Agenda of Kaipātiki Local Board

Kaipātiki Local Board area

Kaipātiki Local Board Members

	Kay McIntyre QSM Chairperson Ph 09 484 8383 DDI 09 484 8987 Mobile 021 287 8844 kay.mcintyre@aucklandcouncil.govt.nz Portfolios: · Finance – lead · Planning, policy and governance – lead · Built environment, streetscapes and urban design – alternate		Ann Hartley JP Deputy Chairperson Mob 027 490 6909 Office 09 484 8383 Home 09 483 7572 ann.hartley@aucklandcouncil.govt.nz Portfolios: · Community Development and Facilities – lead · Sport, recreation services and parks (active) – lead · Parks, reserves and playgrounds (passive) – alternate · Planning, policy and governance – alternate · Regulatory, bylaws and compliance – alternate
	Danielle Grant Local Board Member Mob 021 835 724 Office 09 484 8383 Home 09 442 1271 danielle.grant@aucklandcouncil.govt.nz Portfolios: · Arts, culture and events services – lead · Economic development – lead · Natural environment – alternate		Grant Gillon MPP, PhD Local Board Member Mob 027 476 4679 Office 09 484 8383 grant.gillon@aucklandcouncil.govt.nz Portfolios: · Natural environment – lead · Regulatory, bylaws and compliance – lead · Libraries – alternate
	John Gillon Local Board Member Mob 021 286 2288 Office 09 484 8383 Home 09 443 1683 john.gillon@aucklandcouncil.govt.nz Portfolios: · Libraries – lead · Parks, reserves and playgrounds (passive) – lead · Civil defence and emergency management – alternate		Lindsay Waugh Local Board Member Mob 021 287 1155 Office 09 484 8383 Home 09 418 1620 lindsay.waugh@aucklandcouncil.govt.nz Portfolios: · Built environment, streetscapes and urban design – lead · Arts, culture and events services – alternate · Transport and infrastructure – alternate
	Lorene Pigg Local Board Member Mob 021 839 375 Office 09 484 8383 lorene.pigg@aucklandcouncil.govt.nz Portfolios: · Civil defence and emergency management – lead · Finance – alternate · Sport, recreation services and parks (active) – alternate		Richard Hills Local Board Member Mob 021 286 4411 Office 09 484 8383 richard.hills@aucklandcouncil.govt.nz Portfolios: · Transport and infrastructure – lead · Community Development and Facilities – alternate · Economic development – alternate

Kaipātiki Local Board

08 July 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

8.1 Hinemoa Park Placemaking Group and Birkenhead Residents Association 7

9 Public Forum 8

10 Extraordinary Business 8

11 Notices of Motion 8

12 Open Unconfirmed Meeting Minutes Kaipatiki Local Board, Wednesday 10 June 2015 9

13 Bike Park Facility Birkenhead Wharf 27

14 Auckland Transport Update on Issues Raised in June 2015 for the Kaipatiki Local Board 33

15 CDAC Work Programme 2015/2016 39

16 Approval of Parks Work Programme 2015/16 49

17 Approval of the 136 Birkdale Road Aspirational Masterplan 57

18 Community Facilities Network Plan 61

19 Local Board Services Monthly Report 67

20 Members' Reports 71

21 Governing Body Members' Update 73

22 Workshop Records - Kaipātiki Local Board Workshops - Wednesday, 17 June 2015 and Wednesday, 24 June 2015 75

23 Record of Kaipātiki Local Board Portfolio Briefings held in June 2015 81

24 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 Kaipātiki Local Board:

a) confirm the ordinary minutes of its 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 Kaipātiki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Hinemoa Park Placemaking Group and Birkenhead Residents Association

Purpose

1. The purpose of this deputation is to address the Kaipātiki Local Board regarding the bike park facility on Birkenhead Wharf.

Executive Summary

2. Mere Roberts of the Hinemoa Park Placemaking Group and Gillian Taylor of the Birkenhead Residents Association will address the board regarding the bike park facility on Birkenhead Wharf.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the deputation from Mere Roberts of the Hinemoa Park Placemaking Group and Gillian Taylor of the Birkenhead Residents Association regarding the bike park facility on Birkenhead Wharf.

b) thank Mere Roberts, Gillian Taylor, the Hinemoa Park Placemaking Group and the Birkenhead Residents Association for their attendance and presentation.

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.

Kaipātiki Local Board

08 July 2015

Bike Park Facility Birkenhead Wharf

File No.: CP2015/12592

Purpose

1. This report provides the Kaipātiki Local Board with Auckland Transport’s position on the bike park facility at Birkenhead Wharf following 12 months of monitoring.

Executive Summary

2. Following a report to the Kaipātiki Local Board in May 2014, on the bike park facility at the Birkenhead Wharf, the board resolved: (KT/2014/91)

That the Kaipātiki Local Board:

. . . request[s] that usage and amenity of the bike park facility is reviewed over the next 12 months, with the outcome of this review to be reported to the board at this time, noting that a new placemaking group has been established with a number of parties to work through improving community access to the area including Hinemoa Park.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the report on the bike park facility at Birkenhead Wharf.

Background

3. Auckland Transport controls the facilities and infrastructure at all the region’s public transport hubs, including the bike park facility at the Birkenhead Ferry Terminal. The current facility was constructed as a Local Board Transport Capital Fund (LBTCF) project, which was agreed unanimously by the Kaipātiki Local Board.

4. The location of the bike park was chosen because, to meet LBTCF criteria, it had to be built on land that was under the control of Auckland Transport, and it also met the following criteria:

· close proximity of the bike park to the wharf;

· ease of access by users;

· minimal loss of car parking;

· sightlines to the harbour; and

· safety for users.

5. The facility was determined by Auckland Council during the consenting process to have less than minor effects on the existing activities that occur adjacent to, and surrounding, the Birkenhead Wharf. These activities include the operation of the Northcote Birkenhead Yacht club, parking facilities (including disabled car parks near the terminal entry), public transport operations and access by the public to the harbour edge.

6. The location of the bike park also allows for passive supervision, thereby allowing for safe use of the facility, particularly in the dark. It is set back from the wharf’s edge to preserve pedestrian and fishing access.

Passive fishing and access to wharfs edge

7. The amenity of the facility has been considered by Auckland Transport in relation to the value added to the public transport interchange. Community access to the Hinemoa Reserve, which is outside Auckland Transport’s area of jurisdiction, is not impacted by its location.

8. The security guard at the terminal has been recording the number of users each day. The current use of the internal facility is between two to four bikes per day. The external scooter park portion is used by an average of five to six scooters per day.

Scooters parked at the bike park facility 28/1/14

9. There are 35 people registered for internal access to the facility.

10. Auckland Transport has run events at the terminal promoting the bike park over the summer which have resulted in a few more registrations each time.

11. To better utilise the bike park facility, the interior could be modified to accommodate the current number of bikes as well as the scooters that currently park on the exterior.

12. Auckland Transport considers the bike park is located in the best location to provide benefit to public transport users and does not support removal or relocating the facility. Should the Kaipātiki Local Board resolve to remove or relocate the facility, this would be at the board’s expense. However there are no other sites considered suitable in the immediate vicinity.

The bike park facility in relation to the parked cars.

Regional Cycling Program

13. Auckland Transport’s strategy is to integrate cycling with public transport services to the greatest extent possible, making it easy for people to combine cycling and public transport in a single trip. This in turn increases the use of cycling as a mode of travel as well as increasing patronage on public transport.

14. Providing bike parking at public transport interchanges, such as ferry terminals, is a key component of the successful integration of cycling and public transport. Giving users the choice of either taking their bikes on the ferry, or leaving them in high quality bike parking, will contribute to patronage growth and to Auckland becoming a cycle-friendly city.

15. Last year Auckland Transport embarked on a programme to provide bike parking at public transport interchanges with the following objectives:

· provide short and long term cycle storage/provision at all interchanges;

· develop facilities consistent with the Auckland Transport Code of Practice and international best practice;

· develop sufficient bike parking capacity to meet potential levels of demand; and

· integrate modes by maximising conformity, consistency and clarity for transfers and multi-modal trips.

16. It is widely accepted that cycling trips to public transport are usually between 1 km and 5 km. The provision of covered bike parking facilities ensures a greater passenger catchment area for the interchange is realised.

17. Providing bike parking aligns with Auckland Transport’s objectives to increase public transport usage across all modes and to encourage multi-modal travel. As well as providing bike parking facilities, Auckland Transport will be developing walking and cycling access plans for catchment areas, to provide safe and direct trips to interchanges.

18. When locating bike parking at interchanges it is important to consider the following factors. Bike parking facilities should:

· be close to building entrances and public transport facilities, integrated where practicable;

· have well-lit parking and linkages to public transport facility;

· be in a highly visible location or be overlooked to maximise informal surveillance;

· ideally be monitored by security personnel (in person and by CCTV); and

· provide a covered shelter and protection from all weather and elements (including rain, sun and sea spray).

19. The Kaipātiki Local Board’s decision to use money from its Local Board Transport Capital Fund to construct a bike park facility at Birkenhead Wharf supported Auckland Transport’s Public Transport Operations initiatives to encourage the use of alternative modes of transport at ferry wharves and major transport hubs.

Location selection

20. In proposing a location for the bike shelter a number of criteria were assessed by Auckland Transport including proximity to the wharf, ease of access by users, minimal loss of car parking, sightlines to the harbour and, passive observation providing safety for users. The preferred location was agreed as it met these criteria, particularly as they related to the safety of users. Alternative sites along Hinemoa Street were also considered but the distance from the terminal, safety concerns and the loss of car parking spaces led to these options being rejected.

21. Auckland Transport considers that the current location has minimal effects on the existing activities that occur adjacent to, and surrounding, the Birkenhead Wharf. These activities include the operation of the Northcote Birkenhead Yacht Club, on-street parking facilities, and access by the public to the wharf, harbour edge and Hinemoa Park.

22. Auckland Transport considers that the current location of the bike shelter is the best location because it is:

· in close proximity to the terminal;

· under the direct observation of the security personnel at the terminal

· resulted in the loss of only two carparks;

· clear of the bus stop and turning area, disabled parking, and equipment shed to operate the gantries for the ferry;

· set back from the wharf edge to preserve pedestrian access and recreational fishing; and

· entirely within land controlled by Auckland Transport.

Planning and consenting

23. The location of the shelter is partially within the Coastal Marine Area (CMA) and partly on Road Reserve. As such, resource consent was sought from Auckland Council under both the Auckland Council District Plan (North Shore Section) and the Auckland Council Regional Plan: Coastal.

24. Under these plans, the shelter required consent as a “restricted/limited discretionary” activity. As such, Auckland Council restricted its discretion in granting the resource consent to the consideration of the following matters:

· use and design of the facility;

· visual amenity;

· impact on roading network; and

· construction effects.

25. Auckland Council processing officers reviewed the information provided and were satisfied that any potential adverse effects from the bike shelter were no more than minor. The application was then referred to an Independent Duty Commissioner for approval and consent was granted on 30 May 2013 (consent reference LR-2137480 and 41675).

26. In the consideration of the application, Auckland Council determined that the application met the tests to be considered without limited or full public notification.

27. Removal or relocation of the shelter would likely require either an application to vary the conditions of the existing consent, or a completely new resource consent application. There would be significant relocation and reinstatement costs. Auckland Transport would not bear these costs as the project was a Kaipātiki Local Board initiative. Auckland Transport would be open to a further application by the Kaipātiki Local Board for any relocation to be funded under its Local Board Transport Capital Fund allocation.

Potential relocation costs and timings

28. Depending on how far the shelter is moved and the level of consultation with the community required by the consent process, planning fees could range from $3,000 (for a straightforward variation) to more than $10,000 (for a new consent where consultation is required). Council resource consent application fees ($750 - $2045); drawings, specialist inputs (e.g. landscape or urban design) and building consent fees would be additional to the planning input.

29. It is difficult to provide accurate estimates of the building costs involved in moving the structure, as these would be dependent on the location it was being moved to. However, the costs could be considerably more than the initial build cost of more than $60,000 once reinstatement and access costs for services are taken into account.

30. Timeframes would also be highly variable depending on the complexity in the change of location. The best case scenario would be consent being granted three months from the time that the location and drawings finalised. However, it could take significantly longer, depending on the level of consultation required and the complexity of the change in location.

31. Auckland Transport’s position can be summarised as follows:

· The project was delivered by Auckland Transport at the request of the Kaipātiki Local Board, which covered the full costs of the project.

· Auckland Transport believes that the current location of the facility is the most suitable available with regard to all the criteria which are applied to any facility of this sort throughout the region.

· Notwithstanding, Auckland Transport is open to a decision by the Kaipātiki Local Board to have the facility relocated, subject to another suitable site being found.

· Given that the project was funded by the Kaipātiki Local Board, and given that its relocation would not in any event meet Auckland Transport’s criteria for budget allocation in a financially very tight financial environment, any relocation would have to be funded by the Kaipātiki Local Board.

Consideration

Local Board views and implications

32. This report is for the Local Board’s information

Māori impact statement

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

General

34. The activities detailed in this report do not trigger the Significance Policy, all programmes and activities are within budget/in line with the council’s Annual Plan and LTP documents and there are no legal or legislative implications arising from the activities detailed in this report.

Implementation

35. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Authors

Marilyn Nicholls, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Roger Wilson, Council Engagement Manager, Auckland Transport

Eric Perry - Relationship Manager

Kaipātiki Local Board

08 July 2015

Auckland Transport Update on Issues Raised in June 2015 for the Kaipatiki Local Board

File No.: CP2015/12594

Purpose

1. This report provides an update on transport related issues raised by the Kaipātiki Local Board members during June 2015. It also includes general information about matters of interest to the local board and the schedule of issues raised in June 2015 (Attachment A).

Recommendation/s

That the Kaipātiki Local Board:

a) receive the report entitled ‘Auckland Transport Update on Issues Raised in June 2015 for the Kaipatiki Local Board’.

Auckland Transport News

Consultation on New Bus Network for North Shore

2. Transformation of Auckland’s public transport network is well underway and feedback is open until 13 July 2015 on proposed changes for the North Shore.

3. Rapid buses on the Northern Busway, new frequent services across the North Shore, improved neighbourhood services to get to the busway and a simpler, more connected network are some of the features included in the proposed changes.

4. For the North Shore this means making the Northern Busway more accessible to more people and also increasing the number of local and Auckland-wide destinations you can travel to once you get to a busway station.

5. The plan includes four new frequent services proposed for key routes across the North Shore. These buses will run at least every 15 minutes between 7am to 7pm, 7 days a week, so passengers can simply ‘turn up and go’, even on the weekend.

6. The Frequent Network will be supported by connector and local services, with lower frequencies appropriate to passenger demand.

7. The launch of the North Shore New Network is planned for 2017.

Parking in Auckland

8. Auckland Transport (AT) has adopted a strategy which will mean a consistent approach for parking across the region.

9. The strategy allows for a case by case approach to parking taking into account local issues and the views of local boards and the community.

10. Parking is an integral part of the public transport and road networks. Most vehicle journeys involve parking at some stage and the decision to drive, particularly for commuting purposes, influences public transport patronage and congestion on roads.

11. The guiding principles and policies have taken into consideration the issues raised in over 5,500 submissions, discussions, and in numerous workshops that have been held over the past 12 months.

12. The parking strategy sets out the objectives and policies relating to AT’s management and supply of parking across Auckland. The policies cover:

· The management of on-street and off-street parking;

· Parking on residential streets, including managing parking schemes;

· Parking on arterial roads, including town centres;

· Parking permits and coupons including technology improvements;

· Motorcycle, electric vehicle and car-share parking policies;

· Event management;

· Technology for parking management; and

· Park and ride provision and pricing.

City Rail Link Showcase

13. The City Rail Link (CRL) Showcase attracted a steady stream of visitors in 10 of the 13 town centres it has been held in so far. Hundreds of visitors have been very interested to learn about the benefits the CRL will bring to the city as a whole, as well as how the first stage of construction will roll out later this year.

14. The showcase was held at venues across the region and on the North Shore at the Takapuna Sunday Market on 7 June 2015 and outside the chemist in Mokoia Road, Highbury, on Friday 12 June 2015.

15. Over a 40-year period the CRL is expected to generate travel time savings worth around 60 days for the average train user.

New Design Auckland bus Shelters

16. Last year Auckland Transport asked for public feedback on three new bus shelter designs that were being trialled on Symonds Street in the CBD.

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

18. The designs were assessed against a range of criteria such as public feedback, value for money, customer comfort, durability and ease of construction. Shelter A (image below) is the final choice being attractive, adaptable, innovative, safe and comfortable.

19. The new shelter will help to create a more recognisable bus network and it will make life much more pleasant for everyone who uses the buses. The shelter is a modular system so it can be configured to reflect local settings by using different sizes and layouts, building the shelter out of materials that reflect local character and attaching or inscribing art work on the shelter.

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

Devonport Marine Square

21. The upgrade to the square near the Devonport Ferry Terminal has been completed. The construction of the new boardwalk and associated improvements to the boardwalk/building interface are nearing completion and should be ready for public use this month. Opening events are planned in July.

Downtown Ferry Terminal Pier 4

22. Tender for the design and construction of the replacement pontoon, new covered gangway, electronic ticketing, CCTV and amenity facilities is now closed and has been awarded to Total Marine Services. The construction programme is proposed to be substantially complete by the end of the month.

Consideration

Local Board views and implications

23. This report is for the local board’s information

Māori impact statement

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

General

25. The activities detailed in this report do not trigger the Significance Policy, all programmes and activities are within budget/in line with the council’s Annual Plan and Long Term Plan documents. There are no legal or legislative implications arising from the activities detailed in this report.

Implementation

26. There are no implementation issues.

Attachments

No.	Title	Page
a View	Kaipatiki Issues Raised by Local Board Members During June 2015	37

Signatories

Authors

Marilyn Nicholls, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Eric Perry - Relationship Manager

Kaipātiki Local Board

08 July 2015

CDAC Work Programme 2015/2016

File No.: CP2015/05662

Purpose

1. This report presents the Community Development, Arts and Culture (CDAC) 2015/2016 Kaipatiki 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 Kaipatiki Local Board has been aligned to the following 2014-2017 Kaipatiki Local Board Plan priorities:

· Community facilities, assets and services that are high quality, well managed and meet our communities’ needs.

· Green open spaces and environments that enable active and healthy lifestyles and protect our natural heritage.

· Proud, positive communities that embrace the diversity of Kaipātiki.

· Vibrant town and village centres and a thriving local economy.

5. Local boards are being requested to approve the CDAC work programme for FY 2015/2016. Local boards are also 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 Kaipātiki 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 (Attachment B).

c) approve funding of $80,571.44 (uninflated opex budget) for the Westshore Community Arts Council Inc, subject to the funding agreement being approved by the Chairperson or delegated authority.

d) approve the renewal of the funding agreement with the Kaipatiki Community Facilities Trust for a further year to the value of $164,000.

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 Kaipatiki Local Board plan 2014 – 2017.

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

· Community facilities, assets and services that are high quality, well managed and meet our communities’ needs.

· Green open spaces and environments that enable active and healthy lifestyles and protect our natural heritage.

· Proud, positive communities that embrace the diversity of Kaipātiki.

· vibrant town and village centres and a thriving local economy.

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

· Community Development and Safety: This includes partnering with Kaipatiki Community Facilities Trust to deliver activities to empower local communities, supporting community gardens and increasing local food growing opportunities, and supporting local waste minimisation initiatives. Other projects include graffiti prevention initiatives, supporting Raeburn House to develop the Norman King Community Hub into a multi-agency space for migrants, refugees and other residents, and a number of youth development initiatives.

· Arts and Culture: This includes the artist-led redesign of Zion Hill Reserve, Croftfield Lane Pond public art by Elke Finkenauer, and administering a funding agreement with Northart for arts and culture facilities management.

· Events: This work programme includes a range of community events such as ANZAC day, volunteer appreciation awards, citizenship ceremonies and Christmas events. The events team also administers event partnership funding for local events, and funds Kaipatiki Community Facilities Trust to deliver community events.

· Community Facilities: This includes the provision of social housing, community facilities and their promotion, community leasing, capex renewals and ‘level of service’ work, and the redevelopment of Marlborough Hall (aided by Community Development and Safety at the feasibility study and concept design stages). The facilities team will also agree, monitor and report on funding agreements with community-led centres, supporting those centres to connect and deliver to local board work 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 22 April, to ensure activities align with the local board priorities and meet the needs of the Kaipatiki 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:

· A 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 board at a workshop on 22 April 2015. The views expressed by local board members are reflected in Attachment A.

Māori 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 Kaipatiki Local Board	43
b View	Kaipatiki Community Leasing Workplan 2015/2016	47

Signatories

Authors

Yvette Asthana - Administrator

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Eric Perry - Relationship Manager

Kaipātiki Local Board

08 July 2015

Approval of Parks Work Programme 2015/16

File No.: CP2015/10629

Purpose

1. To obtain approval from the Kaipātiki Local Board for the 2015/16 parks work programme.

Executive Summary

2. The proposed parks work programme for 2015/16 has been developed in line with the budgets in the draft Long Term Plan (LTP) 2015-2025.

3. Budgets presented in Attachment A are excluding the 5% contribution to the newly established Central Risk Fund.

4. The proposed work programme includes parks development, renewals and Locally Driven Initiative (LDI) projects.

5. Development projects include the ongoing implementation of the Kaipātiki Connections Network Plan and projects which qualify for Foundation Infrastructure funding.

6. The renewals projects included are based on asset condition. Assets with the poorest condition are given priority. Asset conditions are dynamic and renewal priorities are therefore subject to change.

7. Should priorities for renewal works change from those approved, updates will be brought to parks portfolio holders and approval sought to amend the work programme as required.

8. LDI projects include the ongoing support of the parks volunteers in the Kaipātiki Local Board area, a response fund and the retention of the current level of service for mechanical edging of passive turf areas.

Recommendation/s

That the Kaipātiki Local Board:

a) approve the 2015/16 parks work programme as outlined in Attachment A.

b) delegate authority to the parks portfolio holders to approve the reprioritisation of asset renewals, if required, as informed by condition assessments for the 2015/16 financial year.

c) delegate authority to the parks portfolio holders to approve concept designs for parks development projects for the 2015/16 financial year.

Comments

9. The parks works programme for 2015/2016 is aligned to budgets in the draft 2015-25 LTP, which is anticipated to be ratified by the Governing Body on 25 June 2015.

10. The proposed programme is also in alignment with the following strategic documents:

· Auckland Plan;

· Kaipātiki Local Board Plan;

· Sport and Recreation Strategic Action Plan; and

· Parks and Open Spaces Strategic Action Plan.

11. A Central Risk Fund will be established as part of the council- wide project management framework from the 2015/2016 financial year onwards. 5% of project budget will be held centrally in order to mitigate against unexpected risks.

12. Budgets presented in Attachment A are excluding the 5% contribution to the Central Risk Fund.

13. No contingency funds are to be used for changes to, or extension of, the project scope.

Parks Development Programme

14. The parks work programme includes development projects for the ongoing implementation of on the Kaipātiki Connections Network Plan, and projects which qualify for Foundation Infrastructure funding such as the establishment of new walkways and the upgrade of the playground in the Tamahere Reserve extension.

15. An update on the progress of the Kaipātiki Connections Plan projects and proposed works for the coming financial years will be presented to the local board at a workshop in late July/August.

Parks Asset Renewals

16. Staff attended a renewal workshop with the board on 15 April 2015 at which a draft of the renewals work programme for the 2015/16 financial year was presented.

17. The draft work programme has been updated and a prioritised list of assets for renewal is included in Attachment A.

18. The renewals programme covers several asset groups and is driven by asset conditions, identified through survey information. Assets in the poorest condition are given priority for renewal.

19. The information provided is the best information available to date and will be updated as time progresses as part of asset management best practice.

20. It has to be acknowledged that the condition of park assets is dynamic and subject to factors beyond control (weather events, vandalism, theft etc). Flexibility is therefore recommended to address unforeseen and urgent renewals, in particular where they pose a health and safety risk.

21. Should renewal priorities change from those identified and approved, updates will be brought to the local board throughout the year. Staff recommend that parks portfolio holders be delegated authority to amend the work programme as required.

Locally Driven Initiative Funding

22. A workshop was held with the Local Board on 20 May 2015, where a number of candidate LDI projects and initiatives were presented for discussion.

23. An additional workshop was held on 27 May 2015 to discuss the impact of the proposed services level changes to parks maintenance, which are proposed to realise $2 million of savings in the parks area for 2015/16 as part of the development of the LTP 2015-25.

24. At its meeting on 10 June 2015, the local board agreed to fund the retention of the current level of service for mechanical edging of passive turf areas from its LDI funding.

25. Other LDI funding includes the ongoing support for the work of the parks volunteer groups in the Kaipātiki Local Board area and the establishment of a parks response fund.

Consideration

Local Board views and implications

26. This report seeks approval from the Kaipātiki Local Board for the proposed parks work programme for 2015/16.

Māori impact statement

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

Implementation

28. There are no known implementation issues for the parks work programme 2015/16.

Attachments

No.	Title	Page
a View	Local and Sports Park North work programme 2015/16	53

Signatories

Authors

Nicki Malone - Parks Advisor

Authorisers

Ian Maxwell - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Kaipātiki Local Board

08 July 2015

Approval of the 136 Birkdale Road Aspirational Masterplan

File No.: CP2015/12607

Purpose

1. The purpose of this report is to seek approval of the 136 Birkdale Road aspirational masterplan (the plan).

Executive Summary

2. 136 Birkdale Road was purchased by Auckland Council in January 2014, following advocacy from the local board.

3. Following purchase, a number of consultation activities have occurred. At its 10 December 2014 meeting, the board considered feedback provided during consultation activities and approved an investigation to develop the site as a campus type space with 134 Birkdale Road. The board allocated $30,000 to produce a concept plan that includes capital and operational costings (resolution KT/2014/245).

4. Auckland Council’s Parks, Sports and Recreation Design Team, in conjunction with Strachan Group Architects (SGA), were appointed to develop the plan in consultation with key community stakeholders. Over April and May 2015, three community stakeholder workshop sessions were held to develop the draft plan. This was approved to be used for wider community consultation (resolution KT/2015/65) at a community open day held on site on 30 May 2015.

5. Feedback at the open day was collected through individuals placing stickers on aspects of the plan they liked, disliked and considered the top priority. There was also a feedback form that provided individuals an opportunity to write specific comments. The community stakeholders presented the outcome of this consultation to the board at a workshop on 17 June 2015.

6. The plan has been developed for approval and is presented as Attachment C for consideration. The development of the carpark is the first stage proposed as this will establish the ‘campus’ feel of the site and will enable other elements to be developed as funding is available. Planning work is required prior to construction and sufficient capital budget needs to be identified and allocated.

Recommendation/s

That the Kaipātiki Local Board:

a) approve the 134-136 Birkdale Road aspirational masterplan.

b) note the development of the 134 -136 Birkdale Road aspirational masterplan was community led, responding to the feedback of the Birkdale and Beach Haven community, and that thanks are extended to the community stakeholders involved in the working group for their contribution and input.

c) agree to commence investigation of developing a carpark across 134 and 136 Birkdale Road as indicated on the aspirational masterplan, allocating up to $12,000 from its Planning and Development response fund.

Discussion

7. The purchase of 136 Birkdale Road by Auckland Council in January 2014 was in response to advocacy from the local board. The site consists of a hall with a smaller room, toilets and kitchen, land to the rear and side and car parking at the front of the property. The property is situated between Birkenhead College on one side and the Birkdale Community House and Early Learning Centre on the other.

8. Following the purchase of the property, a number of consultation activities have occurred. These include initial consultation on-site with local residents, a meeting of key internal staff, and a wider group meeting including the Kaipātiki Community Facilities Trust, Birkdale Beach Haven Community Project and the Kaipātiki Project.

9. At its 10 December 2014 meeting, the board considered the feedback provided during the consultation activities and resolved (resolution KT/2014/245):

That the Kaipātiki Local Board:

a) approve further investigation into the proposal to develop 134 and 136 Birkdale Road as a campus type community space, providing local park space for natural play, community house and early learning centre (ELC) services, outside and inside space for learning about and connecting with sustainable living, and space for the North Shore Resource Centre.

b) allocate $30,000 from the 2014/2015 discretionary opex budget to:

i. produce a site concept plan for the whole site that investigates the feasibility of this proposal from the perspective of the physical environment;

ii. explore the capital costs involved to develop the site over time in potentially a staged manner; and

iii. explore the campus model from an operational perspective and associated potential operational costs.

c) request a report from relevant officers as to the costs and process for gazetting 134 and 136 Birkdale Road as a reserve under the Reserves Act.

10. Auckland Council’s Parks Sports and Recreation Design Team, in conjunction with Strachan Group Architects (SGA), were appointed to develop the aspirational masterplan (‘the plan’) in consultation with key community stakeholders. A community stakeholder group was established and consisted of local representatives from community organisations, environmental organisations, schools and residents. The design brief was based upon the consultation feedback that had been obtained, and it provided a strong basis for developing the plan.

11. Three community stakeholder workshops were held in April and May 2015. The purpose of these workshops were to provide the community an opportunity to lead the discussion on how the proposed activities and design aspirations could be provided for on the site. Direction was required on aspects such as carpark location, building configuration, access and connection and general site layout.

12. At its 13 May 2015 meeting, the Kaipātiki Local Board considered the draft plan and resolved (resolution KT/2015/65):

That the Kaipātiki Local Board:

a) approves the 136 Birkdale Road Concept Masterplan as an aspirational document as presented in the tabled document entitled 136 Birkdale Road Updated Conceptual Masterplan, to be used for the purposes of community consultation.

b) notes that costs of the project will be included as part of the community consultation material to enable the community to provide informed feedback on the 136 Birkdale Road Concept Masterplan.

c) notes that any costs associated with any relocation of the North Shore Resource Centre will be borne by the centre.

d) notes the concept masterplan was developed in response to the feedback of the Birkdale and Beach Haven community stakeholders and presents a long-term vison for what the space could evolve into over time as funding is made available.

13. Community consultation on the plan took place via a community open day that was held on-site in conjunction with a community market day on 30 May 2015. The open day updated the community on the progress of developing the site and provided an opportunity to comment on the plan.

14. Feedback at the open day was collected through individuals placing stickers on aspects of the plan they liked, disliked and considered the top priority. There was also a feedback form that provided individuals an opportunity to write specific comments. A summary of the feedback is presented as Attachment A. Overall the feedback confirmed all aspects of the plan were supported apart from one, the North Shore Resource Centre, which had a balanced opinion.

15. The plan is proposed to be delivered in stages overtime as funding is made available. The community stakeholder group considered three staged delivery options (see Attachment B) and agreed the preferred option was 3B, which proposes development starts at the front of the site and continues through to the rear.

16. The proposed staging has the carpark relocation as the first project with a number of the elements unable to occur until this is undertaken, including the playground which received the highest number of priority stickers. Relocating the carpark also has the benefit of establishing the ‘campus’ feel of the site by connecting both 134 and 136 Birkdale Road to be viewed together as a single place.

17. The community stakeholders presented the summary of this consultation to the board at a workshop on 17 June 2015 and indicated the position the working group had reached. Following this workshop, the plan was developed (refer Attachment C) for presentation to the board’s 8 July meeting for final approval.

18. Should the board approve the plan as presented, the first stage is to develop the carpark at an indicative cost of $141,000, excluding professional services and consents. The board has an amount of $107,000 allocated to the site development in the 2015/2016 financial year which will not cover the full amount of the carpark. The board may consider seeking additional funding opportunities to complete the carpark, such as the board’s local capital fund, or consider developing another element of the plan.

19. When determining the use of the boards funding allocation to the project it should be noted that the provision of carparking could be considered a core council service, whereas other elements of the plan, such as community gardening and landscaping, may be able to be achieved through external funding sources or donations.

20. Planning is required prior to the construction of the carpark, and it is recommended that this work is undertaken while the board consider additional funding opportunities to complete the carpark. Based on similar previous projects, the estimated cost to complete the necessary planning would be in the range of $8,000 to $12,000. This funding could be allocated from the board’s Planning and Development response fund.

Consideration

Local Board Views and Implications

21. Local board views are sought via this report.

Maori Impact Statement

22. The development of 136 Birkdale Road would benefit the whole Birkdale community, including mataawaka living in the Birkdale area. It is envisaged that mataawaka and mana whenua will be involved as this project progresses.

Implementation Issues

23. There are a number of risks to implementation:

· The capital and operational budget available to the local board may not be sufficient to implement the plans. The plan does identify components to develop overtime in a staged manner if and when funding is made available.

· The plan has not undergone technical site investigation and therefore the developments outlined in the Plan would still be subject to these investigations prior to development.

· The collaborative ‘campus’ model outlined above is untested in the Kaipātiki area, and therefore has risks around deliverability.

Attachments

No.	Title	Page
a View	136 Birkdale Road Consultation Summary - May 2015 (Under Separate Cover)
b View	136 Birkdale Road Staging Options (Under Separate Cover)
c View	136 Birkdale Road Aspirational Masterplan (Under Separate Cover)

Signatories

Authors	Paul Edwards - Senior Local Board Advisor - Kaipatiki
Authorisers	Eric Perry - Relationship Manager

Kaipātiki Local Board

08 July 2015

Community Facilities Network Plan

File No.: CP2015/11254

Purpose

1. To seek the Kaipātiki 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 Kaipātiki 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 that 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 of 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 (Under Separate Cover)
b View	Community Facilities Network Action Plan (Under Separate Cover)

Signatories

Authors

Anita Coy-Macken - Principal Policy Analyst

David Shamy - Principal Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Eric Perry - Relationship Manager

Kaipātiki Local Board

08 July 2015

Local Board Services Monthly Report

File No.: CP2015/12606

Purpose

1. The updates in this report relate to the following:

· Town centre transformation;

· Parks, sport and recreation;

· Transport; and

· Strategic planning and finance.

2. The next quarterly Local Board Services report in August will provide an overview of all of the board's strategic priorities, utilising the red, amber, green status update system.

Recommendation/s

That the Kaipātiki Local Board:

a) endorse the Draft Concept Design for the Highbury Corner component of the Birkenhead Mainstreet Project to go out for a public consultation campaign to begin in July/August 2015.

b) approve a request being made to Auckland Transport to re-allocate $150,000 from the Local Board Auckland Transport capital fund from the cancelled Southern Entrance component of the Birkenhead Mainstreet project to the Western Entrance and Highbury corner components of the Birkenhead Mainstreet project.

c) endorse the following Parks projects that were approved under delegated authority by the parks portfolio holders and local board chair:

i) Birkenhead War Memorial car park/ entrance concept design; and

ii) the proposed footpath network component of the Onepoto Domain access masterplan.

d) note the delegated authority, approved at its 8 April 2015 meeting, for the Fernglen development plan and Onepoto Domain masterplan, lapsed on 30 June 2015.

e) approve the feedback to the Northern Bus Network Consultation to be submitted prior to 13 July 2015.

Comments

3. A number of Kaipātiki Local Board workshops and portfolio briefings were held in June. Records of these meetings are attached to separate reports on this agenda.

4. The following regional and sub-regional briefings/meetings took place in June:

· Transformational Change Forum - LED Lighting for Outdoor Spaces & Sports - 8 June 2015;

· Unitary Plan (UP) Committee Meeting - 9 June 2015;

· Regional Strategy and Policy workshop to discuss the implementation of the weed management policy for parks and open spaces - 18 June 2015;

· Local Body briefing - Auckland Regional Amenities Funding Act 2008 – Funding Model Review - 22 June 2015;

· Local Board Chairs Forum - 22 June 2015; and

· UP Committee - 24 June 2015.

5. The board’s next workshops are scheduled for 15 and 22 July 2015.

Strategic Updates

Town Centre transformation

Birkenhead Town Centre

6. A meeting of the Birkenhead Town Centre Programme Working Party (combined with the built environment portfolio meeting) took place on 4 June 2015. At that meeting the Birkenhead Town Centre Programme Working Party, acting under delegated authority, agreed the following:

a) approves the Draft Concept Design for the Highbury Corner component of the Birkenhead Mainstreet Project to go out for a public consultation campaign to begin in July/August 2015 (see Attachment A); and

b) requests that an engagement plan is presented for approval to the next Birkenhead Town Centre Programme Working Party meeting scheduled for 2 July 2015.

7. At a previous meeting of the Birkenhead Town Centre Programme Working Party (2 April 2015), it was agreed to remove the Southern Entrance component of the Birkenhead Mainstreet project. As this component has funding of $150,000 allocated from the Local Board Auckland Transport capital fund, a request is required to be made to Auckland Transport for re-allocation. The City Transformation team recommends the funding is reallocated to the Western Entrance and Highbury corner components of the Birkenhead Mainstreet project.

8. The next meeting of this working party is scheduled for 2 July 2015.

Parks, Sport and Recreation update

9. At its 8 April 2015 meeting, the board resolved to delegate authority to the parks portfolio holders and local board chair to approve the Fernglen Reserve development plan, concept plan for Onepoto car park and access and Birkenhead War Memorial car park/ entrance concept plan (resolution KT/2015/50). The delegated authority was approved until 30 June 2015.

10. A meeting of the Parks, reserves and playgrounds (passive) portfolio (Parks portfolio) took place on 9 June 2015. At that meeting the Chairperson, lead and alternative portfolio holders, acting under delegated authority, agreed the following:

a) the Birkenhead War Memorial Entrance plan (see Attachment B), subject to further consideration being given to how motorcycles are to be kept off the grassed area of the park;

b) the Birkenhead War Memorial Car Park plan (see Attachment C); and

c) the Onepoto Domain concept plan showing the removal of the turning circle, subject to further investigation of options prior to commencement, and the cycle path is to be located South of the Auckland AFL building (see Attachment D).

11. At the Parks Portfolio meetings that took place on 9 June 2015 and 24 June 2015, the Fernglen Development plan was discussed and feedback was provided. The plan was not far enough progressed for approval and therefore the delegated authority to the parks portfolio holders and local board chair has lapsed.

Transport

New Network feedback

12. Auckland Transport is consulting on its new northern bus network from 2 June through to 13 July 2015. This consultation is the major opportunity for the board to advance its Local Board Plan objective of “Our public transport network is affordable, accessible, reliable and efficient – connecting our people to where they need to go”.

13. At its 10 June 2014 meeting, the board resolved to form a working party, consisting of the Chairperson and the lead and alternate transport portfolio holders, to prepare a submission to the Northern Bus Network Consultation (resolution KT/2015/84). The submission (see Attachment E) has been prepared for endorsement at this meeting.

Strategic Planning and Finance

Long-term Plan 2015-2025

14. At its 25 June 2015 meeting, the Governing Body adopted the Long-term Plan 2015-2025 (LTP). The LTP included the Kaipātiki Local Board agreement which the board adopted at its 10 June 2015 meeting. A response that outlines the outcome to the LTP will be sent to those Kaipātiki residents who submitted during the LTP process. The response will include a section on local content which highlights the outcome of the boards’ advocacy to the governing body (see Attachment F).

Consideration

Local Board views and implications

15. Local board views are sought via this report.

Māori impact statement

16. There are no specific impacts on Māori arising from this report.

Implementation

17. There are no implementation issues identified in this report.

Attachments

No.	Title	Page
a View	Highbury Corner Draft Concept for Consultation (Under Separate Cover)
b View	Birkenhead War Memorial Entrance Plan (Under Separate Cover)
c View	Birkenhead War Memorial Carpark Plan (Under Separate Cover)
d View	Proposed Footpath Network - Onepoto Domain (Under Separate Cover)
e View	New Network Consultation Submission (Under Separate Cover)
f View	Kaipatiki Content for LTP Outcome Communication (Under Separate Cover)

Signatories

Authors	Paul Edwards - Senior Local Board Advisor - Kaipatiki
Authorisers	Eric Perry - Relationship Manager

Chairperson	Kay McIntyre, QSM
Deputy Chairperson	Ann Hartley, JP
Members	Dr Grant Gillon
	John Gillon
	Danielle Grant
	Richard Hills
	Lorene Pigg
	Lindsay Waugh

Authors	Blair Doherty - Kaipatiki Local Board Democracy Advisor
Authorisers	Eric Perry - Relationship Manager