent of the proposed National Ocean Water Sports Centre.

13. The main objectives of the 2013 reserve management plan are to:

· Accommodate competing demands for space – for structured and unstructured activities within the reserve

· Enhance visitor experiences

· Protect and enhance the reserve’s natural, cultural and physical values.

14. The plan seeks to deal with the pressure on the available open space by rationalising the reserve into six activity zones.

Activity Zone	Activities proposed as per the management plan
1. Northern Activity Zone	Predominantly for unstructured activities, but will be the most structured and developed part of reserve. Space for marine related activities, motor home accommodation and organised events contemplated.
2. The Promenade gateway	Create a sense of arrival. Resolve conflict between pedestrians and cars.
3. Te Uru Tapu/sacred grove of pohutukawa	No further development other than to complete lookout structure. Maintain health of trees. Potentially install pou.
4. Southern Marine Hub– Takapuna Boating Club	Activities as per the current lease and licences.
5. Central Activity Zone (The Strand)	Focus on unstructured activities, low-key organised events, protection of pohutukawa. Redesign of existing toilet block to minimise visual impact.
6. Stopped roads and small reserves	Revoke legal status of road ends as legal road. Provide minor infrastructure for passive recreation. Protect view shafts.

Proposed process and timeframes for the development of the concept plan

Project Description

15. Pending approval of the process proposed in this report, it is anticipated that the development of the concept plan will commence in December 2013 and be completed in August 2014.

16. The main objectives of this project are to:

· Develop a concept plan based on the objectives of the reserve management plan, within available budget; putting the words of the management plan into pictures.

· Achieve high buy in from stakeholders; by working with stakeholders throughout the process to ensure concerns and aspirations are understood and considered.

17. The development of the concept plan will be managed as a project in accordance with Auckland Council’s project management framework. This includes setting up a project governance group, project steering group and a project team (see Appendix 1).

18. The scope of the project includes:

· Design of the concept plan

· Public engagement

· Quantity survey of the approved concept plan.

19. Out of scope are:

· Consultation about Takapuna Beach Holiday Park. A decision was made not to contemplate the holiday park activity in the 2013 reserve management plan. No provisions will therefore be made for it in the concept plan.

· Classification of road ends and the current site of the Takapuna Beach Café. This will be subject of a separate report to Devonport-Takapuna Local Board.

· Detailed design and physical works of projects identified within the plan. Local and Sports Parks North (LSP North), as the business owner of this project, will lead this work. It should be noted that no budget is currently allocated for this and existing budgets will need to be reprioritised or investment proposals prepared for specific projects.

· Planning and implementation of stormwater renewal works at Takapuna Beach which will be undertaken by council’s storm-water team.

· Formalisation of leases and licences, for current uses, as well as future developments which will be facilitated by council’s community lease team.

· Planning for and implementation of road corridor improvements for The Promenade and The Strand to be lead by Auckland Transport.

20. To enable the delivery of the project within the proposed timeframe staff recommend that a political working party is established, consisting of three local board members, with delegated authority to sign off on key deliverables. The key deliverables are envisaged to be:

· Approval of the design brief

· Approval of the draft concept plan to be released for public consultation

· Approval of recommended changes to the draft concept plan following public consultation

· Endorsement of the final concept plan for approval by the local board.

21. It should be noted that the concept plan is a non-statutory document.

Design of the concept plan

22. The Asset Development and Business Support Design Team Central (parks design team) will develop the concept plan and assist with public engagement. The following design tasks are included in the project:

· Develop design brief

· Produce a maximum of two preliminary concept plans to be reviewed by key stakeholders

· Produce a draft concept plan for public consultation

· Amend draft concept plan following public consultation

· Produce final concept plan after adoption by local board.

Public engagement

23. The project team will engage with internal and external stakeholders and the wider community in two phases:

Phase 1: Engagement with key internal and external stakeholders

· December 2013 to June 2014

· Input into development of design brief and feedback on preliminary concept plans through workshops.

Phase 2: Engagement with wider community

· May to June 2014

· Public open day in early May 2014, feedback on draft concept plan through online and paper feedback forms.

24. Staff will assess feedback against the objectives of the reserve management plan and make recommendations on amendments, where appropriate. The approval of recommendations will be the responsibility of the political working party.

25. The following table summarises key milestones (highlighted in yellow) and timeframes.

Key milestone/approval required	Timeframe	Who is involved in process	Political decision maker
Approval of proposed process, timeframes and costs. Nominate members for political working party	Late Nov 2013	Local board	Local board
Development of design brief	Dec 2013 to mid Jan 2014	Key stakeholders and political working party
Approval of design brief	Mid Jan 2014	Political working party	Political working party
Development of preliminary concept plans and refinement of draft concept plan	Mid Jan to mid Apr 2014	Key stakeholders and political working party
Approval of draft concept for public consultation	Mid Apr 2014	Political working party	Political working party
Public consultation on draft concept	Early to late May 2014	General public, key stakeholders
Approval of recommended changes to draft concept following public consultation	Mid Jun 2014	Political working party	Political working party
Endorsement of final draft concept for LB approval	Early Jul 2014	Political working party	Political working party
Approval of final concept plan	Mid Jul 2014	Local board	Local board
Quantity survey of approved concept	Mid Jul 2014	Quantity surveyor
Concept plan and QS handed over to business owner	Early Aug 2014	Council officers

Financial implications

26. Operational funding has been allocated in the 2013/14 financial year to develop the concept plan for Takapuna Beach Reserve. Cost estimates indicate the project can be achieved within available budget. They include costs for:

· Design work, including sketches and 3D images

· Engagement with stakeholders throughout the project

· Cost for printing materials for stakeholder engagement i.e. posters, flyers, signs

· Public notifications in newspapers.

Consideration

Local Board Views

27. This report seeks approval from the local board on the proposed process and timeframes for the development of the concept plan for Takapuna Beach Reserve requested at the 21 May 2013 Devonport-Takapuna Local Board Meeting.

Maori Impact Statement

28. This project aims to provide opportunities for mana whenua and mataawaka to contribute to the future development of Takapuna Beach Reserve in line with the Maori Responsiveness Framework set out in the Auckland Plan.

29. Iwi with historic and cultural links to Takapuna Beach and waka ama groups were key stakeholders in the development of the reserve management plan. Key management issues that are relevant to tangata whenua were identified during the development of the reserve management plan, which include:

a) Protection and acknowledgement of Māori values

b) Working collaboratively with mana whenua representatives on issues of significance to them.

30. The reserve management plan also identifies ways in which iwi and waka ama groups will be involved in the future:

· Provision for tauranga waka and waka ama storage facilities in the reserve and their design

· Design of pou beneath Te Uru Tapu/ sacred grove of Pohutukawa

· Joint creation of interpretation which tells the story of the area, including exploring opportunities to use traditional names.

Implementation Issues

31. There are no implementation issues for the development of the concept plan.

Attachments

No.	Title	Page
a	Project Governance Structure	28
b	Process and timeframes flowchart	28

Signatories

Authors

Nicki Malone - Parks Advisor

Authorisers

Eric Perry - Relationship Manager

Penny Pirrit - Regional & Local Planning Manager

Chairperson	Mike Cohen, QSM, JP
Deputy Chairperson	Joseph Bergin
Members	Dr Grant Gillon
	Dianne Hale, QSO, JP
	Jan O'Connor
	Allison Roe, MBE

Authors	Sonja Tomovska - Local Board Democracy Advisor
Authorisers	Eric Perry - Relationship Manager