Agenda of Waitematā Local Board

Waitematā Local Board

11 February 2014

Auckland Transport Report Waitemata Local Board - February 2014

File No.: CP2014/00380

Purpose

1. The purpose of the report is to respond to local board requests on transport-related matters and to provide information to Elected Members about Auckland Transport (AT) activities in the local board area.

Executive Summary

2. This report covers matters of specific application and interest to the Waitemata Local Board and its community; matters of general interest relating to Auckland Transport activities or the transport sector; and relevant Auckland Transport media releases for the information of the Board and community.

Recommendation/s

That the Waitemata Local Board:

a) That the Waitemata Local Board receives the report.

b) That the Waitemata Local Board notes the public feedback received for the Beach Road Cycleway project.

c) That the Waitemata Local Board provides feedback to Auckland Transport on any of the consultations outlined in Attachment B.

Discussion

Reporting Back

AT Projects in the Waitemata Ward

Beach Road Cycleway – Public Consultation Report

3. Reporting a summary analysis of the public consultation feedback on the Beach Road Cycleway for the Waitemata Local Board’s information [Attachment A].

4. The main themes were:

· The majority of participants were supportive of the proposal, with 87% expressing overall support for the project as part of their general comments.

· Participants identified a number of areas where the design could be amended or changed to improve on what was proposed. Generally the concept of a segregated cycle lane was supported.

· A number of participants felt that the project would make the area safer for cyclists

· A number of participants commented on the positive impact that the project would have for cycling in the area as well as for the wider city.

· There was some opposition to the proposed removal and reconfiguration of the parking and loading in the Beach Road environs to accommodate the proposed changes.

5. Overall, most participants were highly supportive of the proposal and felt that the project would bring about positive benefits to the immediate area and the city at large, particularly for cycling. Many were hopeful that this would encourage similar projects elsewhere in the city.

6. The Beach Road Cycleway project will proceed to the detailed investigation and design phase.

Board Transport Capital Fund

7. There are no updates to provide this month.

Board Consultations

8. AT undertook consultation with the Waitemata Local Board Transport Portfolio Leaders on the proposals listed in Attachment B.

Auckland Transport Code of Practice (ATCOP)

9. The Auckland Transport Code of Practice (ATCOP) is currently open for public consultation. Consultation closes 31 March 2014.

10. ATCOP will be a guide for anyone involved in developing and maintaining transport infrastructure in Auckland, ranging from small housing developments to complex public infrastructure. It represents a step change in how transport infrastructure will be delivered in Auckland. It will no longer be about a singular modal choice, but a complete and sustainable transportation network that can be used equally by everyone to get where they want, when they want.

11. AT has reviewed the existing transport-related infrastructure standards of the previous councils that were amalgamated to form Auckland Council and its related Council Controlled Organisations. The previous councils’ infrastructure standards varied across the Auckland region. These inconsistencies have caused confusion and uncertainty in the application of Auckland-wide transport-related infrastructure standards. ATCOP will provide the much needed consistency for all of Auckland.

12. While ATCOP generally provides consistent region-wide standards, it also acknowledges the unique characteristics of recognised special environments such as heritage areas and special identity areas.

13. ATCOP seeks to promote the transport aspirations of the Auckland Plan, supports the Auckland Unitary Plan and is to be used in harmony with the Auckland Design Manual currently being compiled by Auckland Council.

14. More details about the document and how to provide feedback can be accessed by the following link on AT’s website www.aucklandtransport.govt.nz/improving-transport/have-your-say/Pages/ATCOP.aspx

Media

Next phase of AT HOP roll-out

15. AT HOP cards will be available on Ritchies and Northern Express buses from 2 February.

Campaign Launched to Encourage Cycling

16. AT is launching a campaign to raise the awareness of cycling as a preferred and efficient mode of transport. “Cycling’s the Go” encourages Aucklanders to sign up and attend free cycling training courses.

17. Community Transport Manager, Matthew Rednall says “We want to improve the skill level and confidence of cyclists and to increase their knowledge of safe cycling behaviour.”

18. Forty-five per cent of Aucklanders have access to a bike but only 20 per cent use a bike at least once a month.

19. The last “Cycling’s the Go” campaign, before Christmas, saw 587 people take cycling training courses. This is a 126 per cent increase from the courses at the same time in 2012.

20. There are 34 summer cycling training courses including:

· beginner bike training for adults

· the basics of bike maintenance

· commuter leg up course

· novice on-road training for adults

· intermediate on-road training for adults

21. For more information including how to register for the summer cycling training courses, follow the link: www.cyclingsthego.co.nz.

Consideration

Local Board Views

22. The Board’s views will be incorporated during consultation on any proposed schemes.

Implementation Issues

23. All proposed schemes are subject to prioritization, funding and consultation.

Attachments

No.	Title	Page
a View	Beach Road Cycleway Public Consultation Report	15
b View	Consultations - December 2013 - January 2014	43

Signatories

Authors

Priscilla Steel, Elected Member Relationship Manager, Auckland Transport

Authorisers

Roger Wilson, Council Engagement Manager, Auckland Transport

Judith Webster - Relationship Manager

Waitematā Local Board

11 February 2014

Bruce Wilkinson Collection

File No.: CP2013/29434

Purpose

1. To provide the Waitemata Local Board with information and options on the management, care and exhibition of the Bruce Wilkinson Collection and to provide information on the operating models of Kinder and Ewelme Houses.

Executive Summary

2. The Bruce Wilkinson Collection (the Collection) is housed in Albert Park Lodge (the lodge), on the grounds of Albert Park. The Collection consists of over 400 items including glassware, furniture, clocks, toys and porcelain ornaments. The collection was valued by Webb’s in December 2013 at NZD $162,565.

3. In 1974 Mr Wilkinson donated his Paratai Drive house and contents to Auckland City Council. In 1995 a deed was entered into by Mr Wilkinson and the Auckland City Council where it was agreed that council could sell the house and move part of its contents, to Albert Park Lodge where it would be displayed.

4. Up until 2005, the collection was open to the public for regular viewing. There was low visitation numbers and the operation was considered financially unsustainable. Since 2005, the collection has been only available for viewing by appointment.

5. The Albert Park Lodge is a suboptimal environment for displaying artefacts and the damp, humid conditions have caused damage to some items. The collection requires immediate attention to prevent further damage or deterioration.

6. It is estimated that $90,000 in CAPEX renewals is required for Albert Park Lodge to preserve the Category II Historic Place.

7. The Auckland Council Heritage Unit supports the immediate care and collection management of the collection but holds the position that there is no historic or thematic link between the collection and the lodge.

8. Future options for the collection are:

a. Option One: Enhanced status quo
Display the collection by appointment only following essential building renewals and collection care:

· OPEX budget of $5,000 would be needed to suitably display the collection

· An ongoing $15,000 per annum would be required for the operational costs of displaying the collection.

· There is $65,000 currently available for the immediate collection care, reinstallation and ongoing operational costs.

b. Option Two: Relinquishment
Relinquish part or all of the collection following standard council policy which would prioritise stakeholder communication, gifting to a public organisation and, if no receiving organisation can be found, auctioning the collection with the proceeds targeted to future arts acquisitions. To date there has been little evidence of appetite from other organisations to acquire the collection.

9. Two other historic houses, housing collections of artefacts, Kinder House and Ewelme Cottage are operated as visitor destinations in the Waitemata local board area. They are both owned by council. Kinder House has a community lease and is operated by a society. Ewelme Cottage is operated under a management agreement with the Historic Places Trust.

Recommendations

That the Waitemata Local Board:

a) Approve immediate action to clean, condition assess, catalogue and store the Bruce Wilkinson Collection to reduce the risk of further damage or deterioration taking place whilst long term options are being developed. The $15,900 required for this will be funded from the remaining bequest of $65,000.

b) Approve Option One: Enhanced Status Quo. Continuing to display the collection following essential building renewals and collection care, making the collection accessible by appointment only. The $5,000 required for reinstallation of the Collection including display furniture refurbishment, mounting and hanging will be funded from the remaining bequest of $65,000.

c) Approve Option Two: Relinquish the collection following standard council policy and report back to the board on options to suitability recognise the gift of Bruce Wilkinson to the city of Auckland.

Discussion

10. The Bruce Wilkinson Collection is primarily housed at Albert Park Lodge on the grounds of Albert Park. In 1974, Mr Wilkinson donated his house on Paratai Drive, Orakei and its contents to Auckland City Council. In 1995 a deed was entered into by Mr Wilkinson and Auckland City Council where it was agreed that council could sell the house and move part of its contents, consisting mainly of clocks, to Albert Park Lodge where it would be displayed. A sum of money ($500,000) from the sale of the house was set aside to support installation, maintenance and ongoing costs associated with making the collection accessible to the public. The balance of this fund in 2014 is $65,000.

11. The collection is a selection of items from the Paratai Drive house contents and consists of approximately 400 glassware, furniture, clocks, toys and porcelain ornaments. The collection was valued in December 2013 at $162,565. It was originally catalogued and stored at MOTAT prior to being installed at Albert Park Lodge. The remainder of the Collection and furniture from Wilkinson’s home is in council storage. In addition, a commemorative painting commissioned by Bruce Wilkinson from Billy Apple was moved to climate controlled store in the Central Library after it suffered mould damage due to the poor climatic conditions in Albert Park Lodge.

12. Council and the Waitemata Local Board have received complaints about the collection no longer being readily available for public view. Up until 2005, the collection was managed through a management contract and open for regular public viewing. There was low visitation, little promotion, and at an annual cost of $49,000 the model was financially unsustainable. It is now available for viewing by appointment only. Advice from council’s property unit, managing Albert Park Lodge, is that it receives two-three requests to view the collection each year.

13. Albert Park Lodge is a registered Category II Historic Place. It requires renewal works to repair the scrim walls, remove mould, upgrade the ventilation and restore the interior. This will require temporary removal of the collection. Some items of the collection have been damaged due to the humid and mouldy environment of Albert Park Lodge. It is estimated that $90,000 in CAPEX renewals is required for the lodge. These renewals are general renewals for the heritage property enhancing accessibility and appearance with modest collection-specific improvements. The renewal work will need to be prioritised in the local board CAPEX renewals programme in the coming financial year.

14. While the Auckland Council Heritage unit has not had any role in managing the Collection, it supports in principle that work be undertaken to catalogue and value the collection, as well as the proposal to manage and conserve the collection within an appropriately controlled environment. There is no historic or thematic link between the collection and Albert Park Lodge or Albert Park itself. The Albert Park Lodge, including its interior, has statutory protection in Category A in the Auckland Council District Plan – Operative Auckland City – Central Area Section 2005. Albert Park as a whole is similarly protected in the Proposed Auckland Unitary Plan. Mindful of all these matters it is clearly not appropriate to make changes to the Lodge to provide the controlled environment the Collection needs.

15. The Heritage unit agrees that the damp conditions within Albert Park Lodge are not suitable conditions to house artefacts. Accordingly, the Heritage unit supports the relocation of the collection to another location where it could be cared for in an appropriate manner. The unit supports the identification of a low-impact use for the Albert Park Lodge which enables funding of maintenance work and regular use and opening without the need for alteration.

16. The current condition and presentation of Albert Park Lodge and the collection does not provide a modern visitor experience that meets either public or industry expectations. Neither the collection nor the Lodge are able to communicate a contextualised story of their importance to Auckland as the two histories are so divergent.

17. Two other heritage buildings, housing collections of artefacts, are located in the Waitemata Local Board area, these are Kinder House and Ewelme Cottage.

18. Kinder House is located on the corner of Ayr Street and Parnell Road and is one of Auckland’s most notable stone buildings. It is owned by Auckland Council and leased to the Kinder House Society under a 15 year community lease expiring in 2025. The society is required to manage Kinder House as an historic museum and gallery allowing other complimentary activities. It receives no operating grant from council. However, council undertakes maintenance and renewal work on the property from time to time. In the 2013/14 financial year $55,000 is scheduled to be spent on renewals. Kinder House is open to the public free of charge (donations requested) three hours per day, Wednesday to Sunday, and is staffed by volunteers. Three quarters of its visitors are international due to its location adjacent a bus stop on a tourist route to and from the Auckland War Memorial Museum and central city. The society has an annual budget of approximately $20,000 with the main source of revenue coming from rental of its rooms for meetings and weddings. A caretaker lives on site and provides security.

19. Ewelme Cottage is held by Auckland Council pursuant to the terms of The Auckland Improvement Trust. Its operation and management is contracted to Historic Places Trust. The Historic Places Trust is required to operate Ewelme Cottage as a house museum open to the public in accordance with sound museum management practices on behalf of council. They receive no operating grant from council, however, council undertakes maintenance and renewal works from time to time. In the 2013/14 financial year $185,000 is scheduled to be spent on renewals. Ewelme Cottage houses close to 2000 books, sheet music, original artworks and an array of everyday objects. It is open to the public on Sundays from 10.30am – 4.30pm with a charge of $8.50 for adults and $3 for unaccompanied children. It averages between 60-100 visitors per month and, like Kinder House, benefits from its location on a tourist route. It is promoted by Historic Places Trust alongside Highwic and Alberton Houses.

20. To ensure the collection suffers no further damage or deterioration it needs to be cleaned, packed and condition assessed until either Albert Park Lodge is restored and it can be reinstated or another option for its future decided. Any significant items not in working order or damaged will be inspected then packed in their existing state for remedial treatment until the future of the collection is decided. This work, estimated at a value of $15,900, can be funded from the $65,000 remaining from the fund bequeathed for the care of the collection under the 1995 deed of trust.

Future Options

21. Option One - Enhanced Status Quo. Under this option and following building renewals and collection care:

· The collection will be returned to the Lodge and continue to be accessible to the public via appointment only with no provision to staff the facility.

· Display cabinets and exhibition furniture will be refurbished and the collection reinstalled at a cost of $5,000 to be funded from the remaining $65,000 bequest.

· Remaining items and furniture in storage will be relinquished.

· Ongoing property operating costs of $15,000 per annum to be funded from the remaining $65,000 bequest until this fund is expended and then budgeted by the local board.

Pros	Cons
The collection is in good working order and care of the Collection improved.	Limited ability for the public to view the Collection.
Albert Park Lodge is safer and more attractive to present the collection.	The visitor experience is not enhanced significantly.
Minimal on-going operating costs to Council.	Does not take advantage of Albert Park Lodge’s location on a key pedestrian route.
Display improved and objects secure.	Council could be perceived to not honouring the intention of the gift.
Opportunity to explore custodial community partnerships similar to the Kinder House Model with a funding agreement to an organisation to periodically open the Lodge.	Does not optimise the communication of history and relevance of either the Collection or the Lodge.

22. Option Two- Relinquish the Collection. Under this option following building renewals and collection care the collection would be relinquished following council policy. The relinquishing would include:

· Stakeholder communication

· The collection is offered to another public organisation (such as Auckland Museum or Whangarei’s Claphams Clocks)

· If no interest, the collection is offered for sale via public auction with proceeds going into a fund for the purchase of artwork for council’s corporate collection or a public art commission

· Explorations made into options to suitability recognise the gift of Bruce Wilkinson to the city of Auckland. Options could include documentation of the collection or acquisition of public art in his name.

Pros	Cons
The collection goes to an organisation, such as a museum, that is geared to care for cultural artefacts in perpetuity	Previous offers of the clock collection to MOTAT and Auckland War Memorial Museum were declined.
Opportunity to invest funds in a commemorative artwork that can be managed within council’s existing asset management framework – as either part of the Corporate Collection or the Public Art Collection	This option is not consistent with the intent of the 1995 deed and would require an approach to the family and/or the court to address.
Opportunity to recognise and tell the social history of Bruce Wilkinson and the collection through possibility of publication or commemorative art	Council could be perceived to not be honouring the intention of the gift.

23. The 1995 deed does not address the topic of relocation of the collection from Albert Park Lodge. Legal advice is that the permanence of the collection in Albert Park Lodge would be consistent with the parties’ intention and that council has legal obligations arising out of its deed with Mr Wilkinson. This advice was reconfirmed recently by council’s legal team. Deviation from the deed by relocating or gifting the collection would require stakeholder management and the deviation from the deed weighed against what is best for the protection, sustainability and public access to the collection.

24. Legal has advised there was a reasonable level of public and media interest shown previously in the Bruce Wilkinson bequest. Council will need to manage stakeholder communication and engagement to ensure all processes are transparent and robust.

25. If action is supported that is in breach of the 1995 deed, for example relinquishing of assets, then it would be prudent to approach Bruce Wilkinson’s family in the first instance to discuss council’s suggested approach. Council’s de-accessioning procedure requires that a collection such as this would be offered first to another public organisation, then to other stakeholders and finally for sale by public auction with the funds returning to the art collection acquisition budget.

Consideration

Local Board Views

26. The local board plan identifies embracing its heritage as a priority through protecting and promoting heritage and character. The local board has identified Albert Park Lodge and Bruce Wilkinson Collection as one of three heritage buildings in its area that houses collections of artefacts, and wishes to consider options for the collection’s future management and display experience to honour the legacy of the gift and the historical significance of the collection and Albert Park Lodge.

Maori Impact Statement

27. Iwi/Māori groups make a particular contribution to regional arts and cultural activities. Chapter 3 ‘Auckland’s Art and Culture’ of the Auckland Plan notes that Māori culture is core to what distinguishes us from other cities in the world. This report does not directly impact Maori and therefore no consultation has occurred.

Implementation Issues

28. Immediate care for the collection can be managed by council’s Collections Services Manager and funded by money bequeathed. Property advise that its maintenance and renewal plan for Albert Park Lodge will be put on hold if the local board wishes to pursue other than the status quo for the collection, pending a decision.

Attachments

There are no attachments for this report.

Signatories

Authors

Richard McWha – Manager Sector Engagement and Production

Authorisers

Louise Mason - Manager Community Development, Arts and Culture

Judith Webster - Relationship Manager

Waitematā Local Board

11 February 2014

Pioneer Womens and Ellen Melville Hall: Community Facility options

File No.: CP2014/00014

Purpose

1. To present the Waitemata Local Board with options for Pioneer Women’s and Ellen Melville Hall that will deliver a vibrant community hub for City Centre residents.

Executive Summary

2. Pioneer Women’s and Ellen Melville Hall (Pioneer Women’s) is currently managed as a hall for hire. Pioneer Women’s is the only Council owned community facility in the City Centre and although valued by the community as a local venue, it only experiences moderate use.

3. The Waitemata Local Board has commissioned a needs assessment to identify City Centre community need and demand for Pioneer Women’s and the identification of options for developing it as a vibrant community hub.

4. The Morvern Group Limited was engaged to undertake the needs assessment and complete the report “Pioneer Women’s and Ellen Melville Hall: delivering a community facility for the City Centre” (The report). The research was undertaken through a review of current literature and existing facilities and services, interviews with key informants and stakeholders, focus groups with residents and a widely distributed on-line survey.

5. The report identifies a range of needs that could be met by Pioneer Women’s including organised group activities, events and markets, gathering and connecting spaces, programmes for families and children, provision of information and access to services.

6. Key success factors include: on-site staff; a comfortable, welcoming, modern facility that is well maintained and connected to Freyberg Square; up to date technology, lots of activities happening at moderate prices; and good promotion and marketing.

7. Based on the community feedback the report proposes a vision and objectives for Pioneer Women’s that envisages it as a thriving community hub that serves the local City Centre residential and wider community.

8. The report proposes three options for Pioneer Women’s to better meet community needs:

· Option 1 - an enhanced hall for hire with an upgraded facility and improved entrances, some programming and retention of most of the commercial leased areas. This option has minimal financial impact and meets some of the needs identified for community space and programmes. Fit-out costs for this option would be covered by the existing CAPEX redevelopment budget.

· Option 2a - a fully programmed and staffed community centre governed and managed by Auckland Council incorporating all of the Freyberg Square ground level areas. This option will meet the broader needs identified and will provide the greatest benefit for the Centre City community. It will require a significant financial investment estimated at $237,500 per year and there would be a loss of commercial rental of approximately $140,000. The ongoing annual cost could be partially offset by retaining commercial activity in the High Street spaces which currently provide a net income of $121,000. Fit-out costs for this option would be greater than the enhanced hall for hire option and would need to be covered by the existing CAPEX redevelopment budget.

· Option 2b - a community centre as above, but operated by a community organisation. This option would require a financial investment estimated at $200,500 and there would be a loss of commercial rental of approximately $140,000. The ongoing annual cost could be partially offset by retaining commercial activity in the High Street spaces which currently provide a net income of $121,000.

9. The outcomes of the needs assessment and options were discussed with the relevant Board portfolio holders in November and workshopped with the full Board in December. The Board indicated that a community centre would best meet its aspirations to make full use of Pioneer Women’s for community use as a vibrant community hub for the Central City residents, acknowledging that the management options and long term funding needed to be considered.

10. A council governed and managed community centre during the establishment phase would enable operational costs will be clarified and ensure that the vision and objectives for the centre were realized.

11. If the Board supports the option for the establishment of a community centre managed and operated by Auckland Council during the first three years, this will require provision of a set up budget of $50,000 in the 2014/15 financial year, an establishment budget of $297,500 in 2015/16 and ongoing operational funding of $237,500 from 2016/17. If the income from the High Street commercial space is used to offset this ongoing cost then the Board will need to provide for an operational budget of $116,500 per year.

Recommendation/s

That the Waitemata Local Board:

a) Supports option 2a in principle, for the establishment of a fully staffed and programmed community centre for the City Centre community at Pioneer Women’s and Ellen Melville Hall subject to the Board identifying and sourcing the required budget, including provision for:

i) a set up operational budget of $50,000 in the 2014/15 financial year

ii) an establishment budget of $297,500 in 2015/16

iii) an ongoing operational budget of $237,500 per annum from 2016/17 (excluding revenue from commercial tenancies).

b) Subject to resolution a)

i) supports the centre commencing operation in the 2015/16 financial year

ii) supports governance and management by Auckland Council initially with a review of management options to be undertaken after three years

iii) requests officers to complete detailed design plans for the upgrade of Pioneer Women’s and Ellen Melville Hall to meet the requirements of a community centre operation with fit-out costs to be covered by the existing CAPEX budget provision

iv) endorses the vision and objectives for Pioneer Women’s and Ellen Melville Hall in the Morvern Group Limited report.

Discussion

Background

12. Pioneer Women’s was opened in 1962, providing a community hall and meeting room upstairs, a child care facility on Freyberg Square and ladies rest rooms in the lower ground area fronting High Street. In the 1990s the ground level area on Freyberg Square was closed in to provide commercial space and the High Street space was converted to commercial use.

13. The building was designed by Tibor Donner the respected Auckland City Council architect who designed a number of important public buildings in the 1940s – 1960s. Ellen Melville, the first female councillor, elected to the Auckland City Council in 1913 had promoted the idea of the hall prior to WWI to commemorate pioneer women, however construction of the hall was not progressed until after her death in 1946. Pioneer Women’s has a Category B protection under the Proposed Auckland Unitary Plan, having historical, social, physical and aesthetic heritage values.

Current situation

14. Pioneer Women’s is the only council owned community facility in the City Centre and is managed as a hall for hire but experiencing moderate use only. It consists of the upstairs Pioneer Women’s Hall, a large space with a stage, the Ellen Melville Room, a smaller meeting space and a conference room off Freyberg Square. There are three commercial lease spaces, one fronting Freyberg Square and two on High Street.

15. The building is in a tired state with a low street presence and appeal, poor entrance visibility and difficult disability access. Funding of $3.8 million for an upgrade of the facility is included in 2013/14 and 2014/15 budget.

Needs Assessment

16. The Waitemata Local Board commissioned a needs assessment to identify the need and demand from the City Centre community for Pioneer Women’s, and to identify potential options for establishing this facility as a vibrant community hub for City Centre residents.

17. The brief was drafted following a workshop with the Board who subsequently signed it off. Morvern Group Limited was commissioned to undertake the needs assessment. A copy of the brief is attached at Attachment A.

18. The executive summary of the “Pioneer Women’s and Ellen Melville Hall: delivering a community facility for the City Centre” report (the report), prepared for the Waitemata Local Board by the Morvern Group Limited is attached at Attachment B. A full copy of the report will be provided to local board members under separate cover.

19. The needs assessment has been undertaken through a number of approaches:

· a high level review of community facilities and activities currently provided in the City Centre and fringe areas

· interviews with key informants and stakeholders

· an on line survey on the Auckland Council website and publicised through avenues such as the Residents Advisory Group, Parnell Community Centre, Auckland and AUT Universities, Auckland Refugee and Migrant Services and the Auckland Council intranet

· four focus groups of City Centre residents

· interviews, meetings and workshops with relevant council groups

· review of relevant City Centre reports, studies and literature.

20. The needs that have been identified in the report and could potentially be provided for at Pioneer Women’s include:

· organised group activities – recreation such as yoga, pilates, dance, instructional such as ESOL, arts and crafts, cooking, lectures/talks

· events for local residents (as opposed to city wide events such as Diwali and the Lantern Festival)

· markets in Freyberg Square/Pioneer Women’s

· gathering/meeting space for the City Centre community to promote a sense of community and development of community identity

· programmes for families and children such as play groups, music and movement

· provision of information – what’s on, how to access government and other services on line

· access to services and programmes such as legal advice, JPs, new migrant/newcomers programmes, government services.

21. A number of critical success factors for Pioneer Women’s to become a successful community hub were identified in the report:

· knowledgeable staff on site to facilitate use and engage actively with the community

· comfortable welcoming and friendly environment

· open later in the evenings and on the weekends

· not expensive for community groups and charges for programmes and activities that are affordable for most residents

· modern up to date technology that encourages interaction

· clean, tidy, modern and well maintained

· good promotion and marketing on-line and visible promotion of activities at the facility itself

· well connected to Freyberg Square with good indoor/outdoor flow

· managed so not captured by any particular group

· lots of activities happening with flexible and dynamic use of spaces.

Vision and objectives

22. The report proposes a vision and objectives for Pioneer Women’s as a thriving community hub that serves the City Centre residential and wider community. The vision and objectives are based on feedback from the community and align with the Waitemata Local Board priorities for “strong, vibrant and engaged communities”.

Consideration

23. Key characteristics of the City Centre community are rapid growth, transience, ethnic diversity, younger with a high proportion of students, lower incomes and living in smaller dwellings. The City Centre profile differs from the general profile of suburban based community centre users and is important when considering options for Pioneer Women’s.

24. One of the main themes evident in various studies undertaken in the City Centre is a lack of connectiveness and sense of community and limited service or facility based opportunities to improve this. Community engagement for the needs assessment reinforced the support for a gathering place to meet people, encourage connections and social interaction amongst residents. Residents participating in the needs assessment want a place they can identify with, meet other residents, socialise and participate in activities they are interested in.

25. Some specific needs that could be provided at Pioneer Women’s included services for migrant and international students such as ESOL classes, New Zealand cultural classes and programmes to assist settlement. A need for access to information on a range of council, government and other services and systems was also evident.

26. It is considered that families and children are not well catered for in the City Centre and a demand for more programmes, playgrounds, activities for pre-schoolers in particular, parents and events for families was identified.

Options

27. Two potential approaches to the future operation of Pioneer Women’s have emerged from the needs assessment.

Option 1 Enhanced Hall for Hire

28. This option responds to the needs of City Centre residents and wider community for community spaces for hire. The facility would continue to be council governed and managed as a hall for hire with the addition of programmed activities delivered by other providers in return for free or reduced hire fees. The facility would be upgraded and entrances improved with more community space provided on Freyberg Square by incorporating part of the current commercial area. The balance of the commercial space on Freyberg Square would remain as would the commercial spaces on High Street.

29. The enhanced hall for hire option will be cost neutral with an expected improvement in financial performance of the community operation through increased hireage, which would offset some loss in commercial revenue.

Option 2a Community Centre model (Council governed and managed)

30. Council governs and manages Pioneer Women’s as a community centre, incorporating the Freyberg Square commercial space as a gathering and meeting space with open and direct connection to Freyberg Square providing a gateway to the centre. The High Street commercial tenancies could remain with the option to convert to one space for incorporation into the community centre at a future time. Community Development Arts and Culture and Libraries Staff would be based at the centre to broker and facilitate use of the centre, provide assistance and information to users and actively programme the whole facility.

31. It is estimated that this option would require a set up budget of $50,000 in 2014/15, an establishment budget of $297,500 in 2015/16 and an ongoing annual budget of $237,500. There would be a loss of commercial rental estimated at $140,000 for the Freyberg Square space. Part of the operational costs could be offset by retention of the High Street commercial spaces which provide net commercial revenue of $121,000 per annum. If this commercial revenue is used to offset the ongoing costs then the Board would need to provide an operational budget of $116,500 per year.

Option 2b Community Centre model (Community governed and managed)

32. This option is the same as the above model however the centre would be managed by a community organisation. Under this model all revenue would be retained by the community organisation with an operational grant provided to cover the shortfall, through a funding agreement with the board.

33. A budget requirement of $200,500 is estimated to provide for the ongoing annual costs and there would be a loss of commercial rental income for the Freyberg Square space, estimated at $140,000. Part of the operational cost could be offset by retention of the High Street commercial spaces which provide net commercial revenue of $121,000 per year. If this commercial revenue is used to offset the ongoing costs then the Board would need to provide an operational budget of $79,500 per year.

34. While this option is slightly cheaper than option 2a it is not recommended at the establishment phase. There is an advantage in council overseeing the establishment to ensure it is set up in line with the vision for the centre. There are likely to be additional costs during the establishment period with greater clarity of ongoing operational costs after 2-3 years.

35. Cost estimates for each option are attached at Attachment C.

36. A comparison of the three future use options are outlined below with their pros and cons assessed against delivering on the local board priorities, the vision and objectives for the facility, efficiency, effectiveness and cost.

Option 1 Enhanced Status Quo – hall for hire with limited programming
Description	· facility refurbished, including upgraded technology and furniture for use in meetings, presentations and seminars. More storage is provided. · entrance way improved and new space created by converting a portion of the Freyberg Square commercial tenancy to community facility use · Freyberg Square commercial tenancy re-let to more interactive use e.g. cafe · High Street commercial tenancies remain · signage enhanced · promotion of facility increased · council governed and managed as a hall for hire plus programmed activities delivered by other providers in return for free or reduced hireage fees.
Cost	Reduced operational cost of $4,050 estimated (excl. rates adjustment and commercial revenue)
Pros	· least costly option · increased facility operational cost offset by increased revenue. · facility will be more visible and usage should increase. · meets demand for higher quality meeting space with upgraded facilities · will meet some demand for organised community activities · can align to local board priorities more readily if Council run · council have systems in place and experience to hire facilities and programme activities.
Cons	· loss of some commercial revenue · may still be difficult to access for customers and programme participants, compared to if staff member on site · does not meet community need for casual community gathering space and will have limited provision of access to information and other services · does not deliver on local board priority to return whole facility to community use · only moderately delivers on the vision and objectives particularly building a sense of community in the City Centre. This will occur to some degree through enhanced facilities and programmes that City Centre residents can participate in.
Risks	· this a low risk option overall · community return on capital investment may not be seen as optimal from the wider City Centre resident community’s perspective.

Option 2a: Community centre model - council governed and managed
Description	· facility is refurbished, including upgraded technology and furniture for use in meetings, presentations and seminars. More storage is provided. Small adaptable meeting/interview/creative spaces created. Some sound proof space. · entrance is enhanced with good indoor outdoor flow to Freyberg Square · Freyberg Square commercial tenancy converted to community facility use. This becomes a community gathering space with the provision of limited food and beverages, access to technology, comfortable furniture, some programming, information and a range of services at regular times (not domiciled) · High Street commercial tenancies may or may not remain (could be future proofed by converting to one space and/or used for social enterprise activities) · signage is enhanced · promotion of facility is increased · staff based at facility provided by CDAC and Libraries, brokering and facilitating use of facility, providing assistance and information to those using facility · active programming of whole facility, in conjunction with some use as hire space.
Cost	Operational costs of $237,500 estimated (excl. commercial revenue)
Pros	· facility will be more visible and accessible and usage will increase · meets demand for meeting space with upgraded facilities · will meet demand for a range of organised activities · meets community need for community gathering space and provision of access to information and other services and a place of exchange · sense of community and community identity can be facilitated · positive impact on building of social capital · delivers on local board priorities for community use of facility · direct control to deliver on vision and objectives · can align to local board priorities and respond to policy changes more easily if council run · council has systems in place to hire facilities and experience to run community centres with programmed activities · high level of control over delivering community benefit if not profit driven · efficient and effective use of staff between CDAC and libraries · accountability is simplified · can leverage wider resources of council eg: CDAC events and arts and cultural teams to enhance programming at facility
Cons	· increased facility operational cost - most expensive option · loss of most or all commercial revenue (depending on decision on High Street space) · council systems and processes can limit flexibility and innovation and slow decision making. · marketing and promotion activities are more constrained under council guidelines than other entities · incentive not as great as other management options to manage financial risks
Risks	· cost of facility escalates beyond budget · ground floor lounge space not well managed – could become dominated by backpackers, tourists and other non-residents such as students.

Option 2b: Community centre model - community governed and managed
Description	· facility is refurbished and entrance enhanced as per option 2a · High Street commercial tenancies may or may not remain (could be future proofed by converting to one space). · signage is enhanced · promotion of facility is increased · staff based at facility provided by third party provider such as a community trust · active programming of whole facility in conjunction with some use as hire space · funding agreement in place to specify outcomes and objectives (with Key Performance Indicators) sought by local board from facility · community trust governance with staff based at facility.
Cost	Increased operational cost of $200,500 estimated (excl.commercial revenue)
Pros	· facility will be more visible and accessible and usage should increase · meets demand for meeting space with upgraded facilities · will meet demand for a range of organised activities · meets community need for community gathering space and some provision of access to information and other services and a place of exchange · sense of community and community identity can be facilitated · positive impact on building of social capital · delivers on local board priorities for community use of facility · delivers vision and objectives through funding agreement · community trusts often have strong links into local communities · experienced community trusts have systems in place to hire facilities and experience to run community centres with programmed activities · synergies created with other community governed and managed facilities by trust, potentially creating efficiencies · can access some external funding for programmes
Cons	· increased facility operational cost - but not as expensive as option 2a · loss of some commercial revenue · delivery on local board priorities one step removed · provision of information and technology support may not be as comprehensive compared to council managed via contribution of library staff · finding community trust experienced to deliver to City Centre community which is demographically unique and more difficult to access than other communities · model may not be sustainable if trustees and personnel change · capacity (financial and other) of community organisations can vary year to year · facility may become captured by approach of community trust · requires council resource to monitor funding agreement effectively
Risks	· ground floor lounge space not well managed – could become dominated by backpackers, tourists and other non-residents, disenfranchising City Centre residents · community trust’s governance unstable · community trust becomes financially unstable

37. The table below is a cost comparison of the enhanced hall for hire and council operated community centre options.

Financial implications - operational

Comparison of Options	Actual 2012/13	Hall for hire - enhanced status quo	Community centre option - Council run
Revenue
Hall hire	56,000	70,000	100,000
Programmes	0	0	0
Coffee counter revenue	0	0	10,000
Total Revenue	56,000	70,000	110,000
Operating Expenditure
Staff	0	0	155,000
Programmes	0	0	80,000
Marketing	250	5000	10,000
Minor fixed assets	0	3000	5000
Property operating costs ¹	55,750	57,500	97,500
Depreciation and interest²	0
Rates	39,000	0³	0³
Total Operating Expenditure	95,000	65,500	347,500
Total Community Facilities	-39,000	+4,500	-237,500
Commercial Revenue	Actual 2013/14
Freyberg Square	140,000	80,000	0
High Street	141,000	141,000	141,000
Total Commercial Revenue	281,000	221,000	141,000
Commercial Expenditure
Property maintenance	30,000	25,000	20,000
Total Commercial Expenditure	30,000	25,000	20,000
Net Commercial income⁴	251,000	196,000	121,000
Grand Total Whole Facility	212,000	200,500	-116,500

^1. Maintenance, repairs, compliance, utilities, security, cleaning.

^2. $157,000 in LTP from 2015/16.

^3. Community facilities exempt from rates

^4. Rates levied against commercial areas of the facility will be recovered from the commercial tenants.

38. The additional operational budget required could be provided through reallocation of existing local board budgets or the board would need to seek additional budget through the long term plan process.

39. Financial implications – capital fitout. There will be fitout costs for both the enhanced hall for hire and the community centre options for which provision will need to be made in the existing capex redevelopment budget. Detailed fitout requirements will be determined as part of the detailed design work for the building refurbishment.

Conclusions

40. The community centre option 2a, governed and managed by council, will best meet the broader range of identified needs establishing Pioneer Women’s as a significant City Centre community facility offering a wide range of programmes and a social gathering and meeting place for residents, helping to support the development of a sense of community. This option meets the Boards aspirations for full community use of Pioneer Women’s and its development as a vibrant community hub.

41. However, if the Board supports the community centre option it will need to source the additional budget required either reallocation of its existing budgets or through the long term plan process.

Local Board Views

42. One of the Waitemata Local Board Plan priorities is “strong, vibrant, engaged communities”. The Board has commissioned the needs assessment to understand the needs of City Centre community and look at how the Pioneer Women’s facility can be better used to meet those needs.

43. In October 2011 the Board requested officers to prepare a report providing information on the commercial leases and alternatives available to the Board for community use of the whole of the Pioneer Women’s building.

44. In August 2013 the Board commissioned the current needs assessment to identify the community needs and demand from the Centre City community for the Pioneer Women’s facility to identify options for operationalising the facility as a vibrant community hub.

45. Workshops with the Board and meetings with the Chair and relevant portfolio holders were held throughout the project to confirm the brief and discuss key milestones. The draft consultant report was discussed with the Board in December 2013.

Maori Impact Statement

46. For the purposes of the current consideration of options for Pioneer Women’s governance and management the issues are not of significant importance to Maori. However once the Board has made its decision on the future of Pioneer Women’s, engagement with Maori regarding use and programming will take place.

General

47. $3.8million is provided in the 2014/15 financial year for the upgrade works on Pioneer Women’s. The detailed design will be informed by the option that the Board chooses to progress. The upgrade works are scheduled to commence early in the 2015 calendar year and be completed by mid 2015. The new management and operation of Pioneer Women’s will commence in the first half of the 2015/16 financial year.

48. Finance staff advise that the commercial rental income of $281,000 for Freyberg Square and High Street, will be included in the Board’s budget from the 1 July 2014.

Implementation Issues

49. If the Board chooses to progress the community centre option it will need to consider its options for funding the additional operational costs from within its existing budgets. This could include offsetting costs through retention of commercial lease spaces on High Street.

Attachments

No.	Title	Page
a View	Consultants brief	75
b View	Morvern report executive summary	81
c View	Option cost estimates	87

Signatories

Authors

Karen Eisenhut - Principal Policy Analyst

Authorisers

Penny Pirrit - Regional & Local Planning Manager

Judith Webster - Relationship Manager

Waitematā Local Board

11 February 2014

1.0 Overview

Introduction

Pioneer Women’s and Ellen Melville Hall (Pioneer Women’s) is the only council owned community facility in the central city area. It is located in the busy core of the CBD adjacent to Freyberg Place, one of the most popular open space areas of the central city. Despite its location, there is low public awareness of the facility and it has been underused for a number of years, which may partly be due to its lack of profile at street level.

The Waitemata Local Board has made a decision to reclaim the ground level spaces currently leased to commercial tenants and return the whole building to community use. The Board sought a full assessment of the facility together with cost options for an upgrade to provide a first class central city community facility.

An assessment of the building was completed and an investment proposal prepared for redevelopment of Pioneer Women’s to coincide with the upgrade of Freyberg Place which is scheduled for mid 2014. Capital funding of $3.177 million has been provided in the 2013/14 and 2014/15 financial years.

To ensure that the redeveloped Pioneer Women’s will best meet the needs of the community and to inform the detailed design, the Waitemata Local Board wishes to identify the needs of the central city community that can be met by the redeveloped Pioneer Women’s.

The Board has commissioned a study to synthesise all existing information, gather further information to develop a vision and objectives for Pioneer Women’s and make recommendations about the use, governance and management that will maximise the benefits of the facility for the central city community.

Background

The Pioneer Women’s and Ellen Melville Hall (Pioneer Women’s) was opened in 1962. The building originally consisted of an upstairs hall with meeting rooms and a crèche at ground level, with women’s restrooms on the lower ground High Street frontage. The facility was well used by mainly women’s groups and the crèche. In 1992 there was a major redevelopment of the building which included the installation of a lift, enclosing the ground floor area for use as a café and converting the women’s restrooms into two commercial spaces.

The building has a Category B protection under the Auckland Council District Plan (Auckland City Centre Area Section) but is not listed by the NZ Historic Places Trust.

Design work and budget is available for upgrading Freyberg Place and this work will commence mid 2014. It is intended to coordinate the work on Pioneer Women’s with the upgrade of Freyberg Place.

2. 0 Relevant Studies and other contextual information

· Auckland Plan

· City Centre Master Plan

· Waitemata Local Board Plan

· Inner City Residents Survey – Mobius, August 2013

· Pioneer Womens and Ellen Melville Draft Business Case – Geoff Mathews, July 2013

· Pioneer Women’s and Ellen Melville Hall Redevelopment Report – SGA Architects, November 2012

· Community Facilities Needs Assessment for the Auckland City Centre – Visitor Solutions, October 2012

· Community Development Strategic Action Plan – Thriving Communities: Auckland Council’s role in supporting communities to flourish – Auckland Council October 2012

· Community Facilities Review – Auckland Council, in progress

· Connectedness in Auckland’s Inner City – Research Report – AUT, April 2012

· Inner City Connectedness: Literature Review – AUT, April 2011

· Living with kids in the CBD: a pilot study – Massey University, August 2008

· What is it like to live in Auckland’s CBD? - AUT, January/ February 2008

· Learning Quarter: Social Needs Assessment – Auckland City Council, July 2007

· Learning Quarter: Social Audit – Auckland City Council June, 2006.

· Freyberg Square redevelopment brief

3.0 Purpose

The purpose of this brief is to identify the community need and demand from the central city community for the Pioneer Women’s facility to identify options for operationalising this facility as a vibrant community hub.

4.0 Objectives

· identify the central city community need and demand for a facility that aligns with the local board priorities and can be met by a redeveloped Pioneer Women’s

· develop a clear vision and objectives for Pioneer Women’s that align with the vision and objectives of the Waitemata Local Board

· identify activities that meet the vision and objectives

· identify governance and management options

· recommend a preferred programme of activities and governance and management option

· provide sufficient information to inform the detailed design process.

5.0 Scope of Work

The scope of this project is to:

1. Undertake a review all relevant research and information regarding central city community needs, and demand for a community facility, identify key findings and themes and undertake further work to fill any gaps.

2. Consult with relevant central city groups, organisations or community representatives on community needs, the vision for and governance and management of Pioneer Women’s. This stage will include but is not limited to:

· interviews with external stakeholders and/or focus groups which may include such groups as CAB, Auckland Refugee and Migrants, AUT, Auckland University, WINZ, Dept of Labour, schools, childcare centre , Residents Advisory Group, Heart of the City

· workshop with internal stakeholders on community needs, vision for Pioneer Women’s, governance and management, including, Community Development Arts & Culture, Libraries, Recreation Planning and Programming, Community Policy & Planning, Community and Cultural Strategy.

· workshop with the chair and portfolio holders of the Waitemata Local Board on the vision and objectives of a redeveloped Pioneer Women’s

3. Develop the vision and objectives for Pioneer Women’s, recommended use/programming and proposed governance and management.

6.0 Key Deliverables

Item

Description

Local Board briefings and workshops

· meeting with the chair and portfolio holders on the vision and objectives

· brief chair and portfolio holders on the draft report findings

· · workshop with the Board on the draft report findings

Project updates

· regular updates with the chair, deputy chair. Local Board Services and the project team

(NB. Also updates to the CBD Board at key milestones)

External stakeholder consultation

· meetings, interviews, workshops as required

Internal stakeholder consultation

· meetings, interviews, workshops as required

Report

A draft report and final report that:

· outlines the community need and demand for the facility from the central city community

· recommends the role of Pioneer Women’s in meeting these needs through the vision, and objectives for the centre

· identifies appropriate governance and management options

· develops an indicative annual programme including resource and budget implications.

7.0 Timeframe

· completed by 30 November 2013

· workshop with the Board December 2013

· formal report to the Board in February

8.0 Budget

$15,000

9.0 Council contacts

Marion Davies

Senior Local Board Advisor - Waitemata

09 353 9503
021 827 086

marion.davies@aucklandcouncil.govt.nz

Karen Eisenhut

Principal Policy Analyst, Community & Cultural Policy

09 307 7616 | Extn (40) 7616

karen.eisenhut@aucklandcouncil.govt.nz

Waitematā Local Board

11 February 2014

Executive Summary

The Waitemata Local Board has requested a high level needs assessment to identify the community need and demand from the central city community for the Pioneer Women’s and Ellen Melville Hall (Pioneer Women’s) and to identify potential options for operationalising this facility as a vibrant community hub. The primary target market for Pioneer Women’s is City Centre residents.

The City Centre has experienced rapid residential growth with the total population reaching 26,307 as at the 2013 census. This represents 46% growth since 2006. It is projected to grow to 47,850 people by 2031.

The City Centre residential population is unique in that it is much younger, more ethnically diverse and characterized by residents who have recently arrived in the City Centre from elsewhere in New Zealand or overseas. This combined with the high number of students (32% of residents were students at the 2006 census), lower vehicle ownership and relatively few children under the age of 14 living in the City Centre creates a different set of needs and opportunities that could be responded to in the provision of community facilities. The unique nature of the City Centre population is made more complex by the large “daytime and night time” populations, estimated to be over 150,000 each day visiting the City Centre for work, study or entertainment purposes.

Pioneer Women’s is the only Council owned community facility (centre or hall) in the City Centre and is currently managed as a hall for hire experiencing moderate use only. It has three spaces for hire; Pioneer Women’s Hall, Ellen Melville Room and a conference room. There are three commercial tenancies, two on High Street and one adjacent Freyberg Square. It is in a “tired” state and feedback from those who use it like its central location but feel it could be improved through redecoration, better maintenance and cleaning, making it easier to hire and use and greater promotion of its availability and what’s on in the facility.

The City Centre is considered to be a busy and vibrant place by the residents engaged with in the needs assessment. They are currently participating in a range of events, markets, and recreational, social and interest activities and visiting parks, cultural and entertainment facilities and the central library. Whilst there is a reasonable level of provision of community centres and halls on the City Centre fringe, providing for a range of community uses and activities, these do not have a high level of use from City Centre residents.

City Centre residents recognized the need for a community hub where they could congregate and interact and get to know other residents. Whilst they enjoyed the large public events in the City Centre, they particularly wanted to see more events targeted at local residents, bringing the community together to connect. Pioneer Women’s was identified as a place that could be developed in such a way that they (residents) felt they belonged and where they could participate in activities that interested them. For younger people it needed to be modern (and a bit “hip”),

robustly designed to cater for younger people and have good access to technology. They all confirmed the need for a place where meeting resident’s needs was a priority.

In the wider stakeholder engagement, new migrants and international students were identified as particular groups within the City Centre residential community with higher needs for access to services, programmes and social interaction opportunities to support and assist them settling as residents in the City Centre. There are many residents that feel and are experiencing social isolation, living in small apartments, with little contact with neighbours, lacking information to access the support they require and/or disposable income to engage in activities. Many migrants, particularly older ones, have limited English language skills, which further constrains their ability to engage more widely than their immediate family and friends.

The needs assessment identified seven potential areas of focus in addition to bookable meeting space that could be provided for at Pioneer Women’s Hall to meet the needs of City Centre residents:

· Organised group activities – recreation activities, instructional classes and interest groups

· Events for local residents

· Markets – utilising Freyberg Square and Pioneer Women’s Hall

· Gathering and connecting space for the community where a sense of community, involvement and community identity can be developed

· Programmes and activities for families and children

· Provision of information on what’s happening and where to access a range of services such as on-line central government department services

· Access to services and programmes required by City Centre residents such as budgeting advice, Justice of the Peace, government department services and for new migrants, employment assistance and newcomers programmes in particular.

Opportunities to explore further include supporting social enterprise activities or businesses in the centre and/or High Street tenancies, use of Pioneer Women’s Hall as a contemporary music venue for up and coming young singer/songwriters at certain times and greater use of the centre for exhibitions concurrent with other uses.

The critical success factors identified for Pioneer Women’s to become a thriving community hub are

· Ideally it would be staffed with knowledgeable staff who facilitate use and engage actively with residents, making connections in the community

· Comfortable, welcoming and friendly environment to all

· It is open later in the evenings and at weekends

· It is not expensive for community groups to use and charges for programmes and activities are affordable for most residents

· Provision of modern up to date technology to support use

· It is kept clean, tidy, modern and well maintained

· Good promotion and marketing via on-line channels and visible promotion of activities at the center itself

· It is well connected with Freyberg Square with good indoor/outdoor flow

· It is managed in such a way that it is not captured by one particular group in the community

· There are lots of activities going on, with flexible and dynamic use of the spaces.

Vision and Objectives for Pioneer Women’s and Ellen Melville Hall

The following vision and objectives have been developed to align to the Waitemata Local Board priorities and deliver on the community needs identified:

Pioneer Women’s and Ellen Melville Hall is a thriving community hub that serves the local City Centre residential and wider community by providing a place for gathering and building connections, information exchange and community participation in a range of activities. It is a place where all members of the community feel comfortable and welcome.

Objectives:

· Support the local community by enabling opportunities for participation in a variety of programmes, events, social, interest, creative and educational groups and activities that appeal to them.

· Facilitate and engender a sense of community for City Centre residents through offering a place to meet, gather and connect, and reflect the community in the fabric (look and feel) of the centre.

· Encourage a place for exchange of ideas, information, skills, and resources.

· Create energy and interest though dynamic and flexible management of the many spaces within the centre.

· Offer a welcoming and friendly environment to all members of the local community, being responsive to changing needs and requirements

· Actively manage and adapt the activities at Pioneer Women’s Hall to ensure the local community remains the focus.

· Provide an appealing and attractive, well maintained facility, respectful of its heritage with integrated indoor and outdoor flow that draws people into the centre.

Future use, governance and management options

There are two potential approaches to the future operation of Pioneer Women’s:

1. Enhanced hall for hire

2. Community centre model

In the case of the community centre option there are two governance and management options that could be pursued.

· Governed and managed in-house, with council staff operating facility

· Governed and managed by an independent third party such as a community trust.

Under all three combinations of options the facility is refurbished, including upgraded technology and furniture for use in meetings, presentations and seminars and more storage provided. Promotion of the facility is increased and signage enhanced.

Option One: Enhanced Status Quo – Hall for hire with some programming

Council governs and manages Pioneer Women’s as a hall for hire plus programmed activities delivered by other providers in return for free or reduced hireage fees. The entrance way is improved and new space created by converting a portion of the Freyberg Square commercial tenancy to community facility use and re-tenanting the remaining, with a commercial use which provides interaction with Freyberg Square such as a cafe. The High Street commercial tenancies remain.

A slight improvement in financial performance can be expected compared to the 2012/13 Actuals of $38,000 for Pioneer Women’s. These figures exclude any loss in commercial revenue which is not currently included in the local board budget.

Option Two: Community centre model - council governed and managed

Council governs and manages Pioneer Women’s as a community centre. Freyberg Square commercial tenancy converted to community facility use with enhanced indoor outdoor flow to Freyberg Square and use as a community gathering and meeting space. High Street commercial tenancies may or may not remain (could be future proofed for community use by converting to one space).

Staff is based at the facility provided by the Community Development Arts and Culture and Libraries Departments and will broker and facilitate use of the facility, providing assistance and information to those using facility. Active programming of whole facility is undertaken.

An additional budget requirement of approximately $200,000 over and above the 2012/13 Actuals of $38,000 is estimated for Pioneer Women’s under this option. These figures exclude any loss in commercial revenue which is not currently included in the local board budget.

Option three: Community centre model - community governed and managed

As per Option Two with a community trust or other organization governing and managing the operations of Pioneer Women’s instead of Council. An operational grant is likely provided by Waitemata Local Board and a funding agreement with key performance indicators negotiated between Waitemata Local Board and the third party for its operations.

An additional budget requirement of approximately $162,000 over and above the2012/13 Actuals of $38,000 is estimated for Pioneer Women’s under this option. These figures exclude any loss in commercial revenue which is not currently included in the local board budget.

An analysis of the options is set out below:

Options	Pros	Cons
Enhanced hall for hire	Least costly Increased usage Meets demand for better quality meeting space Meets some community need Experience of Council	Some loss of commercial revenue Access issues may not be addressed Only partly delivers on draft vision & objectives, community need & local board priorities
Community centre	Facility more visible and accessible to pedestrians Meets community needs Meets local board priorities better Delivers on draft vision and objectives Utilisation will increase	Increased operational cost Reduced commercial revenue Risk of “lounge” space not being well managed

Options

Pros

Cons

Enhanced hall for hire

Least costly

Increased usage

Meets demand for better quality meeting space

Meets some community need

Experience of Council

Some loss of commercial revenue

Access issues may not be addressed

Only partly delivers on draft vision & objectives, community need & local board priorities

Community centre

Facility more visible and accessible to pedestrians

Meets community needs

Meets local board priorities better

Delivers on draft vision and objectives

Utilisation will increase

Increased operational cost

Reduced commercial revenue

Risk of “lounge” space not being well managed

Community centre options	Pros	Cons
Community centre – in house	Direct control of delivery of vision and objectives Easier alignment to LB priorities and policy changes Council experience and systems in place Focus on community benefit more than profit Accountability simplified Can leverage wider resources of Council	Most expensive Less flexibility & innovation can be limited Marketing and promotion can be constrained Financial management incentives not as strong Risk of cost of facility escalating beyond budget

Community centre – third party	Experience of third parties Synergies with other third party managed facilities Access to external funding Strong links to community	Increased cost c.f. current Delivery one step removed Capacity (financial and other) can vary year to year Risk of instability & unsustainable model Ability to find third party experienced to deliver to central city community

Waitematā Local Board

11 February 2014

Hall for hire with some programming

Assumptions

Revenue increases by 25%, redevelopment scope reduced

Existing Programmer is used to facilitate external organisations to provide programmes to meet community need at no charge

Freyberg Square commercial tenancy reduced in size to create better entrance for facility and street level presence

Some costs rise as a result of increased use

Enhanced hall for Hire	Actual 12/13	Future -year one	Difference
Revenue Community
Hall hire	-56,000	-70,000	14,000
Programmes	0	0	0
Coffee counter revenue	0	0	0
Total Revenue	-56,000	-70,000	14000
Operating Expenditure Community			0
Management	0	0	0
Staff - Programmer	0	0	0
Programmes	0	0	0
Marketing	250	5,000	-4,750
Minor fixed assets	0	3,000	-3,000
Cleaning and hygiene	15,000	16,500	-1,500
Property maintenance of building, response maintenance and scheduled repairs, compliance	30,250	30,000	250
Utilities Electricity and water	7,000	7,700	-700
Security	3,500	3,300	200
Rates	39,000	0	39,000
Total Operating Expenditure	95,500	65,500	29,500
Grand Total Community Facilities	39,000	-4,500	43,500

Commercial Revenue			0
Freyberg Square	-140,000	-77,000	-63,000
High Street	-141,000	-141,000	0
Total Commercial Revenue	-281,000	-218,000	-63,000
Commercial Expenditure			0
Property maintenance	30,000	25,000	5,000
Total Commercial Expenditure	30,000	25,000	5,000
Grand Total Commercial	-251,000	-193,000	-58,000
Grand Total Whole Facility	-212,000	-197,500	-14,500

Community centre approach - Council operated

Assumptions

Revenue based on average for 4-6 large existing community centre operations. 32% cost recovery v. average 20% recovery across all centres.

Library staff expenses not additional as facility forms part of current roster for central library

Additional marketing expense to build website, and material to access high rise apartment dwellers

Higher level of service required with furniture and equipment replacement

Freyberg Square commercial tenancy converted to community use

Coffee counter operates within centre - 30 sq. tenancy at a charge per sq metre similar to the central library

Assumes facility managed within Waitemata/Orakei cluster so no dedicated manager on site

Table 4: Community Centre Council Operated	Actual 12/13	Future -year one	Difference
Revenue Community
Hall hire	-56,000	-100,000	44,000
Programmes	0	0	0
Coffee counter revenue	0	-10,000	10,000
Total Revenue	-56,000	-110,000	54,000
Operating Expenditure Community
Cluster management	0	0	0
Staff (2x programme coordinators, I x administrator, 2 library staff	0	155,000	-155,000
Programmes	0	80,000	-80,000
Marketing and engagement	250	10,000	-9,750
Minor fixed assets	0	5,000	-5,000
Cleaning and hygiene	15,000	0	15,000
Property maintenance of building, response maintenance and scheduled repairs, compliance	30,250	97,500	-67,250
Utilities Electricity and water	7,000		7,000
Security	3,500	0	3,500
Rates	39,000	0	39,000
Total Operating Expenditure	95,000	347,500	-252,500
Grand Total Community	39,000	237,500	-198,500
Commercial Revenue
Freyberg Square	-140,000	0	-140,000
High Street	-141,000	-141,000	0
Total Commercial Revenue	-281,000	-141,000	-140,000
Commercial Expenditure			0
Property maintenance	30,000	20,000	10,000
Total Commercial Expenditure	30,000	20,000	10,000
Grand Total Commercial	-251,000	-121,000	-130,000
Grand Total Whole Facility^{^[1]}	-212,000	116,500	-328,500

Community Centre approach - Community governed and operated

Assumptions

No revenue is received by Council

Operational grant given based on average of grant across 4-6 existing large facilities

Freyberg Square commercial tenancy converted to community use

Table 5 Community Centre Third Party Operated	Actual 12/13	Future -year one	Difference
Revenue Community
Hall hire	-56,000	0	-56,000
Programmes	0	0	0
Coffee counter revenue	0	0	0
Total Revenue	-56,000	0	-56,000
Operating Expenditure Community
Third party contract expense		100,000	-100,000
Staff	0	0	0
Programmes	0	0	0
Marketing	250	0	250
Minor fixed assets	0	3,000	-3,000
Cleaning and hygiene	15,000	0	15,000
Property maintenance of building, response maintenance and scheduled repairs, compliance	30,250	97,500	-67,250
Utilities Electricity and water	7,000	0	7,000
Security	3,500	0	3,500
Rates	39,000	0	39,000
Total Operating Expenditure	95,000	200,500	-106,500
Grand Total Community	39,000	200,500	-161,500

Commercial Revenue
Freyberg Square	-140,000	0	-140,000
High Street	-141,000	-141,000	0
Total Commercial Revenue	-281,000	-141,000	-140,000
Commercial Expenditure
Property maintenance	30,000	20,000	10,000
Total Commercial Expenditure	30,000	20,000	10,000
Grand Total Commercial	-251,000	-121,000	-130,000
Grand Total Whole Facility^{^[2]}	-212,000	79,500	-291,500

Waitematā Local Board

11 February 2014

Lapsing of Auckland City Council Hazardous Substances Bylaw

File No.: CP2014/00130

Purpose

1. The purpose of this report is to recommend that the Auckland City Council Hazardous Substances Bylaw 2008, which is now an Auckland Council bylaw, be allowed to lapse, because the provisions of this bylaw are adequately dealt with by a number of pieces of national legislation.

Executive Summary

2. In 2008 Auckland City Council made a Hazardous Substances Bylaw. This bylaw:

a) Requires an application to be made to the council whenever it is intended to install, alter, remove, examine or relocate any tank or pipeline used for storing or transferring of various classes of hazardous substances;

b) Requires underground storage tanks to be installed in accordance with a 1992 Department of Labour code of practice or in a manner that prevents the contamination of underground water sources;

c) Requires the storage, use and disposal of any chemical or contaminant to be in such a way that this does not result in a nuisance or risk to public health and safety. The word contaminant is defined by the bylaw and covers any type of substance that, when discharged to water or land can damage the physical, biological or chemical condition of that water or land.

3. Since the bylaw was made there have been a number of legislative changes that have reduced the need for the bylaw. The council retains its role under section 15 of the Resource Management Act 1991 to manage discharges of contaminants into the environment and it will continue to exercise this function through the proposed Unitary Plan. However under the Hazardous Substances and New Organisms Act 1996 the council’s role is only to enforce this act in public places and in places other than work places.

4. If the council does not revoke the bylaw prior to 31 October 2015 (i.e. it allows the bylaw to lapse) it will not have to go through the time and expense of revoking the bylaw through the special consultative process of the Local Government Act 2002.

Recommendation/s

That the Waitemata Local Board:

a) Recommends to the Regulatory and Bylaw Committee that the Auckland City Council Hazardous Substances Bylaw 2008 not be confirmed, amended or revoked so that on 31 October 2015 the bylaw is revoked by section 63 of the Local Government (Auckland Transitional Provisions) Act 2010.

Discussion

5. The current bylaw regulates three general areas:

· The bylaw requires an application to and approval from council to install, alter, remove, examine or relocate any tank or pipeline used for the storage or transferring of hazardous substances. This enables the council to monitor sites where hazardous substances are stored and check the contamination of those sites especially when underground tanks or pipes are removed.

· The installation, construction and operation of underground storage tanks holding hazardous substances.

· Standards for the storage of chemicals or contaminants so that any use, disposal or spillage of those chemicals or contaminants does not create a nuisance and there is no risk to public health and safety. These provisions also allow council officers to take water or soil samples to determine whether or not a site is polluted.

6. Staff considers that the bylaw topics are now adequately covered by national legislation which are discussed in detail below.

A. Approval to install, alter, remove, examine or relocate any tank or pipeline used for storing or transferring of hazardous substances

7. This part of the bylaw is dealt with in part by the Resource Management (National Environmental Standard for Assessing and Managing Contaminants in Soil to Protect Human Health) Regulations 2011 (the NES). The NES applies to land that has or had an activity or industry on the site that is listed on the Hazardous Activities and Industries List (HAIL) published by the Ministry for the Environment (MfE) and is therefore considered potentially contaminated. If however a detailed site investigation demonstrates that any contaminants in or on the site are below background (naturally occurring) concentrations then the site is not considered contaminated.

8. The NES sets permitted activity standards for the removal or replacement of a fuel storage system (storage tanks and ancillary equipment), including the removal or replacement of an underground part of the system and putting back or taking away soil from the site, subject to a number of conditions. The conditions include that the activity is done in accordance with MfE guidelines, the council is notified on where, when and for how long the activity will be taking place and where any removed soil will be disposed of. Limits are also set on the amount of soil that can be taken away and a requirement that council will receive results of the investigation done on the site.

9. The NES also has permitted activity standards for sampling soil, disturbing soil (such as might occur if an underground tank was removed and the hole filled in) and for the subdividing or changing the use of HAIL land. None of these permitted activities have conditions which require the council to be notified when the activity takes place, but the conditions applied to these activities prevent any danger to the public. Appendix B of the NES includes soil contaminant standards (SCSs) for human health for inorganic and organic compounds for five types of land use scenarios: rural/lifestyle blocks, residential, high-density residential, parks/recreational land and commercial/industrial land. SCSs represent a human health risk threshold above which the effects on human health may be unacceptable over time.

10. If the owner of a piece of contaminated land or potentially contaminated land (e.g. land on the HAIL list) wishes to subdivide or change the use of a piece of land, it is usually in the best interests of that land owner to decontaminate that land or prove that the land meets the standards of the NES so that the land can be sold. If however, an owner of a contaminated site or potentially contaminated site does not wish to subdivide or change the use of that site they are still required to meet the proposed Unitary Plan rules for the discharge of contaminates to land and water from that site.

B. Requiring underground storage tanks containing hazardous substances to be installed in accordance with a 1992 Department of Labour code of practice or in a manner that prevents the contamination of underground water sources;

11. These provisions have been superseded by a number of pieces of legislation:

a) The Hazardous Substances (Emergency Management) Regulations 2001 which came into force in July 2001 require the secondary containment of any liquid hazardous substance that is kept in quantities that exceeds the thresholds outlined in schedule 4 of these regulations. The regulations apply to both surface containers and below ground containers holding liquids or substances likely to liquefy in a fire.

b) Schedule 8 of the Hazardous Substances (Dangerous Goods and Scheduled Toxic Substances)Transfer Notice (2004 and amendments) places obligations and restriction on stationary container systems (tanks and associated fittings and pipe work) that contain or are intended to contain a hazardous substance that is described in schedules 1 (dangerous goods) and 2 (toxic substances) of the notice. Part 2 of schedule 8 requires all parts of a stationary container system to be designed, constructed, installed, operated, maintained, tested and repaired so that the system contains any hazardous substance that is put into it without any leakage of that substance when subjected to expected operating temperatures, pressures and stresses, loadings and environmental conditions.

Parts 5 and 6 of schedule 8 specifies standards for both above ground stationary tanks and below ground stationary tanks for hazardous liquids. Various standards are specified for their design and construction and for the installation and operation of tanks to prevent their damage. Part 8 has standards for disused below ground tanks. Part 14 has requirements for pipe work conveying hazardous substances. Part 17 has standards for the marking of stationary tanks and requirements to have a plan available for inspection which describes the physical position of stationary container systems. Part 18 includes requirements for the repair, alteration, maintenance and inspection of above ground and below ground tanks to ensure that they continue to meet the standards and codes to which the tank was designed and constructed. The maintenance requirements for below ground tanks include requirements to undertake inventory control checks and leak-testing.

c) The Code of Practice for the Management of Existing Stationary Container Systems up to 60,000 litres Capacity. This was approved in April 2008 by the Environmental Risk Management Authority as an approved code of practice under the Hazardous Substances and New Organisms Act 1996. This code of practice applies to stationary tanks used to contain hazardous liquids that were in use at the commencement date of the Transfer Notice and:

• do not fully meet the requirements of schedule 8 of the Transfer Notice, and/or

• do not meet the requirements for secondary containment of the Hazardous Substances (Emergency Management) Regulations 2001.

C. Requiring the storage, use and disposal of any chemical or contaminant to be in such a way that this does not result in a nuisance or risk to public health and safety.

The word contaminant is defined in the bylaw and covers any type of substance that, when discharged to water or land can damage the physical, biological or chemical condition of that water or land.

a. Storage

12. As noted above the Hazardous Substances (Emergency Management) Regulations 2001 which came into force in July 2001 requires the secondary containment of any liquid hazardous substance that is kept in quantities that exceeds the thresholds outlined in schedule 4 of these regulations. The regulations apply to both surface containers and below ground containers for liquids or substances likely to liquefy in a fire. Schedule 9 of the Hazardous Substances (Dangerous Goods and Scheduled Toxic Substances) Transfer Notice which regulates the storage of dangerous goods and toxic substances, also has requirements for secondary containment systems for the storage of class 3.1 (flammable liquids) as does the Code of Practice for the Management of Existing Stationary Container Systems up to 60,000 litres capacity.

b. Use

13. The use of chemicals or contaminants in a way that does not result in a nuisance or risk to public health and safety is controlled by a number or instruments:

• The Resource Management Act e.g. section 15: discharges of contaminants into the environment.

• The proposed Auckland Unitary Plan e.g. Chapter H section 4.6: Managing hazardous substances and section 4.8: Industrial and Trade Activities.

14. The chief executive of a local authority is only required to ensure that the provisions of the Hazardous Substances and New Organisms Act 1996 are enforced in public places and in places other than work places. He/she can however enforce the provisions of the Act in other places for the purpose of enforcing the provisions of the Resource Management Act.

c. Disposal

15. The disposal of chemicals and contaminants is controlled by instruments such as:

The Hazardous Substance (Disposal) Regulations 2001.

16. These regulations which came into force in July 2001 have disposal requirements for hazardous substances, packages and containers for class 1, 2, 3, 4, 5, 6, 8 and 9 substances. For each class of substance the regulations describe what are suitable means of treatment for disposal, and what is not. Note that class 7 is an unallocated class. These regulations also require any one who manufactures, imports or supplies a hazardous substance to another person in a quantity that exceeds that of schedule 1 of the regulations to provide that person with information on the appropriate method of disposal of that substance in accordance with the regulations.

The Resource Management (National Environmental Standard for Assessing and Managing Contaminants in Soil to Protect Human Health) Regulations 2011.

17. The provisions/requirements of this standard are discussed above.

National Environmental Standard for Air Quality

18. This standard bans the burning of tyres, copper wire and oil in the open air, the burning of bitumen used in road maintenance, the deliberate use of landfill fires and controls the use of school and healthcare incinerators. The standard also bans the construction of new high temperature hazardous waste incinerators.

The Auckland Council Trade Waste Bylaw 2013

19. The Trade Waste bylaw seeks to protect people and the environment from the adverse effects of harmful substances discharged to the wastewater system.

The Auckland Council Solid Waste Bylaw 2012

20. The provisions of this bylaw prevent the disposal of prohibited waste in a public place for collection. Prohibited waste in this bylaw includes any hazardous waste that contains hazardous substances at sufficient concentrations to exceed the minimum degrees of hazard specified by the Hazardous Substances (Minimum Degree of Hazard) Regulations 2000 or meets the definition for infectious substances included in the Land Transport Rule: Dangerous Goods 1999 and NZ Standard 5433:1999 – Transport of Dangerous Goods on Land.

Consideration

Local Board Views

21. The views of all local boards that are within the legacy Auckland City Council area, where the Auckland City Council Hazardous Substances Bylaw 2008 applies, will be sought before a recommendation is made to the Regulatory and Bylaws Committee to let this bylaw lapse.

Maori Impact Statement

22. Consultation with Maori occurred during the development of the Proposed Auckland Unitary Plan and resulted in a new set of standards for the management of hazardous substances in Auckland. Analysis of the current bylaw, national environmental standards and other legislation, relevant iwi management plans and consultation indicates that the revoking of this bylaw will not have any impact on the way that hazardous substances are managed by Auckland Council.

General

23. The chief executive of a local authority is only required to ensure that the provisions of the Hazardous Substances and New Organisms Act 1996 are enforced in public places and in places other than work places. Despite the lapsing of this bylaw the council can however enforce the provisions of the Act for the purpose of enforcing the provisions of the Resource Management Act. Section 15 of the Resource Management Act allows the council to manage discharges of contaminants into the environment and the council will continue to exercise this function through the proposed Auckland Unitary Plan.

Implementation Issues

24. There are no implementation issues if this bylaw is allowed to lapse.

Attachments

No.	Title	Page
a View	Auckland City Council Hazardous Substances Bylaw 2008	99

Signatories

Authors

Colin Craig - Principal Policy Analyst – Planning Policies and Bylaws

Authorisers

Penny Pirrit - Regional & Local Planning Manager

Judith Webster - Relationship Manager

Waitematā Local Board

11 February 2014

Chairperson's Report

File No.: CP2014/00376

Executive Summary

Providing the Chair with an opportunity to update the local board and community on the projects and issues he and the Waitemata Local Board have been involved with since the last meeting.

This is second monthly business meeting of the 2013-16 triennial of the second Waitemata Local Board of Auckland Council, and the first since December 2013.

Portfolios

Board Chair: Governance, Local and Civic Leadership, Board Strategy, Policy and Planning Leadership

Portfolios: Arts, Culture & Events (lead), Parks & Open Spaces (lead)

Positions: Waterfront Liaison, Heart of the City, CBD Advisory Board

Committees: Finance and Grants, Central Facilities Partnerships (Chair)

Recommendation/s

a) That the Chair’s Report be received.

b) That the Waitemata Local Board consider its position on any matter raised within this report.

Activities undertaken from 2 December 2013 to 2 February 2014

This report covers activities undertaken during the 2-month period from Monday, 2 December 2013 to Sunday, 2 February 2014.

Highlighted activities, projects and issues

There are some specific activities, projects and issues that I wish to highlight; some for board members’ interest and as appropriate, some for decision.

1 Introduction

During this period, which included the summer holiday close-down, and with Portfolios now in place, Board members continued to progress Local Board Plan priorities and Local Board Agreement local projects and community concerns in their respective portfolio areas, LIPs proposals, residents, business association and community advocacy, providing input to regional policies, plans and strategies in workshops and briefings, providing input into resource and landowner consent matters, and responding to constituent and media enquiries.

2 Residents and Ratepayers’ Concerns/Issues:

· Parnell Constituents concerned about the junction at St Stephens Ave, Gladstone Rd & Takutai St as it poses dangers for both the motorist and the pedestrian. Referred to Auckland Transport for comment.

· Enquiry from a Parnell Constituent about the upkeep and mowing of Ngahere Tce Reserve near Auckland Domain. The Chair requested that the reserve be mowed straight away has recently received information that this site most likely fell through the cracks when the new parks contracts were rolled out because it was a service delivered by streets for Auckland Transport, and it was never considered a part of the Domain or a Park. It will be mowed on a regular basis going forward.

· Request for footpath in Point Erin Park. Original request lodged in May 2013 with the Auckland Council call centre. Chair looking into who dealt with the original request. This will be raised at the next parks portfolio monthly meeting.

· Request for a toilet seat replacement in the female disabled public toilets on Great North Road in Grey Lynn. CRM has been logged for the replacement. Deputy Chair is consulting with Property to find out about improving the toilet block.

· Westmere Constituent request for securing a new vehicle crossing at their property. Sent to Auckland Transport for further comment.

· Civic Trust raised concerns about the possible demolition of St David’s Church in Khyber Pass. Resource Consents have confirmed that there have been no applications to demolish buildings at this site.

· Freeman's Bay Residents Association raised concerns about zoning for the Housing New Zealand Complex at Spring Street in Freemans Bay. Chair to respond. LGOIMA request lodged.

3.1 Board Portfolios & Positions

The Board’s portfolio and positions and portfolio delegations were confirmed at the December business meeting of the Board. The Board confirmed a 7 portfolio, 14 position, dual portfolio structure, with a portfolio lead in each portfolio. We have three Committees of the Board, with the Finance Committee’s role strengthened to take responsibility for LIPs and to meet more regularly. In addition each member has responsibility for a business association.

All portfolios are up and running and holding portfolio meetings as required.

3.2 Governing Body

Engagements with Governing Body/CCOs

Engagements with the Governing Body this period have included:

· Governing Body Meeting Town Hall, 19 December 2013. Board Chair scheduled to speak to SkyPath, with Deputy Pippa Coom presenting in the end due to time overrun. The Board continued its consistent support of the SkyPath project, which was approved by the Governing Body to progress to the next stage of delivery. It was quite a milestone for the project and very pleasing to see as the outcome. We have the Governing Body report on our agenda this month.

Engagements with CCOs this period have included:

· There have been no formal engagements over the summer period.

4 Board Strategies, Policy and Planning Update

4.1 Local Board Chairs’ Forum

A regular Local Board Chairs’ Forum is once again to be held on the third Monday of every month, beginning with a Chairs-only session. All Board members receive the agenda and the action points from the previous meeting when Chairs receive this information.

During this period Board Chair’s only met in an informal session in December to introduce new Chair’s and discuss working together.

The Chair’s Forum will first meet this year in later February.

4.2 Central Facilities Partnership Committee

The Central Facilities Partnership Committee representatives met in workshop and then its first formal meeting on 16 December 2013. This Board Chair was elected Chair of the Committee for a second term, with Desley Simpson from Orakei deputy. The Committee worked through this year’s applications for partnership funding support to determine under a new two-stage application process which application are to progress to full proposals. More proposals have gained this initial level of support than funds will permit support of. The Committee meets again later this year to determine allocation of this year’s $1.5m funding support. Richmond Rovers for its publicised wish to upgrade its Grey Lynn facilities is not yet amongst the applicants this year.

4.3 Unitary Plan

The Board Chair, assisted by other members of the Board, led a Unitary Plan Public Workshop on making a submission on the proposed Unitary Plan at the local board offices on 29 January 2014. About 25 members of the Waitemata community attended, and the opportunity offered by the session appeared to be well received.

4.4 Local Board Agreement 2014/15

The draft 2014/15 Waitemata Local board Agreement is now out for statutory consultation. Submissions on this Agreement as part of the draft Annual Plan 2014/2015 close at 4pm on Monday 24 February 2014. Feedback on any part of the draft Annual Plan 2014/2015 can be made via the submission form.

The draft Waitematā Local Board Agreement aims to maintain the momentum of the past three years while delivering great projects and services for our local communities.

We will be working within the following priority areas.

· A distinctive, high-quality built environment that embraces its heritage and adheres to principles of good urban design.

· Connected, healthy transport options that are people-focused, and provide the best outcomes for our communities and natural environments.

· Strong, vibrant, engaged communities that address the varying needs of community members, and celebrate and showcase our area’s diversity.

· Places for people, such as parks and community facilities, which are well-maintained and can adapt to meet the changing needs of our population.

· An innovative economic hub that supports a sustainable, resilient and efficient economy. We will work with local businesses and business associations, and support social enterprise and an eco-economy.

· Respecting and enhancing natural environments as part of our contribution towards making Auckland an eco-city.

Areas of consultation

Proposed budget changes

We have proposed the following changes to the 2014/2015 budget:

· increasing the operating expenditure budgets for local improvement projects. We will achieve this by reducing the fruit tree planting budget, as additional planting sites have not been identified

· creating new project budgets to support playground upgrades

· using discretionary funds to create a development plan for Western Park.

Proposed key advocacy areas

We will advocate local issues to the governing body, including:

· prioritising the creation of a Waitematā local area plan with significant community input. Local area plans are guided by the Auckland Plan and local aspirations and provide a 30-year vision for development projects and infrastructure needs, for example, the size and function of town centres, transport routes, heritage improvements and recognition, landmarks, and natural features including open space

· re-prioritising the transport budget to active (walking and cycling) transport

· directing Auckland Transport to incorporate the Congestion Free Network into the Integrated Transport Plan

· securing a regional greenways budget in the transport budget

· ensuring that Q Theatre is funded as a sustainable arts facility recognising its value to the Auckland arts community

· ensuring the restoration and protection of the St James Theatre.

2014/2015 key initiatives:

· completing the redevelopment of Pioneer Women’s Hall

· upgrading Myers Park

· establishing a resource recovery centre to help reduce waste and re-use objects

· constructing the coastal walkway from Meola Reef to Hobson Bay

· engaging with and delivering projects for young people

· completing the Ponsonby Road Masterplan

· continuing our commitment to becoming an accessible area

· providing grants and support for community, arts and sporting groups, and local events

· celebrating our heritage with a project that involves marking the city’s original coastline.

4.5 Local Board Plan 2014-17

The Board is working on our next three-year local board plan. The Local Board Plan will reflect the aspirations of our community and set our strategic direction for the next three years. So that the plan reflects the needs and aspirations of our community, we want to know what’s important, what services people think we should provide and what projects we should focus on. This feedback is due by 31 March 2014.

The Board has the following proposed objectives (which are called priorities under the existing Local Board Plan):

A distinctive, high-quality built environment that embraces our heritage

We will protect and promote our heritage and character, and help to create an urban environment that is sustainable and adheres to the principles of good urban design. We support planning for growth, and housing that provides choice and is affordable

Connected, healthy transport choices

We will advocate for pedestrian and cycling safety, quality street design, effective parking management and for public transport that is easy to access, frequent, rapid, affordable, comfortable and integrated. We are investing in greenways, upgraded streetscapes, bike parking and way-finding.

An innovative economic hub

We are committed to a local economic development plan for the city fringe, delivered with the support of our business associations, and a people-focused city centre connected to the waterfront. We support social enterprise, the learning quarter, centres of innovation and the development of an eco-economy.

Respecting and enhancing the natural environment

We are committed to the establishment of a community-led resource recovery centre, on-going ecological restoration and a localised plan to cut carbon emissions. We support community gardens, storm water upgrades and providing water fountains in our parks.

Quality places created for people to use and enjoy

We will enhance our public places, parks and community facilities, to meet the changing needs of our population. We are committed to the redevelopment of Myers Park, Symonds Street cemetery restoration, Weona-Westmere coastal walkway and the upgrade of Pioneer Womens’ Hall

Strong communities that are inclusive, vibrant and engaged

We are committed to being an accessible Board area and meeting the needs of our diverse communities. We support community, arts, sporting groups and local events through grants and partnerships. We are committed to working with ManaWhenua, community engagement and supporting initiatives that contribute to community well- being.

We are hosting three public meetings:

o 10am, Saturday 15 February, Pioneer Women’s Hall, Freyburg Square, corner High Street and Freyburg Place, Central Auckland

o 5.30pm, Thursday 20 February, Jubilee Hall, 545 Parnell Road, Parnell

o 1.30pm, Saturday 1 March, Garden Room, Grey Lynn Community Centre, 510 Richmond Road, Grey Lynn

Alternatively people can fill in a feedback form - these can be picked up and dropped off at the Waitemata Local Board office, fill in an online feedback form: www.aucklandcouncil.govt.nz/haveyoursay

Or drop us a line on our email:waitematalocalboard@aucklandcouncil.govt.nz

Or on our Facebook page:www.facebook.com/waitemata

Our current Local Board Plan is available from the Local Board office or online at www.aucklandcouncil.govt.nz/waitemata

The board will then consider all feedback as we develop our local board plan. The draft local board plan will be open for formal consultation in June 2014.

The final plan is to be adopted by 31 October 2014.

5 Project Updates

5.1 Waitemata Greenways Plan

This Plan, approved by the Board in July 2013 was published online and in hard copy at the Local Board Office in December 2013. The Board awaits a draft action plan report from officers to progress this project.

5.2 Pioneer Womens/ Ellen Melville Hall Upgrade

This project has progressed through review and business case to a decision report on options for the future community use of the budgeted $2.8m upgrade hall project on this month’s agenda.

6 Portfolio Updates

Arts, Culture & Events

6.1 Events

Events sub-Portfolio met on 4^th December 2013.

6.1.1 Events Consultation

The Waitemata Local Board based events that Council Events or ATEED have consulted the local board on, for events occurring from December 2013 on are attached and marked as Attachment A.

6.1.2 Board supported Events

The following Board supported or delivered events have taken place:

· Carols by Candlelight in Western Park, 8 December 2013. This event took place in fine weather to a small but enthusiastic crowd pre-Christmas. It has some formatting issues and will be the subject of review this year. The question is whether the large Christmas in the Park in the Auckland Domain may meet our local board area’s needs for a Christmas event.

Western Park Carols by Candlelight

· Movies in Parks, Grey Lynn Park, 25 January 2014. ‘Eagle vs Shark’. This event took place in fine weather. Audience numbers and ongoing demand for this event will be the subject of review this year. With the very successful Waterfront Auckland Silo Park evening free films events available over summer, the need for a further one-off event may not be there.

6.2 Arts & Culture

Arts & Culture sub-Portfolio met on 5^th December 2013 and 30 January 2014.

6.2.1 ArtStation Refurbishment

Tour of ArtStation

The Board-funded refurbishment of ArtStation, the building and the relaunch of ArtStation as a more flexible creative precinct space has been completed, and opened for classes this week. The galleries have been moved to the ground floor, creating four new gallery spaces, and ArtStation now has studio spaces for hire, to establish a community of creatives-in-residence. The place is looking really good, and as a precinct, we hope it will be well received by artists, designers, writers, makers, sculptors, ceramists, object makers, fused glass artists, and other creative people.

6.3 Parks & Open Spaces

Parks & Open Space Portfolio met on 19^th December 2013 and 30 January 2014.

6.3.1 Weona-Westmere Coastal Walkway

This project received resource consent for the walkway to proceed on 27 September 2013. Two appeals were subsequently lodged, and officers have since met with both applications. A mediation hearing was held on 5 February 2014 to attempt to resolve the appellants concerns. I may be able to update the meeting, if any outcome was reached.

6.3.2 Myers Park Upgrade

Stage 1 of the Myers Park upgrade, including the new playground, and entranceway upgrades, is presently in procurement for construction to commence this financial year. Safety concerns have been raised following the commissioning of a formal report on the siting and shading of the proposed splashpad, and it has been agreed with the portfolio holders to place this aspect of the project on hold, pending further work on options to address the CPTED and project leaders’ concerns.

6.4 CBD Advisory Board

The CBD Advisory Board last met on Wednesday, 27 November 2013.

7 In the Press Update

Some of the activities from the last meeting of local Board activities were as follows:

7.1 Media Releases

There were no media releases in this period.

· Auckland City Harbour News, 22 January 2014. Movies in Parks, Board ‘Eagle vs Shark 25 January 2014 movie advertisement.

7.2 Community Leadership

· Ponsonby News, February edition – “Chair’s Waitemata Local Board Report”. Chair, Board, monthly report.

Copies are attached and marked as Attachment B.

· The Hobson, January/February edition – ““Planning Ahead”, Chair’s monthly report.

Copies are attached and marked as Attachment C.

· Auckland City Harbour News, 18 December 2013 – ““Shakeup at arts venue sad for creative ‘family’. ArtStation changes feature, Board responsibility reference.

· Auckland City Harbour News, 20 December 2013 – “Park damage offside: Foodie show aftermath a nightmare for sports clubs. A Taste of Auckland Victoria Park feature. Board Chair quotes. “Victoria Park is a much-loved and used park by many users and its use for major events needs to be weighed against these competing needs. Taste has made it [the event] a higher hurdle than before.”

· Auckland City Harbour News, 13 December 2013, front page – “Where are we moving to?: Spring St pensioners ask Housing New Zealand. Spring St feature, Board position reference, Board Chair quote. “Waitemata Local Board chairman Shale Chambers says the first priority should be the residents but, in principal, the board supports the need for housing intensification in Auckland.”

· Weekend Herald, 24 January 2014 – “Sculpture of state house in Viaduct could cost up to $2m”. Waterfront Auckland’s Queens Wharf public art feature, Board Chair quote. “Waitemata Local Board chairman Shale Chambers said he had a heads-up on the project last month from the arts team. "I was appalled at the proposal, which is a large-footprint, reduced-scale state house, with a chandelier within."

· NZ Herald, 31 January 2014, Brian Rudman opinion piece – “Shining a light on waterfront gem”. Board Chair quote above repeated.

7.2 Planning

· The Hobson, January 2014 – “Turning TEAL into green; a small coastal strip could become a well used park, says the Parnell Community Committee”. A Teal Park feature, Board Chair quotes.

· Auckland City Harbour News, 31 January 2014, front page – “Battle for suburb’s future; 254 Ponsonby Rd: Public divided over design concepts”. Board project reference, Board Deputy Chair quotes. “Ms Coom says the board is very keen to see some sort of civic space, but there are pros and cons to each of the options”.

7.3 Parks & Open Spaces

· Auckland City Harbour News, 13 December 2013, front page – “Parking shortage bites”. Freemans Bay parking concerns feature. Board advocacy reference.

· Auckland City Harbour News, 20 December 2013 – “New report looks at ways to manage disappearing pine forest”. Western Springs pine forest feature. Board actions reference. Board Chair quotes. “The process of accelerating failures is being managed on a sustainable basis to limit the impact of [on] the rejuvenating undergrowth”

· Auckland City Harbour News, 24 January 2014 – “Park needs attention”. Grey Lynn Park’s future feature. Board report reference, Board Chair report status quote.

8 Meetings/Events

In addition to responsibilities in constituency work and community engagement, and any matters noted above, I have undertaken the following Portfolio or Board Chair responsibilities:

8.1 Community & Civic Leadership

Attended:

· Meeting with Newmarket Community Association, Jubilee Hall, 3 December 2013

· Lead Citizenship Ceremony, Great Hall, Town Hall, 3 December 2013

· Morning Tea at Holy Trinity, Parnell, 4 December 2013

· Meeting with Newmarket Business Association, 5 December 2013

· Meeting with Mayor Len Brown, Town Hall, 5 December 2013

· The Hobson Christmas Drinks, Shanghai Lil's, Parnell, 5 December 2013

Beating the Bounds at journey’s end, Pt Resolution bridge

· Beating the Bounds - a walk of the Waitemata Local Board boundary from Meola Reef to Pt Resolution, 7 December 2013

· Unitary Plan Committee Workshop, Town Hall, 10 December 2013

· Waitemata Local Board meeting, 35 Graham St, 10 December 2013

· Friends of Symonds Street Cemetery forming incorporated society, 35 Graham St, 11 December 2013

· NZ Contemporary Art Trust Christmas Drinks, OREXART, Arch Hill, 12 December 2013

· Preparatory meeting for Local Board Funding Policy PWP meeting, Civic Building, 13 December 2013

· Central Facility Partnership Committee Workshop & Meeting, Civic Building, 16 December 2013

· Meeting of Board Chairs with incoming CEO, Stephen Town, Civic Building, 18 December 2013

· Meeting with Board Chairs with the Mayor (after EY report), Town Hall, 18 December 2013

· Governing Body Meeting (Chair scheduled to speak to SkyPath, Deputy Pippa Coom spoke in the end due to time overrun), Town Hall, 19 December 2013

· Presenter at Advent Service of Nine Lessons and Carols at Holy Trinity Cathedral, Parnell (Chair Read the 2nd lesson), Auckland Cathedral of the Holy Trinity, 22 December 2013

· Unitary Plan workshop discussion, 24 January 2014

· Discuss Local Board Plan Process, 24 January 2014

· Meeting with Iwi re Point Resolution Masterplan, 28 January 2014

· Chair, Waitemata Local Board Public Workshop: Making Submissions on the Proposed Auckland Unitary Plan, 35 Graham St, 29 January 2014

· Monthly Meeting, Friends of Symonds St Cemetery, 35 Graham St, 29 January 2014.

· Hotel DeBrett's 5th Birthday, Hotel DeBrett, High St, 30 January 2014

8.2 Board Leadership

Attended:

· Weekly update with Relationship Manager, 2 December 2013

· Waitemata Local Board Grants Workshop, 2 December 2013

· Waitemata Local Board Workshop: Coastal Walkway Project, Draft Signage Strategy for Myers Park, Bruce Wilkinson Clock Collection, Unitary Plan, 2 December 2013

· Planning portfolio meeting, 4 December 2013

· Events Portfolio Meeting, 4 December 2013

· Meeting with Ken Clive : Waitemata LB inputs into wider Waterview project, 4 December 2013

· Meeting to discuss K'Road and Newton Precinct Plans, 4 December 2013

· Meeting to review Ponsonby Rd Masterplan Feedback, 4 December 2013

· Arts and Culture Portfolio Meeting, 5 December 2013

· Meeting with City Transformation team, 5 December 2013

· Introductory ATEED meeting, 6 December 2013

· Ponsonby Road Master Plan working group meeting: Public Feedback Report Back, 9 December 2013

· Weekly update with Relationship Manager, 9 December 2013

· Pioneer Womens Hall needs assessment, 10 December 2013

· Follow up meeting with Bill Reid on Albert Park Tunnels, 11 December 2013

· Briefing of on SkyPath progress with Brett O’Riley, CE ATEED and Marguerite Pearson – Transport Strategy, 11 December 2013

· Grey Lynn park community facilities needs assessment (early findings), 11 December 2013

· Waitemata Local Board Workshop: Seddon carpark/Motat precinct, Public Art Programme update, Harbour Edge Development Programme, Auckland Transport: Great North Road Corridor Management Plan & engagement matrix, 12 December 2013

· Victoria Park site visit : implications and longer term effects of large events on Victoria Park, 12 December 2013

· Waitemata Local Board Workshop: Sport and Recreation, Pioneer Women's Hall, Victoria Park event guideline, Local Board Plan, 17 December 2013

· Weekly update with Relationship Manager, 17 December 2013

· Follow up meeting to discuss K Road and Newton Precinct Plans, 18 December 2013

· Waitemata Local Board & Local Board Services staff Christmas get-together, Sale Street, Freemans Bay, 18 December 2013

· Sport & Rec portfolio meeting – introductory session, 18 December 2013

· Parks portfolio meeting (Costley Reserve/playground design), 19 December 2013

· Draft Waitemata Local Board Transport Engagement Plan, 20 January 2014

· Meeting to discuss Artstation, 20 January 2014

· Sport & Rec portfolio meeting to discuss the young people’s survey report findings, 21 January 2014

Arch Hill Brew Fundraising Launch

· Waitemata Local Board Tour, 23 January 2014

· Waitemata Local Board Workshop: Local Board Plan, Localised Carbon Reduction Plan, Hostels and Boarding Houses Bylaw, 28 January 2014

· Weekly update with Relationship Manager, 28 January 2014

· Monthly Transport Portfolio Meeting, 29 January 2014

· Arts and Culture Monthly Portfolio Meeting, 30 January 2014

· Meeting with Rob Elliot from Lemon Grass Productions to discuss Victoria Park & Taste, 30 January 2014

· K Rd and Newton Precinct Plans, 30 January 2014

· Community Development Portfolio informal meeting, 30 January 2014

· Pt Resolution Masterplan Briefing, 30 January 2014

· Myers Park splash pad briefing, 30 January 2014

8.3 Events

Attended:

· Annette Isbey Book Launch, Auckland Central Library, 4 December 2013

· Waitemata Local Board presents: Western Park Carols by Candlelight, 8 December 2013

· A Basement Christmas Carol, Basement Theatre, 20 December 2013

· 2014 ASB Classic, Tennis Auckland, ASB Tennis Centre, 2 January 2014

Basement 5^th Birthday Party

· Basement - Special Preview 5th Birthday Party, Basement Theatre, 1 February 2014

8.4 City Centre Economic Development

(Heart of the City & CBD Advisory Board)

Attended:

· HOTC Board Committee meeting, 26 Lorne St, 11 December 2013

· HOTC Board Dinner, Mandarin & Dumpling Bar, Fort Lane, 11 December 2013

9 Local Board Services

We farewelled this week Eman Nasser, our Local Board Advisor of the last year to parental leave, and Maggie Noble, our Democracy Advisor of the last few months. Thank you both, and we wish you all the best.

Attachments

No.	Title	Page
a View	Local Board Events consulted on from December 2013	131
b View	Ponsonby News, "Chair's Waitemata Local board Report" - February 2014	135
c View	The Hobson, Chair's January/February Local Board column	137

Signatories

Authors

Shale Chambers, Chair, Waitemata Local Board

Waitematā Local Board

11 February 2014

Events the Waitemata Local Board has been consulted on during:

December 2013

1	Farmers Santa Parade (RAIN DATE)	Western Park, Ponsonby	Pam Glaser – Crackerjack Promotions	ATEED David
8	Western Park Carols by Candlelight	Queen St, Albert St, Customs St and CBD	JLP Presents	AC, Tess Alexander-Ward
14	Coca-Cola Christmas in the Park	Auckland Domain	Alan Smyth – Special Events	ATEED Jacqueline Ahmu
15	Coca-Cola Christmas in the Park, (RAIN DATE)	Auckland Domain	Alan Smyth – Special Events	ATEED Jacqueline Ahmu
21	Bass in the Park - CANCELLED	Western Springs Park - Lakeside (Wai Orea)	Darryl Jones	AC, Tess Alexander-Ward
30 Dec – 4 Jan	ASB Classic	Auckland Tennis Centre, Tennis Lane	Karl Budge, Tennis Auckland	ATEED Charlotte

January 2014

6-11	Heineken Open	Auckland Tennis Centre, Tennis Lane	Karl Budge, Tennis Auckland	ATEED Charlotte
17	Big Day Out	Western Springs Park - Lakeside (Wai Orea)	B.D.O Presents Pty Ltd - Etienne Marais	AC, Tess Alexander-Ward
19	Ironman 70.3 Auckland	Auckland City	Ironman New Zealand Limited, Janette Blyth	ATEED Charlotte
25	Movies in Parks (Grey Lynn Park) – Waitemata Local Board	Grey Lynn Park	Eleanor Cooley	AC, Tess Alexander-Ward
27	Auckland Anniversary Day Regatta - Dragon Boating	Viaduct Harbour & Waitemata Plaza	Auckland Dragon Boat Association Inc	AC, Keith Williams
27	St Jerome’s Laneway Festival	Silo 7, Silo 6, Site 12 East, Silo Park, Jellicoe Street car park, Jellicoe Street (between Daldy Street and the water by the Super Yacht berths).	Manolo Echave, St Jerome’s Laneway NZ Limited	ATEED Charlotte
29	St Jerome’s Laneway Festival – Lorde Show	Silo 7, Silo 6, Site 12 East, Silo Park, Jellicoe Street car park, Jellicoe Street (between Daldy Street and the water by the Super Yacht berths).	Manolo Echave, St Jerome’s Laneway NZ Limited	ATEED Charlotte

February 2014

3	ACG Parnell College Picnic	Auckland Domain Band Rotunda	ACG Parnell College	AC, Tess Alexander-Ward
8	Ciclovia on Quay	Quay Street (Lower Hobson Street to Gore Street), Queens Wharf, Eastern Viaduct, Te Wero, Karanga Plaza, North Wharf, Silo Park	Grant Martin Auckland Council Event Delivery	AC, Tess Alexander-Ward
14	NRL Auckland Nines Official Team Welcome	Aotea Square	ATEED	ATEED Jacqueline Ahmu
14	PwC Sports Day	Auckland Domain, Sportsfields (7, 8, &10)	PwC	AC, Tess Alexander-Ward
15	Eminem Concert	Western Springs Stadium/Outer	Mark Gosling - RFA	ATEED Jacqueline Ahmu
22	Auckland Pride Parade	Ponsonby Road	The Auckland Pride Festival Trust	ATEED Jacqueline Ahmu

March 2014

8	95bFM Summer Series	Albert Park (Horotiu), Albert Park Band Rotunda, Princes St (CBD)	Sarin Moddle	AC, Tess Alexander-Ward
8	Markets in Station Square	Newmarket Station Square	Newmarket Business Association	AC, Tess Alexander-Ward
15	Diner en Blanc	Gateway Plaza (Karanga Plaza)	Campbell & Co	AC, Renee Menehira

April 2014

5-6

Barfoot & Thompson World Triathlon Series

In and around the CBD

Upsolut Sports Oceania – Dave Beeche

ATEED Charlotte

UNITEC Graduation Procession

Albert Park (Horotiu), Princes Street (CBD), Bowen Avenue, Victoria Street East, Queen Street (CBD)

N Crowe

AC, Renee Menehira

Markets in Station Square

Newmarket Station Square

Newmarket Business Association

AC, Tess Alexander-Ward

May 2014

Markets in Station Square

Newmarket Station Square

Newmarket Business Association

AC, Tess Alexander-Ward

Waitematā Local Board

11 February 2014

Report Name: Board member monthly report – Pippa Coom

Covering activities from 1 December 2013 – 31 January 2014

This is my first Board report for 2014. At the December meeting of the Waitemata Local Board confirmed Board member portfolios and positions. This term I am the following:

· Transport and Community portfolio lead

· Chair, Grants Committee

· Member of the Isthmus Local Board Joint Funding Committee

· Positions: Ponsonby Business Association, Newmarket Business Association (alternate), Ponsonby Community Centre representative, Parnell Trust Liaison

Getting to better know the Waitemata Local Board area

Beating the Bounds

We started the new term by teaming up with Walk Auckland to “Beat the Bounds” of the Waitemata Local Board area. We walked our boundary from Meola Reef to Pt Resolution. It was an excellent opportunity to get to know our Board area and to ensure no encroachments from our neighbours on the Albert-Eden and Orakei Local Boards.

A highlight for me was walking the boundary along Newmarket stream and into Newmarket Park for the first time. Access from Middleton Road has been blocked due to slips. I think there is huge potential to better link Newmarket Park with Ayr reserve and Thomas Bloodworth Park. As we discovered the Shore Road roundabout presents a formidable barrier and is unsafe for crossing pedestrians (the Transport portfolio has logged this issue with Auckland Transport).

Local Board Tour

In January our appreciation of our Board area continued with a tour organised by our local board services team. We spent the day visiting our key projects from Weona walkway in the west over to the Pt Resolution headland in the east including Art Station (under refurbishment), Pioneer Women’s Hall, Freemans Bay Community Hall, and Symonds St Cemetery. We also had an unscheduled stop to pick up an order of Arch Hill War Chest larger from the Grovner brewery.

The Tour really highlighted just how many projects we have underway and what a fantastic board area we are fortunate to represent.

Portfolio reports: Transport

Cycle safety

Tragically the year started with a cycling fatality in our local board area on the corner of Parnell Rise and the Strand. It highlighted the desperate need for safe, separated cycling infrastructure on our busy roads. Unfortunately it also unleashed ill-informed, heartless, victim bashing and the resurrection of myths like cyclists do not pay for the roads therefore shouldn’t ride on them.

I raised concerns with Auckland Transport regarding their communications following the crash which wrongly attempted to put the focus on so called red light running rather than the positive steps AT is taking to improve cycling infrastructure in Auckland. Fortunately the NZ Herald did run a very good series on cycling safety following the crash. (See What my mum knows about cycling attached).

Greys Ave bus parking proposal

At the end of last year we responded to Auckland Transport’s proposal to install bus parking outside 95- 113 Greys Ave with the following feedback.

The Waitemata Local Board supports the work underway to upgrade Auckland bus services and the move to a new network with frequent bus services. The provision of quality public transport as part of an integrated transport system is a Board priority. We appreciate that additional buses in the city centre require layover locations and it will be necessary to re-allocate road space for buses.

However we have met concerned residents on Greys Ave and have considered their reasons for objecting to the proposal.

Greys Ave is one of the few residential streets in the City Centre with apartments at ground floor level. We agree with the residents that Greys Ave is not a suitable location for a bus layover location (for a variety of factors) and object to the proposal to install bus parking.

We ask that AT consider alternative locations and road space suitable for bus parking (which might require the re-prioritisation of a general traffic lane). Our feedback, made under delegated authority, will also be included in the Board’s February meeting agenda for endorsement by the Board.

Sky path

In December the governing body voted to progress the Auckland Harbour Bridge pathway to move towards signing a memorandum of understanding with the Sky path Trust. I spoke in support of the project on behalf of the Board (see Attachment A).

I attended the meeting on 29 January hosted by the Council’s Sky path champion Brett O’Reilly (ATEED, CEO) with local residents groups and the Westhaven Marina Users Association to discuss the patronage review results.

Way finding

One of Local Board initiatives is way finding for pedestrians and cyclists. A surprising number of access ways in our area have no signage.

It is good to see a walkway sign been installed by Auckland Transport at our request on Ponsonby Road (indicating the walkway through to Arthur Street). We have requested AT investigate including the destination information on the standard walkway sign design

Monthly transport update

Monthly Transport catch ups were held with the Transport portfolio in December and January. Specific issues discussed include:

· Coxs Bay bus turnaround proposal

· Kingdom Street level crossing upgrade

· Signage on Walkways/ access ways – it is the Board’s preference that these include directional information

· Auckland Transport Code of Practice – currently under consultation until the end of March

· Richmond Road safety action plan – upgrades on Richmond Road currently underway on the intersection of Cockburn street

· Ponsonby Road safety improvements proposed for the Anglesey St intersection

Current issues are reported back monthly by AT on our public agenda including the details of the consultation undertaken with the Transport portfolio on behalf of the Board.

Community

Community Funding

The allocation of grants for the second round of Community Grant funding was made by the Waitemata Local Board’s December meeting (it wasn’t possible to hold a Grants Committee meeting for this round due to the committee not being established following the election). Grants totalled $16, 505.15 were approved.

The deadline for applications to the third round is 21 February 2014.

Freemans Bay Residents Association

Congratulations to the latest Residents Association to be formed in our area. It has been a pleasure assisting the residents who have enthusiastically taken on the task of promoting and protecting the citizens of Freemans Bay. I attended the Association’s well attended first public meeting in December and answered queries.

More information at www.freemansbay.org.nz

Other issues relevant to the Community portfolio

A range of meetings were attended during December and January relevant to the Community portfolio – these are listed below.

Other board activities

Local Board Agreement

Council’s consultation on the draft Annual Plan got underway on 23 January and continues until 24 February 2014. As part of the Annual Plan each local board agrees with Auckland Council’s governing body on the funding for local activities and the local service levels for the coming year.

The draft Local Board agreement and details of proposed projects and budget changes is available on the Annual plan website (http://www.annualplan.aucklandcouncil.govt.nz/your-local-board/) .

Unitary Plan

The Board hosted a workshop on 29 January to assist with making submissions on the Unitary Plan. I thought the workshop was useful for explaining the process and giving our community representatives the opportunity to raise issues and concerns.

Submissions can be made until the end of February

Workshops and meetings

In the period 1 December – 31 January I attended:

· Local Board grants workshop on 2 December

· Local Board workshop on 3 December

· Meeting with the Newmarket Community Association on 3 December

· Freemans Bay Residents Association public meeting on 3 December

· Meeting to discuss Transport consultations on 4 December

· Meeting with Ken Clive regarding SH16 widening project

· Review of the Ponsonby Road masterplan meeting on 4 December

· Site visit with Arch Hill residents to discuss safety and maintenance concerns on Waima Street

· Waterfront Forum on 5 December at Shed 10 - developing a new form of partnership

· Newmarket Business Association meet and greet at the Board office on 5 December

· Localised carbon reduction plan for Waitemata local board area discussion on draft and next steps

· Introductory ATEED meeting on 6 December

· Site visit with John Street resident on 6 December to discuss parking on the footpath

· Kids in the City (Project: Children Researching Children) presentation by 6 children (aged 10-12) on findings from research they conducted this year on various aspects of what it’s like for children living in /around the Auckland CBD. This pilot research was funded by Massey University and Auckland Council

· Ponsonby Road draft masterplan feedback – report to the Ponsonby Road masterplan working group at the Local Board office on 9 December

· Pioneer Women’s Hall needs assessment presentation on 10 December

· Waitemata Local Board monthly business meeting on 10 December 2013 at the Local Board office, Graham Street

· Meeting with the General Manager of the Ponsonby Business Association on 11 December

· Briefing of local board members on the Sky path project on 12 December

· Waitemata Local Board workshop on 12 December

· Workshop - Low Carbon Auckland: To seek feedback from Councillors and Local Board representatives on the proposed draft Auckland Energy Resilience and Low Carbon Action Plan (titled ‘Low Carbon Auckland’). Engagement with the incoming Councillors/ Local Board representatives was requested by Councillors and Local Board representatives who attended a workshop held on 19 June 2013 when an initial draft action plan was discussed.

· Meeting with Cheryll Martin, GM at Volunteering Auckland on 12 December

· Seminar on the second release of 2013 Census data held by RIMU on 13 December

· Community-led Placemaking Champions Group meeting on 13 December

· Waterfront Auckland workshop for Local Board members and Councillors on the development plans Wynyard Central

· Waitemata Local Board workshop on 17 December

· Attended the Governing Body meeting on 19 December 2013 and spoke in support of Skypath.

· Update on Costley Reserve playground upgrade/concept plan and Playground Design and consultation for the play space renewals projects programmed for 2013/2014

· Transport catch up on 14 January

· Meeting to discuss the draft Waitemata Local Board Transport Engagement Plan on 20 January

· Meeting to discuss Art Station

· Site meeting with a mosaic artist to discuss a mural in the Grey Lynn toilets

· Waitemata Local Board tour on 23 January

· Unitary Plan workshop discussion on 24 January

· Meeting to discuss Local Board Plan timetable

· Waitemata Local Board workshop on 28 January

· Ponsonby Community centre Board meeting on 28 January

· Monthly Transport portfolio meeting on 29 January

· Board hosted Public Workshop: Making Submissions on the Proposed Auckland Unitary Plan on 29 January

· SkyPath - meeting on 29 January with local residents groups to discuss the patronage review results

· Meeting to discuss community leases under consideration 30 January

· Workshop on the Local Government Act (LGA) Amendment Bill (no 3) and opportunity for Local Board input in to the council’s submission on 31 January

· Meeting to discuss Neighbours Day with the Community Development portfolio on 31 January

Events and functions

In the period 1 December 2013 – 31 January 2014 I attended:

· Opening of the Franklin Road Christmas lights on 1 December 2013

· Official party at the Citizenship Ceremony at the Town Hall on 3 December 2013

· Annette Isbey exhibition opening at the Central Library on 4 December

· Cycle Action Associates breakfast at the Auckland Art Gallery on 5 December

· Outlook for Someday Awards at the Aotea Centre on 6 December at the invitation of Connected Media (I am a trustee of Connected Media)

· Beating of the Bounds – walk of the Waitemata Local Board boundary from Meola Reef to Pt Resolution bridge on 7 December

· Carols by Candlelight at Western Park on Sunday 8 December delivered by the Board

· GLBA Christmas lunch on 10 December

· Auckland Conversations: New Zealand's Climate Change and Oceans - Professor Sir Peter Gluckman on 12 December

· Grey Lynn 2030 Christmas lunch and annual public meeting on 18 December

· Sugartree development Christmas function (at the invitation of Sugartree)

· Memorial gathering for the victim of the crash at the intersection of Parnell Rise and the Strand

· Big Day out at Western Springs on 17 January (two tickets provided by Regional Facilities)

· International Buskers Festival VIP Night Show at the invitation of Crackerjack Productions on 25 January

· On Anniversary Day I enjoyed checking out all the activities along the waterfront including the Ports of Auckland festival at Captain Cook Wharf, Seafood Festival at the Viaduct Events centre, Buskers International Festival and Laneways

· Auckland Conversations: Auckland's Economic Development - Greg Clark - Global Cities Advisor

Recommendation

a) That the report be received.

.Signatories

Author

Pippa Coom

Waitematā Local Board

11 February 2014

Christopher Dempsey, Board Report

Board Member Report for October, November, December 2013, and January 2014.

During this period, Summer Solstice occurred on December 21, and marks the point at which the earth, on its orbit around the sun, and on account of its tilt, the sun begins its descent towards Winter Solstice, the shortest day of the year. We take this time to savour the summer goodness and light.

September 2013

9^th Sea Change Launch, Auckland War Memorial Museum. Launch of a new initiative in the on-going efforts to protect and preserve our precious taonga, the Hauraki Gulf. See more here: http://www.seachange.org.nz/#&panel1-1

14^th Kiss The Fish, play, Q Theatre. Guest of Indian Ink Company, this was a very enjoyable play.

17^th Meeting, Ernst Davis lookout. Meeting with staff to discuss ways of enhancing this wonderful amenity on Anzac Ave. This site has quite an interesting history, and once it is enhanced, a board will be installed explaining the history.

19^th Parking Day – participation in annual Parking Day (http://parkingday.org/) to reclaim parking spots for alternative uses such as small gardens, or relaxation spots with chairs and tables. Despite the very windy day, great fun was had by Board Member Pippa Coom and myself.

Suffrage Memorial, Khartom Place. Participation in annual White Camellia Day along with Board Members Coom and Reade. Board Member Coom was notable for persuading the Mayor to agree to increased commitment to cycling in his next term of office.

Figure 1: Board Member Coom persuading Mayor Brown to commit to greater cycling infrastructure.

Beach Rd Cycle Path Consultation, AECOM building, Beach Rd. Attended public consultation of this excellent project. Although few attended this public consultation (a drop in session) I understand many responses were received via email/web.

22^nd Arch Hill Street Party. Attended this excellent neighbourhood fundraising event, under brilliant sunshine, alongside Board Members Coom, Reade, Moyle and Chambers.

25^th Cycle Action Auckland AGM.

26^th Alberon Park site meeting. Meeting with residents, Parnell Community Committee and officers regarding installation of the Alberon Anchor in the park.

Parnell Heritage AGM. Attended alongside Board Members Thomas, Moyle, and Coom.

27^th Opening of Auckland Heritage Festival, Queens Wharf. Great speech by Sir Bob Harvey, as always.

28^th Waipapa Stream clean-up, part of Auckland Heritage Festival. I joined an enthusiastic band of local residents and volunteers and spent around two hours picking up litter from in and around Waipapa Stream. Officers attended as well. Around half a skip was collected, including an old motorbike, a great result.

29^th Festival Italiano, Newmarket. Attended as a guest of Dante Alinghi, Auckland’s Italian Society. This was the first year that the Festival was in Newmarket after several years in Freemans Bay, and by all accounts, it was a success. I certainly enjoyed it along with thousands of others. I attended the opening with Board Members Reade, Thomas, Moyle, Coom and Chambers.

30^th Auckland Domain Masterplan Panel meeting.

Lifetimes of Change in Parnell & Newmarket, Heritage Festival presentation, Parnell Library.

October 13

3^rd Localised Carbon Emission Reduction Plan presentation by officers. Another step in progressing this important initiative. Board Members Coom and Reade attended.

Parnell Inc AGM. Parnell Business Association AGM at Jubilee Building.

6^th Parnell Waiters Race, Herd Park, Parnell. Annual Waiters Race. Excellent competition, and won by Non-Solo Pizza. Celebrity race was held between long time restaurateur and bon vivant Tony Astle of Antoines, and Kerre McIvor.

Figure 2: Kerre sipping bubbles and Tony racing her to the finish line.

8^th Bunnings Hearing. Attended for an hour or so to support the local community and Board Members Reade, Coom and Chambers.

11^th Paul Steely White breakfast, AECOM. Mr White is a cycle advocate from New York City, and he gave an excellent presentation on the ways in which NYC increased the cycling modal share of transport within Manhattan.

12^th Election Day. Re-elected. Notably I increased my ranking from last to fourth, while other candidates dropped ranking. Unfortunately this meant that Board Member Reade failed to get re-elected. I’m grateful to all those that participated in the elections, whether standing as candidates or by voting. I’m particularly grateful to the Parnell Community for their support.

13^th Fiesta in the Park. Attended this annual event at Western Park on a cool but sunny day.

14^th Grafton Residents Association monthly meeting.

15^th Parnell Trust AGM.

16^th Jonathan Grant Galleries, opening of Parnell Sculpture. Guest of Jonathan Grant Galleries at opening of their sculpture plinth on Parnell Rd.

Figure 3: Jonathan Grant unveiling 'Before the Byte' by Anah Dunsheath.

17-19^th Sustainable Cities Expo. Attended at various times to support this excellent annual event, and met with Board Member Coom who was providing support to the Transition Towns stall.

18^th Welcome meeting, Waitemata Local Board. Meeting of staff and newly elected Local Board Members including two new members, Board Members Deborah Yates and Vernon Tava.

21^st Launch of the Westhaven Marina Boardwalk works. Small low key ceremony. I attended along with Board Member Coom and my Chair, S. Chambers.

Figure 4: Board Members Coom and Chair Chambers and myself giving the thumbs up to the creation of the boardwalk.

22^nd Discussion of Ways of Working with new Local Board and staff.

23^rd Powhiri for newly elected Governing Body and Local Board members, Town Hall.

24^th Stepping Forward for Auckland Expo, at Aotea Centre. Excellent expo for elected representatives organised by Council Whanau that put on display the various departments and CCOs.

26^th Tall Ships opening ceremony, the Cloud. Attended this alongside Councillor Lee, and Board Members Tava and Coom.

29^th Parnell Community Committee AGM, Jubilee Building.

30^th Community Reference Group meeting with Ports of Auckland.

31^st Stormwater conference, Rendezvous Hotel. I attended this one day annual conference organised by Watercare. Interesting range of speakers, and perspectives on water in general. Dame Anne Salmond expressed strong support for daylighting Waipapa Stream.

Puketepapa Local Board swearing in at Fickling Centre.

November 13

1^st Finance and Local Board Agreement workshop for Local Board members.

Parnell walkabout with Public Art and Parnell Inc to examine locations for public art in Parnell mainstreet.

2^nd Civic Trust AGM, Campbell Free Kindergarten.

4^th Swearing in ceremony for Waitemata Local Board, Town Hall.

5^th Auckland Conversations: Biophilia - Reconnecting with our Sense of Place (Living Futures NZ). Great presentation on how biophilia can assist in connecting us more with our surroundings.

6^th Kids in the City, research presentation. Fascinating presentation of research on how children perceive the city. Attended with Local Board members Yates and Coom.

Albert Eden Local Board Swearing In, Raye Freedman Centre, Epsom Girls Grammar.

7^th Ciclovia Brainstorm with officers and Local Board Member Coom. Presentation of Ciclovia event to be held in February 2014.

Art in the Dark launch, ASB Trust House, Ponsonby Rd. Despite a cold and wet evening, a large crowd attended the opening. Board Members Tava, Yates, Coom and Chambers attended.

15^th Taste Auckland. Attended as a guest of Taste Auckland. Large crowd, and excellent range of stalls.

16-17^th Parnell Festival of Roses. I opened the Festival on behalf of my Chair, S. Chambers, and volunteered at the Zero Waste stands alongside Board Member Tava. I also participated in helping with the blind and low vision tour of the Rose Gardens. This festival was notable for being the first event that had Accessible features; a tour for blind and low vision citizens, NZSign Language interpreting for Deaf, and an audit for wheelchair accessibility. I was pleased to introduce the opening speech with a NZSL introduction.

Figure 5: Introducing Board Member Tava. The gentleman on the left is the NZSL interpreter.

18^th Dr Wendy Sarkissian - Community engagement to enable residential design outcomes, presentation, Aotea Centre. This was a very interesting presentation of research into the link between community engagement and residential design. The greater the genuine engagement, the more successful the design outcome. I attended alongside Board Member Yates and Coom.

19^thProposed Auckland Unitary Plan - Local Board and Elected Member Briefing, Aotea Centre. Half day presentation by officers on the Proposed Auckland Unitary Plan.

20^th Arts Access Aoteaora presentation on Deaf / deaf and the Arts. Arts Access Aotearoa exists to advocate for people in New Zealand who experience barriers to participation in the arts, as both creators and audience members. This was a great session and I look forward to the ways in which AAA can break barriers for Deaf and deaf citizens.

21^st Turning on Parnell Inc’s Christmas Tree, Herd Park. Cool weather, good sized enthusiastic crowd applauded the switching on of the Christmas Tree in Herd Park.

26^th Parnell Inc meeting.

27^th Advancing Auckland's Governance (2nd session), Mt Albert War Memorial Hall. Follow up session organised by staff from the Expo. Excellent session from which I gained much.

Q Theatre – Take a Bow. Cocktail function to thank supporters of Q Theatre.

28^th Rainbow Door, end of year meeting.

December 13

1^st Hannukah Celebration, Albert Park. Jewish Festival of Lights celebration. A large crowd attended, and Deputy Mayor Penny Hulse opened the festival.

Figure 6: Deputy Mayor Penny Hulse opening Hannukah.

Opening of Franklin Rd lights. Informal gathering to celebrate opening of the annual Franklin Rd lights. Board Members Yates, Moyle, Coom and Chambers in attendance.

4^th Jarett Walker presentation, Fisher Building, Waterloo Crescent. Presentation by Jarett Walker, public transport analyst. He made the point that public transport needs to be designed to offer freedom and opportunity to all users. This presentation was well attended by many in Auckland who are deeply interested in Public Transport.

5^th Localised carbon reduction plan for Waitemata Local Board area, presentation by officers. Another step in this important strategy for the Board.

7^th Beating the Bounds Walk. This is a thrice yearly walk based on an old Anglo Saxon tradition where the boundaries of a parish were ‘beaten’ on a walk. This was a very enjoyable walk alongside members of the public and representatives from Walk Auckland and Civic Trust. We walked from Meola Reef to Taurarua / Pt Resolution.

Figure 7: Board members at Remuera Rd, on our side of the boundary with Orakei Local Board.

16^th On-site meeting, Te Reo seat, Lorne Street. Meeting with officers from Council and Auckland Transport to discuss the future of the Te Reo seat which was badly damaged by irresponsible drivers. Auckland Transport will come back with options for relocation of the seat, and ways to make Lorne street less ’linear’, by use of installed objects to slow traffic down.

SOLSTICE / CHRISTMAS BREAK

January 14

28^th Parnell Inc meeting.

Overall, a busy few months. Prior to elections, meetings were held constantly as staff worked to ‘clear the decks’ before the new triennium began. Post election the focus was on ensuring those elected had a good oversight of the Council whanau and the functions of the Board.

I returned the briefcase that was given to me as a newly elected Member by Auckland Council. It was unsuitable for use on a bike, which is my main form of transportation within the city. I instead purchased (at my expense) an Arkel briefcase, which is a briefcase that is also a pannier. This means I can carry the briefcase on my rack, then unhook it from the rack and using the inbuilt shoulder strap use the briefcase as a briefcase. The photo below shows the Council supplied briefcase on the left, and my Arkel briefcase on the right.

Figure 8: On the left, the Council supplied briefcase, on the right, the Arkel pannier-briefcase.

Christopher Dempsey.

[1] This total represents the full cost to ratepayers when the loss of current commercial revenues is taken into account

[2] This total represents the full cost to ratepayers when the loss of current commercial revenues is taken into account

Chairperson	Shale Chambers
Deputy Chairperson	Pippa Coom
Members	Christopher Dempsey
	Greg Moyle
	Vernon Tava
	Rob Thomas
	Deborah Yates

Authors	Maggie Noble - Democracy Advisor - Waitemata
Authorisers	Judith Webster - Relationship Manager

Authors	Marion Davies - Senior Adviser - Waitemata
Authorisers	Judith Webster - Relationship Manager

Authors	Elaine Stephenson - Democracy Advisor
Authorisers	Judith Webster - Relationship Manager