Agenda of Maungakiekie-Tāmaki Local Board

Maungakiekie-Tāmaki Local Board

18 June 2015

Road Name Approval for Subdivision Application R/LUC/2014/2278 and R/SUB/2014/811 by Housing New Zealand for a road within a site at 90 - 92 Taniwha Street and 11 – 13 Kestrel Place, Glen Innes

File No.: CP2015/10490

Purpose

1. The purpose of this report is to seek approval from the Maungakiekie- Tāmaki Local Board, for the name of a road created by way of a staged subdivision at 90 – 92 Taniwha Street and 11 – 13 Kestrel Place, Glen Innes.

Executive Summary

2. This report outlines the background for the naming of a road created by way of a subdivision by Housing New Zealand. The land use consent approved on 4 July 2014 (Council reference R/LUC/2014/2278) and subdivision consent approved 25 March 2015 (Council reference R/SUB/2014/811).

3. Auckland Council has a road naming policy which sets out the requirements and criteria of the Council for new road names. These requirements and criteria are applied in terms of this application to ensure consistency of road naming within the Auckland area.

4. The applicants proposed names are Tuturiwhatu Lane and Mohopereru Lane- these names meet the road naming policy criteria and the applicant has consulted with the three relevant local iwi on these names. These road names are recommended to be considered for approval by the Local Board for the subject road and one other road within this area.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) pursuant to section 319(j) of the Local Government Act 1974, consider for approval of the names ‘Tuturiwhatu Lane’ and ’Mohopereru Lane’ proposed by the applicant for the private road created by a subdivision at 90-92 Taniwha Street and 11-13 Kestrel Place, noting that these names meet the relevant road naming criteria and have local iwi support. It is noted the subject road will require only one name, however the applicant is seeking Local Board approval for the second name for one other road that will be created within this local area.

Discussion

Background

5. The Auckland Council Road Naming Policy states that where a new road needs to be named as a result of a subdivision or development, the developer would be given an opportunity to suggest their preferred new road names for Council’s approval.

6. Housing New Zealand (the applicant) has a preferred name ‘Tuturiwhatu’ and an alternative names ‘Mohopereru’ for a private road created by a way of subdivision, and a future road within this area. The site is located at 90-92 Taniwha Street and 11-13 Kestrel Place, Glen Innes and is legally described as Lot 7 DP 40535, Lot 8 DP 40535, Lot 18 DP 40535 and Lot 19 DP 40535 (respectively). Council granted consent to subdivide and construct 11 dwellings/lots including provision of a private road associated with the development. As the accessway serves more than 5 dwellings/lots, a street name is required. This road naming application relates to the one private accessway located through the middle of the development, created under this subdivision. The accessway comes off Taniwha Street.

7. The subdivision was approved by Auckland Council on 25 March 2015. Figure 1 below highlights the location of the private road to be named.

8. The proposed names are all native birds which dwell or would have dwelled in this culturally significant area.

9. The proposed use of ‘Lane’ accurately reflects the type of road being named.

Figure 1: Location of the subject accessway

Figure 2- Scheme Plan with Road Named

Assessment

10. The applicants proposed road names have been assessed against the Auckland Council Road Naming Policy as follows:

Proposed New Road Names for Road 13	Road Naming Policy Assessment
Matata Lane (preferred name)	This road name is inconsistent with the criteria as it is a duplication of road names already in use within Auckland region
Kawau Lane (second preference)	This road name is inconsistent with the criteria as it is a duplication of road names already in use within Auckland region
Torea Lane (third preference)	This road name is inconsistent with the criteria as it is a duplication of road names already in use within Auckland region
Tuturiwhatu Lane (alternative name)	This road name is consistent with the criteria.
Mohopereru Lane (alternative name)	This road name is consistent with the criteria

11. The following proposed road names are considered to be appropriate as these names meet all criteria of the road naming policy. Accordingly, Council staff support the following road name for the accessway, and the alternative names should be used within the local area for proposed roads:

Road Number	Proposed Road Names
Private accessway off Taniwha Street	Tuturiwhatu Lane
Alternate road name for a proposed road within the Fenchurch area	Mohopereru Lane

Consideration

Local Board views and implications

12. The decision sought from the Maungakiekie-Tāmaki Local Board for this report does not trigger any significance policy and is not considered to have any immediate impact on the community.

Māori impact statement

13. The decision sought from the Maungakiekie-Tāmaki Local Board does not adversely affect Maori communities as the naming of roads do not have an impact that is different from any other person or community.

14. The applicant has put forward the proposed names to local iwi- Ngāi Tai Ki Tāmaki, Ngāti Whātua Ōrākei and Ngāti Paoa. An email from the RMA officer of the Ngāi Tai Ki Tāmaki confirming the support of the proposed name was received on 21 April 2015, which included Ngāti Whātua Ōrākei or Ngāti Paoa in the correspondence chain. No objection was raised or alternative names suggested from Ngāti Whātua Ōrākei or Ngāti Paoa, which suggests their support for the name.

Consultation

15. New Zealand Post and Land Information New Zealand (LINZ) have commented that the proposed name ‘Tuturiwhatu’ and alternative name ‘Mohopereru’ meet their criteria and standards.

16. The cost of processing the approval of the proposed new road name and any installation of road name signage is recoverable in accordance with Council’s Administrative Charges.

Implementation

17. The HPO Consenting Team is involved in ensuring that appropriate road name signage will be installed once approval is obtained

Attachments

There are no attachments for this report.

Signatories

Authors

Jo Fyfe – Project Planner for Housing

Authorisers

Ree Anderson - Project Director for Housing

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 June 2015

Maungakiekie-Tāmaki Safety Plan

File No.: CP2015/07194

Purpose

1. To provide the Maungakiekie-Tāmaki Local Board with a comprehensive safety plan for approval that can be prioritised for local board action from 2015 to 2020.

Executive Summary

2. The Maungakiekie-Tāmaki Safety Plan 2015-2020 (the plan) explores the definition and characteristics of a safe community, which includes feedback from residents on perceptions of safety and provides ideas for improving safety.

3. The plan is aligned with Maungakiekie-Tāmaki Local Board outcomes. It identifies nine safety priority areas that can be co-worked across council and with business and community agencies over the next five years. At a workshop with local board members on 19 May 2015, all nine themes were endorsed, with six to be actioned. These priority areas are:

a) Priority 1: Keeping Our Young People Safe – this priority has positive impacts on youth employment and recreation, and considers options around youth offending

b) Priority 2: Safer Neighbourhoods – this priority supports and develops safe, connected neighbourhoods

c) Priority 3: Placemaking, Safer Spaces and Places - this priority focuses on activating spaces and places such as town centres, public areas and parks. Increasing usage with pop up activities and informal events makes areas safer

d) Priority 4: Crime Prevention – this priority concentrates on activities that reduce crime, increase crime reporting and improve perceptions of safety

e) Priority 5: Supporting Local Business – this priority promotes environments where businesses can prosper and operate safely

f) Priority 6: Reducing Family Violence – this priority supports healthy relationships.

4 The Maungakiekie-Tāmaki Safety Plan 2015-2020 (Attachment A), outlines actions for implementation in the 2015-2016 financial year. These are:

· promoting voluntary safety groups across the local board area, building on existing initiatives

· promoting ‘Action Enquiry’ by young people into their needs and wellbeing using photo voice and other action based methods

· applying Lighter, Quicker Cheaper (LQC) approaches to pop up activities to activate public spaces.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the Maungakiekie-Tāmaki Safety Plan.

Comments

5. The Maungakiekie-Tāmaki Local Board requested the plan to guide the implementation of their priority area for ‘strong and thriving communities that are enabled to participate, celebrate and contribute’.

6. Point Research was contracted to consult the community and stakeholders and create a plan that prioritised safety and provided recommendations for action around each of the identified priority areas.

7. The local board discussed how they would like the plan to draw on the World Health Organisation (WHO) Safer Communities approach, which promotes the need for greater collaboration between non-governmental organisations, the business sector, central and local government and the local community. The safety plan complies with this request.

8. The plan encompasses nine safety themes. Each theme has short and medium term

options, which were prioritised by the local board in its workshop on 19 May 2015. Six priority areas are now supported for consideration in the 2015-2016 financial year. These areas can be led by council, business and community, depending on the focus required. In the plan, the options indicate potential partners and more detailed work with potential partners will occur for implementation. The priority areas and options are as follows:

a) Keeping Our Young People Safe supports initiatives that have a positive impact on youth employment and recreation, and considers options that impact on youth offending. The priority actions include:

· continue with the Youth Connections programme

· work with local businesses to encourage work experience programmes

· implement other projects to have a positive impact on youth in the community.

b) Safer Neighbourhoods supports and develops safe, connected neighbourhoods, where people feel safe in their homes and are confident of safety using all local amenities. Priority actions include:

· support community-led initiatives to strengthen neighbourhood connections

· share information about possibilities through newsletters and local media

· implement ‘Action Enquiry’ by young people into the needs and wellbeing of youth in the community.

c) Place-making, Safer Spaces and Places focuses on town centres, public places and parks that are safe to use and draw people to them. Priority actions include:

· advocate for and implement plans for parks and reserves

· start a Lighter Quicker Cheaper campaign in Glen Innes town centre and other highlighted public spaces using existing resources.

d) Crime Prevention reduces crime, increases crime reporting and perceptions of safety. Priority actions include:

· anti-graffiti education campaign in schools

· support existing organisations working to reduce crime and improve safety and promote the importance of reporting crime and incidents

· work with local schools to establish Junior Neighbourhood Support.

e) Supporting local business creates environments where businesses can prosper and operate safely, providing job opportunities for local people. Priority actions include:

· upskill business owners and residents on safe practices for reducing and reporting opportunistic crime

· focus on safe practices in alcohol outlets and dairies

· support lighting upgrade to motion sensor lighting.

f) Reducing family violence supports healthy relationships. Priority actions include:

· implement the Multi-Sector Action Plan

· support HEART movement, community facilitators and neighbourhood events

· support White Ribbon Day.

9. A Maungakiekie-Tāmaki Alcohol Action Plan is currently being researched and will be available for implementation by the local board from approximately October 2015. The Alcohol Action Plan will sit alongside and be integral to the safety plan.

10. The remaining priority areas in the plan will be actioned as council ‘business as usual’. These include transport programmes and those injury prevention programmes that are part of the safety team’s Injury Prevention Regional Action Plan.

11. The Maungakiekie-Tāmaki Safety Plan 2015-2020 is a comprehensive document outlining options for the local board to implement as appropriate. Each priority area has short and medium term actions that could contribute to the outcome of improved safety in the Maungakiekie-Tāmaki local board area.

Consideration

Local Board views and implications

12. In August 2014, the local board requested a five year safety plan that outlined cross-council and cross-agency work to enable combined efficiencies for safety to be achieved in the Maungakiekie-Tāmaki area. In September 2014, discussions with the local board commenced and close liaison has since been maintained to ensure that the Manugakiekie- Tāmaki Local Board is involved in the development of all the work associated with this plan. Since this time, council has embarked on developing an empowered communities approach to working with communities. This new approach could impact on how and by whom the priority actions are implemented.

13. On 19 May 2015 the draft plan was workshopped with the local board. A further meeting held with the portfolio holder on 25 May 2015 identified three projects that can be concentrated on in the first year. These are outlined in (3) above and include promoting voluntary safety groups, promoting Action Enquiry and implementing Lighter Quicker Cheaper pop up activity options to activate public spaces.

Māori impact statement

14. Consultation occurred with the Ruapotaka Marae, mana whenua Nga Iwi Katoa, Ngai Tai ki Tāmaki, Ngāti Paoa and Ngāti Whātua o Ōrākei during the development of the Tāmaki Needs Assessment in 2014 and this work has informed the safety plan. The researcher for the safety plan has consulted a representative of the Ruapotaka Marae who had input in the plan and agreed with its direction.

15. According to 2013 census figures, 15% of residents (6,111) in the Tāmaki subdivision identify as Maori. Given this number, it is likely that the implementation of the safety plan has the potential for positive effects for all local Maori residents.

Implementation

16. Attached is the Maungakiekie-Tāmaki Safety Action Plan 2015-2020 that outlines the work that will be overseen by the local board.

Attachments

No.	Title	Page
a View	Maungakiekie-Tāmaki Safety Plan	15

Signatories

Authors

Betty MacLaren - Team Leader Community Safety

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 June 2015

Maungakiekie-Tāmaki Local Board Capacity Building Project - Allocation of the 2014/2015 Budget

File No.: CP2015/09362

Purpose

1. This report seeks approval for the allocation of funds in the Maungakiekie-Tāmaki Local Board budget to fund year three of the capacity building project in the local board area.

Executive Summary

2. The Maungakiekie-Tāmaki Local Board established a capacity-building project in 2013/2014 which provides organisational health or ‘warrant of fitness’ checks for a wide range of community organisations, followed by intensive support for community organisations with the capacity to deliver the outcomes identified in the local board plan. The local board has allocated $40,400 for the 2014/2015 financial year to build the capacity of community organisations in the local area. 2014/2015 is year three of the capacity-building project,

3. During years one and two, the project focussed on providing organisational health checks for local community organisations, and identifying local groups with the capacity to deliver on local board objectives.

4. Year three has seen the addition of governance, finance and strategic planning workshops, which have been well attended. For year three, staff propose, the local board approve capacity building funding to support those organisations requiring support other than the original ‘organisational health checks’. Initiatives to achieve this are recommended for funding in Table One.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve $40,000 of capacity building initiative funding for 2014/2015, to be allocated as set out in Table One:

Table One: proposed allocation of funds for the 2014/2015 capacity building project budget
Organisation	Project/Action	Cost (local board budget)
Ruapotaka Marae	Contribution towards cost of a business plan for future development around governance and operational support and in some instances training for individuals	$15,000
Tāmaki WRAP	Build the capacity of the 25+ local community members on how to develop a social/micro enterprise in preparation for the establishment of a resource recovery centre	$10,000
Tongan Youth Trust	Business plan development to support the Trust offering their current NCEA Study Skills Programme in Panmure	$10,000
Keith Williams – independent contractor	‘Community events’ capacity workshops – provide ‘101’ workshops to community groups/individuals on requirements of holding public events	$5,000
Total		$40,000

b) request council staff to provide an update on year three of the project to the board by 30 September 2015.

Comments

5. In 2013 the Maungakiekie-Tāmaki Local Board identified that a number of community organisations within the local board area lacked capacity in the areas of governance, financial literacy and strategic planning. The local board established a capacity-building project in 2013/2014 which provides organisational health or ‘warrant of fitness’ checks for a wide range of community organisations, followed by intensive support for community organisations with the capacity to deliver the outcomes identified in the local board plan.

6. The local board set a framework for the capacity building project as follows:

2012/2013

Provide health checks for approximately 40 organisations

2013/2014

Identify groups that have the capacity to deliver the local boards objectives and those that have capacity building needs

Present development plans for individual organisations to the Maungakiekie-Tāmaki Local Board for endorsement

Implement development plans and report outcomes to the local board

Continue to provide health checks to organisations and link them with training and development opportunities

2014/2015

Identify groups that have the capacity to deliver the local boards objectives

Present development plans for organisations to the Maungakiekie-Tāmaki Local Board for endorsement

Implement development plans and report outcomes to the local board

Continue to provide health checks to organisations and link them with training and development opportunities.

7. The focus for year one of the capacity building project was to promote and provide organisational health checks to community organisations in the local board area and to identify community organisations or groups that have the capacity to deliver on the local board objectives. The health checks were undertaken by an external provider – Accounting for Charities Trust.

8. During year two of the project, promotions continued through local network meetings, Our Auckland, the local board funding database, the Charities Commission database and working with the Department of Internal Affairs to connect to local groups they work with in the area.

9. Changes in year two included the scope of support provided to organisations. This included identifying organisations that were not part of the organisational health check project, but where support provided by the local board would enhance their delivery and build their capacity to serve the local community. A number of the identified organisations have been receiving continued one-on-one support from the Accounting for Charities Trust.

10. Year three of the project has included on-going promotion, provision of the organisational health checks and the introduction of three Governance, Finance and Strategic Planning workshops. The workshops were well attended (90 people in total attended) and feedback received indicated the need to have more of these workshops organisations with the opportunity to receive specific training in their identified needs.

11. The workshops also connected participants with the Accounting for Charities Trust to seek one-on-one advice. As a result of making these connections, a number of groups now wish to undertake the organisational health check in July or August.

12. Options for expenditure of the 2014/2015 budget were presented to the Community Development Portfolio Lead in May, with a request for presentation at the June Maungakiekie-Tāmaki Local Board meeting. The proposed allocation reflects the adjustment of scope, to provide support to those organisations requiring support other than the original ‘organisational health checks’.

13. The following table outlines the proposed allocation of funds for year three of the project:

Table One: proposed allocation of funds for the 2014/2015 capacity building project budget
Organisation	Project/Action	Cost (local board budget)
Ruapotaka Marae	Contribution towards cost of a business plan for future development around governance and operational support and in some instances training for individuals	$15,000
Tāmaki WRAP	Build the capacity of the 25+ local community members on how to develop a social/micro enterprise in preparation for the establishment of a resource recovery centre	$10,000
Tongan Youth Trust	Business plan development to support the Trust offering their current NCEA Study Skills Programme in Panmure	$10,000
Keith Williams	‘Community events’ capacity workshops – provide ‘101’ workshops to community groups/individuals on requirements of holding public events	$5,000
Total		$40,000

Consideration

Local Board views and implications

14. The Maungakiekie-Tāmaki Local Board Community Development Portfolio Lead received the above information and their recommendations have been incorporated in this report.

Māori impact statement

15. The activity will benefit Maori along with other community organisations in the Maungakiekie- Tāmaki Local Board area. Staff have been working with Ruapotaka Marae and Tāmaki Redevelopment Company to identify future developmental opportunities around governance and operational support.

Implementation

16. There are no known financial or implementation issues arising from this report.

17. Project progress will be reported six weekly to the Maungakiekie-Tāmaki Local Board community development portfolio lead.

18. Any requests for variance will be made in writing to the community development portfolio lead.

19. Support for delivery will be provided by staff from Community Development Central.

20. For the current financial year, $40,000 of the budgeted $40,400 will be spent to support the identified organisations noted in the report, pending approval from the local board.

Attachments

There are no attachments for this report.

Signatories

Authors

Gina Tupou – Senior Community Development Facilitator

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 June 2015

Maungakiekie - Tāmaki Local Board 2015/2016 Pools and Leisure Facilities Proposed Property Renewals

File No.: CP2015/10907

Purpose

1. This report seeks approval from the Maungakiekie-Tāmaki Local Board for proposed 2015/16 property renewal capital works for Pools and Leisure Facilities.

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 Maungakiekie -Tāmaki 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 Maungakiekie-Tāmaki Local Board’s Pools and Leisure Facilities budget is $448,750.00.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Receive the 2015/2016 Pools and Leisure Facilities Proposed Property Renewals report.

b) Approve the property renewals programme for 2015/2016 as listed in Attachment A.

Delegate responsibility to specified member/s to approve any moderate changes to the budget or project scope, in the event that there is a variation to identified costs or facility needs for its property renewals programme.

Comments

5. 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.

6. 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.

7. The property renewals programme, being led by the Property Department, 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.

8. The property renewals programme process ensures that the proposed work-lists (Attachment A) have received extensive input and assessment from both property and activity officers. The proposed property renewals programme (Attachment A) includes the name of the Pools and Leisure Facilities Representative for each of the proposed work-lists.

Consideration

Local Board views and implications

9. Council officers are seeking Local Board approval for the proposed Maungakiekie-Tāmaki 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

10. The Maungakiekie -Tāmaki Local Board 2015/2016 proposed property renewals programme will ensure that all facilities continue to be well-maintained community assets benefiting the local community, including Māori.

General

11. Through the development of the Long Term Plan 2015-2025 (LTP) current business activities within Auckland Council were divided into seven broad activity segments to ensure alignment with the Auckland Plan. One of these activity areas is Parks, Community and Lifestyle.

12. The Parks, Community and Lifestyle theme includes community services, libraries, parks, recreation, and pools and leisure activities.

13. The Pools and Leisure team have developed a property renewals strategy that aims to:

a) prioritise work across the region to facilities most in need of renewal, do it once and do it right, with only one closure, minimising any disruption to operations; and

b) review works across the pools and leisure portfolio and programme to identify opportunities to maximise Council’s purchasing power.

14. Over the course of the LTP it is proposed each facility will receive comprehensive and focussed work to bring them up to the agreed level of service. In order to achieve the proposed benefits in the renewals strategy, a regional approach must be taken to ensure:

· Funding is based on need
With limited resources every dollar needs to be invested wisely to ensure an effective renewals programme. A regional approach ensures funding is allocated based on evidenced need.

· More thorough and comprehensive scoping of works
Less likelihood of cost overruns and unforeseen project risks

· Delivery to Levels of Service (LoS)
Focused and consistent delivery on agreed levels of service across the region

15. Renewals programmes will be based on the following categories:

· Comprehensive Upgrades
Over the course of the LTP each facility receives a comprehensive upgrade therefore moving away from ad hoc component level renewals planning to a systematic programme of comprehensive upgrades across the leisure portfolio

· Strategic Renewals
Strategic replacement of key assets to bring long term energy and maintenance savings combined with strategic procurement. For example, procuring a single provider of pool pumps and systematically replacing these creating the ability to share across the network or systematically replacing boilers with more energy efficient models to reduce energy costs

· Return on Investment initiatives
Specific funding for projects that have a strong return on investment such as the expansion of a group fitness area enabling additional membership capacity and growth.

Leisure Prioritisation Framework

16. Although the renewals planning process, specifically for Pools and Leisure for FY15/16 (Year 1) of the LTP, has remained somewhat the same as previous years, funding has however been prioritised in part using the renewals strategy and leisure prioritisation framework as a guide for prudent asset planning and financial decision making.

17. As part of the leisure renewals strategy, each of the 40 Council owned facilities have been given a rating from 1 (highest priority) to 5. The prioritisation framework then determines an individual renewals projects rating. This ‘priority rating’ is then cross referenced against a facility ranking that is based on the facilities community participation and revenue.

18. Wherever possible projects have been categorised as one of the following:

1. major upgrades

2. significant asset renewal, or

3. minor asset renewals.

19. For FY15/16, funding has been prioritised across the network for facilities that have the highest ratings and those projects that are of highest priority in line with the prioritisation framework.

Implementation

20. This work will be implemented as part of Council’s Property Department’s usual business practice and delivered in partnership with the Pools and Leisure team

Attachments

No.	Title	Page
a View	Pools and leisure facilities proposed property renewals programme 2015/16	85

Signatories

Authors

Jane Franich - Contract Relationship Advisor

Authorisers

Ian Maxwell - General Manager Parks, Sports and Recreation

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 June 2015

Local and Sports Parks Annual Work Programme

File No.: CP2015/10545

Purpose

1. To seek approval of the draft Local and Sports Parks annual work programme 2015-2016 for the Maungakiekie-Tāmaki Local Board.

Executive Summary

2. The final draft of the Local and Sports Parks annual work programme for the 2015-2016 financial year includes park asset renewals, capital works, locally driven initiatives (LDI), and parks maintenance programmes.

3. The work programme excludes any projects that have not been fully funded. Additional projects may be prioritised for funding from the discretionary CAPEX budget, which has yet to be agreed and will be discussed with the local boards in the next two months.

4. If unforeseen works are needed or work priorities change from the approved annual Local and Sports Parks work programme the parks advisor will discuss this with the local board park portfolio holder.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) approve the final draft Local and Sports Parks annual work programme 2015-2016;

b) delegate approval for changes to work programme to the Park Advisor, Local and Sports Parks, in consultation with the parks portfolio holder of the Maungakiekie-Tāmaki Local Board, except where the parks portfolio holder refers any changes to the full board.

Comments

Background

5. This report presents the final draft of the Local and Sports Parks annual work programme for the 2015-2016 financial year. The work programme includes park asset renewals, capital works, locally driven initiatives (LDIs) and the parks maintenance programme.

6. Officers discussed the first draft of the annual work programme with the local board on 20 May and presented the final draft on 9 June.

7. In the LTP 2015-2025, the Sportsfield and local park development (growth) programme caters for the development of parks and open space in greenfield and urban areas in anticipation of future population growth. The growth proportion of the budget is funded by development contributions. Projects that are fully funded from this programme have been included. Projects that have been identified for partial funding have not been included but may be added if Local Board agrees to top up with funds from their discretionary CAPEX budget.

8. Officers will have ongoing discussions with the board on the priority for other projects that may be eligible for other sources of funding once there is more clarity around how these will be allocated across the region.

Financial implications

9. The annual work programme is not a budget report and therefore budget figures are indicative only.

10. The final draft Local and Sports Parks annual work programme 2015-2016 includes some projects that will be delivered over a number of financial years. Some flexibility is needed in the delivery of long term complex parks projects to adapt to changing situations. These include external factors beyond council control such as weather, or issues that may arise during the detailed design, community engagement and consenting stages. Any of these factors may affect project delivery outcomes singly or in combination.

11. In particular, staff may need to adjust asset renewal priorities if unforeseen renewals or complexities in delivering planned renewals arise.

12. Given the scale of the work programme, the limited amount of time to get the work done, and the dynamic nature of the parks asset base, it is recommended that delegation for changes to the parks work programme be given to the park advisor (particularly urgent or unforeseen works) subject to consultation with the parks portfolio holder of the Maungakiekie-Tāmaki Local Board, on the proviso that the portfolio holder can ask for any item to be reported to the local board if deemed appropriate.

Alignment with strategies and policies

13. The draft annual work programme fits with the following Auckland Council guiding documents:

· Auckland Plan – the world's most liveable city

· Maungakiekie-Tāmaki Local Board Plan - vibrant, popular parks

· Sport & Recreation Strategic Action Plan - Aucklanders: more active more often.

· Parks and Open Spaces Strategic Plan - quality open spaces that meet community needs

Consideration

Local Board views and implications

14. The local board provided feedback on the draft of the Local and Sports Parks work programme 2015-2016 workshops on 15 April and 20 May 2015. Feedback from this workshop has informed this final draft annual work programme for approval.

15. Completion of the annual work programme 2015-2016 as approved by the Local Board will result in projects that will contribute to the local board objectives for parks such as vibrant, popular parks, a treasured natural environment and connected neighbourhoods.

Māori impact statement

16. Parks and open spaces contribute to Maori well-being, values, culture and traditions. Where any aspects of the work programme are anticipated to have an impact on tangata whenua, appropriate engagement and involvement in decision making will follow.

17. It is the aspiration of the park officers to share the long term Local and Sports Parks development plans with mana whenua for comment. Following board approval, officers will engage with iwi to discuss the programme and understand interest in future development. Further engagement will follow these initial meetings as the projects within the programme progress.

Implementation

18. Following approval of the Local and Sports Parks annual work programme staff will begin planning the implementation of projects, ensuring the work programme is completed on time and to budget for the 2015/16 financial year. Monthly updates to the parks portfolio holder will continue and quarterly reports will be sent to the Local Board.

Attachments

No.	Title	Page
a View	Draft Parks Annual Work Programme	91

Signatories

Authors

Steve Owens - Parks Advisor

Jane Aickin - Manager Local and Sports Parks Central

Authorisers

Ian Maxwell - General Manager Parks, Sports and Recreation

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 June 2015

Community Facilities Network Plan

File No.: CP2015/11266

Purpose

1. Seek the Maungakiekie-Tāmaki Local Board’s support for the draft Community Facilities Network Plan (Attachment A) and associated draft Action Plan (Attachment B).

Executive Summary

2. Community facilities are vital to local communities as they provide space where people can connect, socialise, learn and participate, and contribute to improved lifestyles and sense of belonging, identity and pride among residents.

3. The draft Community Facilities Network Plan (the network plan) is a long-term aspirational plan to guide council’s investment in the provision of community facilities over the next 20 years. It introduces a more holistic approach to the planning and provision of community facilities to keep pace with Auckland’s growing and diverse population, fill gaps in provision and ensure existing facilities are fit for purpose. The aspiration is to deliver strategically placed and integrated community facilities.

4. The scope includes arts and culture facilities, community centres, libraries, pools and leisure centres and venues for hire (community and rural halls). The network plan provides direction on optimisation, major upgrades of existing facilities, development of new facilities and potential divestment of facilities no longer meeting community needs.

5. The strategic direction articulated in the network plan will be implemented by a comprehensive set of actions in the long-term draft Action Plan. To focus resource in the short term (1-3 years), actions have been prioritised. Actions with funding in the first five years of the Long-term Plan 2015-2025 will be progressed first, along with network priority actions in spatial priority areas and actions with opportunities for optimisation. For each action local boards will be closely involved in determining the best response to meet community need and aspirations.

6. The network plan has been developed through an extensive process involving several rounds of engagement and input from local boards. Most recently a revised draft network plan was discussed with local boards through workshops in March and April 2015. The majority of local boards were supportive. Discussions with local boards at the workshops have resulted in some changes to the network plan as outlined in this report.

7. After reporting to local boards, the next step is to seek the Regional Strategy and Policy Committee’s approval of the network plan and draft Action Plan in August 2015.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) support the draft Community Facilities Network Plan and associated draft Action Plan to guide council’s investment in the provision of community facilities

b) note that local board views will be reported to the Regional Strategy and Policy Committee in August 2015.

Background

8. The network plan has been developed with cross departmental collaboration. The plan is informed by a review of current state and research from New Zealand and comparative international cities. Key milestones in the development of the network plan have been:

February 2014	Completion of current state review and research.
March 2014	Regional Strategy and Policy Committee (REG/2014/37) Approval of timeframes to develop the Community Facilities Network Plan and presentation of current state and research findings.
March 2014	Local board cluster workshops; Presentation on current state and research findings and discussion of key issues.
June 2014	Local board briefing on the first draft network plan.
August 2014	Regional Strategy and Policy Committee (REG/2014/98) Endorse draft Community Facilities Network Plan for engagement with local boards and key stakeholders.
August – Sept 2014	Workshops with local boards and key stakeholders on the draft network plan.
October - Nov 2014	Report to all local boards seeking formal feedback on the draft network plan and providing a summary of key stakeholder feedback.
December 2014	Decision to incorporate libraries into the scope of the network plan; Local Board briefing on libraries research.
February - Mar 2015	Workshops with local boards on revised draft network plan.

Comment

9. Aligned with the Auckland Plan, local board plans and relevant strategic action plans, the network plan articulates why council provides community facilities.

10. Community facilities contribute to building strong, healthy and vibrant communities by providing space where people can connect, socialise, learn and participate in a range of social, cultural, art and recreational activities. Community facilities contribute to improved lifestyles and a sense of belonging, identity and pride among residents.

11. The network plan identifies the challenges and opportunities for future community facility provision. Challenges include gaps and duplication in current provision, fit for purpose issues, increasing costs of maintaining the network and a growing and diversifying population. Opportunities include greater integration in the planning and delivery of community facilities, partnership opportunities and optimisation opportunities.

12. Four objectives articulate a new approach for the provision of community facilities which respond to these challenges and opportunities:

· work across all types of community facilities in integrated and coordinated planning and ensure future decisions are based on clear and robust evidence;

· maintain, improve and make the best use of our existing network of community facilities where these continue to meet community needs;

· focus investment on developing fit for purpose, integrated and connected community facilities; and

· explore opportunities to leverage and support partnerships with other providers.

13. The provision frameworks in the network plan outline the objectives, functions and provision approach for each type of community facility. This will guide the identification of gaps in the network and the types of spaces required to deliver fit for purpose facilities and respond to growth.

14. The long-term draft Action Plan lists actions to investigate potential gaps in the network and existing facilities with performance issues. A fundamental component for implementation is integrated and holistic planning across all types of community facilities, including those facilities outside council’s network. Each action will require detailed investigation, involving the local board and the community, to determine the appropriate response. The network plan includes detailed guidelines which can be adapted to guide the investigation process.

15. Local boards will play a significant role in determining the appropriate response for facilities or needs in their area. The governing body will make final decisions on the acquisition, divestment or major upgrades of community and allocation of funding over $1 million.

16. There are over 100 actions in the long-term draft Action Plan, and these will be implemented over time within the available resource and financial constraints. Actions have been assessed to determine those that are network priorities (highlighted in blue in the draft Action Plan). In the short-term, actions with capital funding in the first five years of the Long-term Plan 2015-2025 will be progressed first, along with network priority actions in spatial priority areas and actions with opportunities for optimisation.

Consideration

Local Board views and implications

17. There have been several rounds of engagement with local boards during the development of the network plan. Most recently a revised draft network plan (with libraries included) was discussed with local boards through workshops in March and April 2015. The majority of local boards were supportive of the revised network plan, in particular the:

· vision, outcomes and objectives for community facilities;

· move towards integrated and holistic planning and the evidence based approach to community facility development;

· aspiration to develop more connected and integrated facilities and opportunities to pilot this approach at existing facilities; and

· strategic improvements outlined in the Action Plan.

18. The following table outlines key themes from local board feedback and the associated response or amendments to the network plan.

Local Board Feedback	Response OR Amendments
Scope · Scope of the network plan does not include all community leases, sports clubs and non-council facilities that perform similar functions as council-owned community facilities.	· The network plan acknowledges the importance of all community facilities in meeting community needs. Section 1.2 explains not all leased and non-council facilities are listed in the plan as they are bound by lease terms or they are not in council’s jurisdiction. · Section 1.2 of the network plan has been amended to clarify what it means for facilities to be included in scope. · Section 1.3 outlines the approach to consider all community facilities in the implementation of the network plan. · New action added to investigate and plan for the provision of leased facilities.
Prioritisation weightings · Some boards felt the actions relating to gaps are given advantageous weighting over actions for existing facilities. · Some boards felt established areas of the region are disadvantaged against new growth areas. · Some boards felt spatial priorities are given too much weighting when not all boards support the concept. · Boards felt weighting for local board priority was too low.	· Section 5.2 (prioritisation) has been amended so the purpose is to determine which actions are network priorities. · The criteria and weighting now focus on three components: network importance (40%), community importance (40%) and building condition (20%). · Local board priority has the highest weighting within community importance.
Implementation approach · Clarity on local board and community involvement in the implementation process. · Investigation process needs to be adaptable for different communities. · Clarity on the application of the new empowered communities approach to community facilities.	· Section 5.1 articulates how the Network Plan and Action Plan will be implemented, including emphasis on local board and community involvement in this process. · Strategic improvement action will develop tools to implement the new empowered community approach to community facilities planning and development.
Wording and action amendments · Number of requests to amend wording of specific sections and actions.	· Minor wording amendments have been made to the network plan and Action Plan to address feedback and improve clarity. · Action Plan has been updated to reflect any recent progress.

Local Board Feedback

Response OR Amendments

Scope

· Scope of the network plan does not include all community leases, sports clubs and non-council facilities that perform similar functions as council-owned community facilities.

· The network plan acknowledges the importance of all community facilities in meeting community needs. Section 1.2 explains not all leased and non-council facilities are listed in the plan as they are bound by lease terms or they are not in council’s jurisdiction.

· Section 1.2 of the network plan has been amended to clarify what it means for facilities to be included in scope.

· Section 1.3 outlines the approach to consider all community facilities in the implementation of the network plan.

· New action added to investigate and plan for the provision of leased facilities.

Prioritisation weightings

· Some boards felt the actions relating to gaps are given advantageous weighting over actions for existing facilities.

· Some boards felt established areas of the region are disadvantaged against new growth areas.

· Some boards felt spatial priorities are given too much weighting when not all boards support the concept.

· Boards felt weighting for local board priority was too low.

· Section 5.2 (prioritisation) has been amended so the purpose is to determine which actions are network priorities.

· The criteria and weighting now focus on three components: network importance (40%), community importance (40%) and building condition (20%).

· Local board priority has the highest weighting within community importance.

Implementation approach

· Clarity on local board and community involvement in the implementation process.

· Investigation process needs to be adaptable for different communities.

· Clarity on the application of the new empowered communities approach to community facilities.

· Section 5.1 articulates how the Network Plan and Action Plan will be implemented, including emphasis on local board and community involvement in this process.

· Strategic improvement action will develop tools to implement the new empowered community approach to community facilities planning and development.

Wording and action amendments

· Number of requests to amend wording of specific sections and actions.

· Minor wording amendments have been made to the network plan and Action Plan to address feedback and improve clarity.

· Action Plan has been updated to reflect any recent progress.

Māori impact statement

19. Section 2.2 of the network plan outlines how council will implement the Maori Responsiveness Framework in relation to the planning and development of community facilities.

20. The provision of community facilities contributes to improving wellbeing among Maori communities by providing spaces to connect, socialise, learn skills and participate. Maori are users of all types of council’s community facilities. At aquatic facilities Maori make up 14% of users (compared to 9% of the population), 11% of leisure facility users and 9% of community centre users. Maori are under-represented as users at arts and culture facilities compared to the Auckland population.

21. The implementation of the network plan should improve provision and accessibility for the benefit of all Aucklanders, including Maori. The strategic improvement action to undertake research on non-users will help understand why some sectors of the population are under-represented as users of community facilities. This research should also provide useful information on improving accessibility and addressing barriers for non-users and under-represented sectors of the population.

22. The broader picture of community facility provision recognises that marae and kohanga reo are important social infrastructure for Maori and the community. Officers from Te Waka Angamua are scoping a project to address the future provision and development of marae facilities. Opportunities for aligned provision and/or partnerships with marae facilities will be considered in the implementation of the Community Facilities Network Plan.

Implementation

23. The Community Facilities Network Plan is aspirational and provides a road-map for council’s investment in community facilities over the next 20 years. The ability and timeframe to implement the network plan and associated actions is dependent on the level of budget allocated for community facility planning and development through future LTP and Annual Plan processes. The current tight fiscal environment means council needs to focus its attention on the greatest need. This plan provides direction for council to ensure the city gets the right facility in the right place at the right time.

24. A detailed implementation plan is being developed with cross-department collaboration. The implementation plan will address coordinating implementation across the different departments, progressing individual actions and reporting on implementation.

25. The draft Action Plan will be reviewed on an annual basis to reflect progress and re-evaluate priorities where necessary. Local boards have requested annual updates on the implementation progress.

Attachments

No.	Title	Page
a View	Community Facilities Network Plan	107
b View	Community Facilities Network Action Plan	155

Signatories

Authors

Anita Coy-Macken - Principal Policy Analyst

David Shamy - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Anna Bray – acting Local Board Services Manager

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 June 2015

Auckland Transport Monthly Update Report – June 2015

File No.: CP2015/11029

Purpose

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

Monthly Overview

2. A meeting with the Transport Portfolio leader and deputy and deputy was held on 8 May. Items for discussion included:

a) A review of parking restrictions in the Glen Innes town centre area

b) Saleyards and Portage Road safety improvement project

c) Beachcroft Road and Princes Street options

d) General transport updates

3. Workshops were held with the Maungakiekie-Tāmaki Local Board in May covering these topics;

· Regional Passenger Transport Plan Variation

· Simplified Fare Zones

· Light Rail investigation

4. Auckland Transport held a briefing session in May on the newly adopted Parking Strategy document for Local Boards.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) receive the report.

Reporting Back

Consultation Report

5. Consultations that have been forwarded to the Local Board for comment in the last reporting period are attached (Attachment A).

AMETI Update

6. The Panmure to Pakuranga - Stage 2a Notice of Requirement is expected to be lodged soon.

7. Investigations continue on proposed busway route options through Pakuranga town centre.

8. Discussions are underway with NZTA and Auckland Council on the timing of the Reeves Road flyover and other AMETI projects between Pakuranga town centre and Botany. The results of these investigations and the discussions with NZTA and Auckland Council will be reported to the AT Board for further consideration.

9. The scheme assessment update is now complete for Sylvia Park and discussions are continuing with Kiwi Income Property. Plans for cycling facilities are being coordinated with the East West Connections project to link the two together.

Local Board Capital Projects

10. The Maungakiekie-Tāmaki Local Board has a fund available for the construction of transport related projects in its area. This fund is administered by Auckland Transport. Each year, the Local Board’s capital fund allocation is $494,757 and this amount can be consolidated within each electoral term.

11. At the time of writing the unspent transport capital fund budget for the current electoral term was $1.177 million. This comprises of $645,000 allocated toward the Onehunga Mall upgrade, $280,000 allocated to the Beachcroft Road improvements with a balance of $252,000 uncommitted.

12. In addition to the $252,000 uncommitted the Local Board has the ability to anticipate money from the 2016/17 financial year allocation – which would give a total of over $700,000 to put toward projects.

13. As these projects take time to design and scope, it would be timely if the Local Board could identify further initiatives for investigation, especially for the uncommitted $252,000, which may not be able to be rolled over into the new electoral term.

Update on the Delivery of Current Transport Capital Projects

Princes Street Pedestrian Enhancements

14. Work is now expected to begin on this project in June 2015.

Project	Resolution	Update
Onehunga Mall Upgrade Progress	April 2014 : c) allocates $645,000 from the Board’s 2014-2017 Transport Capital Fund.	May 2015 Updates to the LB are being managed by Auckland Council who are leading the upgrade project. Detailed design is expected to be completed by June and construction due to be completed by November 2015.
Beachcroft Road Pedestrian Improvements	March 2015: c) authorises Auckland Transport to proceed with Option 1 and 4 for Beachcroft Avenue – Princes Street pedestrian improvement at a cost of up to $280,000 subject to consultation with adjacent landowners and further investigation of the need to relocate services, noting that if detailed design and costing is greater than the allocated amount this will come back to the board in a further report.	May 2015 A project manager has been appointed to this project and he has appointed a consultant to undertake design work. A meeting with an affected landowner has been arranged to discuss the project.
		June 2015 The meeting with the affected landowner was very positive. The Local Board confirmed the preference for the design by Beachcroft/Church roundabout to be to construct a new 3 m wide shared path cutting across the existing grass berm on the corner, removing the existing footpath and replacing it with grass berm. The project team are now working up some firm cost estimates to come back to the Local Board.

East West Connections

15. This project aims to provide road connections between SH20 and SH1 to improve traffic flow, particularly for heavy trucks. The southern component of the project seeks to provide improved bus travel and cycling connections between Mangere and Otahuhu Town Centres and Sylvia Park. The project team attended a Maungakiekie-Tāmaki Local Board workshop in April and outlined the six options under consideration.

16. NZ Transport Agency and Auckland Transport will seek community feedback in June/July on the preferred approaches for two priority East West Connections projects.

17. Workshop time has been booked in June to update the Local Board on the preferred options and the public engagement.

Links to Glen Innes Station – Phase 1 Update (Previously Pt England to Panmure Safe Routes Scheme)

18. As previously reported, the project scope and extent for the Pt England to Panmure Safe Routes has been changed following a decision from the Walking and Cycling team. The project will now be known as Links to Glen Innes Station – Phase 1. The reasons for the changes were based on a lack of available construction funding for the project, a shift of budget priority to the Urban Cycleway Programme and some questions raised from Cycle Action Auckland in regard to route selection and objectives.

19. The new project extent will cover the following routes:

· Separated cycleways or shared paths along Merton Rd, Apirana Ave, Pilkington Rd, and Jellicoe Rd to proceed as planned in the original project

· Intersection improvements for cyclists and pedestrians at Pilkington Road / Tripoli Road / Apirana Avenue, Apirana Avenue / Merton Road, and Merton / Morrin Road roundabouts.

· Extension of cycle lanes along Point England Rd are tentatively to proceed, pending further investigation.

20. Before detailed design takes place, Auckland Transport will brief the Local Board and organise public consultation or engagement to socialise the changes to the original scheme and collect feedback.

Rockfield Road and Mt Smart Road Intersection

21. Auckland Transport are currently consulting on a proposal to signalise the Rockfield Road and Mt Smart Road intersection.

22. Auckland Transport recently carried out a Crash Reduction Study at the intersection of Rockfield Road and Mt Smart Road. This intersection has been identified as a high risk intersection, with twelve crashes at the intersection in the past five years.

23. Investigation showed that majority of the crashes involved traffic travelling in the eastbound direction on Mt Smart Road and colliding with either traffic turning right into or out of Rockfield Road. In addition, there are currently no facilities to assist pedestrians crossing the busy intersection. To address the number of crashes occurring at this intersection and to provide safer pedestrian facilities, Auckland Transport is proposing to signalise the intersection of Rockfield Road and Mt Smart Road. Proposed changes include:

· Signalising the Mt Smart Road / Rockfield Road intersection;

· Extending the kerb on the north western corner and extending the driveway for 171 Rockfield Road;

· Relocating the existing bus stops to improve visibility between crossing pedestrians and approaching vehicles;

· Installation of “no stopping at all times” road marking to improve visibility at the intersection.

24. At the time of writing, no comments had been received from the Local Board.

Regional Public Transport Plan Variation

25. Auckland Transport (AT) has proposed a variation to the Auckland Regional Public Transport Plan (RPTP). The RPTP describes the services that are integral to the Auckland’s public transport network, and the policies and procedures that apply to those services.

26. Consultation on the variation opened on 11 May and finished on 5 June. A copy of the draft variation was sent to Local Boards in April and Auckland Transport thanks Maungakiekie-Tāmaki Local Board for their feedback supplied by resolution in May.

27. The new public transport initiatives proposed to be added to the RPTP are detailed below.

The Simplified Zone Fare System

28. Simplified Zone Fares mean that for people using AT HOP cards for bus and train journeys, instead of being charged a separate fare for each ride, the fare will be calculated for the total journey regardless of whether you transfer between different services.

29. The proposed zone map has 14 zones and boundaries are generally at 10km intervals from the CBD, so that radial trips of similar distance will pay the same fare. Fares will be calculated according to the number of zones travelled through the entire journey and passengers won’t be penalised for transferring between bus and train services.(See Attachment C).

30. Where zone boundaries occur at major interchanges like Newmarket, New Lynn, Otahuhu, Manukau it is proposed that there will be zone overlaps with stops being in both zones.

31. Auckland Transport is also looking at a much simpler set of fare products. AT HOP card users will have the choice of using the stored value on their card to pay for each journey, or a simple monthly pass that will allow unlimited bus and train travel across all zones. A day pass is also proposed allowing unlimited travel on buses and trains, as well as inner-harbour ferries.

32. A new Family Weekender pass is also proposed, it would let two children to travel free with each adult using an AT HOP card during weekends and public holidays.

33. It’s proposed the Single All Day pass for all zones will cost $18. The proposed cost for a Monthly Pass, all zones on buses and trains would be $200 to $210.

34. At this stage, ferry travel will not be included because the different ferry operators offer a range of weekly and monthly passes. Auckland Transport is continuing to work on how we can bring ferries into the simplified zone fares system but it will take some time.

Light Rail Transit

35. Investigations into alternative public transport options for those parts of the Auckland isthmus that cannot be served by the Metro rail network have identified that light rail is the best public transport option to provide for increased capacity, reliability and speed. The recent public consultation on the Regional Land Transport Plan also revealed strong support for the concept of light rail. As a result, AT is investigating its introduction on some critical routes as part of a multi-modal improvement package.

Ferry Development Plan

36. Amendments to the current RPTP are proposed to give effect to the Ferry Development Plan prepared in 2014. The Ferry Development Plan identifies actions needed to better integrate ferry services into the wider public transport network, and outlines proposed improvements to ferry infrastructure and service levels.

New Network Service Descriptions

37. To enable implementation of the new bus network (New Network) in areas where community consultation has been completed, changes to the service descriptions in the RPTP are required. Detailed community consultation has already occurred in south Auckland and west Auckland. The consultation processes showed strong community support for the New Network, but also identified some improvements to the planned services that have now been incorporated. As a result of this process, the New Network will be rolled out over the next year or so.

New Footpath Programme

38. Auckland Transport has a budget in the new financial year for the construction of new footpaths in Auckland Region. Local Boards will be approached in June to identify any gaps in their footpath network for evaluation and possible inclusion in this programme.

Auckland Transport News

New-Look Auckland Bus Shelters

39. Auckland bus shelters are set for a new design following public feedback. During July and August 2014 Auckland Transport asked for public feedback on three new bus shelter designs that were being trialled on Symonds Street in the city.

40. The level of interest in the trial shelters was very encouraging with 856 feedback responses received. Public feedback has helped Auckland Transport to gauge how the community felt about the trial designs and produced some ideas on how to make Auckland’s new bus shelter even more appealing to bus users.

41. The designs were assessed against a range of criteria, such as public feedback, value for money, customer comfort, durability, and ease of construction. Shelter A was the final choice (see below). The new shelter will help to create a more recognisable bus network and it will make life much more pleasant for everyone who uses the buses.

42. The shelter is a modular system so it can be configured to reflect local settings by using different sizes and layouts, building the shelter out of materials that reflect local character and attaching or inscribing art work on the shelter.

43. The new shelter design will gradually be rolled out across Auckland from the middle of the year.

Auckland Transport’s Parking Strategy

44. Auckland Transport has adopted a parking strategy which will mean a consistent approach for the first time for parking across the region.

45. The document allows for a case by case approach to parking taking into account local issues and the views of local boards and the community. Consultation with the community will continue as parking measures are introduced.

46. In May 2014, Auckland Transport released the Parking Discussion Document for public consultation. The Discussion Document set out key parking issues in Auckland, provided suggested approaches to meet these issues and sought community feedback to guide the development of the AT Parking Strategy. As part of the consultation process, there were 22 workshops with local boards, industry groups, business associations, and Auckland Council.

47. More than 5,500 submissions were received, a quarter were about the overall management of demand parking, 18% were about parking on residential streets and on park and rides and 11% were about parking on arterial roads. Half the submissions came from central Auckland or from CBD fringe suburbs such as Parnell, Ponsonby and Newton.

48. There has been pressure to find a solution to commuter parking issues in residential streets. The problem involves commuters and service vehicles parking long term and taking parking from local residents. Auckland Transport has been talking with residential groups and will, in conjunction with local boards and the community develop a consultation programme.

49. In addition there is the issue of managing space on arterial roads and traffic conflicting with kerbside parking. In Auckland, 60% of bus trips, 40% of car journeys and 35% of trips by goods vehicles are on arterials.

50. Auckland Transport believes there is a need to manage parking on arterial roads to optimise the number of people, services and goods moving on those roads. However Auckland Transport recognises that a measured approach to parking in town centres needs to be taken to take into account local characteristics and develop solutions that meet local needs. AT will do this in consultation with local boards, business associations and the local community.

51. Park and rides in the right places have proven to effectively extend the potential number of users for public transport and get people out of their cars. There are currently around 5,500 park and ride spots and 80% are full by 8am with parking overflowing into local streets. Further opportunities for park and rides will be reviewed taking into consideration appropriate land use in a rapidly growing city.

52. The AT Parking Strategy contributes to the achievement of Auckland Transport’s strategic themes and Auckland Plan outcomes. It also outlines the guiding principles and policies for the management and supply of on-street and AT-controlled off-street parking in Auckland.

53. The AT Parking Strategy and the submissions document can be found here: www.at.govt.nz/about-us/transport-plans-strategies/parking-strategy.

Winter Cycling Campaigns

54. Auckland Transport is running two separate winter cycling marketing campaigns.

Winter Cycling Bike Bright Campaign

55. Targeting primarily commuter cyclists, the objective is to encourage cyclists to continue riding throughout winter to “Beat the Dark” and by highlighting the significance of being visible to other road users by having the right bike lights, equipment and clothing – “Bike Bright”.

56. Auckland Transport is promoting safety tips for riding in winter conditions as well as the free cycle skills training, courses and events including Bike Care and Maintenance and Beginner on Bike sessions for adults. The call to action is for people to visit www.AT.govt.nz/bikebright for more information and/or to register for the events and training courses.

Winter Cycling Motorists Focused Campaign

57. Targeting all Auckland motorists, the objective is to remind motorists that people are still cycling in winter and now that mornings and evenings are getting darker, it’s important to watch out and look harder for cyclists “Look Twice, See the Bike”.

58. Targeting all Auckland motorists, the objective is to remind motorists that people are still cycling in winter and now that mornings and evenings are getting darker, it’s important to watch out and look harder for cyclists “Look Twice, See the Bike”.

59. These campaigns are live from 1 June to 5 July 2015.

Issues Raised through/by Board Members

Location or Name of Issue	Description	AT Response
Onehunga Mall	Onehunga Mall in the vicinity of Clark and Tawa Streets carries a significant volume of traffic. Residents have asked if parking bays could be constructed in the berms as the road is narrow for the traffic volumes using it.	AT generally does not undertake works to provide parking bays for cars. This work does not qualify for NZTA subsidies as NZTA do not view it as a safety improvement therefore any costs for such work would be totally borne by the ratepayers of Auckland. From time to time, parking bays may be provided around shopping areas if safety improvements such as the removal of angle parking have occurred. In addition, many utility services are located in the berm and they would need to be moved or lowered to protect them against carriage-way loading. In areas with volcanic deposits, the services are generally at a shallow depth to avoid rock excavation and the incidence of striking rock in projects in Onehunga is well known. Even there are no underground service issues, the cost of a car parking bay for two cars would be in the order of $30,000 which only considers the cost of excavation and the provision of roading pavement. If service relocation is required, this could easily double or triple those costs. This expense is not seen as a good use of scarce transport funds.
Speeding Issues in Beachcroft Avenue/Church Street	Several car crashes have been reported at the roundabout at the intersection of Beachcroft Road and Church Street, with speed being suspected as the main factor. A request for speed counts at this location has been received.	This issue has been logged.
Seating at the Panmure Station	Why is there no seating for Otahuhu, Sylvia Park and Mt Wellington bus passengers at the Panmure Station?	The contract for the bus shelter and seating at Platform 5 has been let and the shelter and seating should be in place by the end of June or early July. There is also canopy extension around the corner on the RTN to close a gap – this will be delivered by late or end of July.

Attachments

No.	Title	Page
a View	Consultations sent to the local board for comment	173
b View	Proposed Rockfield Road/Mt Smart Road intersection layout	175
c View	Simplified Zone Fares	177

Signatories

Authors

Lorna Stewart, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 June 2015

Auckland's industrial south: integrated business precinct plan

File No.: CP2015/10402

Purpose

1. To seek the formal endorsement of the final draft integrated business precinct plan prior to the plan being reported to the Auckland Development committee.

Executive summary

2. The zoned industrial areas identified within the draft Integrated Business Precinct Plan (IBPP) make a significant contribution to the Auckland economy. The Auckland plan anticipates that a quarter of the additional jobs that will be needed in Auckland by 2041 will be provided in south Auckland.

3. With increasing pressures for alternative land uses in and around the IBPP industrial areas there is a need to support the industrial areas in a coordinated way so that they can continue to contribute to the delivery of the economic priorities of the Auckland Plan, Auckland’s Economic Development Strategy and the Southern Initiative.

4. The draft IBPP has been developed to provide a framework to support business and employment growth and inform the strategic approach to the future supply of industrial land to meet anticipated need. The draft sets out a vision and high level actions that are required in order to work towards achieving the IBPP’s objectives.

5. Following the endorsement of the local board the draft IBPP will be reported to the Auckland Development committee, asking the committee to adopt the IBPP.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) endorse the final draft Integrated Business Precinct Plan (Attachment A).

Comments

Why have an integrated business precinct plan

6. In 2012, the industrial locations within the Integrated Business Precinct Plan (IBPP) area contributed an estimated $18 billion towards Auckland’s GDP, employed 149,154 people (23% of Auckland’s total employment), and has seen employment grow by 27.5% since 2002.

7. The Auckland Plan anticipates that an additional 276,700 jobs will be needed in Auckland by 2041. A substantial share of these jobs (51%) will be located in central Auckland with a further 25% in south Auckland.

8. With increasing pressure for alternative land uses in and around the IBPP industrial locations, there is a need to support Auckland’s industrial areas in a coordinated way so that they can continue to contribute to the delivery of the economic priorities of the Auckland Plan, Auckland’s Economic Development Strategy and the Southern Initiative.

9. In order for the southern industrial precincts to continue to make a significant contribution to the regional economy and realise their future potential in the context of a growing residential population we need to:

· co-ordinate the efficient use and supply of brownfield and greenfield industrial land

· improve transport infrastructure

· encourage high quality amenity in industrial areas

· align growth with planned investment

· develop partnerships with and between businesses and educators

10. The draft Integrated Business Precinct Plan (IBPP) has been developed to provide a coordinated framework to support business and employment growth within the Proposed Auckland Unitary Plan, including zoned light and heavy industrial areas located south of central Auckland and to inform the future release of industrial land to meet forecast demand.

Process to date

11. The following diagram outlines the process that has been followed for the preparation of the IBPP.

12. A project team was established to inform and guide the development of the IBPP. The project team was drawn from across council and included representatives from Auckland Transport (AT) and Auckland, Tourism, Events and Economic Development (ATEED). The project team prepared topic reports and topic based sessions were held to help identify issues and opportunities for the IBPP area.

13. In addition to the project team a working group of local board members was established to ensure that the relevant local boards were able to input into the development of the draft IBPP, and steer the strategic direction of the IBPP. This has ensured that the plan responds to the priorities of the local board’s as defined in their Local Board Plans.

14. To further identify the key issues and opportunities facing the IBPP area, an informal consultation process was undertaken at an early stage in the process to gain the views of businesses within the scope of IBPP. This included a series of workshops held with business associations, and Auckland International Airport as well as telephone interviews with businesses.

Key components of the draft IBPP

15. The draft IBPP includes the following key sections:

· Vision for the IBPP area

· Issues and opportunities for the industrial south

· The spatial strategy for the industrial south

· High level actions for the industrial south

· Appendices

o Strategic context

o Economic characteristics of the IBPP area

o Key sectors within the IBPP area

o Industrial change in the IBPP area 2002-2012

Spatial strategy

16. The draft IBPP sets out a spatial strategy for the zoned industrial areas in south Auckland. The key elements of the spatial strategy are identified in the diagram below.

Vision for the IBPP

17. The draft vision within the draft IBPP is as follows:

“Auckland’s southern industrial locations will continue to be diverse, innovative and sustainable locations that provide opportunities to a local workforce, take advantage of transport connections, maximise trade and export opportunities and act as a key driver for the Southern Initiative and wider Auckland economy”.

18. This vision is supported by the following high level actions that will help to form the implementation plan for the IBPP once adopted.

· support continued growth of industrial activities in the Airport area, East Tāmaki, Wiri and the industrial areas at Takanini, Drury, Papakura, and Pukekohe

· retain industrial zoned land and promote the identification of further industrial land to support the objectives of the Auckland Plan

· work with business to manage the reverse sensitivity issues associated with differing adjacent land uses i.e. heavy industrial to light industrial to mixed use/residential areas

· support the retention of heavy and light industrial businesses in the IBPP area

· support the key sectors identified in the industrial zones

· promote the industrial south as a place to do business and invest

· support local boards in developing and promoting the zoned industrial areas and the opportunities within them

· develop a partnership between local employers and education providers to ensure that skills and training needs for businesses are met now and in the future

· promote the efficient movement of people and goods through a range of transport options

· align growth with infrastructure planning

Consultation

19. Consultation on the draft IBPP was undertaken during September and October 2014. The focus of the consultation was with iwi, existing businesses in the zoned industrial areas (by presenting to Business Associations and companies previously consulted on during the informal consultation process), and key stakeholders including Auckland International Airport, Auckland Chamber of Commerce, and the Employers and Manufacturers Association (EMA) and national government agencies.

20. This was undertaken through meetings as well as direct communication using an e-flyer, asking for feedback to be given via an online questionnaire.

21. The feedback received generally supported the objectives of the IBPP. The main issues raised in the feedback received were :

· Concern over improving amenity and what this means

· Recommendation for the IBPP to be a living document and subject to periodic reviews

· Supply of industrial land in Auckland needs to be addressed

22. These issues have been addressed in the revised IBPP attached to this report.

Consideration

Local board views and implications

23. A working group was established with representatives from the following local boards, Maungakiekie –Tāmaki, Howick, Otara–Papatoetoe, Mangere–Otahuhu, Manurewa, Papakura and Franklin. The IBPP has been presented to the working group at various stages throughout its development. In addition to this a joint workshop was held with the six other local boards on the 6 May where they endorsed the plan to proceed to the Auckland Development committee.

Māori impact statement

24. The Schedule of Issues of Significance to Māori produced by the Independent Māori Statutory Board identifies the need to plan adequately for the increased demand for ‘business land’ under Economic Development. The draft IBPP seeks to identify a spatial strategy for industrial land and incorporates an action that seeks to retain industrial zoned land and promote the identification of further industrial land to support the objectives of the Auckland Plan, in order to help address this issue.

25. As noted under consultation, iwi representatives were consulted as part of the development of the draft IBPP and actions to partner with iwi have been incorporated into the draft IBPP. The implementation of the actions identified in the draft IBPP has the potential for positive effects for all businesses including Māori businesses.

Implementation

26. The draft IBPP sets out a number of high level actions and more detailed actions that will help to achieve the aspirations set out within the draft IBPP. These actions represent the implementation plan for the IBPP.

Attachments

No.	Title	Page
a View	Draft Auckland's industrial south: Integrated business precinct plan.	185

Signatories

Authors

John Norman - Strategic Planner Local Economic Development

Authorisers

Penny Pirrit - GM - Plans & Places

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 June 2015

Maungakiekie-Tāmaki local board Community Fees and charges - July 2014 to March 2015

File No.: CP2015/10817

Purpose

1. To present the usage and revenue data from community facilities within the local board area for the nine-month period of 1 July 2014 to 31 March 2015 and to highlight any significant impact of the new fees and charges that were introduced on 1 July 2014.

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

Executive Summary

3. In April 2014, the Maungakiekie-Tāmaki Local Board resolved to adopt the new fees and charges for the hire of council-owned community venues (Resolution number MT/2014/52). Alongside this, the activity types eligible for discounts were confirmed. 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 five 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 facilities in the other local board areas across the region on 1 July 2014.

5. In the Maungakiekie-Tāmaki Local Board area there are seven council-managed community facilities. A full list of regular hirers is attached in Attachment B. After 1 July, the council received a number of enquiries from regular hirers across all of the venues. Most of these enquirers accepted a transition arrangement until the end of September 2014.

6. The table below summarises the combined activity of the council-managed facilities in the Maungakiekie-Tāmaki Local Board area for the nine-month 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 C) for more information on percentage points.

Utilisation	Visitors	Revenue
-8.1 (pp)	+32,390 (+15%)	+$24,558 (+10%)

7. Overall, utilisation (booked hours divided by 10 available hours per day) of the board’s community facilities has decreased by just over eight percentage points. In the same period, visitor numbers increased from 217,497 to 249,887 (+15 per cent).

8. Revenue increased by $24,558 (+10 per cent) when compared with the same period last year. This increase is in contrast to the utilisation decrease and is possible by a change in customer types (visitors) to those paying a higher fee or an increase in the fees paid by customers, as well as a tighter charging of cancellation fees.

9. 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. Onehunga Community Centre, One Pearce Street and Pearce Street Hall cumulatively grossed $415 less per month, which was influenced by some of the more frequent hirers no longer using these facilities. The other facilities in the local board ‘made up’ for this decrease.

11. For the 2014/2015 financial year, revenue from community facilities is expected to increase for the Maungakiekie-Tāmaki Local Board. This could help contribute to the maintenance of these facilities and reflects the good practice principles imbedded in the framework, including fairness to all users.

12. As a result of feedback from venue users, council staff recommended the following changes to room hire arrangements and fees:

· Lowering the cost of the Kelrick Room (at the Oranga Community Centre) to $44 (standard peak) and $35.20 (standard off-peak) so it is in line with the hire fees for the slightly smaller Schofield and Wiberg Rooms. This would see a small potential decrease of revenue but a possible increase in utilisation and visitor numbers.

· Combining the Yates and Jackson Rooms (at the Onehunga Community Centre) to create a single hire fee of $50 (standard peak) and $40 (standard off-peak), rather than charging separately for each of these rooms. The spaces are not used at the same time and therefore there would be no impact on revenue.

· Combining the Haskell Hall and the Jackson Lounge (at Pearce Street Hall) to create a single hire fee of $51 (standard peak) and $40.80 (standard off-peak), rather than charging separately for each of these rooms. As the separate rooms are not used at the same time there would be no impact on revenue but utilisation and visitor numbers are likely to rise.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) agree that the 2014/2015 community facilities hire fees will remain, uninflated, for the 2015/2016 year, as per Attachment A, and will apply to all new and existing hirers using the facilities, with the exception of:

i. Lowering the cost of the Kelrick Room (at the Oranga Community Centre) to $44 (standard peak) and $35.20 (standard off-peak) so it is in line with the hire fees for the slightly smaller Schofield and Wiberg Rooms

ii. Combining the Yates and Jackson Rooms (at the Onehunga Community Centre) to create a single hire rate of $50 (standard peak) and $40 (standard off-peak), rather than charging separately for each of these rooms.

iii. Combining the Haskell Hall and the Jackson Lounge (at Pearce Street Hall) to create a single hire fee of $51 (standard peak) and $40.80 (standard off- peak), rather than charging separately for each of these rooms.

b) request 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

Background

13. 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: good public management, lawfulness, accountable, transparent (openness), value for money, integrity and fairness.

14. 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 five 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 were 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.

15. In April 2014, the Maungakiekie-Tāmaki Local Board resolved to adopt the new fees and charges for the hire of council-owned community venues (Resolution number MT/2014/52). Alongside this, the activity types eligible for discounts were confirmed.

16. The chair of the Maungakiekie-Tāmaki Local Board met with council staff in May 2015 to view and discuss the impact of the new hire fees introduced on 1 July 2014. Please refer to Attachment A for the fee schedule for 2014/2015.

Impact of implementing new fees and charges

17. In the Maungakiekie-Tāmaki Local Board area there are seven council-managed community facilities. A full list of regular hirers is attached in Attachment B. In the July to December 2014 period, the council received a number of enquiries from regular hirers across all of the venues. Most of these enquirers accepted a transition arrangement until the end of September 2014.

Summary of utilisation, visits and revenue by local board area

18. Please note that some figures in the following graphs are reported as percentage points (pp), while others are shown as a percentage (%).

19. Utilisation (hours booked): Overview across all council-managed venues in the Maungakiekie-Tāmaki Local Board area

20. Utilisation for the seven local board council-managed community facilities decreased by an average of just over eight percentage points when compared with the same period last year. Five of the seven reported a decrease in utilisation.

21. Utilisation at each facility (monthly average)

22. Visits: Overview across all council-managed venues in the Maungakiekie-Tāmaki Local Board area

23. Visitors to the Maungakiekie-Tāmaki council-managed community facilities increased by 15 per cent compared with the same period last year. This increase is in contrast to the reduction in utilisation and suggests that the local board’s facilities had more visitors per booking on average.

24. Visits at each facility

Mitigating factors

25. 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.

26. One Pearce Street, Pearce Street Hall and Onehunga Community Centre

These three facilities reported a decrease in utilisation. This was due to some of the more frequent hirers no longer using these facilities, which were for a variety of reasons.

Other exceptions: Panmure Community Hall: 4.4 percentage point increase in utilisation.

28. Revenue

29. The local board earned more revenue when compared with the same period last year and this is in contrast with the lower utility numbers.

30. Onehunga Community centre, One Pearce Street and Pearce Street Hall cumulatively grossed $415 less per month. The other facilities in the local board ‘made up’ for this decrease. This is likely due to a change in customer types to those paying a higher fee or an increase in the fees paid by customers, as well as a tighter charging of cancellation fees.

Details of activities for each facility and expected revenue over the July 2014 – March 2015 period

31. Fergusson Hall

Facility		Standard	Standard off-peak	Recommendation
Fergusson Hall	Main Hall	$44.00	$35.20	No change

32. Utilisation for Fergusson Hall has decreased from 19.4 hours use per week to 17.9 hours per week on average. This is within normal changes and has not involved a specific hirer or activity.

33. Currently the majority of revenue for the hall is generated at a priority rate, with the subsidy applying to mainly religious and active recreation activities.

34. It is currently projected that revenue from Fergusson will be around $7,000 above target for the 2014/2015 year.

35. Council staff recommend keeping the hire fees and charges, uninflated, for the 2015/2016 year and for the Maungakiekie-Tāmaki Local Board members to discuss with their lead financial advisers how any additional revenue be allocated.

36. Glen Innes Community Hall

Facility		Standard	Standard off-peak	Recommendation
Glen Innes Hall	Main Hall	$49.00	$39.20	No change
	Side room	$24.00	$19.20	No change
	Creche	$24.00	$19.20	No change

37. Utilisation for Glen Innes Community Hall has increased from 29 hours per week to 32.3 hours per week on average. This is due to a block booking for contractors involved in the construction of Te Oro.

38. Currently, the majority of revenue for the hall is generated at a priority rate, with the subsidy applying to community events and central government activities. For example: Ministry of Education and Ministry of Health workshops.

39. It is currently projected that revenue from Glen Innes Community Hall will be around $10,000 above target for the 2014/2015 year.

40. Council staff recommend keeping the hire fees and charges, uninflated, for the 2015/2016 year and for the Maungakiekie-Tāmaki Local Board members to discuss with their lead financial advisers how any additional revenue be allocated.

41. Panmure Community Hall

Facility		Standard	Standard off-peak	Recommendation
Panmure Hall	Main Hall	$69.00	$55.20	No change
	Annex	$24.00	$19.20	No change
	Conference Room	$39.00	$31.20	No change

42. Utilisation for Panmure Community Hall has increased from 19.9 hours per week to 21.9 hours per week on average. This increase in utility is due to a general increase in casual use and not a specific hirer or activity.

43. Currently the majority of revenue for the hall is generated at a priority rate, with the subsidy applying to community events and central government activities. For example: Ministry of Education and Ministry of Health workshops.

44. It is currently projected that revenue from Panmure Community Hall will be around $10,000 above target for the 2014/2015 year.

45. Council staff recommend keeping the hire fees and charges, uninflated, for the 2015/2016 year and for the Maungakiekie-Tāmaki Local Board members to discuss with their lead financial advisers how any additional revenue be allocated.

46. Oranga Community Centre

Facility	Room	Standard	Standard off-peak	Recommendation
Oranga	Gascoinge	$34.00	$27.20	No change
	Kelrick	$69.00	$55.20	Reduction to $44.00/$35.20
	Magee	$39.00	$31.20	No change
	Schofield	$44.00	$35.20	No change
	Wiberg	$44.00	$35.20	No change

47. Utilisation for Oranga Community Centre has decreased by 13.3 percentage points. This decrease relates directly to the Plunket and Playcentre playgroups, which used the centre three hours per week each. Both of these groups had programmes that were considered centre-led and hence they were supported through fully subsidised hireage, which would have continued to the end of 2014/2015. These groups are no longer using the centre due to the number of children involved reaching school-age in one case and a breakup of the committee in the other.

48. Anecdotally, staff have noticed that potential hirers are finding the cost associated with the Kelrick Room to be more than they can afford and it is not being booked for casual use.

49. Currently, the majority of revenue for the hall is generated at a priority rate with the subsidy applying to a wide range of activity. Fifty-two per cent of the centre’s usage is for community programmes which is fully subsidised.

50. It is currently projected that revenue from Oranga Community Centre will be around $6,000 below budget for the 2014/2015 year. However, when compared with the same nine-month period in 2013/2014, this centre is performing better in terms of revenue, with an average increase of $758 per month

51. Council staff recommend keeping the hire fees and charges, uninflated, for the 2015/2016 year and for the Maungakiekie-Tāmaki Local Board members to discuss with their lead financial advisers how any budget shortfall could be addressed.

52. The board members could also consider lowering the cost of the Kelrick Room from $69 to $44 (standard) and from $55.20 to $35.20 (standard off-peak) so it is in line with the slightly smaller Schofield and Wiberg rooms. This may result in a potential, but small, decrease of revenue.

53. Onehunga Community Centre

Facility	Room	Standard	Standard off-peak	Recommendation
Onehunga	Beeson	$39.00	$31.20	No change
	Community	$39.00	$31.20	No change
	Henderson	$39.00	$31.20	No change
	Jackson	$39.00	$31.20	Combine Yates/Jackson $50.00/$40.00
	Manning	$39.00	$31.20	No change
	Maungakiekie	$39.00	$31.20	No change
	Mount Joy	$44.00	$35.20	No change
	Yates	$50.00	$40.00	Combine Yates/Jackson $50.00/$40.00

54. Utilisation for Onehunga Community Centre has decreased by 17.7 percentage points. This decrease relates directly to a number of specific users and a variety of reasons:

· MSL training, which used the centre for 20 hours per week and has now relocated to their own building.

· MESST reduced the hours they used the centre to mitigate the impact of increased fees.

· Workforce increased the hours they used the centre significantly.

· Idea Services, Kumon and some private individuals, including a dance instructor, were on extremely low legacy rates and when the new framework was adopted. These groups chose to relocate, with a number now using the Onehunga Community House.

55. Staff have noticed that potential hirers seem to find the hire cost too high for the joint use of the Yates and Jackson rooms. It is also difficult for separate hirers to each use these two rooms simultaneously, which means that neither space is used to its full potential.

56. Currently the majority of revenue for the centre is generated at a priority rate, with the subsidy applying mainly to educational activities. Twenty-six per cent of the centre’s use is for community programmes which are fully subsidised.

57. It is currently projected that revenue from Onehunga Community Centre will be around $89,000 below target for the 2014/2015 year. As previously discussed with the local board, the budgeted revenue figure for Onehunga Community Centre is very high. Revenue has now been split across three sites (Onehunga Community Centre with One Pearce St and Pearce St Hall) to cross-subsidise the shortfall at Onehunga with the surplus of the other two venues.

58. Council staff recommend keeping the hire fees and charges, uninflated, for the 2015/2016 year and for the Maungakiekie-Tāmaki Local Board members to continue to discuss with their lead financial advisers how any budget shortfall could be addressed.

59. The board members could consider combining the Yates and Jackson Rooms to create a single hire fee of $50 (standard) and $40 (standard off-peak), rather than charging separately for each of these rooms. The spaces are not used at the same time and therefore there would be no impact on revenue.

60. Pearce Street Hall

Facility

Standard

Standard off-peak

Recommendation

Pearce Street

Haskell Hall

$51.00

$40.80

Combine Haskell/Jackson

$51.00/$40.80

Jackson Lounge

$49.00

$39.20

61. Utilisation for Pearce Street has decreased by 15.1 percentage points, which is from 41 hours per week to 25.4 hours per week on average. This decrease relates directly to a number of specific users and a variety of reasons:

· The YMCA has reduced the hours they book from 15 hours per week to 7.5 hours per week. The YMCA had a very low legacy rate of $17 per hour and when the new framework was adopted the YMCA chose to reduce the number of hours they used this venue.

· Both country music clubs had low membership numbers, making the hireage costs difficult for them. Staff worked closely with the groups to encourage them to work together but both have since left, with one now regularly holding sessions at the RSA.

· A single church group were booking the hall for 13 hours every Sunday. When the new framework was introduced it came to light that they were sub-leasing it to other groups and charging higher rates. Each of the three groups now has a direct link to Auckland Council and pays the council directly. However, this has seen a reduction from 13 to nine hours due to the need to allow space between hirers.

62. Staff have noticed that potential hirers seem to find the hire cost too high for the joint use of the Haskell Hall and Jackson Lounge. It is also difficult for separate hirers to each use these two rooms simultaneously, which means that neither space is used to its full potential.

63. Currently, the majority of revenue for the hall is generated at a priority rate, with the subsidy applying to mainly religious and active recreation activities. Twenty-seven per cent of the centre’s usage is for community programmes, which are fully subsidised.

64. It is currently projected that revenue from Pearce Street Hall will be around $38,000 above target for the 2014/2015 year. This will be off-set against the Onehunga Community Centre.

65. Council staff recommend keeping the hire fees and charges, uninflated, for the 2015/2016 year and for the Maungakiekie-Tāmaki Local Board members to continue to discuss with their lead financial advisers how any budget shortfall could be addressed.

66. The board members could consider combining the Haskell Hall and the Jackson Lounge to create a single rate for Pearce Street Hall at $51 (standard) and $40.80 (off-peak standard).

As the spaces are not used at the same time there would be no impact on revenue but utilisation and visitor numbers could rise.

67. One Pearce Street Hall

Facility		Standard	Standard off-peak	Proposal
ONE Pearce Street	Main Hall	$49.00	$39.20	No change

68. Utilisation for One Pearce Street Hall has decreased by 5.7 percentage points, which is from 58 hours per week to 41 hours per week on average. This decrease relates directly to a number of specific users and a variety of reasons:

· A commercial dance tutor/school had a very low legacy hire rate and when the new framework was adopted, the tutor chose to relocate.

· Sunnydene School had been booking the entire venue for whole days during the school holidays but then relocated to Wesley, as it was more appropriate to their needs. The holiday programme is now run from the school’s newly refurbished hall.

· A single church group that was using the hall for nine hours a week increased attendance numbers so much they had to move to a larger space.

69. Currently the majority of revenue for the hall is generated at regular, non-priority rates. Twenty per cent of the hall’s usage is for community programmes which are fully subsidised.

70. It is currently projected that revenue from the hireage of One Pearce Street hall will be around $30,321 above target for the year 2014/2015. This will be off-set against the shortfall for Onehunga Community Centre.

71. Council staff recommend keeping the hire fees and charges, uninflated, for the 2015/2016 year and for the Maungakiekie-Tāmaki Local Board members continue to discuss with their lead financial advisers how any budget shortfall could be addressed.

In summary

72. The table below summarises the combined activity of the council-managed facilities in the Maungakiekie-Tāmaki Local Board area for the July 2014 to March 2015 nine-month period. Please note that some figures are reported as percentage points (pp), while others are shown as a percentage (%).

7. Utilisation	8. Visitors	9. Revenue
10. -8.1 (pp)	11. +32,390 (+15%)	12. +$24,558 (+10%)

73. Overall, utilisation of the community facilities has decreased by just over eight percentage points. In the same period, visitor numbers increased from 217,497 to 249,887 (+15 per cent).

74. Revenue increased by $24,558 (+10 per cent) when compared with the same period last year. This increase is in contrast to the utilisation decrease and is possible by a change in customer types (visitors) to those paying a higher fee or an increase in the fees paid by customers, as well as a tighter charging of cancellation fees.

75. For the 2014/2015 financial year, revenue from community facilities is expected to increase for the Maungakiekie-Tāmaki Local Board. This could help contribute to the maintenance of these facilities and reflects the good practice principles imbedded in the framework, including fairness to all users.

Consideration

Local Board views and implications

76. The recommendations within this report fall within the Maungakiekie-Tāmaki Local Board’s authority relating to local recreation, sport and community facilities.

Māori impact statement

77. 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

78. The information included in this report has informed the fees and charges adopted for the 2015/2016 Annual Plan.

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

Attachments

No.	Title	Page
a View	Fee Schedule 2014 2015 Maungakiekie-Tāmaki	253
b View	List of regular hirers Maungakiekie Tāmaki	255
c View	Glossary of terms	257
d View	Session booked by activity	259
e View	Summary of fees and Charges data July - December 2014	261

Signatories

Authors

Shruti Jani - Team Administrator

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

18 June 2015

RECORD OF WORKSHOPS

Record of workshop proceedings for 5 May 10am-5pm

Held at the Local Board office, 7-13 Pilkington Road, Panmure

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Chris Makoare (Deputy Chairperson)

Josephine Bartley

Brett Clark

Bridget Graham

Obed Unasa

Alan Verrall

1.0	Small Local Improvement Projects
	To discuss small local improvement projects
	Officers present: Vandna Kirmani

2.0	Local Alcohol Bans
	To discuss local alcohol bans process
	Officers present: Victoria Ly, Daniel Pouwels

3.0	AMETI
	To receive an update from the project team
	Officers present: Lorna Stewart, Peter King, Daryl McIntosh, Duncan Humphrey, Graeme Michie

4.0	District Licensing Committee review
	To discuss the District Licensing Committee
	Officers present: Elizabeth McKenzie

RECORD OF WORKSHOPS

Record of workshop proceedings for 12 May 10.30am-5pm

Held at the Local Board office, 7-13 Pilkington Road, Panmure

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Chris Makoare (Deputy Chairperson)

Josephine Bartley

Brett Clark

Bridget Graham

Obed Unasa

Alan Verrall

1.0	Quarterly Performance Report
	To discuss the quarterly performance report
	Officers present: Sugenthy Thomson

2.0	ACPL Six monthly report
	To provide an update from Auckland Council Property Limited
	Officers present: Karen Cooke, Gavin Peebles, Letitia McColl, Gulina Monroe

3.0	Stormwater Network Discharge Consent
	To discuss the stormwater network discharge consent
	Officers present: Janet Kidd, Emma Joyce

4.0	Regional Public Transport Plan
	To discuss the Regional Public Transport Plan
	Officers present: Lorna Stewart, Jonathan Anyon, Anthony Cross, Kirstie Childs

5.0	Special Housing Areas
	To discuss SHAs
	Officers present: Karen Foster, Gavin Peebles

RECORD OF WORKSHOPS

Record of workshop proceedings for 19 May 10am-5pm

Held at the Local Board office, 7-13 Pilkington Road, Panmure

Members present for all or part of the workshops:

Chris Makoare (Deputy Chairperson)

Josephine Bartley

Brett Clark

Bridget Graham

Obed Unasa

Alan Verrall

Apologies: Simon Randall (Chairperson)

1.0	Draft Safety Plan
	Update on the draft safety plan
	Officers present: Betty MacLaren, Alex Woodley

2.0	Long Term Plan
	To discuss the Long Term Plan
	Officers present: Nina Siers, Sugenthy Thomson

RECORD OF WORKSHOPS

Record of workshop proceedings for 26 May 10am-3pm

Held at the Local Board office, 7-13 Pilkington Road, Panmure

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Chris Makoare (Deputy Chairperson)

Josephine Bartley

Brett Clark

Bridget Graham

Obed Unasa

Alan Verrall

1.0	ACPL update
	Update from Auckland Council Property Limited
	Officers present: Gavin Peebles, Karen Cooke

2.0	Tāmaki Redevelopment Company
	Update from the Tāmaki Redevelopment Company
	Officers present: Peter Fa’aifiu

3.0	Dunkirk Road Activity Centre
	Update from the activity centre
	Officers present: Taylor Norman, Tracey Fausett, Chris Sutton, Jan Goldsmith, Cherry Tawhai

4.0	Onehunga Foreshore project
	Update from the project team
	Officers present: Greg Hannah, Kirsten Reidt, Peter McGregor, Steve Owens

Prioritisation of Proposed Renewals Programme
Pools & Leisure - 2015/16
Maungakiekie -Tāmaki		Budget amount:	$229,255
Maungakiekie -Tāmaki		Amount remaining:	($219,495)
Renewal	Glen Innes Pool	Install auto dosing system	40,000
Renewal	Glen Innes Pool	Replace pump/filter system for childrens teaching pool.	125,000
Renewal	Glen Innes Pool	Upgrade Fire Alarm System	10,000
Renewal	Glen Innes Pool	Upgrade of Disability change rooms	40,000
Renewal	Jordan Rec Centre	Replace fire protection system	18,750
Renewal	Lagoon Pool	Install CCTV System	31,250
Renewal	Onehunga War Memorial Pool	Install Auto Dosing System to spa pools	12,000
Renewal	Onehunga War Memorial Pool	New Distribution Board	56,250
Renewal	Onehunga War Memorial Pool	Outdoor Pools full refurbishment	88,000
Renewal	Onehunga War Memorial Pool	Upgrade CCTV system	27,500
$448,750

	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 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.

date	Meeting
5 May	Local board workshops
7 May	Citizenship ceremony
9 May	Te Oro Open day
11 May	Transport portfolio meeting
11 May	Environment portfolio meeting
11 May	Board member catch up with Chair Simon Randall
11 May	Judging panel for IAMAUCKLAND
12 May	Local board workshops
13 May	Meeting to draft response to Regional public transport plan
16 May	Community patrols NZ roadshow
18 May	Meeting to draft response to District Licensing Committee report
18 May	Onehunga Crime and Safety meeting
19 May	Local board workshops
21 May	Local board business meeting
22 May	Youth panel young womens forum
25 May	Safety portfolio meeting
26 May	Local board workshops
26 May	Site visit (informal) Van Dammes Lagoon
28 May	Nga Iwi Katoa community meeting

Portfolio	Issues/Consultations
Safety – Lead	Progressing Safety plan, assisting contractor with community contacts for plan, Alcohol bans review working group, workplan with safety team in Council. Safety issues raised by Police for Onehunga area followed up with Council, safety issues raised in Tāmaki Policing and Security forum raised with Council.
Environment – Lead	Progressing Local board environmental projects, ecological restoration, water quality projects.

Organisation	Primary	Alternate
Panmure Basin Advisory Committee	Josephine (Brett has been attending in my absence)	Brett
Glen Innes Business Association	Brett	Josephine (observer)

Chairperson	Simon Randall
Deputy Chairperson	Chris Makoare
Members	Josephine Bartley
	Brett Clark
	Bridget Graham, QSM
	Obed Unasa
	Alan Verrall

Authors	Philippa Hillman - Democracy Advisor, Maungakiekie-Tāmaki Local Board
Authorisers	Victoria Villaraza - Relationship Manager

5 May	Maungakiekie-Tāmaki Local Board workshops
7 May	Maungakiekie-Tāmaki Local Board citizenship ceremonies
9 May	Opening of Te Oro Onehunga Community House Mothers’ Day celebration
10 May	Site visit 8 10 Mt Smart Road
11 May	Catch up with Simon
12 May	Maungakiekie-Tāmaki Local Board workshops
13 May	CABAC meeting ODCOSS monthly meeting
14 May	Seasons monthly meeting
15 May	CABAC farewell morning tea for Jacqui Arnold
18 May	Library portfolio catch up Oranga Community Committee
19 May	Maungakiekie-Tāmaki Local Board workshops Onehunga Community House Management meeting
20 May	Civil Defence catchup
21 May	Maungakiekie-Tāmaki Local Board Business Meeting
22 May	CABAC monthly meeting
26 May	Maungakiekie-Tāmaki Local Board workshops
27 May	RMA Hearing 208 Church Street
28 May	Bi monthly events catch up Onehunga Community Patrols
2 June	Maungakiekie-Tāmaki Local Board workshops
1 May	Community Development Cluster meeting
3 May	Site visit 218 Station Road
4 May	Grants Portfolio meeting Events Portfolio meeting