Agenda of Albert-Eden Local Board

Albert-Eden Local Board

01 July 2015

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

9 Public Forum 5

9.1 Local neighbourhood noise issue 6

10 Extraordinary Business 6

11 Notices of Motion 6

12 Albert-Eden Local Board Work Programmes 2015/16 7

13 2015/2016 CDAC Work Programme: Albert-Eden Local Board 15

14 Community Facilities Network Plan 31

15 Auckland Transport Update – July 2015 95

16 Potential partnership between Auckland Council and Auckland Rugby Union to develop Nixon Park 101

17 Albert-Eden Local Board 2015/2016 Pools and Leisure Facilities Proposed Property Renewals 111

18 Adaptive reuse of Sandringham and Kingsland toilets 115

19 Review of Alcohol Bans 2015 131

20 Governing Body Members' update 141

21 Chairperson's Report 143

22 Board Members' Reports 145

23 Reports Requested/Pending 151

24 Albert-Eden Local Board Workshop Notes 155

25 Consideration of Extraordinary Items

1 Welcome

2 Apologies

That the Albert-Eden Local Board:

a) accepts the apology from Member Easte for absence.

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 Albert-Eden Local Board:

b) confirms the minutes of its ordinary meeting, held on Wednesday, 3 June 2015 and the minutes of its extraordinary meeting, held on Wednesday, 10 June 2015, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

9 Public Forum

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

9.1 Local neighbourhood noise issue

Executive Summary

1. Hans Heumann, Pt Chevalier resident, will be in attendance to present a Public Forum presentation regarding increasing noise over Pt Chevalier due to commercial helicopter activity from the Museum of Transport and Technology (MOTAT).

Recommendation/s

That the Albert-Eden Local Board:

a) Thanks Hans Heumann, Pt Chevalier resident, for his Public Forum presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Albert-Eden Local Board

01 July 2015

Albert-Eden Local Board Work Programmes 2015/16

File No.: CP2015/11486

Purpose

1. The purpose of this report is to formally approve the Albert-Eden Local Board work programmes for 2015/16 that are not covered by activity group reporting.

Executive Summary

2. The Albert-Eden Local Board Environmental Sustainability, Heritage and Libraries portfolio work programmes for 2015/16 require formal sign off from the board.

3. The Board portfolios have developed work programmes for 2015/16 based on the indicative budgets in the draft Long Term Plan.

4. The Board discussed and provisionally approved all portfolio work programmes at the 29^th April 2015 workshop. This report seeks formal approval of the Environmental Sustainability, Heritage and Libraries portfolio work programmes.

5. All other portfolio work programmes for 2015/16 have been included in reporting from the Local Parks, Sport and Recreation and Local Community Services activity groups.

6. Environmental Sustainability, Heritage and Libraries portfolio work programmes are attached to this report at Attachment A, B and C.

Recommendation/s

That the Albert-Eden Local Board:

a) Approves the Environmental Sustainability portfolio work programme 2015/16.

b) Delegates authority to Environmental Sustainability portfolio lead Chairperson Haynes and alternate Member Easte to approve spends and make changes to the Environmental Sustainability 2015/16 work programme up to a value of $10,000.

c) Notes that all Environmental Sustainability portfolio projects will be delivered by the Local Environment Development activity group and that the staff listed in the portfolio work programme are subject to change.

d) Approves the Heritage portfolio work programme 2015/16.

e) Delegates authority to Heritage portfolio lead Member Arlington and alternate Chairperson Haynes to approve spends and make changes to the Heritage 2015/16 work programme up to a value of $10,000.

f) Notes that all Heritage portfolio projects will be delivered by the Local Environment Development activity group and that the staff listed in the portfolio work programme are subject to change.

g) Approves the Libraries portfolio work programme 2015/16.

h) Delegates authority to Libraries portfolio lead Member Arlington to make changes to the Libraries 2015/16 work programme.

i) Notes that all Libraries portfolio projects will be delivered by the Local Community Services activity group and that the staff listed in the portfolio work programme are subject to change.

Attachments

No.	Title	Page
a View	Albert-Eden Environmental Sustainability work progamme 2015/16	9
b View	Albert-Eden Heritage work programme 2015/16	11
c View	Albert-Eden Libraries work programme 2015/16	13

Signatories

Author	Blaire Lodge-Perry - Local Board Advisor
Authoriser	Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

01 July 2015

2015/2016 CDAC Work Programme: Albert-Eden Local Board

File No.: CP2015/12003

Purpose

1. This report presents the Community Development, Arts and Culture (CDAC) 2015/2016 Albert-Eden 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

· community facilities.

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

· a community that values its environment

· our heritage is cherished and protected

· proud, connected and secure communities

· thriving town centres and a growing local economy.

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

Recommendation/s

That the Albert-Eden Local Board:

a) approves 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) approves the community lease work plan for 2015/2016 (Attachment B).

c) approves the economic development work programme for 2015/2016 (Attachment C).

d) approved the events work programme for 2015/16 (Attachment D).

e) approves funding of $20,000 for The Black Grace Trust (subject to the funding agreement being approved by the local board chair).

Comments

6. The CDAC work programme for 2015/2016 has been developed using a co-ordinated departmental approach. Each CDAC unit has aligned their projects and initiatives to the Auckland Plan directives and the Albert-Eden Local Board plan 2014 – 2017.

7. The CDAC work programmes align to the following 2014 – 2017 Albert-Eden Local Board Plan priorities:

· a community that values its environment

· our heritage is cherished and protected

· proud, connected and secure communities

· thriving town centres and a growing local economy.

8. The CDAC work programme 2015/2016 for the Albert-Eden Local Board includes the following areas of activity:

· Community Development and Safety: These programmes include community garden support and food initiatives, graffiti prevention activities, youth work including the supporting the Albert-Eden Youth Board, providing network forums and other community-based initiatives such as safe communities and older people’s programmes. Other projects include supporting the establishment of community owned and operated resource recovery centres, and supporting local business associations.

· Arts and Culture: This includes commissioning a community art broker to enable community-led arts activity (for example the ‘Elevated’ event), administering a funding agreement with Black Grace Dance Company, developing an artwork for Heron Park, and integrated urban design solutions to improve local public spaces.

· Events: This work programme includes a range of community events such as ANZAC day, volunteer appreciation awards, and citizenship ceremonies as well as administering funding rounds for local event support funding. Locally specific events include the Bungalow Festival and Carols by Candlelight at Potters Park.

· Community Facilities: This includes the provision of community facilities and their promotion, community leasing, supporting community-led centres to connect and deliver to local board outcomes, and specific projects such as the roof redevelopment at Mt Eden War Memorial Hall and implementing the Pt Chevalier Community Facility and Recreation Action Plan.

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 13 April, to ensure activities align with the local board priorities and meet the needs of the Albert-Eden 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

· 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 13 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 FY 2015/2016 Albert-Eden Local Board	19
b View	Albert-Eden Community Leasing Workplan 2015/2016	23
c View	Albert-Eden Economic Development Work programme 2015/16	27
d View	Albert-Eden Events Work Programme 2015/16	29

Signatories

Author

Sarah Zimmerman - Community Funding Advisor

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

01 July 2015

Community Facilities Network Plan

File No.: CP2015/11321

Purpose

1. Seek the Albert-Eden 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 Albert-Eden 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	37
b View	Community Facilities Network Action Plan	85

Signatories

Authors

Anita Coy-Macken - Principal Policy Analyst

David Shamy - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

01 July 2015

Auckland Transport Update – July 2015

File No.: CP2015/12646

Purpose

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

Executive Summary

2. This report covers matters of specific application and interest to the Albert-Eden Local Board and its community; matters of general interest relating to AT activities or the transport sector; and AT media releases for the information of the Board and community.

Recommendation/s

That the Albert-Eden Local Board:

a) Receives the Auckland Transport Update – July 2015 report.

b) Notes the coloured grit road surface on Balmoral Road is recommended by Auckland Transports’ Road Safety Team.

c) Notes the coloured grit road surface on Balmoral Roads Firm Estimate of Cost $34,000 is $4,000 more than the original Rough Order of Cost for the project of $30,000.

d) Approves the coloured grit road surface to proceed to construction and authorises the release of the remaining $4,000 from the Local Board Transport Capital Fund (LBTCF) to complete the project.

e) Notes that Auckland Transport believes the Owairaka footbridge at Oakley Creek meets the Local Board Transport Capital Fund (LBTCF) criteria on the basis it “supports connectivity of cycle ways and walking in the transport network”.

f) Approves the allocation of $137,500 for the overbridge at Oakley creek to be constructed in the 2016/17 financial year to the Stormwater Unit of Auckland Council (the bridge must meet the minimum Auckland Transport Code of Practice standards and is subject to the Puketapapa Local Board matching this contribution).

Comments

Albert-Eden Local Board Transport Capital Fund (LBTCF)

3. The Albert-Eden Local Board has $664,933 per annum of discretionary funding for transport-related capital projects. It may allocate funding for the whole electoral term (i.e. $1,994,799) at any stage during its term.

4. The uncommitted $119,016 from the previous electoral term may also be rolled over on this occasion, giving the Albert-Eden Local Board a total pool of approximately $2,113,815 available in this electoral term to spend on transport projects.

5. This money can be used for projects identified by the Local Board, the principal constraints being that the project:

· Will not compromise transport safety;

· Is transport-related;

· Does not compromise the efficiency of the road network.

6. One of the requirements of the Local Board Transport Capital Fund is that the budgets must be spent within the same electoral term. Budgets can be moved from year to year within the electoral term, subject to Auckland Transport having the ability to manage the cash flow, but carry forwards to subsequent political terms are not allowed.

7. Attachment A provides a financial update of expenditure against the Local Board Capital Fund as at 15 June 2015.

8. The Board will note there is $849,114 available in this financial term still to be allocated to projects. This money must be spent by 30 June 2016 or it will be lost.

9. So far, in this electoral term, the Albert-Eden Local Board has requested a number of projects. One project which poses risk in terms of timeframes is the Carrington Local Area Traffic Management (LATM). At the August 2014 Albert-Eden Local Board meeting AT stated that based on the speed data and the existing measures installed in the areas that widespread traffic calming measures without wider community support would be difficult to justify. It was agreed that Local Board Services would survey the local residents to see if localised speed calming treatments would gain support.

10. Local Board Services is currently consulting with the community. However, the Board is asked to note that complex projects such as this require time to gather detailed site information, to carry out consultation with stakeholders, to carry out design including inputs from specialists, to apply for resource consents, and to obtain regulatory approvals such as traffic resolutions or speed limit changes. This can take up to six months to design.

11. This project is likely to cost in the order of $400,000 – 600,000. Over the coming months it is recommended the Local Board investigate what further projects it wishes to pursue should the above project not receive sufficient community support for the Board to pursue further.

Response to resolutions:

Resolution number AE/2015/83 – Coloured grit road surface, Balmoral Road

12. In September 2014 the Albert Eden Local Board Noted the Final Cost of $30,000 for installing a coloured grit road surface on the approaches to the pedestrian crossing located near 100 Balmoral Road and authorised the use of this amount for AT deliver this project.

13. The use of red coloured surfacing at mid-block signalised crossing is in accordance with the Road Safety Teams recommendation. AT has been using this treatment to highlight the presence of a crossing where there are safety concerns with motorists not stopping for pedestrians at the crossing. This treatment is being built into the project scope for a number of other mid-block signalised crossings we are installing around school zones.

14. Engineers have recommended that red colour surface is incorporated as part of the scope, if friction grip is installed on the approaches. This minimises the risk of having to go back at a later date (and at significantly increased cost) to install the red surfacing. The red surfacing adds $4,000 to the costs of this project.

15. A draft resolution has been prepared for the Board to approve the coloured grit road surface to proceed to construction and authorise the release from the LBTCF of $34,000 to complete the project.

Resolution number AE/2015/82 - Construction of the Owairaka footbridge at Oakley Creek

16. The construction of the Owairaka footbridge has been proposed by the Stormwater Unit of Auckland Council. As the estimated cost of $275,000 is not available within the stormwater project budget, it is proposed that the cost be split evenly between the Puketāpapa and Albert-Eden Local Boards utilising the LBTCF.

17. AT have reviewed the criteria for works outside the Transport Environment and believe the Owairaka footbridge meets the criteria of the fund as it “supports connectivity of cycleways and walking in the transport network” and provides a link between Wainright Ave and Owairaka Ave via existing paths either side of the stream.

18. Please note Auckland Transport Code of Practice (ATCOP) standards dictate the bridge should be built suitable for cyclists and be a minimum of 2.5m wide or the preferred standard of 3 meters. The proposed bridge would need to meet these standards to enable funding through the LBTCF.

19. Funding for this project of $137,500 will need to come from the 16/17 LBTCF allocation to match the project timeline.

20. Resolutions approving this spend can be found above.

Issues Register

Description

AT Response

Parking in Epsom in vicinity of Queen Mary Avenue

Concerns have been raised about a lack of retail parking for the cinema and shops on Manukau Road, Queen Mary Avenue and in surrounding areas.

AT is investigating options in conjunction with the Board’s Transport Representative.

Mountain Road Traffic Issues

Residents have raised concerns about the amount and behaviour of traffic on Mountain Road during school morning and afternoon peaks.

Of particular concern was the difficulty for traffic to negotiate the intersections of Mountain Road and:

· Glenfell / Almorah Roads; and

· Gilgit Road.

AT’s Road Corridor team have developed a number of proposed changes that should assist in addressing these concerns. The consultation plan for these changes is being prepared and will be out for consultation in early August.

Attachments

No.	Title	Page
a View	Albert-Eden Snapshot	99

Signatories

Author

Felicity Merrington – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

01 July 2015

Potential partnership between Auckland Council and Auckland Rugby Union to develop Nixon Park

File No.: CP2015/09587

Purpose

1. The purpose of this report is to inform the Albert Eden Local Board of an offer from the Auckland Rugby Union (ARU) to fund the build of a new club / changing room facility at Nixon Park in return for an agreed level of ARU access to the soon to be upgraded sportsfields at the site.

Executive Summary

2. The sportsfields at Nixon Park (one full sized and one smaller training area) are due to be upgraded in 2015/2016. This will involve conversion of what are currently soil based fields to fibre reinforced sandcarpet fields with new lights in order to allow for evening training in the winter. This upgrade will provide significant increased field capacity at the site.

3. There is no club based at the reserve with the facility predominantly being used by soccer in winter and touch rugby in the summer.

4. The ARU and the Blues Rugby franchise have historically shared training facilities at Unitec (a private / non-public site). This arrangement is ceasing in 2015/2016 and the ARU is now looking for a new training field. They have committed to keeping their administrative base at Eden Park and are therefore looking for a training facility in the Eden Park area that they may utilise. Nixon Park has been identified as a site that would be ideal for their requirements.

5. In return for access to the fields, the ARU is proposing to invest in a new club / changing room (ie a small multi-sport facility) that could serve the needs of all users of the sportsfields and provide other park benefits.

6. Given board support, discussions between council staff and the ARU would be entered into with an ‘intention to form a lease agreement’ regarding a new multi-sport facility and which would be subject to a number of conditions including design, finance, resource consent plus agreements with existing users of the site.

Recommendation/s

That the Albert-Eden Local Board:

a) Endorses the concept of a new multi-sport facility at Nixon Park in order to provide for all sporting and other community needs associated with the site.

b) Supports staff entering into ‘intention to lease’ discussions with the Auckland Rugby Union (ARU) that would accommodate both ARU investment in the build of a new multi-sport facility and ARU access to the sportsfields at Nixon Park subject to:

i. obtaining agreement with the Northern Region Lacrosse Association Incorporated regarding the transfer of their activities to the new clubroom.

ii. obtaining agreement from Touch Rugby regarding the relocation of some of their sporting activities.

iii. confirmation from the ARU that the appropriate level of funding is in place to deliver a high quality building design that meets community needs.

iv. appropriate design principles being applied in order to ensure that the size and scale of the new building fits within the context of the landscape setting.

c) Approves the location of a new multi-sport facility at Nixon Park as per the attached plan.

d) Approves the relocation of the playground to the western side of Nixon Park (footprint of existing changing room).

Comments

7. While in general Auckland Council has not accommodated the more elite end of Regional Sports Organisations’ (RSOs) activities on public park land, recent developments delivered by Oceania Football Confederation Limited at Ngahue Reserve and Auckland Football Federation’s programmes run at Mt Smart are both examples of a shift on that principle. Agreements were struck at these sites on the basis that land wasn’t otherwise likely to be developed and utilised in the short to medium term without third party investment and also on the understanding that a high level of community access would be provided. While the upgrade of the sportsfields at Nixon Park will be carried out in 2015/2016 by Auckland Council, with the conversion of the current soil based fields to a fibre reinforced sandcarpet base with lights (tripling the current field capacity at the site), the ARU are offering to invest in the build of a new small multi-sport facility at the site. The development of a new building would enable the removal of the old scout hall plus changing rooms, relocation of the playground, improvements to the park landscape and the creation of better connections into the reserve.

8. Other considerations with regard to a partnership include the ARU’s role in activating community sport on public reserves and involving:

· the promotion and development of rugby at all community levels.

· the ARU’s operations as the parent body for the 19 Clubs in the region.

· the training of hundreds of coaches each year.

· the facilitation of registrations, fixtures, and match officials for more than 850 matches every week in the rugby season.

9. ARU’s investment in a new club room / changing room facility would be based on the principle that the facility would be made available for community purposes and therefore subject to:

· public toilets being incorporated into the design and build.

· changing rooms being made available to any groups using the field.

· the club room component of the facility being made available for hire through the council booking system.

10. The new building footprint shown on the concept plan is approximately 28 metres by 10 metres. This footprint is flexible and there is potential to increase the size a little; increases in width would be limited but the building could be made longer. The siting of a new facility in this proposed location would involve the removal of a mixed stand of semi-mature native trees that are approximately 8 metres in height for which a consent would be required. While there are landscape impacts associated with this, it is considered that the benefits of removing the two existing buildings and opening up the western park interface with Central Road, will outweigh the negative impacts.

11. The proposed new location of a multi-sport facility has not been approved by the board but consultation on sportsfield developments at the site undertaken in February 2014 showed the location for the club / changing room facility (as marked on attached park plan) and posed the following question:

The Clubroom and changing room located beside Central Road have been relocated and merged into one building on the concept plans to open the interface between the park and the road and reduce the number of buildings on the park. Do you support this change?

12. 187 responses were received to this question, with 140 supporting this proposed change, 4 opposing the change and 43 giving a ‘don’t know’ answer. The majority of responses therefore favoured the proposal of putting a new facility in a new location and allowing for the removal of the two existing buildings. The removal of the existing changing rooms and the old scout building (currently leased by the Northern Region Lacrosse Association Incorporated) will open up the western side of the park and create a much improved connection between the park and Central Road. This will deliver an improved landscape based on sound CPTED (Crime Prevention Through Environmental Design) principles and will encourage more pedestrians to use the park as a preferred route between Kingsland and Arch Hill / Eden Terrace. It is also likely to result in increased activation of the reserve itself. There is an alternative option which involves building onto / extending the existing changing room facility at less cost and the board therefore need to specify their preferred location for a multi-sport facility.

13. Any intent to demolish the old scout building would need to be done in consultation with the existing lessee of the building and new agreements confirmed with regard to access to a new multi-sport facility.

14. Realigning the sportsfield (as per the attached plan and approved by the board in December 2014) will necessitate the relocation of the playground. This could involve moving the playground just a small distance south of its current position, or if the current changing room block is demolished, potentially siting the playground on the footprint of the changing rooms. This is considered a better location for the playground because it would move the facility to a more open and better connected area of the park beside a new clubroom and close to the car park.

15. This option provides challenges, particularly around trying to ensure that a new playground is installed at the same time that the old playground is removed. The current plan is to have the fields upgraded and ready for use by April 2016. The build of a new club / changing room and the demolition of the old changing rooms will not be completed by this date. If the board approves the relocation of the playground to the western side of the reserve (footprint of current changing room) then it is recommended that the current play equipment is rationalised and relocated to the south of its current location as an interim measure. This work would be funded by the Sports Field Capacity Development (SFCD) programme. A new playground, funded by ‘playground renewals’ and potentially topped up with Locally Driven Initiative (LDI) funding, would be built once the old changing room is demolished.

16. Before entering into discussions with the ARU, it is considered advantageous to have both the location of a new multi-sport facility and the location for a new playground approved in principle by the board.

17. The current soil field and training area at Nixon Park provides approximately 12 (full field equivalent) hours of play per week. It is estimated that approximately 44 (full field equivalent) hours will be generated by the proposed upgrade to the field and training area in 2015/16. The capacity will therefore be increased by more than three times.

18. The field requirements of the ARU means that they would need approximately 60% of the upgraded field capacity, with the remaining 40% being available for the ‘community’ (eg. Eden Rugby, Lacrosse and Touch Rugby). The proposed allocation is set out in the attached tables. The ARU requirement is predominantly for access to the number 1 field (equating to on average approximately 21 hrs of play per week) and only a small amount of access to the training field.

19. The 40% provision for the ‘community’ equates to approximately 22 full field equivalent hrs per week, compared to 12 community hours of access that is currently available (ie prior to the upgrade), and would be made up of approximately 14 hrs of play on the number one field and 8 full field equivalent hours of play on the training field.

20. The allocation, set out in the attached spreadsheet, does not take full account of:

· Renovations - the fibre reinforced product is new to council and it is not known how much renovation will be required. Given the anticipated high use levels, it is assumed that there will annually need to be a shut down for renovation over four weeks sometime between September and December.

· Touch rugby (Auckland Touch / Shirkhan Tigers) currently have summer bookings for the site on:

Monday 4.30pm – 7.30pm

Tuesday 4.30pm – 8.00pm

Saturday 8.00am – 12.00pm

21. It is considered that the Saturday booking for Touch Rugby could be accommodated at the site but that the two afternoon / evening sessions would have to be moved to another local park. Local and Sports Parks would need to get agreement from the users to move them, with discussions being undertaken if the local board agreed to the principle of the ARU getting access to Nixon Park.

22. There is currently no provision for events in the timetable. There are only two or three per year at Nixon Park and which are limited to the summer, but it is something that the ARU have been made aware of and that would have to be accommodated.

23. When the fields at Nixon Park aren’t available for sport because of renovations, events or general overuse, ARU training programmes could be transferred to the artificial field at Fowlds Park (anticipated build for this field is 2016/17). This facility will provide an excellent back up that the ARU could utilise midweek.

24. It is anticipated that the SFCD programme, providing Chamberlain Park becomes available for the development of new / additional sportsfields, would meet 100% of demand in Albert Eden in 2025. However, the SFCD study has only measured demand generated by clubs (training), competition at weekends (as organised by the Regional Sports Codes), school sport and for some academy / high performance teams. It has not included, aside from the academy, demand needs of the ARU. The ARU’s use of Nixon Park would therefore result in a small proportion of anticipated growth in Albert Eden not being met in 2025 (ie.100% provision would not be realised).

25. The development of the Nixon Park fields for Rugby is dependent on a site swap between soccer and rugby. Auckland Rugby Union (Eden Rugby) would move from Warren Freer to Nixon Park and Auckland Football (Central United) would move the other way. Council has agreement in principle from both the clubs / codes.

Consideration

Local Board views and implications

26. Some members of the Albert Eden Local Board have met informally with the ARU on a number of occasions to discuss a potential partnership agreement regarding field access and the build of a new club / changing room, however the views of the full board are not known.

Māori impact statement

27. The contribution of parks outcomes is of significant importance to tangata whenua, their well-being, values, culture and traditions. Sites of significance to tangata whenua are an important part of their heritage, established through whakapapa. Maori are also major participants in sport and the provision of high quality sporting infrastructure, including both fields and changing / club rooms, is therefore of great importance to the Maori Community.

28. Ngāi Tai Ki Tāmaki, Ngāti Paoa, Ngāti Whātua Orākei and Te Akitai Waiohua have already been notified of the anticipated field upgrades, but all 12 iwi who have historic connections with the Albert Eden area have been notified (9.6.2015) of council’s intent to submit a resource consent for the field upgrades in the next two months. Staff will liaise with any iwi that require further information on the project and update them should Auckland Council enter into formal discussions with the ARU regarding the build of a new changing room facility.

Implementation

29. The ownership / lease agreement for the building could be based on one of the following scenarios:

· Council own building and ARU have lease over building

· ARU own building and have lease for footprint of land

· Council own and manage building and ARU have agreed level of access.

30. There are also options for council to own and run the changing rooms and public toilets while the club manage and run the club rooms.

31. The ARU have expressed a strong desire to own the building and lease the land on which the building sits.

32. The following rules generally apply when a multi-sport facility is built by a third party and where a formal co-share arrangement is in place:

· The Council pays cleaning and running costs for multisport changing rooms that are run at the behest of the Council booking system (i.e. the third party code / club open for any user any time there is a booking).

· The third party pays for the cleaning and running costs for changing rooms that they control and / or only provide for a single code.

· The third party is responsible for insurance and renewals if they own the facility.

33. If Council own and operate the new facility, they will pay all costs associated with maintenance, insurance and renewals.

34. Ownership of any new facility also impacts on Auckland Council’s ability to demolish existing buildings in the form of the current changing rooms / toilets and old scout hall. If the new building is owned by Council then renewal funds can be used to pay for the demolition of existing buildings. If a third party owns the new facility then renewals funding can’t be used to remove the existing buildings and funding for this would need to be secured either by the ARU or the Local Board by means of Locally Driven Initiative (LDI) funding.

35. A lease for a new facility would need to follow the process set out by the Community Leasing Team and therefore it is likely it will have to be publicly notified. Rent would either have to reflect the nature of activity being conducted from the premises or reflect the level of investment in the building (ie a pepper corn rent).

36. If the local board supports council staff entering into discussions with the ARU with intent to form a lease agreement, this process will be led by the Parks Sports and Recreation’s Planning and Programming team and with this team reporting back formally to the board. There will also be opportunity for this team to hold workshops with board reps to ensure that an agreement with the ARU reflects the outcomes the board would like to achieve in the reserve.

37. The time line for the build of a new facility has not been discussed although it is understood the ARU would like access to the fields as soon as they have been upgraded. Providing design, consents and installation for the field upgrade runs without issue, then it is anticipated the fields would be ready to use in April 2016.

Attachments

No.	Title	Page
a View	Nixon Park Plan	107
b View	Proposed Field Allocation Split	109

Signatories

Author

David Barker - Team Leader Parks Specialists and Programmes

Authorisers

Ian Maxwell - General Manager Parks, Sports and Recreation

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

01 July 2015

Albert-Eden Local Board 2015/2016 Pools and Leisure Facilities Proposed Property Renewals

File No.: CP2015/10815

Purpose

1. This report seeks approval from the Albert-Eden 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 Albert-Eden Local Board proposed property renewals programme for 2015/16 is detailed in this report in paragraph 16.

4. In the 2015/16 financial year, the Albert-Eden Local Board’s Pools and Leisure Facilities budget is $97,005.00.

Recommendation/s

That the Albert-Eden Local Board:

a) Receives the Albert-Eden Local Board 2015/2016 Pools and Leisure Facilities Proposed Property Renewals report.

b) Approves the property renewals programme for 2015/2016 as outlined in paragraph 16.

c) Delegates responsibility to Sport and Recreation, Community Facilities and Leases portfolio lead Rachel Langton and alternate Glenda Fryer to approve any moderate changes to the budget or project scope which will not exceed a 10% deviation of the budget, in the event that there is a variation to identified costs or facility needs for its property renewals programme.

Discussion

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. Failure to undertake 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 & 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 1) have received extensive input and assessment from both property and activity officers. The proposed property renewals programme (Attachment 1) includes the name of the Pools and Leisure Facilities Representative for each of the proposed work-lists.

General

9. 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.

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

11. 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.

12. Over the course of the LTP it is proposed each facility will receive comprehensive and focused 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 needs based approach ensures funding is allocated in the right areas at the right time.

· 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.

13. 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

14. Although the renewals planning process, specifically for Pools and Leisure for FY15/16 (Year 1) of the LTP, remains 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.

15. Projects have been categorised using the prioritisation criteria outlined below, with the focus on addressing all major Health and Safety related issues first, and then addressing any infrastructural risk or high operational risk projects. Next year we will concentrate more on asset preservation and lower operational risk projects.

Priority Ranking	Type	Criteria
1	Health & Safety	A project that if not completed will result in a breach of health & safety regulations, or present risk to people
2	High Operational/Infrastructural risk	A project that if not complete will result in a major failure or breach of compliance needs that prevents the facility operating or a facility programme from operating
3	Asset Preservation	A project that if not complete will result in an unacceptable deterioration of the facility assets/building
4	Low Operational Risk	A project if not complete could result in a minor disruption to the operation of the facility/customer experience
5	Life-Cycle Replacement	A project that is not a 1 to 4 but is required to ensure the ongoing functionality of the asset or building

16.

Prioritisation of Proposed Renewals Programme
Pools & Leisure - 2015/16
Budget / Local Board	Facility / Site	Project name	FY16 CAPEX
Albert-Eden		Budget amount:	$97,005
Albert-Eden		Amount remaining:	$0
Renewal	Mt Albert Rec Centre	Full deck replacement	97,005
$97,005

Consideration

Local Board views and implications

17. Council officers discussed the proposed renewals list with the Albert-Eden Local Board on at a workshop on 27^th May 2015. The renewals list includes any requested amendments by the local board. This report seeks local board approval for the proposed Albert-Eden 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

18. The Albert–Eden 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.

Implementation

19. 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

There are no attachments for this report.

Signatories

Author

Jane Franich - Contract Relationship Advisor

Authorisers

Rob McGee - Manager Leisure – Parks, Sports and Recreation

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

01 July 2015

Adaptive reuse of Sandringham and Kingsland toilets

File No.: CP2015/12480

Purpose

1. This report seeks approval from the Albert-Eden Local Board for a proposal to seek expressions of interest and subsequent negotiations for the adaptive reuse of two toilets.

Executive Summary

2. The council proposes to undertake a tender process which may result in the lease or licence to occupy of five heritage toilets. The sale or redevelopment of a further five toilets will be considered later. Two of the toilets being considered for lease are in the Albert Mt Eden local board area. These are the Kingsland and Sandringham toilets.

3. The intention of the process is to invite tenders from the public for operators to establish businesses in the toilets. The objectives of the proposal are to see redevelopments of the sites which will both increase activity within the city and show case adaptive reuse of heritage sites. It is envisaged that the costs of the redevelopment of the sites will be made by the private sector investor in exchange for a rent-free period.

4. The approach has been to place all of these sites out as portfolio. It was always hoped that the nature of the portfolio and some of the high profile sites, such as Wellesley Street underground toilets, would attract wide media interests. This has already happened which has complicated the consultation timeframes.

5. The potential for the redevelopment of the Kingsland and Sandringham toilets are less commercially attractive than the other sites being made available. The advantage of a portfolio approach is that the overall public interest may be sufficient to induce good proposals for the redevelopment of both these sites. However, there remains the option to not accept any options and keep the buildings in their current state.

Recommendation/s

That the Albert-Eden Local Board:

a) Agrees to include the Sandringham and Kingsland toilets in the portfolio of heritage toilets to be offered for expressions of interest for adaptive reuse.

b) Notes that the board will be able to advise on the alternative uses, as part of the expressions of interest before commencing Requests for Proposals (there is no obligation to accept any option).

c) Endorses the selection criteria which will be used to short list expressions of interest based on equal weightings of:

i. resources and capability to complete the project

ii. heritage and urban design considerations; and

iii. financial considerations.

Comments

6. A broad discussion paper is appended to this paper, which highlights the objectives and opportunities of this initiative.

Consideration

Heritage Advisory Group

7. This project was recently presented to the Heritage Advisory Group. They were supportive of the approach and provided useful additional resources to the project.

Māori impact statement

8. The adaptive reuse of the toilets will result in better urban form and the preservation of heritage sites. This will have benefits to all local communities, including Māori.

Implementation

9. This work will be implemented by ACPL as part of their usual business practice.

Attachments

No.	Title	Page
a View	Local Board Briefing on Heritage Toilets	117

Signatories

Author

Hannah Alleyne - Principal Special Asset Planning

Authorisers

Ian Wheeler - Manager Property

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

01 July 2015

Review of Alcohol Bans 2015

File No.: CP2015/12715

Purpose

1. To confirm the date, time and location of hearings on the review of alcohol bans.

Executive Summary

2. Local boards have delegated responsibility to review the local alcohol bans in their local board areas.

3. The purpose of the review is to identify which existing local alcohol bans meet a new higher statutory threshold to enable them to be retained. Alcohol bans that do not meet the threshold will lapse on 31 October 2015.

4. 15 local boards have decided to undertake full public consultation, to obtain a greater understanding of the impact of alcohol related crime or disorder in the current alcohol ban areas.

5. The public consultation period runs from 19 June to 17 July 2015, where residents and stakeholders are being asked to provide evidence of alcohol related crime or disorder in their local parks, reserves, or open spaces (see attachment one – submission form).

6. Public hearings will take place in August 2015 for those submitters who have indicated that they wish to be heard. These will be heard by the designated Alcohol Ban Review Hearings Panel of the local board, as per the local boards’ resolution at the May business meeting.

7. The Alcohol Ban Review Hearings Panel is charged with determining which existing alcohol bans should remain and which should lapse, and making recommendations to the full local board by 31 October 2015.

Recommendation/s

That the Albert-Eden Local Board:

a) Receives this report.

b) Notes that the board has agreed at the Albert-Eden Local Board 6 May 2015 business meeting:

i. to undertake full public consultation, to obtain a greater understanding of the impact of alcohol-related crime or disorder in the current alcohol ban areas

ii. that a hearings panel will hear from members of the public on this issue.

c) Confirms that hearings on this issue will be held at the Albert-Eden Local Board office, 135 Dominion Road, Mt Eden and will occur on;

i. Day 1 - 9.30am-5.00pm, Monday, 10 August 2015, with a further two additional hearings days on;

ii. Day 2 – 2.00pm-5.00pm, Tuesday, 11 August 2015, and

iii. Day 3 – 2.00pm-5.00pm, Wednesday, 12 August 2015.

d) Confirms that deliberations on this issue will be held at the Albert-Eden Local Board office, 135 Dominion Road, Mt Eden and will occur from 2.00pm-5.00pm, Wednesday, 26 August 2015.

e) Notes that the above dates will also be advertised in the Harbour News and Central Leader newspapers.

f) Notes the report received in May 2015, which set out the proposal to review alcohol bans in the local board area and outlined the process for the review of alcohol bans.

Comments

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

9. Alcohol law reforms in 2013 resulted in amendments to the Local Government Act 2002 requiring all existing alcohol bans to be reviewed by 31 October 2015. The purpose of the review is to identify which existing local alcohol bans meet a new higher statutory threshold to enable them to be retained. Local boards will determine which existing alcohol bans should remain and which should lapse, based on the new statutory threshold.

10. Any existing alcohol bans not reviewed by 31 October 2015 will lapse (expire). New alcohol ban requests will be addressed from 1 November 2015 on a priority basis.

11. 15 local boards have decided to undertake full public consultation, to obtain a greater understanding of the impact of alcohol use in the current alcohol ban areas. In addition, a designated alcohol hearings panel will hear from members of the public on this issue.

12. The public consultation process begins on 19 June 2015, and public hearings will take place in August-September 2015.

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

14. The Regulatory and Bylaws Committee is also involved with this process.

Consideration

Local Board views and implications

15. This report seeks confirmation of hearings dates, times and location, for the Alcohol Ban Review Hearings Panel.

Māori impact statement

16. Managing alcohol related crime and harm associated with people consuming alcohol in public places increases opportunities for health and wellbeing, which is consistent with the outcomes of the Māori Plan for Tāmaki Makaurau.

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

Implementation

18. The public should be informed about the date, time and location of the hearings.

Attachments

No.	Title	Page
a View	Alcohol Ban Review Submission Form	135
b View	Review of alcohol bans 2015 - Frequently Asked Questions	137

Signatories

Author	Chantal Creese – Senior Policy Advisor
Authorisers	Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Chairperson	Peter Haynes
Deputy Chairperson	Glenda Fryer
Members	Helga Arlington
	Lee Corrick
	Graeme Easte
	Rachel Langton
	Margi Watson
	Tim Woolfield

Author	Michael Mendoza - Democracy Advisor
Authoriser	Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards