Agenda of Upper Harbour Local Board

	Portfolio Activity	Responsibilities	Board Lead/s and Alternate
1	Governance	· Board Leadership · Board-to-Council Relationships · Board-to-Board Relationships · Civic Duties · Advocacy (local, regional, and central government) · Relationships with Maoridom · Relationships with government departments and agencies · Relationship with Property CCO · Relationship with Auckland Waterfront Development · Advocacy with Governing Body (Local Board Plan; Local Board Agreements) · Unitary Plan · Local area plan	Brian Neeson Lisa Whyte
2	Regulatory & Bylaws / Civil Defence Emergency Management .	· Resource consents · Heritage · Liquor · Gambling · Swimming pools fencing · Trees · Bylaws · Relationships with the Civil Defence Emergency Management Group · Community preparedness, disaster response, relief, and recovery	Callum Blair John McLean Christine Rankin-MacIntyre Margaret Miles (Resource Consents only)
3	Events / Arts and Culture	· Community celebration · Community identity · Neighbourhood gatherings and renewal · Event compliance · Relationship with ATEED · Relationship with Regional Facilities CCOs · Tourism · Artistic and cultural service levels · Promoting all aspects of artistic endeavour · Development of public art strategy and policy	Margaret Miles
4	Community and social well-being / Local Facilities	· Community development · Neighbourhood relationships · Funding for neighbourhood projects · Community safety (excl. town centres) · Graffiti removal · Community advocacy · Relationships with Youth · Leisure centres · Community houses · Halls · Community hubs · Arts facilities · Community Partnerships · Asset Management	Callum Blair Margaret Miles

	Portfolio Activity	Responsibilities	Board Lead/s and Alternate
5	Libraries	· Stewardship of libraries · Mobile library	Christine Rankin-MacIntyre Lisa Whyte
6	Sports parks and recreation (active) / Parks, Reserves and playgrounds (passive)	· Stewardship of sports parks · Stewardship of recreation facilities · Relationship with sports clubs · Neighbourhood parks and reserves (incl. esplanade reserves and the coastline) · Design and maintenance · Plantings, playgrounds, bollards, and walkways · Skateparks · Track Network development	Margaret Miles Lisa Whyte
7	Town Centres	· Town centre renewal · Design and maintenance · Community safety within town centres · Business Improvement Districts liaison · Urban design · Built Heritage	Margaret Miles Brian Neeson
8	Transport / Regional Transport and CBD development	· Local transport projects and public transport (incl. roading, footpaths, cycleways) · Liaison on regional Transport matters · 2^nd harbour crossing · Bridge walk cycleway · Inner City Rail Link · Waterfront development · CBD master plan	John McLean Margaret Miles
9	Natural Environment .	· Restoration of wetlands, streams, and waterways · Local priorities in relation to regional environmental management · Costal management including mangrove encroachment and erosion mitigation · Relationships with Watercare · Waste minimisation strategy · Bio security	John McLean Callum Blair Lisa Whyte (waste minimisation only)
10	Economic Development / Financial oversight	· Key relationship with Business Development Manager in Auckland Tourism Events and Economic Development team · Establish and promote local opportunities for increased tourism and economic development · Budgets · Project expenditure · Monitor GB strategy and Finance · Service Levels · Local funding policy	Lisa Whyte Margaret Miles

Upper Harbour Local Board

09 June 2015

ITEM TABLE OF CONTENTS PAGE

1 Welcome 7

2 Apologies 7

3 Declaration of Interest 7

4 Confirmation of Minutes 7

5 Leave of Absence 7

6 Acknowledgements 7

7 Petitions 7

8 Deputations 7

9 Public Forum 7

10 Extraordinary Business 7

11 Notices of Motion 8

12 Meeting Minutes Upper Harbour Local Board, Tuesday 26 May 2015 9

13 Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014 19

14 Adoption of Local Board Agreement 2015/2016 33

15 Albany Staduim Pool Project 63

16 Upper Harbour Local Board Discretionary Community Funding - Round Two 2014/2015 67

17 Report from Devonport-Takapuna, Kaipatiki, Upper Harbour and ECB Subdivision Local Board Funding subcommittee 121

18 Community Development Arts and Culture (CDAC) Work Programme 2015/2016 133

19 Board Members' Reports 141

20 Consideration of Extraordinary Items

1 Welcome

2 Apologies

At the close of the agenda no apologies had been received.

3 Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

4 Confirmation of Minutes

That the Upper Harbour Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 26 May 2015, including the confidential section, as a true and correct record.

5 Leave of Absence

That an apology from Member JG McLean for leave of absence, be received.

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Upper Harbour Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

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

10 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

11 Notices of Motion

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

Upper Harbour Local Board

09 June 2015

Auckland Council Property Limited Local Board Six-Monthly Update 1 July to 31 December 2014

File No.: CP2015/09449

Purpose

1. To give the Upper Harbour Local Board an overview of Auckland Council Property Limited’s (ACPL) activities for the six months 1 July to 31 December 2014.

Executive Summary

2. ACPL’s vision centres on “creating value from property assets” by providing commercial expertise and value for money to Auckland Council in managing its property portfolio, and acquisition and disposal activities. The concept of “value” includes but is not limited to financial value. In addition to financial value, a growing aspect of ACPL’s work has been to use surplus council property to help achieve the council’s housing supply and urban regeneration objectives. ACPL will also identify opportunities to add value by improving the use of council service property, such as redevelopment of under-utilised sites.

3. This report sets out a summary of ACPL activities for the past six months that contribute to our seven key outcomes as outlined in our Statement of Intent (SOI) 2014 to 2017 and noted below. Activity detail is broken down by business unit or work-stream, with a focus on local board specific activities where applicable.

4. ACPL’s seven key outcomes are as follows:

· Properties managed for the council and Auckland Transport (AT) are maintained to be fit for purpose and achieve optimum net returns.

· Redevelopment/regeneration projects involving other sector partners are efficiently planned and managed to help achieve a quality compact Auckland.

· ACPL contributes exemplar housing developments to increase the supply of housing in Auckland, particularly in the more affordable spectrum of the market, working with partners.

· Council business interests are managed to protect long term value and achieve budgeted net income.

· Property acquisitions are undertaken in a commercially robust manner and in accordance with council and AT agreed requirements and relevant legislation.

· Properties are disposed of for council in a commercially robust manner once declared surplus.

· Council is provided with a commercial perspective on planning and development initiatives to support effective implementation of those initiatives.

5. Local board specific supporting detail is included in Attachments A, B, and C.

Recommendation/s

That the Upper Harbour Local Board:

a) accept the Auckland Council Property Limited Local Board Six-Monthly update 1 July to 31 December 2014.

Comments

Workshops and Meetings

6. A schedule of Upper Harbour Local Board workshops and meetings attended by ACPL representatives from July to December 2014 is included as Attachment A. The list includes property specific meetings and workshops relating to general property management and the ongoing portfolio Rationalisation Process.

Property Portfolio Management

7. ACPL manages property owned by council and AT that are not currently required for service or infrastructure purposes. These are properties that are not immediately required for service delivery or infrastructure development, but are being held for use in a planned future project such as road construction/widening or the expansion of parks.

8. The property portfolio continued to grow during the last six months and now totals 1306 properties, an increase of 121 since the January-June 2014 update. The current property portfolio includes industrial sites and buildings, retail tenancies, cafés, restaurants, offices and a substantial portfolio of residential properties.

9. ACPL’s specialist property knowledge and understanding enables it to optimise revenue streams and identify future opportunities. ACPL’s return on the property portfolio for the six months ending 31 December 2014 provides the shareholder a net surplus of $2.9m ahead of budget, with an actual surplus of $11.8m against budget of $23m. The average monthly vacancy rate for the period is 1.68%, which is under the SOI target of 5%.

10. A Properties Managed schedule is included as Attachment B of this report. The schedule details:

· current ACPL-managed commercial and residential property within the Upper Harbour Local Board area;

· each property’s classification or reason for retention;

· the nature of the property, such as a café within a library, or a residential property with a tenancy in place; and

· the budget under which operating expenditure and lease revenue for the property is reported, e.g. regional or local board.

11. A report indicating portfolio movement in the local board area is included as Attachment C. The report details all new acquisitions including the reason for acquisition, any transfers and the reason for transfer, and any disposals.

Portfolio Review and Rationalisation

Overview

12. ACPL is required to undertake ongoing rationalisation of council’s non-service assets. This includes identifying properties from within council’s portfolio that may be suitable for potential sale and development if appropriate. ACPL has a particular focus on achieving housing outcomes. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

13. July 2014 to June 2015 Target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$30m disposal recommendations	$36.4m	These recommendations include $33.2m of sites that are identified for development projects.

14. In setting future disposal targets ACPL is working closely with the council and AT to identify potentially surplus properties.

2014/2015 Targets

UNIT	TARGET	COMMENTS
Portfolio Review	$30m gross value recommended for sale	These targets include disposal recommendations and sales for sites that are identified for place-shaping and housing development projects
Development & Disposals	$30 net value of unconditional sales

Process

15. Once identified as a potential sale candidate a property is taken through a multi-stage Rationalisation Process. The agreed process includes engagement with council, CCOs, the relevant local board and mana whenua. This is followed by ACPL Board approval, engagement with the relevant local board and the Independent Māori Statutory Board, and finally a governing body decision.

Under review

16. Properties currently under review for future use opportunities via the Rationalisation Process in the Upper Harbour area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body. Further details are included in Attachment B.

PROPERTY

DETAILS

Westpark Marina.

Discussion ongoing with lessee regarding future development options for this site. Progressing through Rationalisation Process with view to potential sale of ground lease. Initial local board feedback has indicated support for the proposal.

Redevelopment/Regeneration and Housing Supply Initiatives

Overview

17. ACPL is contributing commercial input into approximately 54 region wide council-driven regeneration and housing supply initiatives. Involvement extends from provision of initial feasibility advice through to implementation, with projects ranging in size from $415k to in excess of $100million. ACPL works closely with the local boards on ACPL-led developments to ensure it gives effect to the local boards’ place-shaping role.

18. ACPL is working with the wider council group to formulate a process or approach for identifying and realising optimisation opportunities that exist for service assets. This will provide opportunities to work with local boards on development opportunities that deliver wider strategic benefit consistent with the Auckland Plan, such as intensification, town centre regeneration and affordable housing. It will also improve service outcomes through obtaining more effective use of property assets.

19. ACPL is also actively contributing to the Housing Strategy Action Plan, which is a council initiative focusing on non-regulatory efforts to encourage and increase affordable residential development. ACPL has an SOI target to undertake five housing development projects over three years that will improve housing affordability and the supply of affordable housing encompassing CHO involvement. ACPL is currently working on 13 such projects.

Local Activities

20. Hobsonville Point – Marine Industry Precinct / Yard 37: At the Auckland Development Committee (ADC) meeting in June 2014, it was resolved that the marine industry be given 12 months to activate Yard 37 as marine precinct. A report is proposed for the 11 June 2015 Auckland Development Committee meeting to recommend a way forward for the Marine Industry Precinct.

Acquisitions

Overview

21. ACPL continues to support council and AT programmes and projects by negotiating required property acquisitions. All such acquisitions are funded through approved council or AT budgets. ACPL also provides advice to assist with budgets, business cases and strategy to support an acquisition.

22. From the commencement of the 2015 financial year, 1 July 2014 to 31 January 2015, 73 property purchases were completed for council and AT to the value of $56m. All of the property acquisitions met independent valuation thresholds agreed with AT, council and Public Works Act 1981 requirements.

Council Acquisitions

23. Over the past six months 15 properties were acquired to meet council legal, open space and storm water requirements and to contribute to City Transformation projects. These included the following acquisitions in or neighbouring the Upper Harbour Local Board area:

PROPERTY	STAKEHOLDER	PURPOSE	LOCAL BOARD
Lot 1 DP 28362 Martins Bay Road, Martins Bay	Community Policy & Planning	Open Space	Rodney
895 State Highway 16, Waimauku	Community Policy & Planning	Open Space	Rodney
179 Matua Road, Huapai	Community Policy & Planning	Open Space	Rodney
218 Matua Road, Huapai	Stormwater	Stormwater	Rodney
2001 Beach Road (Lot 302), Long Bay	Stormwater	Stormwater	Hibiscus and Bays

Auckland Transport Acquisitions

24. 58 properties were also acquired over the past six months on behalf of AT. The focus was on acquisitions to support major transport projects including AMETI (17 acquisitions) City Rail Link Property Acquisition (23 acquisitions) and Northern Strategic Growth Area (4 acquisitions). Full details of relevant AT projects and associated acquisitions will come to the local board directly from AT.

Business Interests

25. A high level update on business interests in the Upper Harbour Local Board area is outlined below. ACPL also optimises the commercial return from assets it manages on council’s behalf. This comprises two forestry enterprises, two landfills and four quarries. There are currently no ACPL managed business interests in the Upper Harbour Local Board area.

Consideration

Local Board views and implications

26. This report is for the Upper Harbour Local Board’s information.

Māori impact statement

27. Whatungarongaro te tangata, toitū te whenua. The importance of effective communication and engagement with Māori on the subject of land is understood. ACPL has accordingly developed robust engagement with the 19 mana whenua groups for our core business activities.

28. Key engagement activities include: identifying cultural significance concerns regarding disposal properties, flagging commercial interests, development partnering discussions and issues relating to property management such as protection of wāhi tapu or joint management arising from the resolution of Treaty Settlements. ACPL also engages with relevant mana whenua in respect of development outcomes for ACPL lead projects where appropriate. ACPL will advise the Upper Harbour Local Board as appropriate of any discussions that arise in the local board’s area.

29. ACPL undertook to be part of council’s Māori Responsiveness Plan (MRP) pilot programme. The project’s key output is an operational document outlining ACPL’s contribution to council’s strategic and operational commitments to Māori. The MRP was finalised and approved by the ACPL Board in December 2014 and the focus will move to identifying priority areas for implementation. A copy of this is available on the ACPL website.

Implementation

30. There are no implementation issues.

DEMOCRACY ADVISOR – please manually change author to Marian Webb and authoriser to David Rankin. Neither Marian or David have access to Infocouncil so I have loaded this on their behalf. Thanks, Letitia

Signatories

Author	Marian Webb - Local Board Liaison, Auckland Council Property Limited
Authoriser	David Rankin - Chief Executive, Auckland Council Property Limited

Attachments

No.	Title	Page
a View	Schedule of meetings and workshops	25
b View	Properties managed by ACPL in Upper Harbour Local Board area	27
c View	Property movement in the Upper Harbour Local Board area	31

Signatories

Authors	Letitia McColl - Senior Engagement Advisor
Authorisers	Eric Perry - Relationship Manager

Upper Harbour Local Board

09 June 2015

Adoption of Local Board Agreement 2015/2016

File No.: CP2015/10584

Purpose

1. This report seeks adoption of local content for the Long-term Plan 2015-2025, including a Local Board Agreement 2015/2016, a message from the chair and local board advocacy, together with adoption of a Local Fees and Charges Schedules for 2015/2016.

2. This report also seeks agreement on library opening hours for 2015/2016, and includes supporting material for the Long-term Plan 2015-2025 on 10 year local activity budgets and 10 year local performance targets.

Executive Summary

3. For each financial year, Auckland Council must have a local board agreement between the governing body and the local board, for each local board area.

4. Every three years a local board plan is developed to inform the long-term plan (and associated local board agreements) which outlines priorities, budgets and intended levels of service over a ten year period.

5. Between January and March this year, council consulted on proposed content for the Long-term Plan 2015-2025. Local boards then held discussions with the governing body on local feedback, common issues and local priorities prior to budget decisions being made on 8 May 2015.

6. Local boards are now considering local content for the Long-term Plan 2015-2025 which includes a local board agreement, a message from the chair and local board advocacy, together with a Local Fees and Charges Schedules for 2015/2016 and library opening hours.

7. Local boards are also agreeing allocation of locally driven initiative funding to projects and services, including whether to top up mechanical edging instead of chemical spraying and street garden maintenance.

8. Other supporting material associated with the Long-term Plan 2015-2025 includes 10 year local activity capital expenditure budgets and 10 year local performance targets. This material does not form part of a local board agreement, but is incorporated in Volume 2 of the Long-term Plan 2015-2025, albeit at a higher programme level for budgets.

9. On 25 June 2015, the governing body will meet to adopt Auckland Council’s Long-term Plan 2015-2025 including 21 local board agreements and associated performance targets and budgets.

Recommendation/s

That the Upper Harbour Local Board:

a) adopt local content for the Long-term Plan 2015-2025 (Attachment A), including:

i) a Local Board Agreement 2015/2016

ii) a message from the chair

iii) local board advocacy.

b) adopt Local Fees and Charges Schedules for 2015/2016 (Attachment B)

c) agree Library Opening Hours for 2015/2016 (Attachment C).

d) consider allocating locally driven initiative funding to top up the following services for 2015/2016:

i) $71,000 to fund mechanical edging instead of chemical spraying

ii) $23,000 to fund street garden maintenance.

e) note:

i) supporting material for the Long-term Plan 2015-2025 (Attachment D), including 10 year local activity budgets and 10 year local performance targets;

ii) local activity budgets have been updated to reflect final budget decisions made by the governing body on 8 May 2015, budget adjustments arising from new information (including the setup of a central risk fund for capital projects) and the allocation of central costs;

ii) if there are outstanding (not yet agreed) matters in the local board agreement, the local board should include an explanation of these matters in the Chair’s message at the front of the local board agreement;

iv) that the resolutions of this meeting will be reported back to the governing body when it meets to adopt the Long-term Plan 2015-2025 on 25 June 2015

v) agree that the Chair be delegated authority to make any final minor changes to the above

Discussion

10. For each financial year, Auckland Council must have a local board agreement between the governing body and the local board, for each local board area.

11. Every three years a local board plan is developed to inform the long-term plan (and associated local board agreements) which outlines priorities, budgets and intended levels of service over a ten year period.

12. Between January and March this year, council consulted on proposed content for the Long-term Plan 2015-2025. Local boards then held discussions with the governing body on local feedback, common issues and local priorities prior to budget decisions being made on 8 May 2015.

13. Local boards are now considering local content for the Long-term Plan 2015-2025 which includes a local board agreement, a message from the chair and local board advocacy (Attachment A).

14. Local boards have also developed a Local Fees and Charges Schedules for 2015/2016 in alignment to agreed local activity budgets (Attachment B)

15. Library opening hours for 2015/2016 for this local board area are outlined in Attachment C.

16. Local boards are also agreeing allocation of locally driven initiative funding to projects and services, including whether to top up mechanical edging instead of chemical spraying and street garden maintenance.

17. Other supporting material associated with the Long-term Plan 2015-2025 includes 10 year local activity capital expenditure budgets and 10 year local performance targets (Attachment D). This material does not form part of a local board agreement, but is incorporated in Volume 2 of the Long-term Plan 2015-2025, albeit at a higher programme level for budgets. Local boards are requested to note this information.

18. On 25 June 2015, the governing body will meet to adopt Auckland Council’s Long-term Plan 2015-2025 including 21 local board agreements and associated performance targets and budgets.

Consideration

Local Board views and implications

19. This report seeks adoption from the local board on its content for the Long-term Plan 2015-2025 and other associated material. Engagement with the community, including consultation, and a number of workshops and meetings have been held by the local board and with the governing body to finalise their local board agreement.

Māori impact statement

20. Many local board decisions are of importance to Maori and there is a need to continue to build relationships between local boards and relevant Iwi. The local board agreement is based on the local board plan and the Long-term Plan 2015-2025 which have both been developed through engagement with the community, including Maori.

Implementation

21. The resolutions of this meeting will be reported to the governing body on 25 June 2015, when it meets to adopt the Long-term Plan 2015-2025.

22. The timeline to develop and produce the Long-term Plan 2015-2025 document is tight. It is possible that minor changes may need to be made to the attachments before the annual plan is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommend that the local board delegates authority to the Local Board Chair to make final changes if necessary.

Authors

Kate Marsh, Financial Planning Manager – Local Boards

Authorisers

Matthew Walker, Manager Financial Planning, Policy and Budgeting

Karen Lyons, Manager Local Board Services

Attachments

No.	Title	Page
a View	Attachment A - Upper Harbour Local Board Agreement 2015/2016	37
b View	Attachment B - Local Fees and charges schedules 2015/2016, Upper Harbour Local Board	49
c View	Attachment C - Library Opening Hours 2015/2016, Upper Harbour Local Board	51
d View	Attachment D - LTP Supporting Material, Upper Harbour Local Board	53

Signatories

Authors

Blair Doherty - Kaipatiki Local Board Democracy Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

Upper Harbour Local Board

09 June 2015

Albany Staduim Pool Project

File No.: CP2015/09192

Purpose

1. To update the Upper Harbour Local Board on progress and the status of the new Albany Stadium Pool project.

Executive Summary

2. The Albany Stadium Pool project entered its construction phase in February 2015. The main building contract was awarded to Naylor Love Construction Limited at a total cost of $18,264,078.

3. Progress on site is currently tracking to the contract programme. The priority since commencement has been getting out of the ground cleanly before the winter weather sets in.

4. Pleasingly there has only been limited unexpected discovery of in-ground problems during the site works and foundation phase. Several soft spots on site have been encountered, along with some conflicts with existing drainage and infrastructure being found in locations that differ from as-built records. These have had relatively minor impact. No archeological discovery has been uncovered.

5. The project is currently tracking for completion and facility opening in June 2016.

6. The construction cash flow is tracking behind initial projections, however this will ramp up through the remainder of financial year FY15 and into FY 16 as more trades and supply items arrive on site. The level of total financial commitment remains unchanged.

7. The overall project budget cost centers are tracking within budgeted allowances, and there has been no draw down on the project contingency to date.

8. In summary, the project has got off to a good start and is tracking well. Like all major greenfield projects there are some issues; however, structures and systems are currently in play to manage these within project parameters.

9. No stakeholder issues currently give concern.

Recommendation/s

That the Upper Harbour Local Board:

a) receive the Albany Stadium Pool project report for its information.

Comments

10. The key contract dates for this project are the contract works commencement of 2 February 2015 and practical completion on 12 May 2016. Progress on site benefited from the settled summer weather from February through April, however this is starting to turn leading into May taking on a wetter winter profile.

11. The discovery style items and some design and documentation issues could potentially give rise to extension of time claims by the contractor. Allowing for some movement for operator fit out and facility commissioning, the current projection for facility completion and opening is June 2016.

12. The following represents projected milestones based upon progress and the contract programme:

Milestone	Planned completion	Actual Completion
Contract awarded		23/12/2014
Pre-start activities	01/02/2015	01/02/2015
Works Commencement	02/02/2015	02/02/2015
Bulk earthworks and drainage	24/04/2015	On track
Foundations and primary slab	26/05/2015
Structural frame	24/08/2015
Building enclosed	02/02/2016
Internal builders works	15/03/2016
Site works and landscaping	07/04/2016
Building services and pool commissioning	22/4/2016
Fit out and practical completion	12/05/16
Facility opening	June 2016
Defects liability	12/05/2017

13. The construction activity on site will include multiple coordinated work zones over the coming months. For example the pools will be constructed within the building as the structural frame, roofing and wall cladding is going on around it. Progress through May and June will include the erection of the concrete precast base and some structural framing.

14. The May/June period also signals the commencement of the FIFA U20 Football World Cup competition at the QBE Stadium. This will be a little disruptive to progress, with contracted down time over play dates. Coordination with Regional Facilities Auckland (RFA) and FIFA personnel has been productive, and more signage and communications on the project will emerge at the end of the tournament.

15. The quality assurance on the project has been pleasing, supported by robust systems and processes. All contractor pre-requisites were met before commencement of contract works. An independent document management system has been established for the project. Some external project management resource has been introduced to support delivery of outcomes through the construction phase. Regular site, design and executive health and safety meetings are being held and minutes taken to review issues and progress. These are supported by consultant and regulatory inspections, fortnightly contractor status reports, monthly project management and cost reports, as well as Project Control Group and Steering Group meetings.

16. There are no regulatory risks or issues to report, and coordination and support from the various regulatory teams has been effective.

17. The health and safety management of the project has been pleasing, with investment in processes, plans and systems before commencement. Council has engaged with Ralph Mayer and Associates to act as an independent expert to support safe project outcomes. Apart from independent monitoring and audits, the contractor has extensive procedures with staff, sub-contractors and supplies including inductions, site audits and regular audits from external Naylor Love personnel. There have been several near miss incidents processed and one subcontractor placed on breach notice. Worksafe New Zealand has an office locally and has been so pleased with the team and systems, which they have requested to use the site to educate their new personnel.

Consideration

Local Board views and implications

18. The Albany Stadium Pool project is one of the larger capital projects for the Upper Harbour Local Board. Regular progress reporting will assist communications and local board activities.

19. A workshop is scheduled for 21 July 2015 with the local board, to review the various operating model options for the facility once completed.

Māori impact statement

20. The new facility and project activities contribute positively to Maori participation, values and outcomes. Iwi engagement has been progressive and there is strong interest moving forward to support some integrated design elements, landscape and dual name protocols.

Implementation

21. The project is in its physical works implementation phase.

22. Officers will report back to the local board periodically and around key milestones on project progress and implementation issues.

Attachments

There are no attachments for this report.

Signatories

Authors

Rob McGee - Manager Leisure – Parks, Sports and Recreation

Authorisers

Ian Maxwell - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Upper Harbour Local Board

09 June 2015

Upper Harbour Local Board Discretionary Community Funding - Round Two 2014/2015

File No.: CP2015/07676

Purpose

1. The purpose of this report is to present the applications received for round two of the Upper Harbour Local Board Community Funding Programme 2014-2015. The Upper Harbour Local Board is required to fund, part-fund or decline these applications.

Executive Summary

2. For the 2014-2015 financial year, the Upper Harbour Local Board set a total community funding budget of $92,675.

3. Under round one, the Upper Harbour Local Board allocated $20,568 from its community funding programme budget to six organisations, which leaves a balance of $72,107 remaining for round two.

4. The applications to be considered at this time are those received for round two, which is the second and final round in this financial year.

5. Fourteen applications have been received, requesting a total amount of $62,274.

Recommendation

That the Upper Harbour Local Board:

a) agree to fund, part fund or decline each community funding applications 2014/2015 round two as follows:

Organisation	Funding for	Amount requested
Foundation for Youth Development	Towards the communication costs, including land line and mobile costs for the Foundation of Youth Development between June 2015 to December 2015.	$ 3,000.00
North Shore Centres of Mutual Aid Incorporated	Towards the transportation costs for the Building Resilience for Seniors in our community at the Albany Centres of Mutual Aid between July 2015 to July 2016.	$ 1,500.00
Royal New Zealand Coastguard Boating Education Limited	Towards the purchase of life jackets, grab bag, takacat boat, fog horns, bailers and throw ropes and costs for training staff for the Safe Boating programme at Hilton Brown Swim school between May 2015 to March 2017.	$ 7,772.00
North Harbour BMX Association Incorporated	Towards the purchase and delivery of lime oxide mix for the BMX track at 169 Bush Road, Albany between May 2015 to October 2015.	$ 2,519.00
Sustainable Paremoremo Group	Towards the purchase and installation of a heat pump at Sanders House Community Hub between June 2015 to July 2015.	$ 6,442.00
Greenhithe Community Trust Board	Towards contractor fees for the Migrant Community programme, family youth programme, seniors work programme and the youth work programme at the Greenhithe Community Hub between May 2015 to April 2016.	$ 8,620.00
East Coast Bays Association Football Club Incorporated	Towards the purchase of new footballs for East Coast Bays Association Football Club between May 2015 to September 2015.	$ 2,978.00
Greenhithe Community Trust Board	Towards the facilitator contract fee for Number 12 Greenhithe Road between June 2015 to May 2016.	$ 3,450.00
Youthline Auckland Charitable Trust	Towards the facilitation costs for the volunteer training from Youthline Albany Hub between July 2015 to December 2015.	$ 4,200.00
Albany CoCo Incorporated	Towards the Albany Newcomers Network coordination contractor between July 2015 to June 2016.	$ 12,000.00
Hobsonville Hall Society Incorporated	Towards the insurance of the Hobsonville Community Hall between May 2015 to April 2016.	$ 3,000.00
Connected Media Charitable Trust	Towards contractors fees for digital support, workshop coordinator, project management, venue hire, travel, catering, project director, operations management and office and overhead costs for 'The Outlook for Someday, film making workshop' between May 2015 to August 2015.	$ 933.00
Auckland Sexual Abuse Help Foundation Charitable Trust	Towards the costs for the 'We Can Keep Safe' programme run at Greenhithe Kindergarten between September 2015 to December 2015.	$ 1,960.00
Sustainable Paremoremo Group	Towards the hire of a digger and the purchase of sand for the jump track at Sanders Reserve between May 2015 to December 2015.	$ 3,900.00
	Total:	$62,274.00

Comments

6. In March 2014, the Regional Strategy and Policy Committee resolved to continue the interim community funding approach for the 2014/2015 financial year (REG/20014/36). This interim community funding approach remains in place until the implementation of the new Community Grants Policy on 1 July 2015.

7. Through community grants, the Upper Harbour Local Board recognises the vital role that community groups and organisations play in developing strong, sustainable communities. The Upper Harbour Local Board Community Discretionary Fund aims to assist groups in providing activities, projects, programmes, initiatives and events that make a positive contribution within the local board area.

8. When reviewing applications, the local board should be guided by the following aims of the fund (these are not eligibility criteria; rather they are guidelines to help the local board when considering the merits of each proposal):

· the benefit of the proposal to the local area;

· the group’s role in the local area;

· the alignment of the proposal with the priorities of the board; such as

o youth and families

o the environment

o migrants

o volunteering

o community participation.

9. This fund is allocated at the discretion of the Upper Harbour Local Board. In accordance with its fiduciary duties, the local board is to act honestly, avoid conflicts of interest and act in what the local board believes to be the best interests of the community.

10. Two community funding rounds were scheduled for the 2014-2015 financial year. The first round closed on 15 July 2014. The second round closed on 15 March 2015. The fund was advertised through local community networks, local publications and on the Auckland Council website.

11. Fourteen applications were received in this round, with a total amount requested of $62,274.

Consideration

Local board views and implications

12. Local board feedback on the community funding applications was sought at a workshop with the Upper Harbour Local Board.

Māori impact statement

13. Community funding is a general programme of interest and accessible to a wide range of groups, including Maori. Maori are therefore likely to benefit alongside other groups in the community.

Implementation

14. The allocation of grants to community groups is within the adopted annual plan budget.

15. Following the Upper Harbour Local Board allocating funding for round two, Community Development, Arts and Culture (CDAC) will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a View	Upper Harbour Local Board Discretionary Community Funding - Round two 2014/15 Application Summaries	71

Signatories

Authors

Kim Hammond - Community Grants and Support Officer West

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Eric Perry - Relationship Manager

Upper Harbour Local Board

09 June 2015

Report from Devonport-Takapuna, Kaipatiki, Upper Harbour and ECB Subdivision Local Board Funding subcommittee

File No.: CP2015/10583

Purpose

1. To inform the local board of decisions made at the 29 May 2015 meeting of the Devonport-Takapuna, Kaipatiki, Upper Harbour and ECB Subdivision Local Board Funding subcommittee.

Executive Summary

2. At its meeting held 29 May 2015 the Devonport-Takapuna, Kaipatiki, Upper Harbour and ECB Subdivision Local Board Funding subcommittee considered the future of sub-regional funding across multi-board areas given the impending change to a locally driven initiative (LDI) funding model. An analysis of the current situation along with possible future scenarios was tabled at the meeting (refer Attachment A).

3. It was resolved that the subcommittee:

a) receives the ‘Allocating Budget for multi-board Funding Activities’ document and requests that it be forwarded to the Devonport-Takapuna, Kaipatiki, Upper Harbour and Hibiscus and Bays Local Boards for consideration.

b) notes that, in regard to capital funding, there has been merit in a multi-board sub-regional approach as it has enabled effective and efficient completion of capital projects for the community, and has allowed recipients to leverage external funding.

c) is of the view that, for some sub-regional organisations, a multi-board approach in regards to operational funding has enabled the delivery of good community outcomes.

d) requests that there be immediate notification via the Auckland Council website, council’s grants databases and to past applicants that it is unlikely that there will be Strengthening Communities and Community Facility Development funding available for the first half of the new financial year as the multi-board model is currently under review.

e) requests that any applicant for Strengthening Communities and Community Facility Development funding be referred to individual local board funding schemes for consideration.

Recommendation/s

That the Upper Harbour Local Board:

a) receive the report.

Attachments

No.	Title	Page
a View	Allocating budgets for multiboard funding	123
b View	Local Board LDI BUdgets FY15/16	129

Signatories

Authors

Blair Doherty - Kaipatiki Local Board Democracy Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

Upper Harbour Local Board

09 June 2015

Community Development Arts and Culture (CDAC) Work Programme 2015/2016

File No.: CP2015/05642

Purpose

1. This report presents the Community Development, Arts and Culture (CDAC) 2015/2016 Upper Harbour Local Board work programme for approval.

Executive Summary

2. This report provides information to support local boards to make decisions required to approve the CDAC 2015/2016 work programme.

3. The draft CDAC work programme aims to provide a defined work programme for the 2015/2016 financial year. The work programme covers the following areas:

· community development and safety;

· arts and culture;

· events; and

· community facilities.

4. The CDAC work programme for the Upper Harbour Local Board has been aligned to the following 2014-2017 Upper Harbour Local Board Plan priorities:

· a healthy, active community that values its sport and recreation facilities;

· a well-connected and accessible Upper Harbour;

· an attractive built environment; and

· an expansive business environment.

5. Local boards are requested to approve the CDAC work programme for financial year (FY) 2015/2016. Local boards are also requested to note that delivery of the Community Development and Safety (CDS) workstreams described in Attachment A is subject to the outcome of the Empowered Communities Approach.

Recommendation/s

That the Upper Harbour Local Board:

a) approve the 2015/2016 Community Development, Arts and Culture work programme (Attachment A),noting that the Community Development and Safety component is dependent upon the outcome of the Empowered Communities Approach.

b) approve the community lease work plan for 2015/2016 (to be tabled).

c) approve the 2015/2016 term grant for Meadowood Community House of $52,240 towards the operation and activation of the community facility.

d) approve the renewal of the funding agreement with the Albany CoCo Trust to the value of $50,000 for 2015/2016.

e) approve funding for a new agreement with the Hobsonville Trust to the value of $18,000 for 2015/2016.

f) approve funding for a new agreement with the Greenhithe Trust to the value of $18,000 for 2015/2016.

Comments

6. The CDAC work programme for 2015/2016 has been developed using a coordinated departmental approach. Each CDAC unit has aligned their projects and initiatives to the Auckland Plan directives and the Upper Harbour Local Board Plan 2014-2017.

7. The CDAC work programmes align to the following 2014-2017 Upper Harbour Local Board Plan priorities:

· a healthy, active community that values its sport and recreation facilities;

· a well-connected and accessible Upper Harbour;

· an attractive built environment;and

· an expansive business environment.

8. The 2015/2016 CDAC work programme for the Upper Harbour Local Board includes the following areas of activity:

· Community Development and Safety (CDS): These projects and programmes aim to deliver a range of social outcomes, including capacity-building support for the Herald Island Residents and Ratepayers’ Association, community gardens, supporting local initiatives that encourage social inclusion and an appreciation of diversity, youth programmes including the youth caucus, and graffiti prevention initiatives.

· Arts and Culture: This includes developing range of arts and culture programming initiatives with local facilities to be delivered across the Upper Harbour Local Board area including Maori, Pacific, youth and older adults.

· Events: This work programme includes a range of community events such as ANZAC Day, volunteer appreciation awards, Christmas events, local civic functions, and citizenship ceremonies as well as administering funding rounds for local event support funding.

· Community Facilities: This includes the provision of social housing, community facilities and their promotion, strengthening community-led centres and supporting them to deliver local board outcomes.

9. The work programme includes scoped initiatives, the allocation of budgets and established timelines. A workshop was held with the local board and CDAC staff on 14 April 2015, to ensure activities align with the local board priorities and meet the needs of the Upper Harbour community.

10. CDAC’s Community Development and Safety (CDS) unit will operationalise the Empowered Communities Approach, which is part of the 2015/2016 Long-term Plan approved on 8 May 2015 (GB/2015/31). Broadly speaking, the changes proposed to the community development function are:

· move away from direct delivery (and therefore save overheads) and fund community groups to deliver more;

· for local boards to play a much more active role by allocating more funding through them; and

· transition delivery to a more empowered communities approach.

11. The Empowered Communities Approach model was considered by the Regional Strategy and Policy Committee at its meeting on 4 June. This report recommends that the work programme be adopted based on current arrangements, noting that FY 2015/2016 will be a transition year for CDS.

12. Local boards are requested to approve the CDAC work programme for 2015/2016. CDAC staff will continue to work with relevant portfolio holders and the local board to ensure these projects are delivered and evaluated. Portfolio holders and the local board will also be consulted on the prioritisation of the community facilities renewal projects and community leases.

Consideration

Local board views and implications

13. The draft 2015/2016 work programme was considered by the local board at a workshop on 12 April 2015. The views expressed by local board members are reflected in Attachment A.

Maori impact statement

14. Improving Maori outcomes is a priority for the region. One of the Auckland Plan targets is to increase targeted support to Maori community development projects. The CDAC work programme aims to improve well-being among Maori living in the local board area. The focus of this CDAC work programme is to support Maori targeted initiatives.

Implementation

15. CDAC staff will continue to meet with portfolio holders to provide updates on the work programme and ensure it is progressed in a timely way. The CDAC work programme will be implemented within the Annual Plan 2015/2016 budget and reported on through the quarterly reporting process.

Attachments

No.	Title	Page
a View	CDAC Work Programme FY2015/2016 Upper Harbour Local Board	137

Signatories

Authors

Yvette Asthana - Administrator

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Eric Perry - Relationship Manager

Chairperson	Lisa Whyte
Deputy Chairperson	Brian Neeson, JP
Members	Callum Blair
	John McLean
	Margaret Miles, JP
	Christine Rankin-MacIntyre

Authors	Suad Allie - Democracy Advisor
Authorisers	Eric Perry - Relationship Manager