I hereby give notice that an ordinary meeting of the Kaipātiki Local Board will be held on:
Date: Time: Meeting Room: Venue:
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Wednesday, 13 May 2015 9.00am Kaipātiki
Local Board Office |
Kaipātiki Local Board
OPEN AGENDA
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MEMBERSHIP
Chairperson |
Kay McIntyre, QSM |
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Deputy Chairperson |
Ann Hartley, JP |
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Members |
Dr Grant Gillon |
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John Gillon |
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Danielle Grant |
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Richard Hills |
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Lorene Pigg |
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Lindsay Waugh |
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(Quorum 4 members)
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Blair Doherty Kaipātiki Local Board Democracy Advisor
6 May 2015
Contact Telephone: (09) 484 8856 Email: Blair.Doherty@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz
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Kaipātiki Local Board area
Kaipātiki Local Board
Members
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Kay McIntyre QSM Chairperson Ph 09 484 8383 DDI 09 484 8987 Mobile 021 287 8844 kay.mcintyre@aucklandcouncil.govt.nz
Portfolios: · Finance – lead · Planning, policy and governance – lead · Built environment, streetscapes and urban design – alternate |
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Ann Hartley JP Deputy Chairperson Mob 027 490 6909 Office 09 484 8383 Home 09 483 7572 ann.hartley@aucklandcouncil.govt.nz
Portfolios: · Community Development and Facilities – lead · Sport, recreation services and parks (active) – lead · Parks, reserves and playgrounds (passive) – alternate · Planning, policy and governance – alternate · Regulatory, bylaws and compliance – alternate
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Danielle Grant Local Board Member Mob 021 835 724 Office 09 484 8383 Home 09 442 1271 danielle.grant@aucklandcouncil.govt.nz
Portfolios: · Arts, culture and events services – lead · Economic development – lead · Natural environment – alternate
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Grant Gillon MPP, PhD Local Board Member Mob 027 476 4679 Office 09 484 8383 grant.gillon@aucklandcouncil.govt.nz
Portfolios: · Natural environment – lead · Regulatory, bylaws and compliance – lead · Libraries – alternate |
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John Gillon Local Board Member Mob 021 286 2288 Office 09 484 8383 Home 09 443 1683 john.gillon@aucklandcouncil.govt.nz
Portfolios: · Libraries – lead · Parks, reserves and playgrounds (passive) – lead · Civil defence and emergency management – alternate |
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Lindsay Waugh Local Board Member Mob 021 287 1155 Office 09 484 8383 Home 09 418 1620 lindsay.waugh@aucklandcouncil.govt.nz
Portfolios: · Built environment, streetscapes and urban design – lead · Arts, culture and events services – alternate · Transport and infrastructure – alternate
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Lorene Pigg Local Board Member Mob 021 839 375 Office 09 484 8383 lorene.pigg@aucklandcouncil.govt.nz
Portfolios: · Civil defence and emergency management – lead · Finance – alternate · Sport, recreation services and parks (active) – alternate
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Richard Hills Local Board Member Mob 021 286 4411 Office 09 484 8383 richard.hills@aucklandcouncil.govt.nz
Portfolios: · Transport and infrastructure – lead · Community Development and Facilities – alternate · Economic development – alternate |
Kaipātiki Local Board 13 May 2015 |
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1 Welcome 7
2 Apologies 7
3 Declaration of Interest 7
4 Confirmation of Minutes 7
5 Leave of Absence 7
6 Acknowledgements 7
7 Petitions 7
8 Deputations 7
9 Public Forum 7
10 Extraordinary Business 7
11 Notices of Motion 8
12 Open Unconfirmed Meeting Minutes Kaipātiki Local Board, Wednesday 8 April 2015, Wednesday 15 April 2015 9
13 Local Board Services Monthly Report 51
14 136 Birkdale Road Concept Masterplan 63
15 Landowner Approval for 17 Chartwell Avenue, Glenfield and Affected Party Approval for 9A Mirage Place, Beach Haven
16 Quarterly Performance Report for the period ending 31 March 2015 89
17 Alcohol ban review 2015 131
18 Youth Programmes Community Development Budget 2014/2015 Reallocation 163
19 Developing the Empowered Communities Approach – Next Steps 185
20 Libraries Proposed Property Renewals Programme for 2015/2016 199
21 Road name approval for subdivision at 198 Beach Haven Road, Beach Haven 205
22 Auckland Transport update on issues raised in April 2015 for the Kaipātiki Local Board 209
23 Auckland Transport quarterly update to local boards 221
24 Swimming Pool Fencing Exemption – Special Exemption (Section 6) Fencing of Swimming Pools Act 1987 265
25 Members' Reports 269
26 Workshop Records - Kaipātiki Local Board Workshops - Wednesday, 15 April 2015 and Wednesday, 22 April 2015 271
27 Record of Kaipātiki Local Board Portfolio Briefings held in April 2015 277
28 Consideration of Extraordinary Items
PUBLIC EXCLUDED
29 Procedural Motion to Exclude the Public 291
24 Swimming Pool Fencing Exemption – Special Exemption (Section 6) Fencing of Swimming Pools Act 1987
a. 3 Learmonth Avenue, Birkenhead 291
b. 25 Sunset Road, Totara Vale 291
1 Welcome
2 Apologies
At the close of the agenda no apologies had been received.
3 Declaration of Interest
Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.
4 Confirmation of Minutes
That the Kaipātiki Local Board: a) confirm the ordinary minutes of its meeting, held on Wednesday, 8 April 2015 and the extraordinary minutes of its meeting, held on Wednesday, 15 April 2015, including the confidential section, as a true and correct record.
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5 Leave of Absence
At the close of the agenda no requests for leave of absence had been received.
6 Acknowledgements
At the close of the agenda no requests for acknowledgements had been received.
7 Petitions
At the close of the agenda no requests to present petitions had been received.
8 Deputations
Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Kaipātiki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.
At the close of the agenda no requests for deputations had been received.
9 Public Forum
A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from www members.
At the close of the agenda no requests for public forum had been received.
10 Extraordinary Business
Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:
“An item that is not on the agenda for a meeting may be dealt with at that meeting if-
(a) The local authority by resolution so decides; and
(b) The presiding member explains at the meeting, at a time when it is open to the public,-
(i) The reason why the item is not on the agenda; and
(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”
Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:
“Where an item is not on the agenda for a meeting,-
(a) That item may be discussed at that meeting if-
(i) That item is a minor matter relating to the general business of the local authority; and
(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but
(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”
11 Notices of Motion
At the close of the agenda no requests for notices of motion had been received.
Kaipātiki Local Board 13 May 2015 |
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Open Unconfirmed Meeting Minutes Kaipātiki Local Board, Wednesday 8 April 2015, Wednesday 15 April 2015
File No.: CP2015/06798
Purpose
The open unconfirmed minutes of the Kaipātiki Local Board meeting held on Wednesday, 8 April 2015 and the Kaipātiki Local Board extraordinary meeting held on Wednesday, 15 April 2015, are attached at item 12 of the Agenda for the information of the board only.
That the Kaipātiki Local Board: a) note that the open unconfirmed minutes of the Kaipātiki Local Board meetings held on Wednesday, 8 April 2015 and Wednesday, 15 April 2015 are attached at Item 12 of the agenda for the information of the board only, and will be confirmed under item 4 of the agenda. |
No. |
Title |
Page |
aView |
Kaipātiki Local Board 8 April 2015 meeting minutes |
11 |
bView |
Kaipātiki Local Board 8 April 2015 meeting minutes attachments |
23 |
cView |
Kaipātiki Local Board 15 April 2015 extraordinary meeting minutes |
41 |
dView |
Kaipātiki Local Board 15 April 2015 extraordinary meeting minutes attachments |
47 |
Signatories
Authors |
Blair Doherty - Kaipātiki Local Board Democracy Advisor |
Authorisers |
Eric Perry - Relationship Manager |
13 May 2015 |
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Local Board Services Monthly Report
File No.: CP2015/07833
Purpose
1. The updates in this report relate to the following:
· Town centre transformation,
· Parks, sport and recreation, and
· Strategic planning and finance.
2. The next quarterly Local Board Services report in June will provide an overview of all of the board's strategic priorities, utilising the red, amber, green status update system.
That the Kaipātiki Local Board: a) agree to a further 12 month agreement (until 30 June 2016) with Hato Petera College for community use of their five sports fields, which includes maintenance provisions but not a grant, noting that this is due to providing both maintenance and a grant is anomalous with other levels of support provided to non-council owned field provision in Auckland. b) consider allocating $17,000 from its operational budget to engage a Parks approved consultant to undertake planning, including community consultation, for the placement of a potential future toilet at Rewi Alley Reserve, noting that i) the outcome of the work will be a recommendation for a preferred location, toilet type and the preparation of the necessary documentation to apply for resource consent. c) consider allocating $15,000 from its operational budget for weed control in Onepoto Domain, focusing on (but not limited to) the removal of pampas in the wetland area. d) consider allocating $25,000 from its operational budget to develop and commence implementation of an ecological restoration plan for Birkenhead War Memorial Park. e) consider running a targeted semi-contestable funding round, utilising the remaining funds in the local board operational budget, that invites proposals from service providers in the Kaipātiki Local Board area that receive an annual contract operating grant from the board, noting that: i) funding should be allocated on the basis that proposed projects will deliver Kaipātiki Local Board Plan outcomes and will help to strengthen community development activities in the local board area. ii) applicants will need to provide a formal letter to the board (either from the organisation’s board, chairperson or other nominated member) that outlines: · the reason for which funding is being sought; · the amount of funding sought, including an indicative project budget; · the outcomes that the proposal seeks to achieve; and · how the organisation will account for its use of the grant. iii) the board will set a minimum grant amount of $15,000 for each application, and will use a modified version of the funding guidelines it has adopted for its 2015/16 community grants programme at its 8 April 2015 business meeting to consider proposals. iv) proposals will be brought to the Kaipātiki Local Board for decisions in June 2015. f) note the final advocacy points from the Kaipātiki Local Board on the 2015-25 Long-term Plan (LTP) are presented as Attachment A. |
Comments
3. A number of Kaipātiki Local Board workshops and portfolio briefings were held in April. Records of these meetings are attached to separate reports on this agenda.
4. The following regional and sub-regional briefings/meetings took place in April:
· Central Cluster – Crime Prevention Through Environmental Design (CPTED) briefing - 1 April 2015
· Unitary Plan Committee meeting - 15 April 2015
· Regional Pest Management Plan briefing - 20th April 2015
· Chairs’ briefing on LTP issues - 23 April 2015
· LTP Budget Committee workshop - 24 April 2015
· LTP Budget Committee workshop - 28 April 2015
· Unitary Plan Committee meeting - 29th April 2015.
5. The board’s next workshops are scheduled for 20 and 27 May.
Strategic Updates
Town Centre transformation
Birkenhead Town Centre
6. A meeting of the Birkenhead Town Centre Programme Working Party (combined with the built environment portfolio meeting) took place on 2 April 2015. At that meeting the Birkenhead Town Centre Programme Working Party, acting under delegated authority, agreed the following points:
a) revokes part of its resolution passed 5th March 2015, to remove reference to the "Southern Entrance (Auckland Council funded components)" from consideration as part of the preliminary design for the Birkenhead Mainstreet Project, as landowner consent for this component has not been obtained.
b) endorses investigating improvements that can be made to existing pedestrian crossing on Mokoia Road, near the Enterprise Street intersection, to improve the visibility and safety of that crossing;
c) endorses proceeding with the full width pedestrian link through the Rawene Carpark.
7. The next meeting of this working party is scheduled for 7 May 2015.
Parks, Sport and Recreation update
Hato Petera Sportsfields
8. Auckland Council funds sport and recreation in a variety of ways. Council has a primary role in the provision of sport and recreation assets and infrastructure, and it also provides grants to strategic delivery partners, asset based partnerships and programme funding.
9. The Auckland Sport and Recreation Strategic Action Plan (ASRSAP), adopted in September 2013, provides the direction and priorities for future investment into the sport and recreation sector.
10. Legacy funding arrangements have continued since amalgamation pending the development of the ASARSAP and other relevant plans and strategies, such as the Community Grants Policy (CGP). The CGP, adopted December 2014, outlines new mechanisms for funding non asset based sport and recreation organisations.
11. One of the legacy agreements within the Kaipātiki Local Board area is with Hato Petera College (the College). The College has historically made its sports fields available for wider community use. The current agreement expires on 30 June 2015, and enables community use of the five sports fields in return for an operational grant of $30,000 per annum, as well as council undertaking all sports field maintenance at around $57,000 per annum.
12. A review of the sport and recreation funded relationships was completed by Longdill and Associates in July 2014, with the purpose of ensuring that rationale for ongoing funding is still relevant and to provide regional consistency amongst the agreements. The review of the College’s agreement was presented to the Kaipātiki Local Board in September 2014 where it was resolved (resolution KT/2014/184):
That the Kaipātiki Local Board:
b) note the review on sport and recreation funded relationships by Longdill and Associates outlines that the Hato Petera College agreement, which includes provision of a grant in addition to undertaking field maintenance, is anomalous with other levels of support provided to non-council owned field provision in Auckland.
13. At the local board’s 25 February workshop the future agreement with the College was discussed. Of particular note was the anomaly of the agreement having both a grant and field maintenance provisions.
14. It is anticipated that the agreement will be continued for a further year until 30 June 2016. It is suggested by council staff that the agreement terms address the anomaly and provide either the grant or the field maintenance provisions. For consistency and transparency, the preferred option would be to retain the field maintenance provisions at an indicative cost of $57,000 per annum to come from the board’s asset based services budget.
Kaipātiki Project
15. The Kaipātiki Project has been planning to develop an environmental/educational facility in the Kaipātiki Local Board area for some time and presented a business plan to the board in April 2012. The board has supported the concept and granted $27,000 towards the development of a business case in 2013.
16. The Kaipātiki Project presented their business case to the 22 October2014 local board Community Forum meeting. Following the presentation the Kaipātiki Project was asked to progress discussions with parties who would likely be interested in the proposed location of the facility, namely: Department of Conservation, Forest and Bird and Auckland Transport. This was to occur prior to further planning work being committed to.
17. Despite multiple attempts, the Kaipātiki Project has not yet been able as to attend a subsequent Community Forum meeting to provide an update on the project. There is indication that they will be available to present at the 20 May Community Forum, but it is unclear if the Project will be presenting an amended business case for consideration by the local board.
18. The Kaipātiki Local Board have an amount of $158,000 earmarked for the Kaipātiki Project this financial year. It is unlikely the Kaipātiki Project is able to utilise this funding within that timeframe. Therefore, the local board may wish to consider reallocation of this funding to other activities, as the board will not be able to roll this funding over into the 2015/16 financial year post 30 June 2015.
Strategic Planning and Finance
Local Board Operational Expenditure
19. The local board requested a review of expected operational expenditure at its 11 March business meeting for projects allocated funding in the 2014/2015 financial year. At its 8 April 2015 business meeting, the board was advised an amount of $220,000 of unspent budget was yet to be allocated to specific activities.
20. The board resolved at its 8 April meeting to allocate $39,000 of the unspent $220,000 on mangrove removal, place-making activities in Bayview, the Jobs4Youth programme and school holiday activities.
21. At its 9 July 2014 business meeting, the board set aside $30,000 from its community wellbeing budget to cover the lost rental to Auckland Council Property Limited (ACPL) of the transition of the Norman King building from a commercial to community lease. Further dialogue with ACPL has indicated that the full $30,000 was not required to offset lost rental, and as a result $8,000 remains in the community wellbeing budget for the board to allocate to another project(s) prior to 30 June 2015.
22. As of 1 May 2015, the total unspent operational budget yet to be allocated is now $189,000 as follows:
|
$000 |
Project |
Unallocated |
Environmental/ education centre Kaipātiki |
158 |
Local Board discretionary fund |
3 |
Youth programmes community development |
12 |
Community volunteer awards |
5 |
Local civic functions |
3 |
Community wellbeing |
8 |
Total |
189 |
23. It is to be noted that there is a report on this 13 May 2015 business meeting agenda that recommends allocation of the $12,000 currently unallocated in the Youth programmes community development line. If the local board agrees to the recommendations in that report the amount unallocated will reduce to $177,000.
Parks Projects
24. A request has been received by Local and Sports Parks North (LSP North) for funding to deliver two projects previously raised by the community or local board. The local board may wish to consider funding the projects, and could allocate the required funds from its remaining operational budget.
25. The first LSP North project proposes to engage a Parks approved consultant to undertake planning, including community consultation, for the placement of a potential future toilet at Rewi Alley Reserve. The outcome of the work will be a recommendation for a preferred location, toilet type and the preparation of the necessary documentation to apply for resource consent. The anticipated cost for this project is $17,000.
26. The second LSP North project proposes to continue the weed control in Onepoto Domain, focusing on (but not limited to) the removal of pampas in the wetland area. Once the pampas is removed the strategy to control weeds is to plant native plants. The anticipated cost to undertake this work is $15,000.
27. The third LSP North project proposes to develop an ecological restoration plan for Birkenhead War Memorial Park to address long term weed control. Following development of the plan, the project would involve commencing weed control work. The anticipated cost to undertake this project is $25,000.
Allocation of Remaining Operational Budget
28. In order to make decisions regarding the allocation of the remaining unspent operational budget, it is proposed that the board agree to run a targeted semi-contestable funding round. Funding proposals would need to be submitted in a relatively short timeframe as the board need to make decisions on funding allocation before 1 July 2015. It is envisaged that a report with recommendations will be on the agenda for the board’s 10 June 2015 business meeting if such a funding round is established.
29. Due to the short timeframe, it is proposed that a targeted funding round be administered that is limited to those organisations that have current line-item funding for community and environmental activities in the 2014/2015 Kaipātiki Local Board budget. It is envisaged that the organisations will include:
· The five community houses and centres in the Kaipātiki Local Board area (Bayview Community Centre, Birkdale Beach Haven Community Project, Glenfield Community Centre, Highbury Community House),
· Kaipātiki Community Facilities Trust,
· Kaipātiki Project,
· Kaipātiki Youth Development Trust,
· NorthArt Society, and
· Raeburn House (based on their recent relocation into the Kaipātiki Local Board area).
30. By limiting the funding round to the organisations that are well known to the local board, it will remove a substantial time component of the assessment process and provide a level of certainty that the applicants are able to deliver on their proposals. Accountability measures will still form part of the funding terms and conditions.
31. It is suggested that the board consider allocating its remaining operational budget to projects that will deliver on its local board plan outcomes, and will help to strengthen community development activities in the local board area. It is also suggested that applicants provide a formal letter to the board (either from the organisation’s board, chairperson or other nominated member) that outlines:
· the reason for which funding is being sought,
· the amount of funding sought, including an indicative project budget,
· the outcomes that the proposal seeks to achieve, and
· how the organisation will account for its use of the grant.
32. It is suggested that the board set a minimum grant amount for this funding round ($15,000 is recommended), and use a modified version of the funding guidelines it has adopted for its 2015/15 community grants programme at its April business meeting to consider proposals.
Kaipātiki Local Board Long-term Plan advocacy
33. The Kaipātiki Local Board considered feedback received through the Long-term Plan 2015-2025 (LTP) consultation relevant to the Kaipātiki Local Board area at their 15 April extraordinary meeting. Feedback was sought for local board proposals, as well as the regional consultation issues of investing in Auckland, fixing transport, housing and development and rates.
34. The feedback received further built on the board’s understanding of community priorities and preferences and informed the board’s advocacy to the Governing Body. At the 15 May 2015 meeting it was resolved (resolution KT/2015/56):
That the Kaipātiki Local Board:
a) confirms the updated list of advocacy points for the discussions with the Budget Committee on 24, 28 and 29 April.
b) delegates the Chairperson to approve the final advocacy points to incorporate the amendments and any further editorial changes following the meeting, noting that the final advocacy points will be reported back to the board at its next business meeting.
35. The approved final advocacy points from the Kaipātiki Local Board on the LTP are presented as Attachment A to this report.
Consideration
Local Board views and implications
36. Local board views are sought via this report.
Māori impact statement
37. The partnership between Auckland Council and Hato Petera College is one that is likely to positively impact Māori, as they are a school that promotes tikanga Māori values. The vision of Hato Petera College is 'to be the Māori Catholic College of first choice based on excellence'.
38. The proposals sought for the local board operational budget may also contribute to Maori outcomes.
Implementation
39. There are no implementation issues identified in this report.
No. |
Title |
Page |
aView |
Kaipātiki Local Board Long-term Plan 2015-25 advocacy points |
57 |
Signatories
Authors |
Paul Edwards - Senior Local Board Advisor - Kaipātiki |
Authorisers |
Eric Perry - Relationship Manager |
13 May 2015 |
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136 Birkdale Road Concept Masterplan
File No.: CP2015/07835
Purpose
1. The purpose of this report is to update the local board on progress on the development of a concept masterplan for 136 Birkdale Road, and to seek approval for the plan to be used for community consultation.
Executive Summary
2. 136 Birkdale Road was purchased by Auckland Council in January 2014, following advocacy from the local board.
3. Following purchase, a number of consultation activities have occurred. These include initial consultation on-site, which took place 1 and 2 August 2014, a meeting of key internal staff, and a wider group meeting including the Birkdale Beach Haven Community Project and the Kaipātiki Project.
4. At their 10 December meeting the Kaipātiki Local Board considered the feedback provided during the above consultation activities and approved an investigation to develop the site as a campus type space with 134 Birkdale Road, and allocated $30,000 to produce a concept plan with capital and operational costings (KT/2014/245).
5. Auckland Council’s Parks, Sports and Recreation Design Team, in conjunction with Strachan Group Architects (SGA), were appointed to develop the site concept masterplan in consultation with key community stakeholders. Two workshop sessions were held on 14 and 21 April 2015, and a further session scheduled for 5 May 2015. The first session included a site-walkover, whilst the second provided an opportunity to feedback on the first iteration of the concept masterplan.
6. Community consultation on the 136 Birkdale Road concept masterplan will take place via a community open day. The open day will be held on-site in conjunction with a community market day on 30 May 2015, subject to obtaining local board approval of the plan.
That the Kaipātiki Local Board: a) approve the 136 Birkdale Road Concept Masterplan, as presented in Attachment A, to be used for the purposes of community consultation. b) approve in principle the size and location of the North Shore Resource Centre in the North-East corner of the 136 Birkdale Road site. |
Discussion
7. The purchase of 136 Birkdale Road by Auckland Council in January 2014 was in response to advocacy from the local board. The local board advocated for the purchase due to a perceived lack of open space within the Birkdale community, alongside recognition of the strategic location of the site adjacent to the Birkdale Community House and Early Learning Centre.
8. The site consists of a hall with a smaller room, toilets and kitchen, land to the rear and side and car parking at the front of the property. The property is situated between Birkenhead College on one side and the Birkdale Community House and Early Learning Centre on the other.
9. Following the purchase of the property, the local board requested that consultation take place on-site with local residents to gather comments and suggestions as to the future use of the property. This consultation took place on 1 and 2 August.
10. Following the consultation report to the board on 10 September 2014, Local Board Services staff convened a meeting with Parks staff, staff from Infrastructure and Environmental Services, staff from Community Development, Arts and Culture specialising in community garden development, and staff from the Kaipātiki Community Facilities Trust to discuss possible options for the site.
11. A second meeting was extended to include additional contributions from the Birkdale Beach Haven Community Project and the Kaipātiki Project due to discussions regarding the relationship of the site with the community house next door (134 Birkdale Road), and the support to progress the potential for a sustainability theme to be explored further.
12. At its 10 December 2014 meeting, the Kaipātiki Local Board considered the feedback provided during the above consultation activities and resolved as follows (resolution KT/2014/245):
That the Kaipātiki Local Board:
a) approve further investigation into the proposal to develop 134 and 136 Birkdale Road as a campus type community space, providing local park space for natural play, community house and early learning centre (ELC) services, outside and inside space for learning about and connecting with sustainable living, and space for the North Shore Resource Centre.
b) allocate $30,000 from the 2014/2015 discretionary opex budget to:
i. produce a site concept plan for the whole site that investigates the feasibility of this proposal from the perspective of the physical environment;
ii. explore the capital costs involved to develop the site over time in potentially a staged manner; and
iii. explore the campus model from an operational perspective and associated potential operational costs.
c) request a report from relevant officers as to the costs and process for gazetting 134 and 136 Birkdale Road as a reserve under the Reserves Act.
13. Auckland Council’s Parks Sports and Recreation Design Team, in conjunction with Strachan Group Architects (SGA) were appointed to develop the site concept masterplan in consultation with key community stakeholders. The design brief was based upon the consultation feedback that had been obtained from the above consultation activities, which provided a strong basis for developing the concept masterplan. This was then tested through the community consultation workshops below to produce the concept masterplan for consultation (refer Attachment A).
14. Three community consultation sessions were scheduled in April and May. The first workshop, held on 14 April 2015, involved a site measure from SGA and a site walkover with community stakeholders. Minutes of this workshop are presented as Attachment B.
15. At the second workshop, held on 21 April 2015, the Auckland Council Design Team and SGA tabled the first iteration of the concept masterplan (refer Attachment C). The material included an existing site plan, a carpark layout options analysis, an option A and B landscape concept plan, an option A and B indicative building concept and some precedent imagery. The workshop provided the opportunity for the community stakeholders to feedback on concept material. Minutes of this workshop are presented as Attachment D.
16. A third workshop is scheduled for 5 May 2015 to present the amended concept masterplan to the community stakeholders.
17. Community consultation on the 136 Birkdale Road Concept Masterplan will take place via a community open day. With substantial consultation forming the basis of both the design brief and the concept masterplan, the open day will enable the community to be updated on the progress of the plan and reconfirm their views. Subject to obtaining local board approval of the plan, the open day will be held on-site in conjunction with a community market day on 30 May 2015.
North Shore Resource Centre
18. It was noted that as discussions on 136 Birkdale Road had progressed, the North Shore Resource Centre (NSRC) (presentation to the local board’s community forum on 28 May 2014) were still looking for a home due to their current site no longer being available within the next two years. Given the alignment of the aims and objectives of the centre with the sustainability theme identified for 136 Birkdale Road, it was felt that further investigation should be given to relocating the centre at the rear of this site.
19. NSRC have since been informed that they will be required to vacate the premises by 31 October 2015. This notice has been issued in accordance with the existing lease agreement wherein 6 months’ notice is required for termination of the lease. For NSRC to relocate to136 Birkdale Road within the advised timeframes it is likely that they will need to start fundraising to complete their component of the concept masterplan. The local board may want to provide approval in principle for the proposed size and location of NSRC at the site to assist with the fund raising requirements.
Consideration
Local Board Views and Implications
20. Local board views are sought via this report.
Maori Impact Statement
21. The development of 136 Birkdale Road would benefit the whole Birkdale community, including mataawaka living in the Birkdale area. It is envisaged that mataawaka and mana whenua will be involved as this project progresses.
Implementation Issues
22. There are a number of risks to implementation:
· The capital and operational budget available to the local board may not be sufficient to implement the plans. There may be an opportunity to stage the development when funding is made available.
· The concept masterplan has not undergone technical site investigation and therefore the developments outlined in the concept masterplan would still be subject to these investigations prior to development.
· The collaborative ‘campus’ model outlined above is untested in the Kaipātiki area, and therefore has risks around deliverability.
No. |
Title |
Page |
aView |
136 Birkdale Concept Masterplan |
67 |
bView |
136 Birkdale Stakeholder Workshop Minutes 14 April 2015 |
71 |
cView |
136 Birkdale Concept Masterplan material - 21 April 2015 |
73 |
dView |
136 Birkdale Stakeholder Workshop Minutes 20 April 2015 |
85 |
Signatories
Authors |
Paul Edwards - Senior Local Board Advisor - Kaipātiki |
Authorisers |
Eric Perry - Relationship Manager |
13 May 2015 |
|
Quarterly Performance Report for the period ending 31 March 2015
File No.: CP2015/07369
Purpose
1. To update the Kaipātiki Local Board members on progress towards their objectives for the year from 1 July 2014 to 30 June 2015, as set out in the local board agreement.
Executive Summary
2. A financial performance report is presented to the local boards for the accounting quarters ending September, December, March and June.
3. Auckland Council departments and Council Controlled Organisations (CCOs) also present regular performance reports to the local boards
4. To improve overall performance reporting the Financial Advisory Services – Local Boards team produces a combined quarterly financial report, department report and CCO report
5. The attached omnibus consolidation contains the following reports this quarter
· Local Community Development, Arts and Culture (CDAC) activity overview
· Local Libraries overview
· Local Sports Parks and Recreation overview
· Local Infrastructure and Environmental Services (IES) overview
· Local board financial performance report
6. The full report is attached in Attachment A.
That the Kaipātiki Local Board: a) note the Performance Report for the period ended 31 March 2015.
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Comments
7. The performance report is for information only. No actions are required.
Consideration
Local Board views and implications
8. This report informs the Kaipātiki Local Board of the performance to date for the period ending 31 March 2015.
Māori impact statement
9. Māori as stakeholders in the council are affected and have an interest in any report on financial results. However, this report does not impact specific outcomes or activities. As such, the content of this report has no particular benefit to, or adverse effect on Māori.
Implementation
10. There are no implementation issues.
No. |
Title |
Page |
aView |
Quarterly Performance Report for the period ended 31 March 2015 |
91 |
Signatories
Authors |
Pramod Nair - Lead Financial Advisor |
Authorisers |
Christine Watson - Manager Financial Advisory Services - Local Boards Eric Perry - Relationship Manager |
13 May 2015 |
|
File No.: CP2015/04106
Purpose
1. To decide which existing alcohol bans are to be retained after 31 October 2015.
Executive Summary
2. The Kaipātiki Local Board has undertaken to review 35 existing local alcohol bans in its local board area using a targeted community engagement process.
3. The purpose of the review is to identify which existing local alcohol bans meet the new higher statutory threshold to enable them to be retained. Alcohol bans that do not meet the new threshold will lapse on 31 October 2015.
4. To assist the local board, staff have undertaken an analysis of legacy council information and recent police data. This information has been presented at local board workshops in early 2015. During these workshops the local board expressed a preference to use a targeted community engagement process to complete the review. Staff have used this process to obtain and analyse evidence from selected local community groups and organisations.
5. Staff recommend to retain 14 alcohol ban areas with amendments to the area or times of 11 (refer Attachment A), and to lapse the remaining 21 alcohol bans (refer Attachment B).
6. Following the decision, staff will update the register of local alcohol bans to commence on 31 October 2015.
That the Kaipātiki Local Board: a) make the alcohol bans referred to in Attachment A pursuant to the Auckland Council Alcohol Control Bylaw 2014, with a commencement date of 31 October 2015. b) allow the alcohol bans referred to in Attachment B to lapse on 31 October 2015. c) confirm that the decisions in resolution a) and b) are in accordance with relevant requirements of the Local Government Act 2002 and Auckland Council Alcohol Control Bylaw 2014. d) authorise the Manager, Social Policy and Bylaws to make any minor edits or amendments to the alcohol bans referred to in Attachment A to correct any identified errors or typographical edits. |
Background
7. Alcohol bans are an accepted and effective way of helping to reduce alcohol-related harm. They reduce the amount of alcohol consumed in public places, which helps to reduce harm including levels of intoxication, noise, litter, harm and disorder.
8. Recent changes to legislation to require a review of existing alcohol bans against the new higher threshold is intended to ensure that alcohol bans are only retained in areas of high alcohol-related crime or disorder.
9. Alcohol bans are made under the Auckland Council Alcohol Control Bylaw 2014. Alcohol bans prohibit the consumption of alcohol in public places and are enforced by the New Zealand Police using powers of search, seizure, and arrest. Penalties include an infringement fee of $250.
10. Local boards have the delegated responsibility to review existing local alcohol bans in their areas by 31 October 2015. This does not include a review of existing alcohol bans in areas of regional significance which is the responsibility of the Regulatory and Bylaws Committee, nor consideration of new alcohol bans that will be subject to a separate process to commence after 31 October 2015.
11. The local board has expressed a preference to use a targeted community engagement process to complete the review. This process involves the gathering and consideration of:
· the area and times of each alcohol ban;
· legacy council information (where available) on the level of alcohol-related crime or disorder that was evident when the alcohol ban was initially made;
· crime and disorder data provided by the New Zealand Police for the period 1 September 2013 – 30 September 2014 by alcohol ban area; and
· evidence from local community groups and organisations received in March 2015 for alcohol bans with limited evidence in legacy council information and police data.
12. The decision required of the local board is to decide which existing alcohol bans should be retained after 31 October 2015.
Decision-making requirements
13. In making decisions, the local board must be satisfied that any existing alcohol bans to be retained comply with a range of new statutory and bylaw requirements.
14. Changes to the Local Government Act 2002 introduced a higher threshold to be met to allow an existing alcohol ban to be retained. Alcohol bans that do not meet the higher threshold will lapse on 31 October 2015.
15. The most important requirements as outlined in the bylaw are:
· evidence that the alcohol ban area has experienced a high level of crime or disorder that can be shown to have been caused or made worse by alcohol consumption in the area;
· that the alcohol ban is appropriate and proportionate in the light of the evidence and can be justified as a reasonable limitation on people's rights and freedoms;
· consideration of community-focused solutions as an alternative or complement to an alcohol ban in consideration of the views of owners, occupiers, or persons that council has reason to believe are representative of the interests of owners or occupiers, of premises within the area to which the alcohol ban will apply; and
· consideration to using one of the following times for consistency:
o 24 hours, 7 days a week (at all times alcohol ban);
o 7pm to 7am daily (evening alcohol ban);
o 10pm to 7pm daylight saving and 7pm to 7am outside daylight saving (night time alcohol ban);
o 7pm on the day before to 7am on the day after any weekend, public holiday or Christmas/New Year holiday period (weekend and holiday alcohol ban).
16. Further detail of the decision-making requirements is appended to the proposal in Attachment D.
Comments
Current local alcohol bans
17. There are currently 35 local alcohol bans in the Kaipātiki Local Board area summarised in the table below. These have been independently assessed and evidence is included in Attachments A and B.
Type of alcohol ban area (number) |
Alcohol ban time |
Town Centre (1) |
24 hours, 7 days a week |
Town Centre (1) |
Daylight saving night time only |
Car park (1) |
7pm – 7am |
Beach/foreshore reserve (1) |
24 hours, 7 days a week |
Beach/foreshore reserve (28) |
Daylight saving night time only |
Park (3) |
Daylight saving night time only |
Evidence
18. Evidence of alcohol-related crime or disorder for each alcohol ban indicates that:
· legacy council information supports the retention of four existing alcohol bans;
· evidence from local community groups and organisations supports the retention and amendment to area or times of 10 alcohol ban areas.
This included support to extend the area of four current beach and foreshore alcohol bans onto the adjacent parks of Island Bay Reserve, Hinemoa Park, Tui Park and Sheperds Park;
· there is insufficient evidence of alcohol-related crime or disorder to retain 21 alcohol bans; and
· no new community-focused solutions have been identified as an alternative or complement any existing alcohol ban whether retained or lapsed.
Options
19. For each of these areas the local board has two options. To retain the alcohol ban (with or without the amendments to areas or times) or to allow the ban to lapse.
20. In terms of which alcohol bans to retain or lapse, the local board can review the summary of evidence provided for individual alcohol bans in Attachments A and B and choose to:
· confirm the list of alcohol bans proposed to be retained (Attachment A)
· confirm the list of alcohol bans proposed to lapse (Attachment B)
· identify any changes to the list of alcohol bans proposed to retain (Attachment A)
· identify any changes to the list of alcohol bans proposed to lapse (Attachment B).
21. It is important to note that the statutory requirements of this review means the retention of alcohol bans must be determined on evidence of high levels of alcohol-related crime or disorder.
Recommendation
22. Staff recommend to:
· retain the following 14 existing alcohol ban areas with amendments to the area or times of 11 (Attachment A) as follows:
o Beach Haven Wharves
o Northcote Central
o Poenamo car park
o Birkenhead Town Centre (including Birkenhead War Memorial Park)
o Birkenhead Wharf/Hinemoa Park
o Chelsea Estate Heritage Park
o Downing Street Reserve
o Island Bay Reserve
o Little Shoal Bay Reserve car park
o Manuka Reserve
o Marlborough Park
o Shepherds Park
o Sulphur Beach Reserve
o Tui Park
· allow the 21 remaining alcohol bans to lapse (Attachment B).
23. The reasons for this recommendation are:
· there is sufficient evidence of a high level of alcohol-related crime or disorder to retain 14 existing alcohol bans (with amendments to area and times);
· the alcohol bans retained are appropriate, proportionate, and reasonable; and
· the times of alcohol bans retained are aligned to those contained in the bylaw in order to provide greater regional consistency.
Next steps
24. Staff will update the register of local alcohol bans to commence on 31 October 2015.
25. Implementation of local board decisions (e.g. updating signage) will be coordinated through the Integrated Bylaw Review and Implementation programme.
Consideration
Local Board views and implications
26. Since the commencement of the review in November 2014 the local board at workshops has been presented with the statutory decision making requirements, review process options, legacy council information, recent police data, and evidence from local community groups and organisations.
Māori impact statement
27. Managing alcohol related harm associated with people consuming alcohol in public places increases opportunities for health and wellbeing, which is consistent with the outcomes of the Māori Plan for Tāmaki Makaurau.
28. Feedback from mana whenua representatives at a hui held in March 2015 supported alcohol bans in principle, and suggest that non-regulatory approaches should be considered to help reduce alcohol-related harm.
Implementation Issues
29. None.
No. |
Title |
Page |
aView |
Alcohol bans proposed to retain |
137 |
bView |
Alcohol bans proposed to lapse |
143 |
cView |
Maps of alcohol bans proposed to retain |
147 |
dView |
Decision-making requirements |
161 |
Signatories
Authors |
Mike Dance - Policy Analyst Kylie Hill - Policy Analyst |
Authorisers |
Kataraina Maki - GM - Community & Social Policy Eric Perry - Relationship Manager |
13 May 2015 |
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Youth Programmes Community Development Budget 2014/2015 Reallocation
File No.: CP2015/07764
Purpose
1. This report seeks the local board’s approval to reallocate the remaining $12,000 of the Youth Programmes Community Development budget to support the Kaipātiki Youth Development Trust (the Trust). This will allow the Trust to extend existing services and programmes.
Executive Summary
2. At a Special General Meeting in December 2014, the North Shore YouthworX Trust resolved to conclude its activities. This decision was made following a 2014 strategic review in which it was identified that the model of a sub-regional youth sector development organisation was no longer effective in an Auckland regional context.
3. On 10 December 2014, the amount of $12,638 provided in the Kaipātiki Local Board budget for YouthworX was reallocated to the Kaipātiki Youth Development Trust (the Trust) to deliver an After School Club programme and to mentor referred young people.
4. Staff propose that the unallocated Youth Programmes Community Development budget of $12,000 for 2014/2015 be used to extend this programme which has been addressing the Kaipātiki Local Board Plan outcome ‘to increase the prospects of children and young people through working with them on plans, projects and initiatives that build on their aspirations’.
5. Staff recommend funding the Trust to extend existing services and programmes to:
· provide after-school activities and mentoring to 12 young people per school from the seven schools within the Kaipātiki rohe for four terms; and
· purchase more resources including props and costumes as per the proposal in Attachment A.
That the Kaipātiki Local Board: a) reallocate $12,000 of the Youth Programmes Community Development budget for 2014/2015 to the Kaipātiki Youth Development Trust, to extend programmes and services located within the Kaipātiki Local Board area.
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Comments
6. Since 2001, North Shore YouthworX Trust has had an annual funding agreement with council (originally with North Shore City Council and subsequently with Auckland Council) to support the North Shore’s youth sector. In 2014, the YouthworX Trust undertook a strategic review to determine their future in the wider Auckland context. As a result of the review YouthworX Trust ceased activities and the funding that was set aside in the 2014/2015 Kaipātiki Local Board budget for this purpose became available for reallocation.
7. On 10 December 2014, the Kaipātiki Local Board approved a change of supplier for the $12,638 previously allocated to the Youthworx Trust to the Kaipātiki Youth Development Trust (the Trust).
8. A funding agreement dated 17 December 2014 was entered into for the purpose of delivering an After School Club programme for male and female students and to provide mentoring support for referred young people from schools, community and Police who fall outside the recipient organisation’s existing contracts with the Ministry of Social Development.
9. A report on the progress of the Trust’s activities is at Attachment B. The increase in youth participation in community activities and events has contributed to a decrease in youth offending statistics, school exclusions and stand downs. The After School Club programmes for 2014/2015 are at Attachment C.
10. Letters of support for extension of the programmes have been received from Birkenhead College, Birkdale Intermediate, Beach Haven Primary, Northcote Intermediate and Glenfield Intermediate Schools (refer Attachment D).
11. The Trust’s aim this year is to continue promoting a stronger sense of community connectedness. The Trust works to link young people with a wide cross-section of the community to increase community pride and reduce the alienation many young people experience. The Trust’s work addresses the Kaipātiki Local Board Plan outcome ‘to increase the prospects of children and young people through working with them on plans, projects and initiatives that build on their aspirations’.
12. Due to the success of the Trust’s after-school programme, staff recommend that the local board increase its support of the programme by allocating the remaining $12,000 Youth Programmes Community Development budget 2014/2015 to extend the Trust’s after-school programme.
13. Additional funding would allow the Trust to purchase more resources including props and costumes (as per the proposal in Attachment A), and to provide after-school activities and mentoring to 12 young people per school from the seven schools within the Kaipātiki rohe for four terms.
Consideration
Local Board views and implications
14. The proposal to re-allocate the YouthworX budget has been discussed with local board portfolio holders at briefings on 11 February, 11 March and 10 April 2015.
15. The proposal is in line with the Kaipātiki Local Board Plan outcome ‘proud, positive communities that embrace the diversity of Kaipātiki by increasing the prospects of children and young people through working with them on plans, projects and initiatives that build on their aspirations’.
Māori impact statement
16. In Kaipātiki, the Māori population decreased to 8.5 per cent in 2013. The programmes are open to all young people and the Maori youth who participate will benefit from the opportunities provided.
Implementation
17. If the board approves the recommendation to allocate additional funds to the Trust, staff will facilitate this by arranging the relevant funding agreements and payments.
No. |
Title |
Page |
aView |
Kaipātiki Youth Development Trust (KYDT) letter |
167 |
bView |
KYTD Progress Report Dec 2014 - March 2015 |
169 |
cView |
KYDT Boys Club Programme 2015 |
175 |
dView |
Letters from various schools |
179 |
Signatories
Authors |
Carole Blacklock - Senior Community Development Facilitator |
Authorisers |
Graham Bodman - Manager - Community Development, Arts and Culture Eric Perry - Relationship Manager |
13 May 2015 |
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Developing the Empowered Communities Approach – Next Steps
File No.: CP2015/07325
Purpose
1. This report provides an update on the Empowered Communities Approach (ECA), and enables the Kaipātiki Local Board to provide formal feedback. Resolutions will be reported to the Regional Strategy and Policy Committee on 4 June 2015.
Executive Summary
2. The Mayor’s Proposal for the Long Term Plan 2015-2025 (LTP) includes developing a more empowered community approach to the work of Auckland Council.
3. The Community Development, Arts and Culture Department (CDAC) of the Operations Division is leading the development of ECA, with support from Local Board Services and others.
4. The purpose of the ECA is to develop a new, more effective and empowering approach to the way council delivers services and supports community activities. The ECA will establish a new operating model for the Community Development and Safety (CDS) unit that will shift its service delivery to have a greater focus on local and community empowerment, with a view to embedding this way of working across the council family.
5. The proposed approach builds on the Thriving Communities Action Plan Ngā Hapori Momoho (April 2014).
6. The proposed approach is guided by the principle of Empowered Communities: Enabling Council resulting in improved outcomes for Aucklanders. The approach identifies what will change, what council will do and enabling ways of working.
7. The proposed approach was reported to local boards and the Regional Strategy and Policy Committee in April 2015.
8. The key functions of the new operating model are to support local boards, build community capacity and capability, increase diverse community input into the work of council, catalyse the approach across the whole of council and build the capacity of the organisation to work in ways which empower communities.
9. There will be a shift from delivering community development activities directly to communities, to using community development practices to achieve local board and governing body aspirations and outcomes.
10. The proposed operating model will consist of three components which together will better support the delivery of local board plans as well as address complex community issues across Auckland. These components are provisionally called: local community brokers, the community practice hub and Auckland-wide response.
11. A reduction in the cost to deliver community development over time is expected, starting with savings in the 2015/2016 financial year.
12. Community development and engagement is at the heart of the role of local boards. The local board plans all include a focus on developing strong communities. Proposed changes to council’s community development approach are of significant interest to local boards.
13. To date the ECA has been informed by the following input from local boards: Political Advisory Group (PAG), two chairs and portfolio holders’ workshops and individual local board workshops.
14. Community and council staff consultation has also informed the approach.
15. The final PAG meeting is on 4 May 2015. Feedback from that meeting is either attached to this report, or where local board meetings are early in May, will be tabled at the meeting.
16. The transition timeline is for work to be done on models and roles from now until the end of June. From July to December the approach will be implemented to meet local board needs and in 2016 as the approach matures and evolves it will be extended across the council family.
17. This report enables the Kaipātiki Local Board to make resolutions on the ECA. These resolutions will be reported to the Regional Strategy and Policy Committee on 4 June 2015.
That the Kaipātiki Local Board: a) make resolutions on the proposed Empowered Communities Approach, for consideration as part of the report to the Regional Strategy and Policy Committee in June.
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Comments
Background
18. The Mayor’s Proposal for the Long Term Plan 2015-2025 (LTP) includes developing a more empowered community approach to the work of Auckland Council. The proposed changes to the community development function are:
· to transition delivery to a more empowered community approach;
· to move away from direct delivery (and therefore save overheads) and fund community groups to deliver more; and
· for local boards to play a much more active role by allocating more funding through them.
19. The purpose of the ECA is to develop a new, more effective and empowering approach to the way council delivers services and supports community activities. The ECA will establish a new operating model for the Community Development and Safety (CDS) unit that will shift its service delivery to have a greater focus on local and community empowerment, with a view to embedding this way of working across the council family.
20. The proposed approach builds on the Thriving Communities Action Plan Ngā Hapori Momoho (April 2014). It will bring to life the principles, focus areas and actions by providing a clear operational direction to enable implementation of the plan across council.
21. The approach also provides an implementation framework for the High Performing Council’s special focus area ‘Engaging and Enabling Communities’. The approach could play a significant role in building best practice across the organisation in the four high performance behaviours: develop, serve, collaborate and achieve.
22. The approach is guided by the principle of Empowered Communities: Enabling Council resulting in improved outcomes for Aucklanders. The approach identifies what will change, what council will do and enabling ways of working. This approach was reported to local boards and the Regional Strategy and Policy Committee in April 2015. More information is provided in Attachment A.
The new operating model
23. A primary focus for the new unit will be on working with other parts of council to provide community development support, expertise and assistance to local board projects and activities so that every opportunity is maximised for council to work in ways that are enabling of communities. There will be a shift from delivering community development activities directly to communities, to using community development practices to achieve local board and governing body aspirations.
24. The key functions of the new operating model are to:
· support the council to work seamlessly together at local board level;
· build community capacity and capability;
· increase diverse community input into the work of council;
· embed the approach across the whole of council and build the capacity of the organisation; and
· to work in ways that empower communities.
25. The proposed operating model will consist of three components which together will better support the delivery of local board plans as well as address complex community issues across Auckland. These components are provisionally called: local community brokers, the community practice hub and Auckland-wide response.
26. The local community brokers are strategic roles. They will be co-located alongside local board services teams. They will work alongside local board advisors to support and join up the work of all departments delivering on local board outcomes and will support devolving more resources to the community. The broker’s work programme will be based on local board outcomes. The role will be tailored to meet local board and community needs and they will provide a portal into council for the community.
27. The community practice hub consists of a dedicated team of expert practitioners with skills including community development, facilitation and project management. They will work alongside the local board teams to deliver programmes and tools, capacity building for communities, inclusive engagement and participation programmes and also provide operational support for local community brokers, local boards and across the council family.
28. The local community brokers will work with the local board members and advisors to identify which projects offer opportunities to work in a more empowered communities way and are priorities for support from the community practice hub. The hub will then develop a work programme incorporating priorities from across local boards.
29. If new community priorities start to emerge, the local community brokers will work with local board members and staff to agree next steps. The community practice hub will have some capacity to support work on emerging issues if they become local board priorities.
30. The Auckland-wide response will be a team of people with specialist skills. They will work on significant and/ or complex issues that would benefit from an all of Auckland approach, internal systems and processes and barriers and activity where a regional response delivers efficiency/ effectiveness benefits.
31. Different responses will be needed around Auckland taking into account community capacity, strength and resilience. This range of responses will need to cover those areas where there is well developed community capacity to opportunities to further develop community capacity and newly formed communities.
32. The impact of the approach will be that:
· local boards are able to access tailored and strategic support;
· community development practice enhances the work of the whole of the council family;
· communities have more access to resources and support to do things for themselves; and
· the empowered communities approach is embedded throughout the organisation.
33. There are a number of empowering initiatives and activities, both new and existing, which could be further developed to empower communities.
34. A reduction in the cost to deliver community development over time is expected, starting with savings in the 2015/2016 financial year.
35. Community development and engagement is at the heart of the role of local boards. The local board plans all include a focus on developing strong communities. Proposed changes to council’s community development approach are of significant interest to local boards.
36. This report provides the opportunity to provide formal feedback. This will be reported to the Regional Strategy and Policy Committee on 4 June 2015.
Political Advisory Group
37. A Political Advisory Group (PAG) has provided strategic advice and guidance to staff during the development of the empowered communities approach.
38. At their meeting on 16 April 2015 the PAG supported:
· the key functions of the new unit; and
· the three components of the new operating model (local community brokers, community practice hub and Auckland-wide response).
39. Other feedback from the PAG included the need to consider the relationship with the Māori Responsiveness Framework and the need for staff to have cultural competencies. There was also discussion around whether the local community brokers should be located within Community Development and Safety or Local Board Services, and comment that local board outcomes are the same as community aspirations.
40. Staff will report back to the PAG on 4 May with the following:
· revised approach and model;
· approach to devolving resources; and
· tools to support implementing the approach.
41. Feedback from the PAG meeting on 4 May forms Attachment B to this report. However, due to the timing of this PAG, where local boards are meeting early in May this will mean the tabling of this attachment.
ECA timeline
42. The remaining key milestones are shown in the table below.
Stage
|
Date |
Purpose |
Budget Committee
|
7-8 May |
LTP budget decisions including CDS budget for 2015/2016 |
Regional Strategy and Policy Committee |
4 June |
Endorse ECA and the CDS operational model
|
Consultation and engagement
43. The community was consulted through a limited number of community-led, and staff run, workshops around the region. Staff were also consulted.
44. The key points from the consultation were:
· use a high trust model that is values based;
· value what communities bring to the table;
· one size does not fit all;
· capacity building is critical and a fresh approach is required;
· a whole of council approach; and
· respond to the diversity of Auckland’s communities.
Consideration
Local Board views and implications
45. The ECA aims to provide a much more active role for local boards in community development.
46. ECA builds on the strong focus on community led planning and development in the local board plans 2014.
47. Local board chairs met to consider ECA on 30 March. The following four principles arose from this meeting:
· local boards need to be empowered themselves so that they can in turn empower their communities in a way that suits the area
· local board outcomes are community outcomes and need to be central to and drive the community empowerment approach and focus under the direction of the local board.
· community empowerment is not as simple as channelling funds through community groups, which has risks. Community empowerment is an approach and any change to the current needs to be carefully staged and made appropriate for each local board.
· within change there are always opportunities but they carry risks which can be minimised through careful planning, full engagement of the main parties and undertaken within a timeframe that is feasible for significant change to take place.
48. Local boards’ formal views are sought through this paper. This builds on earlier opportunities to provide informal feedback at local board workshops during April and at two workshops for local board chairs and portfolio holders.
49. The summary feedback from the chairs and portfolio holders meeting on 20 April was:
· the budget approach and costs associated with the proposed model are required to be able to make an informed response. There was also desire for better utilisation of the budget to achieve improved outcomes. Additionally, it was unclear how the model will deliver more resources to local boards.
· the broker role needs to operate on a continuum that is tailored to local boards and can deliver across the continuum from those with contracted out services to communities with less capacity to take on additional services.
· the broker role bests sits in Local Board Services but the overlap with local board advisor roles needs to be explored.
· the community practice hub services are valuable but local boards do not want to have to pitch for resources. A bottom up approach is preferred and the hub should also use resources from other areas of council and the community. It was also unclear where the expertise exists to deliver the hub services .
· uncertainty over what the Auckland wide response team will deliver and concern that it will not deliver local board priorities. Local boards could be supported to work collaboratively on common issues as community development is delegated to local boards. The community brokers can collaborate to tackle the systemic issues. Regional issues should be funded by the governing body and Community and Social Policy can cover these Auckland wide issues.
· the need to respond to diverse and disempowered communities.
· the transition process was unclear and raised concerns over delivery in coming months.
There were also recurring themes from early discussions:
· one size does not fit all; and
· the model needs to focus on delivering local board priorities, which are the same as the communities’ priorities.
50. The Empowered Communities Approach was reported to the Kaipātiki Local Board at its extraordinary meeting on 15 April 2015. At the meeting it was resolved:
That the Kaipātiki Local Board:
a) supports the Thriving Communities Policy, which empowers our community, as adopted by local boards and the governing body last year.
b) supports our current system of devolving the delivery of community development, community services, arts and culture directly to our community, for example through our contract grants.
c) does not support direct delivery by council’s Community Development, Arts and Culture department in Kaipātiki, noting that the responsibility for developing and maintaining an accountability system should be a shared process with our community.
d) believes that Local Board Services have a key role in any accountability system as referenced in resolution c) above, noting that such accountability should address:
i) the local boards’ role and councils role;
ii) transparency, resource allocation, risk analysis, resource capture, innovation, capacity development, need assessment and evaluation; and
iii) professional standards of delivery.
Māori impact statement
51. The ECA has a direct relationship with the Māori Responsiveness Framework, which sets out two key areas of activity; the first being understanding the rights and interests of Māori. The second, and closely intertwined, is acting on the needs and aspirations of Māori.
52. To be a high performing organisation a key component is engaging with and enabling communities, which means considering and understanding Māori needs and issues and having the capability and capacity to improve process and systems to enhance involvement. The approach described in this report sets out a shift in the way the organisation delivers services, which includes improving outcomes for Māori. Council’s Māori Responsiveness Leadership Group has been established to enable better outcomes with Māori in the areas of cultural, social, economic effectiveness for Māori and treaty settlements and moving to a more empowered community way of working will help make progress in all these areas.
53. There are a number of initiatives underway which can help inform the Empowered Community Approach such the Māori Input to Decision Making project in the south of Auckland. This, and other activities being undertaken in partnership with mana whenua around the environment, provide strong examples of how Māori can be engaged with and participate to embed the proposed approach to communities.
54. Engagement with mataawaka and mana whenua is ongoing to enable staff to understand potential impacts.
55. A representative from the Independent Māori Statutory Board sits on the PAG.
Implementation
56. The transition timeline is for work to be done on models and roles from now until the end of June. From July to December the approach will be implemented to meet local board needs and in 2016 as the approach matures and evolves it will be extended across the council family.
No. |
Title |
Page |
aView |
Empowered Communities: Enabling Council |
195 |
bView |
Feedback from PAG meeting 4 May 2015 |
197 |
Signatories
Authors |
Helen Dodd - Local Board Strategic Advisor |
Authorisers |
Karen Lyons - Manager Local Board Services Eric Perry - Relationship Manager |
13 May 2015 |
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Libraries Proposed Property Renewals Programme for 2015/2016
File No.: CP2015/06976
Purpose
1. This report seeks approval from the Kaipātiki Local Board for proposed 2015/16 property renewal capital works for Libraries.
Executive Summary
2. The property renewals programme is an annual capital works programme. The programme ensures that each council facility can operate to the current level of service articulated in the relevant asset management plan.
3. The Kaipātiki Local Board proposed property renewals programme for 2015/16 is detailed in this report as Attachment A.
4. In the 2015/16 financial year, the Kaipātiki Local Board’s budget for each Libraries property renewal and FF&E programme is $675,469.
5. A list of all Libraries’ proposed property renewal projects for all Auckland Council local boards for 2015/16 is provided for information as Attachment B.
That the Kaipātiki Local Board: a) receive the Kaipātiki Local Board 2015/16 Proposed Property Renewals report. b) approve the property renewals programme 2015/16 as listed in Attachment A to the report. c) delegate responsibility to the Service Delivery and Logistics Support Manager to approve any moderate changes to the budget in the event that there is a variation to identified costs for its property renewals programme d) allows for any project surplus to be held as contingency for other renewals projects included within this report for the Kaipātiki Local Board.
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Comments
6. Community facilities are an important part of realising the vision of Auckland to become the world’s most liveable city. They contribute to building strong, healthy, and vibrant communities by providing spaces where Aucklanders can connect, socialise, learn, and participate in a wide range of social, cultural, art, and recreational activities. These activities foster improved lifestyles and a sense of belonging and pride among residents.
7. Investment in this property renewals programme will ensure that council facilities remain valuable, well-maintained community assets that continue to meet user expectations. Not undertaking timely property renewals will have an undesirable impact on the customer experience and put asset performance at risk, and ultimately increase the cost to maintain the facility.
8. The property renewals programme is a planned and documented process comprising of seven project management framework phases. These phases are: data collection, feasibility, initiation, planning, execution and transition, closure, and benefits realisation. Local board sign-off is within the third phase (initiation) of the property renewals programme process.
9. The property renewals programme process ensures that the proposed work-lists (refer to Attachment A) have received extensive input and assessment from both property and activity officers.
Consideration
Local Board views and implications
10. Council officers are seeking local board approval for the proposed Kaipātiki Local Board property renewals programme for 2015/16. Council officers will report quarterly to the local board, including any reduction in project costs, to enable a review of budget options.
Māori impact statement
11. The Kaipātiki Local Board 2015/16 Proposed Property Renewals programme will ensure that all facilities continue to be well-maintained community assets benefiting the local community, including Māori.
Implementation
12. Council officers have consulted with local board representatives and relevant council departments in order to formulate both the property renewals process and the attached lists of proposed renewals. Consultation will continue with all stakeholders throughout the financial year while this programme is implemented.
13. This work will be implemented as part of council’s Property Department usual business practice and delivered in partnership with Libraries.
No. |
Title |
Page |
aView |
Proposed property renewals programme 2015/16 - Kaipātiki |
201 |
bView |
Proposed property renewals programme 2015/16 - all Auckland |
203 |
Signatories
Authors |
Hannah Alleyne - Principal Special Asset Planning |
Authorisers |
Kim Taunga - Manager Cust. Experience - South and East Libraries Eric Perry - Relationship Manager |
13 May 2015 |
|
Road name approval for subdivision at 198 Beach Haven Road, Beach Haven
File No.: CP2015/06852
Purpose
1. This report seeks the approval of the Kaipātiki Local Board for a road name for the new private road (serving six or more lots), being constructed within a subdivision being undertaken by Location Group Ltd. (the Applicant), at 198 Beach Haven Road, Beach Haven.
2. The naming of private roads serving six or more lots is a requirement of Land Information New Zealand (LINZ).
Executive summary
3. The applicant has submitted several alternative names for the private road including Marie Costello Way, Assumption Way and Purcell Way for the local board’s consideration.
4. The Applicant’s preference is to name the private road Marie Costello Way.
5. The name is in keeping with the legacy North Shore City Council’s road naming guidelines and reflects the intent of the proposed new road naming procedures and guidelines.
6. The road name is not duplicated elsewhere within the wider Auckland Council region.
That the Kaipātiki Local Board: a) consider the road name Marie Costello Way for the private road constructed within the subdivision being undertaken by Location Group Limited at 198 Beach Haven Road, Beach Haven. |
Comments
7. The applicant advise’ that they have chosen the name after the name of the original family that bequeathed the land to the Catholic Church.
8. The applicant considers the name to not be out of keeping with other names in the area and to be appropriate to the locality.
9. The applicant has consulted with all 13 iwi relevant to the local board area, inviting comment or suggested road names. They advise one iwi has responded and is supportive of the proposed name.
10. The name is not duplicated within the wider Auckland region.
Consideration
Local Board Views and Implications
11. Procedures and guidelines for public and private road naming have been developed by Auckland Council to achieve consistent region wide protocols and policies for road naming.
12. These procedures and guidelines have been before the local boards for comment and it is anticipated the guidelines will be rolled out for implementation shortly.
13. Until the new procedures and guidelines are rolled out it is considered appropriate that the road names be assessed in terms of the legacy North Shore Council road naming guidelines.
14. These guidelines required that road names either have some local historical significance, reflect the natural topography or characteristics of the land or locality, or establish or extend a road naming in a locality.
15. The road name submitted is in keeping with the legacy North Shore City Council’s road naming guidelines and reflects the intent of the proposed new road naming procedures and guidelines.
16. The road name is not duplicated elsewhere within the wider Auckland Council region.
17. The decision to approve the road name does not trigger any specific policy or have any impact on the immediate or wider community, or have any legal or cost implications to council.
Maori Impact Statement
18. The applicant has consulted with all 13 iwi relevant to the local board area, inviting comment or suggested road names. They advise one iwi has responded and is supportive of the proposed name.
Implementation
19. The Northern Resource Consenting and Compliance Unit Subdivision team will ensure that appropriately compliant road signage is installed by the consent holder, in conjunction with the completion of the subdivision.
No. |
Title |
Page |
aView |
Road naming map for subdivision at 198 Beach Haven Road |
207 |
Signatories
Authors |
John Benefield – Senior Subdivisions Advisor |
Authorisers |
Julie Bevan - Acting General Manager Resource Consents Eric Perry - Relationship Manager |
13 May 2015 |
|
Auckland Transport update on issues raised in April 2015 for the Kaipātiki Local Board
File No.: CP2015/07736
Purpose
1. This report provides an update on transport related issues raised by local board members during March and April 2015. It also includes general information about matters of interest to the local board and the schedule of issues raised in March and April 2015 (refer to Attachment A).
That the Kaipātiki Local Board: a) receive the Auckland Transport monthly report. |
Auckland Transport News
Road Resurfacing
2. Roads require periodic resurfacing (resealing) to keep the sealed surface waterproof and maintain good skid resistance. The bitumen in the surfacing oxidises over time causing it to become brittle and either crack, unravel or lose chip. Similarly the chip can become polished and/or the road surface flushed resulting in a loss of skid resistance over time.
3. If resurfacing is carried out at the right time then the surface remains waterproof, skid resistance is maintained and surface water does not penetrate the road pavement. It can be considered to be much the same as repainting a house – if it is left too long and water penetrates the surface then much more costly repairs are required.
4. Roads are resurfaced using either a chip seal or a thin asphaltic concrete surfacing (hotmix). Generally chip seals have a life of 8-12 years while hotmix can be expected to last 10-14 years
5. Chip seals are the most cost-effective method of resurfacing and in many situations are the only method that can practically be used to restore the road surface to a suitable condition. Hotmix is generally only used on high trafficked roads (those carrying more than 10,000 vehicles per day) or in high stress areas such as at intersections or cul-de-sac heads.
6. Chip seals cost in the order of $4-8 per square metre while hotmix costs $20-30 per square metre depending on the type of mix used. In the 2014/15 year Auckland Transport will resurface 430 km of roads at a cost of approximately $50 million and 80% of the resealing carried out will be chip seals.
7. Prior to resurfacing pre-seal repairs such as digouts, crack sealing and surface levelling are undertaken. There is also considerable effort made to coordinate the resurfacing works with other planned renewal and improvement works in the road corridor (both road and utility related) so as to ‘dig once’.
8. Chip seals can be either single coat or two coat seals though in most cases two coat seals are now used as they are more resistant to turning stresses.
9. Each resurfacing site is subject to a specific seal design and the choice of surfacing and chip size used is dependent on factors such as the traffic volumes and loading, the existing surface texture and pavement strength, turning stresses etc.
10. Many resurfacing complaints arise from the resurfacing of existing aged hotmix surfaces with chip seal when they reach the end of their service life. These hotmix surfaces were usually constructed by developers at the time of subdivision and when they are resurfaced with a chip seal this is not welcomed by adjoining landowners. The need to periodically resurface the road to avoid water ingress into the road pavement is often not understood by the adjoining residents and they consider the rougher chip seal surface to be inferior to that of the smoother hotmix.
11. Chip seals also continue to shed excess chip for several months following resurfacing which is a nuisance for adjoining landowners and can create the mistaken impression that the new chip seal surface is defective. Following resurfacing new chip seals particularly two-coat seals can require 4-5 sweeps to remove excess chip from the surface.
12. It is also usual for the bitumen to soften during warm weather for several years following application until such time as the kerosene fully evaporates from the bitumen. At this time it will be susceptible to scuffing from turning vehicles. These areas can be treated with the application of fresh sealing chip.
Getting Our Buses Moving
13. A programme to improve travel times and reliability for public transport continues to be rolled out across the region to support Auckland Transport’s frequent service network.
14. It is envisaged the bus priority programme, which includes bus and transit lanes and traffic light phasing will create a more efficient bus service for public transport users.
15. Auckland Transport is on target to add approximately 15 km of bus lanes to key bus routes by June 2015, with another 25 km planned in the following two financial years.
16. Projects so far have seen, completion of a new city bound bus lane on Symonds Street in February, a new link in the Fanshawe Street city bound bus lane at the Market Place and Fanshawe Street intersection, an inbound bus lane on Dominion Road (between Richardson Road and Denbigh Avenue) and other bus efficiency improvements on Ellerslie Main Highway, Onewa Road and Bolton Street in Blockhouse Bay.
17. These measures have added 3.3 km to the network with further bus lane expansions planned to be underway by the end of March for Khyber Pass, Wellesley Street, Victoria Street, and Park Road in Parnell.
18. The bus priority programme will relieve congestion and bottle-necks by providing a clear demarcation on the road between public transport and other vehicles.
19. These incremental and cost effective improvements will benefit the whole network by managing competing interests for road space during peak times.
20. A predictable and reliable public transport network with improved travel times is a real incentive for people to get out of their cars and on to public transport.
21. Buses account for approximately 2.5% of vehicles in the city centre, but carry nearly a third of commuters into the city and are key to using road space more efficiently, providing more capacity and getting people to where they want to go faster.
22. Early results on Symonds Street indicate travel savings of two minutes for peak morning commuters. This is an improvement of 50% on last year and is expected to grow as the bus lane is extended.
23. The bus priority programme offers a real transport alternative and is encouraged by recent figures showing that public transport patronage is at all-time high. Public transport patronage totalled 77 million passenger boardings for the 12 months to February 2015 which is an annual increase of 9.5%.
City Rail Link Contract Award
24. The City Rail Link (CRL) takes another significant step forward with the appointment of two construction consortia to commence the first phase of the CRL construction in the Downtown area.
25. There was wide interest from the New Zealand construction industry and Auckland Transport has appointed two joint venture contractors for the work; Downer NZ and Soletanche Bachy JV and Connectus (McConnell Dowell and Hawkins JV) for the first phase of design at a cost of about $3 million. The next phase will provide for a negotiated contract to construct the CRL.
26. The Downer lead joint venture has been chosen to progress the CRL work through and under Britomart Station and Queen Street to the Downtown Shopping Centre site with construction likely to start in early 2016.
27. The contract includes establishing temporary accommodation for Britomart Station ticketing and customer service operations, underpinning the historic former Chief Post Office building, to allow the construction of the rail tunnels beneath and reinstating Britomart Station and upgrading urban space and surrounding roads.
28. The Connectus Consortium will construct the cut and cover tunnels under and along Albert St from Customs St to Wyndham St. The work is likely to start in October 2015 with the relocation of a major stormwater line in Albert Street between Swanson and Wellesley Streets.
29. Auckland’s population is set to grow rapidly over the next 20 years, reaching close to two million with nearly four out of every 10 New Zealanders calling the city home.
30. The CRL completes a key missing link in Auckland’s public transport network. Once completed, the CRL will turn a one way cul-de-sac rail system at Britomart, into a two way through system that will be able to carry 30,000 people an hour, providing an efficient and reliable transport choice for Aucklanders.
2015 Public Transport Fare Review- Aligning Fares for Introduction of Integrated Fares
31. The focus of this year’s public transport fare review is to better align short and long distance fares in preparation for a change to a simpler zone based system (integrated fares) next year.
32. Auckland Transport’s General Manager Public Transport, Mark Lambert, says, “As we continue to pick up the pace of transport changes in the city, improving the fare structure with integrated fares will allow the introduction of the New Network which will see more frequent services on key routes at a minimum average of every 15 minutes, 7am to 7pm, seven days a week.”
33. “This is along with the introduction of the AT HOP card, electric trains on the rail network, the first step towards the construction of the City Rail Link and an investigation of the benefits of light rail. All of these initiatives are designed to give Aucklanders choices that will offer them the freedom to most effectively use that valuable commodity, time”.
34. The changes to public transport fares through the 2015 review will see:
· small increases of between 5 and 10 cents for short distance (stage one and stage two trips) for those using the AT HOP card;
· no increases on longer AT HOP trips on buses and trains, other than for stage five journeys that receive a tertiary concession;
· stage six and seven child fares, using AT HOP, reduce by 5 cents and 16 cents per trip respectively;
· some cash fares will increase by 50 cents to increase the incentive for passengers to take advantage of fare discounts that AT HOP provides;
· some fares on Hobsonville and West Harbour ferry services decrease by between 24 cents and 50 cents a trip; and
· tertiary and child concession fares will now be available on the InnerLink bus service.
35. There will also be some changes to pricing for the CityLink bus service. This service had received funding from the Heart of the City business organisation and Waterfront Auckland however that subsidy has now ended. Auckland Transport has therefore, reluctantly, introduced a 50 cent (adult single trip), 40 cent (tertiary student single trip) and 30 cent (child single trip) fare for a AT HOP card users. Single trip cash fares will be $1 for adults, 50 cents for tertiary students and 40 cents for a child.
36. Mr Lambert says that on average fares contribute 47% to the total cost of providing public transport services – the remainder is provided through government (NZTA) contributions and rates subsidies. He says while petrol and diesel prices have fallen over recent months, and fluctuated in recent weeks, fuel prices make up only a small percentage of operator costs and by far the largest expense is wages.
37. Public transport patronage growth has continued strongly during recent fuel price reductions showing that customers are choosing to use improved services rather than sit in traffic congestion.
38. Latest figures show that public transport patronage is at an all-time high. Public transport patronage totaled 76,480,955 passenger trips for the 12 months to January 2015, an annual increase of 9.4%.
39. Rail patronage alone totaled 13 million passenger trips for the 12 months to January, an annual rise of 20%, or a rise of two million journeys in one year.
Regional Signage Project
40. Auckland Transport is leading a cross-council project to identify a multi-modal single signage system for the region. This impacts on local boards’ interests in placemaking, and is an important part of ensuring that this system meets council’s objective of making Auckland the world’s most liveable city whilst making a meaningful contribution towards the region having a fully integrated transport network.
41. Early stages of this project (Phase 1), involves identifying and developing a new signage system and implementation strategy that best suits Auckland’s unique requirements whilst ensuring that the solution chosen is fit for purpose in local areas.
42. A series of trial sites, to test the signage, will be rolled out and representatives from Auckland Transport will be meeting with representatives of the Kaipātiki, Albert-Eden, Waitemata, Puketapapa and Whau Local Boards to discuss the trial.
43. Workshops will be held will all local boards ahead of the installation of the prototype signage in the trial areas, which will probably occur in July.
44. This is the first time a city has introduced a signage system for all transport modes simultaneously. However, budget constraints will see the final system implemented over many years from Auckland Transports renewals budget, supplemented with signage for new capital works and possibly for special events.
Consideration
Local Board views and implications
45. This report is for the local board’s information.
Māori impact statement
46. No specific issues with regard to the Maori Impact Statement are triggered by this report.
General
47. The activities detailed in this report do not trigger the Significance Policy. All programmes and activities are within budget/in line with council’s Annual Plan and Long Term Plan documents and there are no legal or legislative implications arising from the activities detailed in this report.
Implementation
48. There are no implementation issues.
No. |
Title |
Page |
aView |
Kaipātiki Issues Raised by Members During March and April 2015 |
215 |
Signatories
Authors |
Marilyn Nicholls, Elected Member Relationship Manager, Auckland Transport |
Authorisers |
Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport Eric Perry - Relationship Manager |
13 May 2015 |
|
Auckland Transport quarterly update to local boards
File No.: CP2015/07709
Executive Summary
1. The purpose of this report is to inform local boards about progress on activities undertaken by Auckland Transport (AT) in the three months January – March 2015 and planned activities anticipated to be undertaken in the next three months.
2. Attachments include:
· A – Auckland Transport activities
· B – Travelwise Schools activities
· C – Decisions of the Traffic Control Committee
· D – Report against local board advocacy issues
· E – Report on the status of the local board’s projects under the Local Board Transport Capital Fund (LBTCF).
That the Kaipātiki Local Board: a) receive the Auckland Transport quarterly report. |
Significant activities during the period under review
Investment and Development
SMART (formerly SWAMMCP)
3. Investigation into protecting a rail (rapid transit) corridor from Onehunga to the Auckland airport then connecting back to the main trunk line at Puhinui forming a rail loop. NZTA and AT have completed the design work on the Kirkbride Interchange, which is now future proofed for rail. Also the remaining SH20A corridor has been re-assessed for rail, taking into account the improvements that NZTA is proposing. Work is also continuing on updating the business case for the project.
PT Development
Otahuhu Bus Rail Interchange
4. Detailed design completion is expected in April/May 2015. Site pre-loading and rail platform enabling works are now underway. The signal box will be lifted off the rail platform during Queens Birthday Block of Line. Main works are due to commence in July 2015 and scheduled for completion in March 2016 (subject to funding availability). Go-live date for Interchange depends on the South Public Transport Operating Model Network roll-out; currently scheduled for May 2016.
Half Moon Bay Ferry Upgrade
5. The pontoon and gangway contract has been awarded for completion of fabrication by the end of June 2015. Design of the wharf is on-going in readiness for consent submission to council mid-May 2015.
City Rail Link
6. Enabling Works Package: Phase 1 Early Contractor Involvement design service contracts 1 and 2 awarded. Construction is scheduled to commence early 2016.
7. Main Works: construction is subject to funding availability in the new Long Term Plan yet to be adopted by Auckland Council (assumed to be 2018).
EMU Procurement
8. AT currently has a total of 51 three-car units in Auckland with 42 of these issued with provisional acceptance. Five six-car services are operating during Manukau peak times. Non-peak services have been operating between Britomart and Papakura and driver conversion trains are running out to Swanson on a regular basis.
PT Operations
Public Transport overall
9. There has been another big jump in the numbers using public transport in Auckland. Annual patronage now exceeds 78 million boardings, an increase of 10%. In March 2015, there were 8.4 million boardings, a jump of more than 1 million on March 2014.
Rail Improvements
10. The big performer was rail which reached 13.4 million passenger trips for the year, an annual increase of 21%. March saw a monthly record high of 1.56 million train trips, an increase of 29% on March last year. The growth is put down to the enhanced travel experience and additional capacity provided by the new electric trains and greater service frequency introduced over recent years.
11. Auckland Transport is aiming to have a full electric network by the end of July, except for the link between Papakura and Pukekohe which will continue to use diesel trains. These will be refurbished over time to provide an enhanced experience. The electric trains will provide improved travel experience and more capacity on the Southern and Western Lines.
Bus Improvements
12. March was also a record-breaking month on the Northern Express, with patronage up almost 17% on the same month last year. The 12 month total reached 2.8 million. It was also a record for other bus services as patronage rose 8% to 56.6 million. Ferry numbers for the year totalled 5.4 million trips, up 5% on an annual basis.
13. Growth on bus services is attributed to increased services and frequency, improving travel times from new bus priority lanes and a significant improvement in service punctuality being achieved by bus operators through new timetables. Further service level increases and punctuality improvements are planned for later this year along with the introduction of double decker buses on a number of routes. New network designs will also be introduced from later this year.
Road Design and Development
Te Atatu Road Improvements
14. Road Corridor Improvement project on Te Atatu Rd from School Road/Edmonton Road intersection to SH16: building consents have now been obtained. Three contractors have been short-listed to submit a tender for the physical works. Construction is targeted to start in July 2015 with a view towards completion around January 2017.
Albany Highway
15. The Albany Highway North Upgrade is a 4km road widening of Albany Highway between Schnapper Rock Road and Albany Expressway. Construction is approximately 25% complete. The majority of the site is operating with a 30 km/hr speed limit, which results in a 2-3 minute delay to vehicles. Disruption to neighbouring land owners due to construction is well managed, with some positive feedback received regarding the construction team's approach to resolving issues.
Lincoln Road Improvements
16. The project involves widening Lincoln Road between Te Pai Place and Motorway Interchange to accommodate additional transit/bus lanes on both sides. A stakeholders workshop was conducted in March to discuss the best identified options for stormwater treatment sites. At the same time a meeting was arranged with Parks and Planning to come-up with the best layout for the road access for the properties between Daytona Reserve and Lincoln Road.
Mill Road Improvements
17. The Redoubt Road - Mill Road corridor provides an arterial road connection east of State Highway 1 between Manukau, Papakura and Drury and includes Murphys Road from Redoubt Road to Flatbush School Road. The Notice of Requirement has been notified for the northern section of this project and submissions close in May 2015. AT held public open days in mid-April.
Cycle Initiatives
18. An information day has been held to share design concepts for the second stage of the Beach Road walking and cycling project. Stage 2 will deliver a streetscape upgrade and continue the cycleway along Beach Road from the intersection with Mahuhu Crescent through to Britomart Place. Construction is expected to begin in February and be completed in July.
Services
Road Safety
19. A regional alcohol #Drunksense #Straightsense campaign was delivered. The programme targeted males aged 18-25 years. To reach the target audience, a combination of cinema advertisements, Facebook and social media activities were undertaken. Localised interventions including promotions of key messages were undertaken at Auckland Council Movies in the Park, NRL Auckland Nines, Kumeu A&P Show and Pasifika.
20. AT delivered a Red Light Running regional campaign supporting the installation of new red light cameras and locations in partnership with enforcement support by NZ Police.
Safer Communities and Schools Travelwise programme
21. Over 120 students from 25 secondary schools attended the regional Travelwise Secondary Schools Summit on 18 March 2015. The objective of this event was to introduce Travelwise leaders to the resources and skills they need to ‘get going’ on developing a successful Travelwise campaign for their school community. Students participated in an AT Metro public transport challenge, and worked in teams to develop and present a road safety campaign that they would deliver in their school.
22. In March 2015, 414 students and 77 Travelwise lead teachers attended four area-based Travelwise Primary student workshops. The workshops were an opportunity for students and teachers to share ideas and be motivated to further develop road safety activities and initiatives in their schools.
23. Since 1 July 2014, 79 new Walking School Buses have been established, exceeding the KPI by 43 new Walking School Buses.
24. The following schools received safety infrastructure over the last quarter to support the schools’ travel plan initiatives:
· Mayfield School;
· Koru School;
· Favona School;
· Otahuhu Intermediate;
· Otahuhu Primary School;
· St. Josephs School; and
· Pakuranga College.
Travel Demand
25. Auckland Council and AT have jointly developed a business action plan for the Auckland Council Travel Plan. The travel plan was approved for implementation by the Executive team at the end of January. The travel plan is currently in the process of being approved by PSA delegates before it goes out for staff consultation. Auckland Council also celebrated ‘Go By Bike Day’ with cycle information sessions at the main centres. The sessions included route planning advice for cyclists, safety tips and distribution of resources.
Walk 2 Work Day
26. National ‘Walk2Work Day’ was held on Wednesday 11 March. AT supported the day with a regional radio campaign, a dedicated web page and an online photo competition. On the day, AT organised the ZM Black Thunder radio station vehicles to engage with people walking near Victoria Park and on Karangahape Road. AT also worked with Living Streets Aotearoa to engage with people walking to work or to public transport at Devonport Wharf, and the Sunnynook and Smales Farm bus stations.
Road Corridor Delivery
Overview
27. The Road Corridor Group is tasked with the responsibility for a wide range of activities within the Road Corridor. These include but are not limited to:
· the delivery of roading and streetlight maintenance and renewal programmes;
· managing the access, co-ordination and traffic management impacts of activities taking place within the road corridor;
· promote design innovation and efficiency around how work is carried out on the network; and
· the development of long term asset management plans and modelling which support the decision making process around the management of our roading assets.
January – March Quarter key highlights
28. The Road Corridor Delivery Team have a year to date (YTD) target to deliver 580.9 km of resurfacing or pavement and footpath renewals. Sealed roads require periodic resurfacing to keep the sealed surface waterproof with good skid resistance. Roads are resurfaced using either asphalt or chipseal coating. Pavement rehabilitation is undertaken when the road pavement reaches the end of its service life and is either too rough, or expensive, to maintain. New pavements are designed with a life expectancy of 25 years.
29. As outlined in Figure 1, to date AT has delivered 489.5km or 85% of the YTD programme and is on track to complete the full programme by the end of the financial year in June.
Figure 1: Actual vs planned lengths (km) for February YTD
Renewal Activity |
Full Year Target (km) |
Completed length at end of March (km) |
Completion v. Full Year Target (%) |
Pavements |
36.4 |
24.3 |
67 |
Resurfacing |
428.2 |
380.6 |
89 |
Footpaths |
116.4 |
84.6 |
73 |
Total |
580.9 |
489.5 |
85 |
30. The renewal forward work programme for 2015/2016 will be published at the end of April. This will identify the planned renewal works for roads, footpaths, structures and public transport.
31. The streetlight tender process for the procurement of five contracts is well underway. These contracts will commence on 1 July 2015 and coincide with a programme to replace 40,000 x 70w luminaires currently on the network with light emitting diodes (LED). This is a five-year renewal programme aimed initially at residential streets. A priority matrix will be developed for other key areas such as town centres. The use of LEDs not only reduces electricity consumption by 50-60% but also plays a part in producing a clearer white light which helps in the overall effort to improve road safety.
32. To date the management of the 6,885km footpath network has been subjected to the policies of the legacy councils and, as a result, has created inconsistencies across the region in standards and practice. In response a regional footpath renewal strategy is now being developed. The aim is to achieve a consistent and coherent approach to the renewal and maintenance of AT’s footpath assets. The approach will also align with level of service requirements whilst taking into account key factors such as affordability and value for money for the ratepayers of Auckland.
No. |
Title |
Page |
aView |
Schedule of activities undertaken for the third quarter (2014/15) ending 31 March 2015 |
227 |
bView |
Travelwise Schools activities broken down by local board |
255 |
cView |
Traffic Control Committee Decisions broken down by local board |
257 |
dView |
Local Board Advocacy Report |
259 |
eView |
Local Board Transport Capital Fund Report |
261 |
Signatories
Authors |
Various Auckland Transport authors |
Authorisers |
Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport Eric Perry - Relationship Manager |
Kaipātiki Local Board 13 May 2015 |
|
Swimming Pool Fencing Exemption – Special Exemption (Section 6) Fencing of Swimming Pools Act 1987
File No.: CP2015/07000
Purpose
1. The purpose of this report is to present to the Kaipātiki Local Board two applications for special exemptions from several of the requirements of the Fencing of Swimming Pools Act 1987 (the Act).
Executive summary
2. The local board must consider each of the applications for special exemption. The board must resolve to decline, grant or grant subject to conditions the exemptions sought.
That the Kaipātiki Local Board: a) receive the report. b) receive the applications from: i) 3 Learmonth Avenue, Birkenhead. ii) 25 Sunset Road, Totara Vale. c) decline the application for the following reason unless the elected members are satisfied, having regard to the particular characteristics of the property and pool and any other relevant circumstances, that the granting of exemption will not significantly increase the danger to young children. i) 3 Learmonth Avenue, Birkenhead. d) grant the following applications for special exemption, subject to ongoing compliance with NZS8500-2006 Section 3.10 at all times: i) 25 Sunset Road, Totara Vale. |
Discussion
3. Each property, which is the subject of an application before the local board, has been inspected by Auckland Council pool inspectors. In each case, the swimming/spa pool fencing does not comply with the Fencing of Swimming Pools Act 1987 (the Act). The details of non-compliance in each case vary and are specified in the attachments to this report. Each applicant has chosen to seek a special exemption from the requirements of the Act.
4. The purpose of the Act is “to promote the safety of young children by requiring the fencing of … swimming pools”.
5. The Act requires pool owners to fence their pool with a fence. Specific detail on the means of achieving compliance with the Act is contained in the schedule to the Act. If a pool is not fenced with a complying fence it is an offence under the Act, unless exempt.
6. An exemption can only be granted by the local board after consideration of the particular characteristics of the property and the pool, other relevant circumstances and taking into account any conditions it may impose. Then, only if satisfied that an exemption would not significantly increase the danger to young children, can an exemption be granted.
7. Defining the immediate pool area will be relevant to considerations concerning the property and the pool. The immediate pool area means the land in or on which the pool is situated, and as much of the surrounding area that is used for activities or purposes related to the use of the pool. The Act provides that the fence should be situated to prevent children moving directly to the pool from the house, other buildings, garden paths and other areas of the property that would normally be available to young children.
8. Another common consideration for local boards in exemption applications will be instances where a building forms part of the pool fence. Where doors from a building open into the pool area, the territorial authority may grant an exemption from compliance with clauses 8 to 10 of the schedule to the Act. It may exempt if it is satisfied that compliance with the Act is impossible, unreasonable or in breach of any other Act, regulation or bylaw, and the door is fitted with a locking device that when properly operated prevents the door from being readily opened by children under the age of 6 years. If the local board is satisfied that a door within a wall in a building meets that test, the local board must also be satisfied that an exemption would not significantly increase the danger to young children.
9. When granting a special exemption, the local board may impose such other conditions relating to the property or the pool as are reasonable in the circumstances (section 6(2) of the Act). Issues to be considered include:
a) Will the exemption be personal to the applicant so that on a sale of the property a new owner will need to apply for a new exemption? This might be appropriate where the personal circumstances of the applicant have been considered as a relevant circumstance and had a bearing on the exercise of the discretion.
b) Will the exemption be granted for a fixed term and irrespective of changes of ownership so that the exemption runs with the property?
c) Are there any other conditions which should be imposed, repairs to existing fencing, or a requirement for more frequent inspection of the pool (currently pools are inspected every three years)?
10. Any exemption granted or condition imposed may be amended or revoked by the local board by resolution. The rules of natural justice would however dictate that this action should not be taken without prior notice to the pool owner and allowing the pool owner an opportunity to be heard.
Consideration
11. The recommendations contained within this report fall within the local board’s delegated authority.
12. The Act enables an exemption to be granted from clauses 8 to 10 of the Act (doors in walls of buildings) if the local board is satisfied that compliance with the Act is impossible, unreasonable or in breach of any other Act, regulation or bylaw and the door is fitted with a locking device that when properly operated prevents the door from being readily opened by children under the age of 6 years.
13. The overarching consideration in terms of the Act is that a resolution to grant an exemption may only be made after having regard to the particular characteristics of the property and the pool, any other relevant circumstances and any conditions it may impose, and only if it is satisfied that such an exemption would not significantly increase the danger to young children.
14. The local board may resolve to grant, grant subject to conditions, or decline an application for special exemption.
15. If an application is declined the applicant will be required to fence their pool in accordance with the Act.
16. The exemption hearing process under the Act does not trigger the significance policy but it is an important statutory function.
17. Council is committed to ensuring that Auckland is a safe place for children to live and play in. Pool fencing issues have a strong relationship with council’s strategic priorities for community safety.
Local board views and implications
18. The local board is the decision maker in relation to exemption applications under the Act.
Maori impact statement
19. This report does not raise issues of particular significance for Maori.
General
20. Compliance with the Act is a mandatory requirement for all pool owners unless exempt.
21. Council’s pools inspectors have consulted with the applicants in each case. Applicants have been made aware of council’s requirements to ensure fencing is compliant with the Act. The applicants have elected to seek a special exemption for individual reasons.
Implementation
22. The decision must be made by resolution and contain conditions (if any).
No. |
Title |
Page |
aView |
3 Learmonth Avenue, Birkenhead (Under Separate Cover) - Confidential |
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bView |
25 Sunset Road, Totara Vale (Under Separate Cover) - Confidential |
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Signatories
Authors |
Phillip Curtis - Senior Swimming Pool Specialist |
Authorisers |
Barry Smedts - Manager Compliance Eric Perry - Relationship Manager |
Kaipātiki Local Board 13 May 2015 |
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File No.: CP2015/06799
Executive summary
An opportunity is provided for members to update the Kaipātiki Local Board on the projects and issues they have been involved with since the last meeting.
That the Kaipātiki Local Board: a) receive any verbal reports of members. |
There are no attachments for this report.
Signatories
Authors |
Blair Doherty - Kaipātiki Local Board Democracy Advisor |
Authorisers |
Eric Perry - Relationship Manager |
Kaipātiki Local Board 13 May 2015 |
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Workshop Records - Kaipātiki Local Board Workshops - Wednesday, 15 April 2015 and Wednesday, 22 April 2015
File No.: CP2015/06800
Purpose
1. The purpose of this report is to record the Kaipātiki Local Board Workshops held on Wednesday, 15 April 2015 and Wednesday, 22 April 2015.
Executive Summary
2. At the workshop held on Wednesday, 15 April 2015, the Kaipātiki Local Board had a briefing on:
· Parks renewals work programme & LTP opex savings impacts.
3. At the workshop held on Wednesday, 22 April 2015, the Kaipātiki Local Board had a briefing on:
· alcohol licensing;
· the draft CDAC 2015/16 work programme
· ATEED's local board engagement and activity plan for Kaipātiki
· the Northcote Safe Cycle route
· the Empowered Communities Approach proposal
That the Kaipātiki Local Board: a) receive the records for the Kaipātiki Local Board Workshops held on Wednesday. 15 April 2015 and Wednesday, 22 April 2015. |
No. |
Title |
Page |
aView |
Kaipātiki Local Board Workshop Records April 2015 |
273 |
Signatories
Authors |
Blair Doherty - Kaipātiki Local Board Democracy Advisor |
Authorisers |
Eric Perry - Relationship Manager |
13 May 2015 |
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Record of Kaipātiki Local Board Portfolio Briefings held in April 2015
File No.: CP2015/06801
Purpose
1. The purpose of this report is to record the Kaipātiki Local Board Portfolio Briefings held in March 2015.
Executive summary
2. In April 2015, the Kaipātiki Local Board held the following Portfolio Briefings:
· Arts and Culture – Thursday 9 April 2015
· Built Environment – Thursday 2 April 2015
· Community Development & Facilities – Friday 10 April 2015
· Events – Tuesday 7 April 2015
· Finance – Monday 13 May 2015
· Libraries – Wednesday 1 April 2015
· Parks – Tuesday 7 April 2015, Thursday 23 April 2015
· Sport and Recreation – Thursday 16 April 2015
· Transport – Wednesday 1 April 2015
That the Kaipātiki Local Board: a) receive the record of Kaipātiki Local Board Portfolio Briefings held in April 2015. |
No. |
Title |
Page |
aView |
Portfolio briefing records - April 2015 |
279 |
Signatories
Authors |
Blair Doherty - Kaipātiki Local Board Democracy Advisor |
Authorisers |
Eric Perry - Relationship Manager |
Kaipātiki Local Board 13 May 2015 |
|
Exclusion of the Public: Local Government Official Information and Meetings Act 1987
That the Kaipātiki Local Board:
a) exclude the public from the following part(s) of the proceedings of this meeting.
The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution follows.
This resolution is made in reliance on section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by section 6 or section 7 of that Act which would be prejudiced by the holding of the whole or relevant part of the proceedings of the meeting in public, as follows:
24 Swimming Pool Fencing Exemption – Special Exemption (Section 6) Fencing of Swimming Pools Act 1987 - Attachment a - 3 Learmonth Avenue, Birkenhead
Reason for passing this resolution in relation to each matter |
Particular interest(s) protected (where applicable) |
Ground(s) under section 48(1) for the passing of this resolution |
The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7. |
s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. In particular, the report contains the applicants details.. |
s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7. |
24 Swimming Pool Fencing Exemption – Special Exemption (Section 6) Fencing of Swimming Pools Act 1987 - Attachment b - 25 Sunset Road, Totara Vale
Reason for passing this resolution in relation to each matter |
Particular interest(s) protected (where applicable) |
Ground(s) under section 48(1) for the passing of this resolution |
The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7. |
s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person. In particular, the report contains the applicants details.. |
s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7. |
C1 Special Housing Areas: Tranche 7
Reason for passing this resolution in relation to each matter |
Particular interest(s) protected (where applicable) |
Ground(s) under section 48(1) for the passing of this resolution |
The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7. |
s7(2)(b)(ii) - The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information. In particular, the report contains information, which if released, would potentially prejudice or disadvantage commercial activities. |
s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7. |