Agenda of Waiheke Local Board

1 Welcome

Kua uru mai a hau kaha, a hau maia, a hau ora, a hau nui,

Ki runga, ki raro, ki roto, ki waho

Rire, rire hau…pai marire

Translation (non-literal) - Rama Ormsby

Let the winds bring us inspiration from beyond,

Invigorate us with determination and courage to achieve our aspirations for abundance and sustainability

Bring the calm, bring all things good, bring peace….good peace.

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 Waiheke Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 7 May 2015 as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Waiheke 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 members.

9.1 Establishment of a Family Centre - Kirsten Rudd, Philippa Armstrong and Lucy Coory

Executive Summary

1. Kirsten Rudd from Waiheke Family , Philippa Armstrong from the Toy Library and Lucy Coory from the Blackpool Playgroup were in attendance to talk to the board about establishing a family centre on the Island.

Recommendation/s

That the Waiheke Local Board:

a) Thanks Kirsten Rudd, Philippa Armstrong and Lucy Coory for their attendance and presentation.

9.2 Waiheke Marine Protection Survey - Andrew Barclay

Executive Summary

1. Andrew Barclay of the Keep Our Beaches group was in attendance to speak to the board about the Waiheke Marine Protection Survey.

Recommendation/s

That the Waiheke Local Board:

a) Thanks Andrew Barclay for his attendance and presentation.

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.

Waiheke Local Board

28 May 2015

Review of Alcohol Bans 2015

File No.: CP2015/04682

Purpose

1. To adopt a proposal on the review of alcohol bans in the Waiheke Local Board area.

Executive Summary

2. The Waiheke Local Board has the delegated responsibility to review all 149 existing local alcohol bans in its local board area by 31 October 2015.

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 threshold will lapse on 31 October 2015.

4. As part of the review, the local board may choose to use a public submission process in order to get a fuller understanding of the impact of alcohol use in the current alcohol ban areas.

5. 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 also expressed a preference for using a public submission process to complete the review.

6. Staff recommend to:

· use a public submission process to complete the review and to adopt a proposal to facilitate this (Attachment C)

· propose to retain 19 existing alcohol bans

· propose to lapse 130 existing alcohol bans unless sufficient evidence is provided through the public submission process.

7. Staff will update the proposal as necessary to reflect the decisions by the local board.

Recommendations

That the Waiheke Local Board:

a) Notes the use of a public submission process to complete the review of alcohol bans in the local board area.

b) Adopt the proposal titled “Proposal Review of Alcohol Bans – Waiheke Local Board May 2015” in Attachment C for the purposes of the public submission process.

c) Notes that the proposal contained in Attachment C is 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 Proposal to correct any identified errors or typographical edits.

e) Authorise the Manager Social Policy and Bylaws, in consultation with the local board chair, to make any amendments to the Proposal to reflect decisions made by the local board.

f) Appoints [insert name] (as chair), [insert at least two more board members names] as a panel to receive, hear and deliberate on submissions and other relevant information and recommend changes to the Board.

g) Delegates to the Chairperson the ability to make changes to the panel appointed under (e) where this becomes necessary because of the withdrawal or unavailability of any of those persons.

Background

8. Alcohol bans are an accepted and effective way of helping to reduce alcohol related harm. They limit the amount of alcohol consumed in public places. This helps reduce harm including levels of intoxication, noise, litter, harm and disorder.

9. Recent amendments 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.

10. 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.

11. Local boards have the delegated responsibility to review existing local alcohol bans in their local board 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 which will be subject to a separate process to commence after 31 October 2015.

12. 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, and recent police data.

13. The local board has expressed a preference to use a public submission process to complete the review. This process requires:

· the local board to adopt a proposal by May 2015 (Attachment C)

· the proposal (together with proposals from other local boards) will be publicly notified in June 2015

· the local board to hold hearings, deliberations and make decisions on submissions by August 2015

· any alcohol ban not deemed to meet the statutory evidence test will lapse on 31 October 2015.

14. The public submission process is specifically designed to obtain evidence of alcohol-related crime or disorder from the public for those alcohol bans where legacy council information or police data is limited. The decision required of the local board is to decide which existing alcohol bans to propose to retain and which to propose to lapse unless sufficient evidence is provided through the public submission process.

Decision-making requirements

15. In making decisions, the local board must be satisfied that any existing alcohol bans proposed to be retained comply with a range of statutory and bylaw requirements.

16. 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.

17. 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 to or to complement an alcohol ban area

· 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

· consideration to using one of the following times for consistency:

§ 24 hours, 7 days a week (at all times alcohol ban);

§ 7pm to 7am daily (evening alcohol ban)

§ 10pm to 7am daylight saving and 7pm to 7am outside daylight saving (night time alcohol ban)

§ 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).

18. Further detail of the decision-making requirements is appended to the proposal in Attachment C.

Comment

Current local alcohol bans

19. There are currently 149 alcohol bans in the Waiheke 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 a day 7 days a week
Car park (4)	24 hours a day 7 days a week
Park, beach and foreshore reserve (142)	Daylight saving 10pm – 8am Non-daylight savings 8pm – 8am
Cemetery (2)	Daylight saving 10pm – 8am Non-daylight savings 8pm – 8am

Evidence

20. Evidence of alcohol-related crime or disorder has been obtained from legacy council files, and data from the New Zealand Police for the period 1 September 2013 – 30 September 2014 has also been supplied.

21. Other sources of Auckland-wide alcohol-related crime or disorder information were investigated but did not provide evidence able to be linked to particular alcohol bans. Other sources included service request data lodged through the council call centre, graffiti and Ambulance and Emergency Service data.

22. Evidence may also be gathered through a public submission process. Documented evidence may be provided by way of:

· a written account of incidents of alcohol-related crime or disorder people have witnessed prior to, after, or recently in relation to a particular alcohol ban having been introduced

· historical media articles.

Options

23. For each of these areas, the local board has two options. To retain the alcohol ban (with or without amendments to areas or times) or to allow the ban to lapse.

24. 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).

25. 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

26. Staff recommend:

· the use of a public submission process to complete the review and to adopt the “Proposal Review of Alcohol Bans – Waiheke Local Board May 2015” to facilitate this (Attachment C)

· retain the following 19 existing alcohol bans (Attachment A):

o Oneroa Town Centre, including the Waiheke Island Artworks and adjoining car park (3)

o Car park - Miami Avenue

o 131-133 Ocean View Road Oneroa

o Anzac Reserve - Waiheke Island

o Belle Terrace Foreshore Reserve

o Burrell Ocean View Walkway

o Citrus Corner

o Garratt Road Access way

o Homersham Reserve

o Matapana Reserve

o Oneroa Beach Reserve

o Onetangi Beach Strand

o Onetangi Sports Park (Rangihoua)

o Palm Beach Reserve

o Te Huruhi Bay Reserve

o Third Reserve

o Tin Boat Reserve

· allow the remaining 130 alcohol bans to lapse unless sufficient evidence is provided through a public submission process to justify their retention (Attachment B).

27. The reasons for this recommendation are:

· there is sufficient evidence of a high level of alcohol-related crime or disorder to retain 19 existing alcohol bans

· the alcohol bans retained are appropriate, proportionate, and reasonable

· the hours of alcohol bans retained are aligned to those contained in the bylaw

· the public submission process provides an effective and efficient way to obtain further evidence (in a useable format) to support decision making.

Next steps

28. The proposal (together with proposals from other local boards) will be publicly notified in June 2015.

29. Staff will update the proposal as necessary to reflect the decisions by the local board.

Consideration

Local Board views and implications

30. 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, and recent police data.

Māori impact statement

31. 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.

32. Feedback from mana whenua representatives at a hui held in March 2015 supported alcohol bans in principle, and believe that non-regulatory approaches should be considered to help reduce alcohol related harm.

Implementation

33. There are no implementation issues associated with this decision to adopt a proposal.

Attachments

No.	Title	Page
a View	Alcohol bans proposed to retain	15
b View	Alcohol bans proposed to lapse	21
c View	Proposal	31

Signatories

Authors

Daniel Pouwels - Principal Policy Analyst

Kylie Hill - Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Judith Webster - Relationship Manager

Waiheke Local Board

28 May 2015

Auckland Transport Quarterly Update to Local Boards

For the quarter 1 January - 31 March 2015

File No.: CP2015/09230

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).

Recommendation/s

That the Waiheke Local Board:

a) Recieves the Auckland Transport Quarterly Update to Local Boards.

Comments

Significant activities during the period under review

Investment and Development

3. SMART (formerly SWAMMCP)

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

4. Otahuhu Bus Rail Interchange

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.

5. Half Moon Bay upgrade

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.

6. City Rail link

Enabling Works Package: Phase 1 Early Contractor involvement design service contracts 1 and 2 awarded. Construction is scheduled to commence early 2016. Main Works: Construction is subject to funding availability in the new LTP yet to be adopted by Auckland Council (assumed to be 2018).

7. EMU Procurement

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

8. Public Transport Overall

There has been another big jump in the numbers using public transport in Auckland. Annual patronage now exceeds 78 million boarding’s, an increase of 10%. In March, there were 8.4 million boarding’s, a jump of more than 1 million on March 2014.

9. Rail Improvements

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.

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.

10. Bus Improvements

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 totaled 5.4 million trips, up 5% on an annual basis.

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

11. Te Atatu Road Improvements

Road Corridor Improvement project on Te Atatu Rd from School Road/Edmonton Road intersection to SH16. Building consents have now been obtained. Three contractors 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.

12. Albany Highway

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.

13. Lincoln Road Improvements

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 storm water treatment sites. At the same time a meeting was arranged with Parks and Planning to come-up with best layout for the road access for the properties between Daytona Reserve and Lincoln Road.

14. Mill Road Improvements

The Redoubt Road - Mill Road corridor provides an arterial road connection east of State High 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.

15. Cycle Initiatives

An information day has been held to share design concepts for the second stage of the Beach Road walking and cycling project. Stage two 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

16. Road Safety

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 was undertaken at Auckland Council Movies in the Park, NRL Auckland Nines, Kumeu A&P Show and Pasifika.

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.

17. Safer Communities and Schools Travelwise programme

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.

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.

Since 1 July 2014, 79 new Walking School Buses have been established, exceeding the KPI by 43 new Walking School Buses.

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

· Pakuranga College

18. Travel Demand

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 centers. The sessions included route planning advice for cyclists, safety tips and distribution of resources.

19. Walk 2 Work Day

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

20. Overview

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

 The development of long term asset management plans and modelling which support the decision making process around the management of our roading assets.

21. January – March Quarter key highlights

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 an 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.

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

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.

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. 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.

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.

Attachments

No.	Title	Page
a View	Auckland Transport Activities	45
b View	Travelwise Schools Activites	57
c View	Decisions of the Trafic Control Committee	59
d View	Report against local board advocacy issues	61
e View	Report of the status of the local board's projects under the Local Board Transport Capital Fund (LBTCF)	63

Signatories

Authors	Ivan Trethowen - Elected Member Relationship Manager
Authorisers	Jonathan Anyon - Elected Member Relationship Team Manager

Waiheke Local Board

28 May 2015

Auckland Transport Report - May 2015

File No.: CP2015/09237

Purpose

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

Executive Summary

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

3. In particular , this report provides an update on;

· Local Board Transport Capital Fund (LBTCF)

· Local Consultations

· Media

Recommendation/s

That the Waiheke Local Board:

a) Receives the Auckland Transport May 2015 report.

b) Approves construction phase and ROC of $123,463 for O’Brien Rd Bridge

c) Approves construction phase of options supplied and associated ROC for Ostend Path

Comments

Local Board Transport Capital Fund (LBTCF)

4. In September 2014 the Local Board provided a list of potential Local Board Transport

Capital Fund projects.

5. The table below outlines an up-date as to decisions by the Board and on the progress of the projects.

Table 1: Waiheke Local Board project update for Board approval:

Resolution # WHK/2014/209

ID#	Project Description	Progress/Current Status
	Empire Avenue, Boardwalk and stream rehabilitation	On hold at request of Board
	O’Brien Road Causeway pedestrian, equestrian and cycle bridge	Auckland Transport Engineers has assessed what is required, ROC $123,463.15, discussed with Board on 8 May 2015
	Causeway reserve retaining wall and boardwalk 65 meters	On hold at request of Board
	Walking trail up Sea View Road	· Seaview Road trail, two sections Erua Road to 36 Seaview Road $594,000 · 36 Seaview Road to 365 Seaview Road $440,000 · Auckland Transport’s decision regarding volunteers communicated to Board, Board to approve current options or reconsider request
	Formation of cycle way and low level multiuse trail, Ostend road verge	Discussed with Board on 8 May Auckland Transport steering group have agreed bridal track below road can be built as part of LBTCF (see below options)

Note: ROC = rough order of costs; FEC = firm estimate of cost)

LBTCF Ostend Road Update

6. The Waiheke Local Board requested Auckland Transport to;

· Resolution # WHK/2014/209

1) Scopes and provides indicative cost estimates for the following potential Local Board Transport Capital Funds project;

· Formation of low level multiuse trail, Ostend road verge.

7. Full options identified are as follows;

i. 2.2 to 2.5 meter wide path, black chip seal from O’brien Rd to outside number 91 Ostend Rd, then 1.2 to 1.5 meter metal path from number 91 to opposite Erua Rd. ROC $80,000

ii. 2.2 to 2.5 meter wide path, Red McCullum chip seal from O’brien Rd to outside number 91 Ostend Rd, then 1.2 to 1.5 meter metal path from number 91 to opposite Erua Rd. ROC $91,000

iii. 2.2 to 2.5 meter wide path, Red McCullum chip seal from O’brien Rd to outside number 91 Ostend Rd, then 1.2 to 1.5 meter Red McCullum chip seal from number 91 to Bus Stop just past Erua Rd. ROC $137,430.00

iv. 2.2 to 2.5 meter wide path, Red McCullum chip seal from O’brien Rd to outside number 91 Ostend Rd, then 1.2 to 1.5 meter Red McCullum chip seal from number 91 to Bus Stop just past Erua Rd, with parallel 1 meter wide metal path from 91 Ostend Rd to Bus Stop just past Erua Rd. ROC $158,135.87.00

v. 2.2 to 2.5 meter wide path, Red McCullum chip seal from O’brien Rd to outside number 91 Ostend Rd, then 1.2 to 1.5 meter Red McCullum chip seal from number 91 to Bus Stop just past Erua Rd, with parallel approximately 1 meter wide metal path from O’brien Rd to Bus Stop just past Erua Rd. (2 parallel paths, one sealed and one metal full length). ROC $189,335.87

vi. Low level cleared Bridal track from Obrien Rd to approximately ½ way up Ostend Rd ROC $40,000

Note: Auckland Transport is required to endeavour to cater for all users when putting in place pedestrian facilities, where none exist currently. There are no pedestrian facilities on this stretch of road and while all the options meet the criteria of the LBTCF, Auckland Transport considers that Option vi on its own, is a substandard option, in that it does not cater for all users.

LBTCF O’Brien Road Bridge Update

8. The Waiheke Local Board requested Auckland Transport to;

· Resolution # WHK/2013/31

c) Refers the Onetangi, O’Brien Road Causeway bridge to Auckland Transport to be constructed this financial year, funded from the Local Board Transport Capital Funds with approval of final costs delegated to the Chair.

9. This project has been assessed by Auckland Transport and a rough order of cost (ROC) to complete this project is $123,463.15.

10. ROC costs includes an itemised break down and Auckland Transport requirements, project discussed with Waiheke Local Board on the 8 May 2015.

Workshop requests

11. In March 2015 Auckland Transport sent out a request to all Local Board Chairs, giving them and their Boards the opportunity to discuss and to provide input and feedback into 5 potentially wayfinding and place making subject, that will affect all Board differently due to their uniqueness and Local Board plans/aspirations;

12. Integrated Fares: (now known as simplified fares) Auckland Transport’s proposed change to a simplified fare structure of which was to discuss the specifics of the final “zonal” system proposal, the indicative fare levels proposed and the way that the new fare system may be enhanced with new fare products in future.

13. Regional Public Transport Plan (RPTP): The current RPTP was finalised in 2013, however now requires some amendments in respect of four specific areas: Integrated fares (as above), the New Network (PTOM unit changes for South Auckland and Hibiscus Coast only), Light Rail (foreshadowed in the draft RLTP) and the Ferry Development Strategy.

14. Amendments to the Plan require a formal amendment process involving public consultation, which will be undertaken between 11 May and 5 June, with a view to adoption of the final Plan later in July.

15. Auckland Transport plans to offer formal hearings during June for parties which wish to be formally heard. (Note that AT is consulting on the variations to the RPTP only, not the whole Plan).

16. As well as workshops and the hearings, all local board’s have been given a pack on the amendments and have been given the opportunity to provide formal feedback, online at www.at.govt.nz/rptp, by email to rptp@aucklandtransport.govt.nz, or by post to:

Freepost Authority No. 233462

RPTP Variation

Auckland Transport

Private Bag 92250

Victoria Street West

Auckland 1142

17. Parking Strategy: Auckland Transport consulted widely on the draft Parking Strategy in 2014, and the final outcomes of the process are being reported to the Auckland Transport Board at its meetings on 31 March (residential parking) and on 28 April (the remaining 14 policies).

18. The review covered almost every aspect of parking policy, including on- and off-street parking, arterial roads, parking design, parking permits, park-and-rides and parking pricing, among others.

19. A workshop to present the final Parking Strategy to Local Boards is being scheduled for Wednesday 27 May.

20. Regional Signage Project: Auckland Transport and Auckland Council have been jointly engaged in the development of a consistent regional system of wayfinding and signage, and this will be trialled in three areas (Northcote, New Lynn and the Wynyard Quarter) over the next few months, commencing later in 2015.

21. It is expected that from Mid 2016 the signage, as modified as a result of feedback during the trial, will be able to be utilised across the region, replacing existing signage as it comes up for renewal.

22. Auckland Transport is keen to present the proposed signage suite to local boards across the region at the May workshop sessions, and later in the year to organise tours of some of the trial sites for local board members.

23. Note; Auckland Transport is aware that not all local boards will necessarily wish to engage on all initiatives, however asked the Chairs to clearly identify any initiatives they don’t want to engage with Auckland Transport on.

24. It was further explained that there was very little timing flexibility on briefing the Board’s on some of the initiatives, the RPTP (and therefore integrated fares as well, given it’s contained within the RPTP) therefore they had to be covered off during May so that hearings can proceed in June.

25. The timing’s were due to the fact the Auckland Transport Board needed to make decisions in early July so that implementation could occur as soon as possible thereafter.

26. On the 9 April 2015, Auckland Transport received confirmation from the Waiheke Local Board office that the Board did not wish to take up the offer of a full Local Board workshop on these subjects as they related to Waiheke, but that one member of the Board could attend another Local Boards workshop.

Local Consultations

27. Consultation documents and discussion for the following proposals have been provided to the Waiheke Local Board for its feedback. As the Board’s transport portfolio holder and the Local Board Chair provide feedback on the Board’s behalf, the material below is included for general information purposes only.

28. Reinstatement of Missing No Stopping at A Times Parking Restrictions (NSAAT) Alison and Mitchell Road – The current lines have faded over time and are in the main unrecognisable, the lines are to be reinstated to maintain a clear traffic lane and ensure vehicles are not forced over the centreline by parked vehicles, causing conflict between opposing vehicles when traversing the bend. Attachment B

Media

Auckland’s Public transport numbers keep going up

29. There’s been another big jump in the numbers using public transport in Auckland.

30. Annual patronage now exceeds 78 million boarding’s, an increase of 10%.

31. In March 2015 there were 8.4 million boarding’s, a jump of more than one million on March 2014.

32. Auckland Transport chairman Dr Lester Levy says it’s been a big year with increased services across rail and bus and the gradual replacement of the diesel trains with new electric models.

33. 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.

34. Auckland Transport is moving to speed up the roll-out of the electric trains as public feedback shows Aucklanders want the extra capacity and the improved service that they provide.

35. Auckland Transport is aiming to have a full electric network by the end of July 2015, 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.

36. The electric trains will provide improved travel experience and more capacity on the Southern and Western Lines.

37. Auckland Mayor Len Brown says the figures are good news for the City Rail Link.

38. At this rate, it is expected Auckland will meet the Government's threshold for financial support for the CRL early in 2017, three years earlier than projected, as growth has been accelerating since late 2013.”

39. 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.

40. It was also a record for other bus services, patronage rose 8% to 56.6 million and ferry numbers for the year totalled 5.4 million trips, up 5% on an annual basis.

41. Auckland Transport believes 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.

42. 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.

43. Meanwhile, Auckland Transport apologises for recent disruptions on the rail network including track and signal failures (Signals operated by KiwiRail), mechanical breakdowns with the old diesel trains and staffing issues.

44. The new timetable from December 2014 introduced a 20% plus increase in services across the constrained Auckland rail network making it difficult to recover when there is an issue. Auckland Transport is working with the rail operator Transdev to speed-up the recovery time when unfortunately inevitable failures occur.

City Rail Link contract award

45. The City Rail Link (CRL) takes another significant step forward with the announcement of the appointment of two construction consortia to commence the first phase of the CRL construction in the Downtown area.

46. 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.

47. The next phase will provide for a negotiated contract to construct the City Rail Link.

48. 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.

49. The contract includes establishing temporary accommodation for Britomart Station’s 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.

50. Downer say, they are excited to have won a contract for what will be the most significant improvement to Auckland’s transport network since the opening of the Auckland Harbour Bridge.

51. 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 with the relocation of a major stormwater line in Albert Street between Swanson and Wellesley Streets.

52. McConnell Dowell and Hawkins have a combined history of over 100 years in infrastructure construction in New Zealand and say It's enormously satisfying to be working together on a transport project that is helping to shape the future.

53. 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.

54. 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.

Consideration

Local Board views and implications

55. The Boards views will be incorporated during consultation on any proposed schemes.

Māori impact statement

56. No specific issues with regard to the Maori Impact Statement are triggered by this report.

General

57. The activities detailed in this report do not trigger the Significance Policy. All programmes and activities are within budget/in line with the council’s annual plan and LTP documents and there are no legal or legislative implications arising from the activities detailed in this report.

Implementation

58. All proposed schemes are subject to prioritisation, funding and consultation.

Attachments

No.	Title	Page
a View	Plan of Alison and Mitchell - NSAAT	73

Signatories

Authors	Sophie McGhee - Democracy Advisor
Authorisers	Judith Webster - Relationship Manager

Waiheke Local Board

28 May 2015

Developing the Empowered Communities Approach - Next Steps

File No.: CP2015/07502

Purpose

1. This report provides an update on the Empowered Communities Approach (ECA), and enables the Waiheke 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 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 which will shift its service delivery to have a greater focus on local and community empowerment, with a view to embedding this way of working across the council family.

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 Waiheke Local Board to make resolutions on the ECA . These resolutions will be reported to the Regional Strategy and Policy Committee on 4 June 2015.

Recommendation/s

That the Waiheke 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.

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

· 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 which will shift its service delivery to have a greater focus on local and community empowerment, with a view to embedding this way of working across the council family.

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 for council to work in ways that are enabling of communities is maximised. 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

· 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 development 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

· 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

· 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

· tools to support implementing the approach.

41. Feedback from the PAG meeting on 4 May forms attachment 2 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 attachment 2.

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

· 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

· the model needs to focus on delivering local board priorities, which are the same as the communities’ priorities.

Māori impact statement

50. 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.

51. 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. The Council 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.

52. 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 Whenau around the environment, provide strong examples of how Māori can be engaged with and participate to embed the proposed approach to communities.

53. Engagement with mataawaka and mana whenua is ongoing to enable staff to understand potential impacts.

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

Implementation

55. 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.

Attachments

No.	Title	Page
a View	Empowered Communities: Enabling Council	83
b View	Feedback from Political Advisory Group (PAG) 4 May 2015	85

Signatories

Authors	Helen Dodd - Local Board Strategic Advisor
Authorisers	Karen Lyons - Manager Local Board Services

Waiheke Local Board

28 May 2015

Waiheke Local Board Community Fees and Charges - July to Dec 2014

File No.: CP2015/05250

Purpose

1. To present the usage and revenue data from community facilities within the local board area for the period 1 July to 31 December 2014 and to highlight any significant impact of the new fees and charges that were introduced on 1 July 2014.

2. To recommend community facilities fees and charges for the 2015/2016 year.

Executive Summary

3. On 27 February 2015, members of the Waiheke Local Board met at a workshop to consider the impact of the new fees and charges introduced on 1 July 2014. Please refer to Attachment A for the fee schedule for 2014/2015.

4. The council’s ‘Hire Fee Framework – For Hire of Auckland Council’s Community Facilities’ (the framework) was developed over a two-year period from 2012-2014 and was based on good practice principles. All local boards adopted the framework, although six chose to vary from the recommended fees and charges. These recommended fees and charges, which would help ensure fairness and transparency for all users, were introduced for all council-managed facilities in the other local board areas across the region on 1 July 2014.

5. There are four council-managed community facilities in the Waiheke Local Board area. These are the Old Blackpool School Hall, Old Surfdale Post Office, Ostend War Memorial Hall and Surfdale Hall. After 1 July, the council received enquiries from 2 of the 13 regular hirers across all of the venues. Both of these enquirers accepted a transition arrangement until the end of September 2014. For the full list of regular hirers, please refer to Attachment B.

6. For a table of fees and charges per venue for the July to December period, please refer to the summary in Attachment C. Attachment D shows the number of sessions booked by activity type.

7. The table below summarises the combined activity of the council-managed facilities in the Waiheke Local Board area for the July to December period. Please note that some figures are reported as percentage points (pp), while others are shown as a percentage (%). Please refer to the glossary of terms (Attachment E) for more information on percentage points.

Utilisation	Visitors	Revenue
-4 pp	-2,165 (-15%)	-2,466 (-13%)

8. Over the six-month period, utilisation (booked hours divided by 10 available hours per day) decreased by 4 percentage points (pp). Over the same period, visitor numbers decreased from 14,336 to 12,271 (-15 per cent) and revenue decreased by $2,466 (-13 per cent).

9. Mitigating Factors: In July 2014, a new process was introduced to book the available spaces in most of the council-managed community facilities across the region and to ensure the cancellation charge was applied where appropriate. This has greatly helped to record more accurate utilisation and visitor numbers than in previous years.

10. The Waiheke Local Board earned slightly less revenue on average than the same period last year. This was influenced by one of the more frequent hirers no longer using Surfdale Hall. If this venue is excluded then the local board would have earned marginally more revenue.

Recommendation/s

That the Waiheke Local Board:

a) Agrees that the 2014/2015 community facilities hire fees will remain, uninflated, for the 2015/2016 year and will apply to all new and existing hirers using the facilities.

b) Requests council staff to provide regular updates on the impact of the hire fees and the performance of council-managed community facilities as part of the quarterly reports.

Comments

11. The framework was developed over a two-year period from 2012-2014 and acknowledged that ‘access to safe, affordable places for people to pursue their interests provides many benefits to the wider community…’ The framework included these good practice principles: public management, lawfulness, accountable, transparent (openness), value for money, integrity and fairness.

12. When the framework was prepared, it took account of the wide range of legacy hire arrangements that were recorded or published. All local boards adopted the framework, although six chose to vary from the recommended fees and charges. When the new framework was implemented, it became clear that across some local boards there were a large number of exceptions to the published hire rates that had not been recorded in the past or visible to the organisation. This meant that there were a number of customer enquiries relating to the new fee structure. Customers facing significant price increases were allowed transition rates until the end of September 2014.

13. In April 2014, the Waiheke Local Board resolved to adopt the new fees and charges for the hire of council-owned community venues (Resolution number WHK/2014/86).

14. Members of the Waiheke Local Board met for a workshop on 27 February 2015 to consider the impact of the new fees and charges introduced on 1 July 2014. Please refer to Attachment A for the fee schedule for 2014/2015.

15. Impact of implementing new fees and charges: In the July to December 2014 period, the council received enquiries from 2 of the 13 regular hirers across all of the venues in the Waiheke Local Board area. Both of these enquirers accepted a transition arrangement until the end of September 2014. For the full list of regular hirers, please refer to Attachment B.

16. Summary of utilisation, visits and revenue by local board area: Please note that some figures in the following graphs are reported as percentage points (pp), while others are shown as a percentage (%). For a table of fees and charges per venue for the July to December period, please refer to the summary in Attachment C. Attachment D shows the number of sessions booked by activity type.

17. Waiheke Local Board – utilisation (hours booked)

18. Utilisation decreased in all of the local board’s council-managed facilities in the range of minus one to minus 12 percentage points. The average was a four percentage point decrease when compared with the same six-month period last year.

19. Waiheke Local Board – visits

20. Visitors to the local board’s four council-managed community facilities decreased on average by 15 per cent compared to the same period last year, although two facilities reported increases.

Highlights/exceptions/mitigating factors

21. Surfdale Hall has marked changes in performance. Utilisation and visits at a facility level are shown on the two graphs below.

22. Surfdale Hall: Utilisation and visitor numbers for this venue decreased due in part to the cancellation of the long-term hirer “Other World Productions” in December 2013.

23. Ostend War Memorial Hall: Visitor numbers for this venue have increased, which is in line with greater utilisation of this facility.

24. All venues: In July 2014, a new process was introduced to book the available spaces in most of the council-managed community facilities across the region and to ensure the cancellation charge was applied where appropriate. This has greatly helped to record more accurate utilisation, particularly in the case of last-minute cancellations or ‘no shows’ for bookings. Back in 2013, the utilisation figures may not have reflected these actions by the users.

25. Revenue

26. The local board earned slightly less than the same period last year. If Surfdale Hall is excluded the local board would have marginally earned more revenue.

In summary

27. The table below summarises the combined activity of all of council-managed facilities in the Waiheke Local Board area for the July to December 2014 period. Utilisation decreased by 4 percentage points (pp). For the same six-month period, visitor numbers decreased from 14,336 to 12,271 and revenue decreased by $2,466.

Utilisation	Visitors	Revenue
-4 pp	-2,165 (-15%)	-2,466 (-13%)

Consideration

Local Board views and implications

28. The impact of the new community facilities fees and charges introduced on 1 July 2014 were work shopped with members of the Waiheke Local Board on 27 February 2015. It was the view of some members that the board to provide additional subsidy to Waiheke Senior Citizens Association Incorporated. At its meeting held 9 April 2015 the board resolved as follows:

That the Waiheke Local Board:

a) approve a full waiver of the fee for hire of Surfdale Hall by Waiheke Senior Citizens Association Incorporated for the remainder of the current financial year at a total cost of $127.60 to be funded from 2014/2015 SLIPs operational budget.

b) requests that the community facilities team provide the board with funding and budget options to improve community affordability by reducing community hire costs (noting that this information is required for the upcoming budget discussions).

29. It was the view of some members that the board provide fully subidised hireage to all venues for hire on Waiheke. The estimated revenue budget for 2015/2016 financial year is $26,923, an allocation of this amount will be required from the Local Board LDI to offset the loss of revenue. If the board wish to action this the following resolution should be passed:

· The Waiheke Local Board wish to of fully subsidised hireage for the use of all Venues for Hire for the 2015/2016 financial year and allocate $26,923 from its LDI to offset budgeted revenue.

30. Currently 63% of revenue is gathered from Priority Discount rates available to hirers who are providing a wider community outcome. If the board wished to fully subsidise hireage only for ‘community use’ they would need to allocate $17,000 from its LDI.

· The Waiheke Local Board wish to of fully subsidized hireage for all ‘community use’ of all Venues for Hire for the 2015/2016 financial year and allocate $17,00 from its LDI to offset budgeted revenue.

Māori impact statement

31. The fees and charges framework is not specifically targeted for Maori populations. However, it aims to be clear and transparent to all users, including Maori.

Implementation

32. The information included in this report will inform the fees and charges to be adopted for the 2015/2016 Annual Plan, in April this year.

33. The recommendations in this report do not trigger the Auckland Council Significance Policy.

Attachments

No.	Title	Page
a View	Fee schedule 20142015 Waiheke	93
b View	List of regular hirers Waiheke	95
c View	Summary of fees and charges data July - Decembr 2014	97
d View	Activity type	99
e View	Glossary of terms Waiheke fees and Charges	101

Signatories

Authors

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Judith Webster - Relationship Manager

Waiheke Local Board

28 May 2015

Attachment E: Glossary of terms

Waiheke Local Board community facilities fees and charges – July to December 2015

	Term	Definition
B	Bookings	Number of slots/sessions booked by a hirer
C	Casual hirer	Group or individual who has made 5 or less bookings across the network of Community Facilities managed by CDAC per year. Note: This definition is for this this analysis only, and may not conform with other business use of the term.
H	Hirer	The entity who is party to the rental contract. A contract may relate to more than one booking.
O	Off peak	According to the 2014/2015 fees and charges schedule. Discount rates applied
P	Peak	According to the 2014/2015 fees and charges schedule. Discount not usually applied.
	Peak utilisation	Booked hours during peak times / Total available peak hours.
	Percentage points	A percentage point (pp) represents the difference between two percentages on a 100 per cent scale. It is used for measures like utilisation so the changes can be put into the right context. For example, if utilisation increased from thirty per cent to forty per cent that could be stated in error as a 25 per cent increase. To put it in the right context means it would be a ten percentage point increase. Volume-based increases or decreases (e.g. visitor numbers or revenue) are reported as percentages.
R	Regular hirer	An entity that has made six or more bookings across the network of Community Facilities managed by CDAC. Note: This definition is for this analysis only, and may not conform with other business use of the term.
R	Revenue	Refers to revenue as reported in the financial accounts. (Not what is reported as revenue for management accounting purposes i.e. in the omnibus reports.)
U	Utilisation	Booked hours divided by 10 available hours per day. Note: All comparison reporting in utilisation is presented as percentage point movements.
V	Visits	Number of people attending a bookable space at a Community Centre or Venue for Hire in any one session. Note: · Community Facilities events that don't use the inside of a facility are not included · People attending the facility to only pick up or drop off an attendee of a bookable space are not included · A person is counted as a visitor more than once per day o If they leave and return to the facility for use of a different booking o Visit more than one Community Facility address per day.

Waiheke Local Board

28 May 2015

Auckland City Natural Heritage Fund Allocation 2014/2015 - Funding Round 2

File No.: CP2015/08278

Purpose

1. This report presents the Waiheke Island Local Board with an application assessment summary and funding recommendation for the eligible application received during the second round of the Auckland City Natural Heritage Fund for the 2014/2015 financial year.

Executive Summary

2. The Auckland City Natural Heritage Fund is one of the initiatives outlined in the former Auckland City Council’s Biodiversity Management Strategy (adopted in 2001). The Biodiversity Management Strategy aims to encourage and support private landowners to manage their land in a manner that protects and enhances native biodiversity. This report presents information and a funding recommendations on applications to the Auckland City Natural Heritage fund received from within the Waiheke Local board area.

3. Two applications from the Waiheke Local Board area were received during the second funding round. The applications have been assessed against fund criteria and a funding recommendations are presented to the committee for their consideration.

Recommendations

That the Waiheke Local Board:

a) Approve the following grant allocations from the Auckland City Natural Heritage Fund:

i) Allocation of $2,000 to application ACNH14_150009 from S & S Thomas as sole shareholders of West Bay Rakino Ltd as a contribution towards weed control and native plants.

ii) Allocation of $1,000 to application ACNH14_150012 from Awaawaroa Bay Ltd as a contribution towards employment of a paid worker to assist with weed control.

Comments

4. The Auckland City Natural Heritage Fund (ACNHF) is a legacy Auckland City Council fund that provides funding for conservation projects on private land. To be eligible for funding projects must satisfy the following criteria:

a) Be on land under private ownership in the Hauraki Gulf islands – land that is under ownership of a public authority is not eligible;

b) Result in direct environmental gain;

c) Start after the applicant has received notification that the application has been approved. Funding is not retrospective.

5. Applications to the Fund are assessed by Council subject matter experts against fund criteria stated in the Fund guidelines (attached). These include:

Significance: The significance of the natural area with consideration given to factors including connectivity, biological gradients and importance of the areas as a species stronghold.

Biodiversity: Factors including rarity, presents of any threatened species, size shape and connectivity of the area, age of the vegetation present and quality of the area relative to natural condition.

Enduring environmental outcomes: The anticipated improvement in natural values including water quality and soil conservation of an area given the proposed management actions.

Compliance with Good Practice: The extent to which the project reflects best practice as outlined in the Auckland Council Regional Pest Management Strategy, Auckland Regional Plan: Coastal and guidelines on the regions native plants and animals.

Community Education & Partnership: The educational or scientific value of the site will be assessed, including visual amenity or physical public access.

Legal Protection: Formal protection including QEII covenants and covenants with the Department of Conservation or with the Auckland Council. Formal protection entered on the certificate of title for a property means that an area is more secure from future development.

6. This assessment forms the basis of funding recommendations presented to the board for their consideration.

7. The current interim approach to community funding endorsed by Regional Development and Operations Committee (RDOC) in May 2011 allocated decision-making responsibility over the Auckland City Natural Heritage Fund to the Central Local Boards. In March 2014, the Regional Strategy and Policy Committee endorsed the extension of the current approach to community funding for the 2014/2015 financial year.

8. In total $50,000 is available for allocation in the Annual Plan for the 2014/2015 financial year. The Auckland City Natural Heritage Fund is split between the Great Barrier Local Board (budget allocation $40,000) and the Waiheke Local Board (budget allocation $10,000).

9. ACNHF grant allocation recommendations are presented to the Great Barrier and Waiheke Local Boards twice a year. The second funding round for the ACNHF opened for applications on 02 February 2015 and closed on 13 March 2015.

10. Table One. Summary of ACNHF application assessment periods.

Application cut-off date

Funding decisions expected

Funding meeting 1

Friday 22 August 2014

October- November 2014

Funding meeting 2

Friday 13 March 2015

May-June 2015

11. The availability of environmental funding and information on the 2014/2015 funding rounds has been promoted through the Auckland Council website, through Auckland Council publications, press advertisements in local print media, email notification to community stakeholders, and communication through the Biodiversity and Biosecurity teams at Auckland Council.

12. On 4 December 2014, the council’s Regional Strategy and Policy Committee adopted a new Community Grants Policy. The new policy comes into effect on 1 July 2015. The majority of Auckland Council’s current funding schemes, including the Auckland City Natural Heritage Fund, will cease to operate from that date and be replaced by the new Waiheke Local Board ‘Local Grants Program’ and the new Regional Environmental Grant Scheme.

Consideration

13. Two applications from within the Waiheke Local Board area were received during funding round one that closed on 13 March 2015.

14. Both applications met fund eligibility criteria and application assessments have been completed by Auckland Council Biodiversity and Biosecurity staff. Grant allocation recommendations are made in line with ACNHF assessment criteria and funding policy, and in accordance with the priorities identified when allocating additional budget to this fund. An application assessment summary for each application is attached to this report and funding recommendations are presented for the board’s consideration.

15. Annually $10,000 is available through the ACNHF for allocation by the Waiheke Local Board. In the first funding round the Board allocated $7,000 to application from Omiha Welfare and Recreation Society (OWRS) for the Rat Reduction in Rocky Bay project. This leaves $3,000 available to allocate to applications in the second funding round.

16. Following application assessment, it is recommended that both applications are supported with grants totalling $3,000. It is recommended that application ACNH14_150009 from S&S Thomas be granted $2,000 towards planting and weed control, with a total project cost of $40,000. And that application ACNH14_150012 from Awaawaroa Bay Ltd be granted $1,000 towards employment of a paid worker to assist with weed control, with a total project cost of $6,000. Support of both applications ensures biodiversity conservation on Waiheke Island and Rakino Island is sustained and recognised as high priority.

Local Board views and implications

17. This report seeks the view of affected local boards.

Māori impact statement

18. The provision of community funding to support environmental initiatives provides opportunities for all Aucklanders to undertake projects, programmes and activities that benefit Maori.

General

19. Finance and resourcing requirements for the delivery of the ACNHF are within current heritage incentive budgets provided in the 2014/2015 annual plan.

20. Annually $10,000 is available through the ACNHF for allocation by the Waiheke Local Board. Current funding recommendations would allocate $3,000 to two applications which will fully allocate all available funding for the 2014/2015 financial year.

Implementation

21. No legal and implementation issues have been identified. The fund will be allocated in accordance with the decision of the Waiheke Local Board.

Attachments

No.	Title	Page
a View	Auckland City Natural Heritage Guidelines 2014-2015	107
b View	ACNH Applicant Report - Round 2	111

Signatories

Authors

Fran Hayton - Environmental Funding Advisor

Jennifer Sampson - Environmental Funding Coordinator

Authorisers

John Dragicevich - Manager Infrastructure and Environmental Services

Judith Webster - Relationship Manager

Chairperson	Paul Walden
Deputy Chairperson	Beatle Treadwell
Members	Becs Ballard
	Shirin Brown
	John Meeuwsen

			Hourly rate as of 1 July 2014
Facility Category	Facility Name	Room	Peak Standard	Off-Peak Standard
Venues for hire	Old Blackpool School Hall	Main Hall	$ 31.00	$ 24.80
	Old Surfdale Post Office	Main Hall	$ 24.00	$ 19.20
	Ostend War Memorial Hall	Main Hall	$ 49.00	$ 39.20
	Surfdale Hall	Main Hall	$ 44.00	$ 35.20