Agenda of Devonport-Takapuna Local Board

Portfolio	Responsibilities	Primary	Associate
Governance	Board leadership Board-to-Council and Board to Board relationships Board to CCO relationships (strategic governance matters) Civic duties Advocacy (local, regional and central government) Community partnerships Relationships with Māoridom Relationships with youth Relationships with government Unitary Plan Policy and planning: - local board plan - local board agreement - local area plan	Chairperson	Deputy Chairperson
Economic development and town centres Finance	Key relationships with ATEED Business Improvement Districts Establish and promote local priorities in relation to economic development and tourism Town centre renewal, design and maintenance Town centre marketing and community safety	Member Bergin	Member Hale
Events	Coordinating the Board events calendar Liaising with event organisers and applicants Local event sponsorship Filming applications, feedback on behalf of the Board and production company liaison	Member Roe	Member Cohen
Community development and resilience	Community development Neighbourhood relationships Community advocacy Community safety (excluding town centres) Graffiti removal Relationships with Civil Defence Emergency Management Group Community preparedness disaster response relief and recovery Artistic and cultural service levels Promoting artistic endeavour	Member Cohen	Member Roe
Parks and natural environment	Neighbourhood parks and reserves (including esplanade reserves and the coastline) Design and maintenance Plantings, playgrounds, tracks and bollards Local priorities in relation to regional environmental management Coastal management including mangrove encroachment and erosion mitigation Restoration of wetlands, streams and waterways	Member Cohen	Member Gillon
Transport and infrastructure	Transport projects and policy matters including roading, footpaths and public transpory. Infrastructure projects and policy matters (e.g. water, stormwater)	Member O’Connor	Member Hale
Regulatory and heritage	Oversight of regulatory activities including: - bylaws - consent processes (including input in to decisions on notifications for resource consent applications) - licensing and compliance Liquor licensing and enforcement Historic, built and Natural Heritage issues	Member Hale	Member Gillon
Recreational and community facilities	Stewardship of recreation centres and community facilities Libraries (including events and services relating to libraries and recreation centres) Local arts facilities and amenities	Member Gillon	Member O’Connor
Greenways	Transportation and recreation projects and policy relating to walking, cycling and greenways	Member Roe	Member Cohen

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.

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i) A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii) A non-financial conflict interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Relationship Manager in the first instance.

4 Confirmation of Minutes

That the Devonport-Takapuna Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 21 July 2015 and the extraordinary minutes of its meeting, held on Tuesday, 4 August 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 Devonport-Takapuna Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Devonport-Takapuna Local Board

18 August 2015

Funding for Auckland North Community and Development (ANCAD)

File No.: CP2015/16084

Purpose

1. This report seeks approval from the Devonport-Takapuna Local Board to allocate $50,000 per year for three years from its Locally Driven Initiatives (LDI) Local Community Services Budget to Auckland North Community and Development Inc (ANCAD), to deliver increased services in the Devonport-Takapuna Local Board area.

Executive Summary

2. ANCAD (formerly North Shore Community and Social Services) has previously received an annual grant of up to $32,000 for operational and project funding from the Devonport-Takapuna, Kaipatiki, Upper Harbour and East Coast Bays Subdivision Local Board Funding Committee (the Funding Committee) that administered the legacy Strengthening Communities fund.

3. At the meeting on the 14^th of November 2014, the funding committee indicated that it would not continue to fund ANCAD as it believed the organization should be supported by the Devonport-Takapuna Local Board within whose area it is located.

4. A proposed work programme has been developed and is attached to this report (Attachment A). The work programme has been developed to provide a credible basis for funding, as it aligns ANCAD’s projects and services with the Devonport Takapuna Local Board Plan outcomes. In addition to the existing core services, the extra $18,000 of funding per annum will increase services available in the Devonport-Takapuna Local Board area and specifically contribute towards:

· The continued activation of the Mary Thomas Hub, bringing a greater number and diversity of community services to Takapuna such as free counselling and Barnardos programmes. A collective of 26 community organizations are exploring collaborative ways of working with ANCAD as the emerging backbone organization.

· A strengthening focus on children. The identification of gaps for children in the local board area and a report on how the Devonport Takapuna Local Board can make a difference for children through its activity.

· ANCAD’s backbone role to develop local youth facilities and services. This will entail cross sector coordination along with community and youth engagement.

· Mapping local community assets and strengths to complement the ‘Let the Children Live’ initiative.

· Increased local community dialogue, engagement and collaboration, including the organization of community network meetings across the Devonport-Takapuna Local Board area to include council staff.

5. Staff recommend that the board consider making the term for this grant three years. Accountability reports would be required six-monthly, with an annual presentation to the board.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the allocation of $50,000 per annum from its (LDI) Local Community Services Budget for the three year period 2015/2016 to 2017/2018 to Auckland North Community and Development (ANCAD) to deliver upon the proposed local board focussed Work Programme.

Comments

6. Auckland North Community and Development (ANCAD), formerly known as North Shore Community and Social Services, have a 40-year history of innovative partnering with community and council. ANCAD is an umbrella organization that provides services to both members and the broader community at large. ANCAD operates in five main areas:

· Information and resources;

· Community engagement and advocacy;

· Active citizenship;

· Capacity and capability building; and

· Leadership and modelling.

7. ANCAD’s vision is “people in our communities in Auckland North working together to build more resilient and safer connected communities”. Their mission is “Championing positive change through effective community development that builds strong community agencies, networks and community wellbeing”.

8. ANCAD have approximately 150 member organizations and provide a number of courses and resources to the wider Auckland and North Shore social sector including:

· the Funding Directory;

· the weekly e-news which reaches 3,000 people;

· the monthly Community Connections newsletter; and

· the Five Good Idea courses funded by the Tindall Foundation.

9. ANCAD is regarded as a valuable lead organization in Auckland North and, being based in the Mary Thomas Centre in Takapuna, has provided a number of specific services to the Devonport-Takapuna Local Board area:

· providing a lead role in community engagement over the local board plan and area plan in 2014;

· publishing around 25 community resource books supporting the not for profit sector and providing information via their website and various seminars and workshops;

· developing safety and anti-bullying programmes and a safe zone in Takapuna Library;

· continuing to umbrella emerging projects such as the youth coordinator role to engage young people regarding the establishment of a youth facility; and

· continuing to deliver information and training to the community sector as well as administrative services to the Community Coordinator trusts.

10. As council implements the Empowered Communities Approach, a proposed new operational model for the Community Development and Safety Unit, it means having a backbone organization such as ANCAD in the local board area is a significant strategic asset.

11. The organization has been performing well and the trustees provide a useful overview of social issues in the area. Current trustees are:

· Brian Putt – Chairperson – COMET Auckland Trustee/Birkdale Beach Haven/Community Project Member;

· Lisa Easte – Deputy Chair – Manager Youth Line Auckland North;

· Janet Johnson – Citizens Advice Bureau;

· Professor Michael Belgrave – Massey University;

· Terry Hoskins – Approach Limited;

· Dale Everiss – NCB, B.Bus, NZICA, Treasurer;

· Maria Lafaele – Project Manager: Planning and Funding Auckland DHB and Waitemata DHB;

· John Brothers – North Shore Pasefika Forum;

· Peter Norman – Superintendent Northcote Takapuna Methodist Parish; and

· Rangi Davis - Hato Petera.

12. The Funding Committee gave notice in November 2014 that it would not continue to fund ANCAD from their discretionary grant budget, and recommended that the Devonport-Takapuna Local Board fund the group directly, due to the fact that it is located in Takapuna.

13. The Devonport-Takapuna Local Board has a number of options available:

· No action, which means ANCAD continues to be eligible to apply for contestable funding from each local board in Auckland North.

· Provide a core operational grant in recognition of the key role the organization plays in the Devonport-Takapuna Local Board area and to secure the ongoing provision of ANCAD services.

14. ANCAD has been funded by the Devonport-Takapuna, Kaipatiki, Upper Harbour and East Coast Bays Subdivision Local Board administered legacy Strengthening Communities Funding Committee for the past three years for operational and project funding:

1. 2012/2013 $30,000

2. 2013/2014 $30,000

3. 2014/2015 $32,000

15. ANCAD receives significant funding from other government and philanthropic bodies to deliver services. ANCAD received $276,000 in the last financial year, including $180,000 from the Ministry of Social Development (MSD) to coordinate family-focused services, such as the North Shore Family Violence Prevention Network and the North Shore Child Focus Group. ANCAD is also funded by MSD to develop a collective impact approach in this field.

16. Council already supports the organization through a ‘license to occupy’ arrangement and receives a partial cost recovery charge from the group of $125 per month.

17. Staff propose that the board consider funding ANCAD for a three-year term and consider an increase in the amount they have received from the discretionary grant to $50,000 per year for a three year term from 2015/2016. The grant would contribute towards the delivery of information, training and capacity building, stakeholder engagement and advocacy for the community sector, and for the provision of an administrative role in the local board area.

18. The proposal is in line with the Devonport-Takapuna Local Board Plan outcome for active, connected and supported neighbourhoods through the provision of capacity building and advice to the community sector. An annual allocation to ANCAD would ensure that it is able to continue to provide valued services in the Devonport Takapuna Local Board area.

Consideration

Local board views and implications

19. The recommendation has been discussed with members of the Community Development and Resilience Portfolio and at the Community Facilities Portfolio meetings.

Māori impact statement

20. ANCAD works in partnership with Te Puna Hauora on the North Shore who provide wrap-around holistic whanau ora services on the North Shore.

Implementation

21. Staff will work with ANCAD to deliver on the local board outcome aligned work programme. This will ensure that the group delivers a valuable service to the community and to the board.

Attachments

No.	Title	Page
a View	Auckland North Community and Development and Devonport-Takapuna Local Board proposed work programme 2015-2016 (Under Separate Cover)

Signatories

Authors

Stephen McLuckie - Community Development Facilitator

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2015

Barrys Point Reserve 37 Fred Thomas Drive, Takapuna - new golf driving range commercial lease - Golf Warehouse Limited

File No.: CP2015/16040

Purpose

1. This report seeks the approval from the Devonport-Takapuna Local Board to offer a new ten (10) year commercial lease of part of Barrys Point Reserve Park Reserve to current occupant Golf Warehouse Limited from 1 January 2016 on commercial terms negotiated by Auckland Council Property Limited (ACPL).

Executive Summary

2. Golf Warehouse Limited has operated a golf driving range on part of Barrys Point Reserve since 1995. Golf Warehouse as tenant owns the improvements on site. The tenant also has reinstatement obligations to remove the buildings and golf balls in the ground prior to lease expiry.

3. The Management Plan for Barrys Point Reserve August 2006 provides for a golf driving range as a future activity, and also notes that any future leases will be managed in terms of the provisions of the Reserves Act, council’s Reserve Leases and Licences Policy, and in accordance with the objectives and policies of the Management Plan.

4. Barrys Point Reserve is a past landfill site, and some additional remedial repairs will be undertaken to enable on-going use of the site as a golf driving range or any alternate use.

5. Council’s City Transformation team note that further planning work will be undertaken to determine the best land uses and appropriate scale of development for the Barrys Point Precinct. It is likely to be 2020 before a precinct plan and plan change is completed.

6. The proposed lease term will be 10 years from 1 January 2016. Auckland Council Property Limited (ACPL) will conclude commercial terms with the incumbent. Accordingly the local board is requested to approve ACPL offering new ten year lease term and for ACPL to conclude commercial terms. In the event that commercial terms are not concluded with Golf Warehouse Limited, ACPL would seek open market expressions of interest for the property.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approves the granting of a new 10 year lease of part of Barrys Point Reserve from 1 January 2016 to Golf Warehouse Limited, noting that Auckland Council Property Limited (ACPL) will conclude commercial terms with Golf Warehouse Limited.

Background

7. Auckland Council currently leases the Takapuna Driving Range (on Fred Thomas Drive) to Golf Warehouse Ltd on a long term lease that expires on 31 December 2015.

8. The original lease issued in 1991 was varied in 1995 to allow for the extension of Fred Thomas Drive, which encroached on the original leased premises and the lease term was extended for a further nine years to 31 December 2005. A new 10 year agreement to lease was negotiated in 2005 with the current tenant, Golf Warehouse Ltd. with no rights of renewal and an expiry date of 31 December 2015. The rental paid by the tenant is a full market rental.

Issues

Closed Landfills Team

9. The Closed Landfills team is planning to undertake remedial works at the Barrys Point Reserve closed landfill.

10. The existing landfill cap in the area occupied by the driving range is less than ideal, and Landfill anticipate that this area will require some additional clay capping to enable its on-going use as a driving range or any alternative use. The extent of the capping works is currently unknown, and Landfill will commence preliminary investigations and design in July 2015.

11. Capping works would take an estimated 2 to 4 months to undertake and need to be undertaken in summer, ideally between January and April. Part or all of the driving range may need to be closed during the capping works. A staged approach which would keep part of the driving range open at all times is possible, but may add additional cost to the project.

12. Landfill has included a budget in their LTP for the capping works.

13. Landfill had noted the possibility of the capping works to Golf Warehouse Ltd in early 2013, and they were open to a closure based on their tenure lease being extended. The issue was put on hold until decisions were made as to the future use of the reserve.

City Transformation Projects Team

14. The reserve is included in the Barrys Point Precinct, which encapsulates Barrys Point Reserve along with commercial activity along Barrys Point Road, Fred Thomas Drive and Des Swan Drive. Further planning work will be undertaken to determine the best land uses and appropriate scale of development for the Barrys Point Precinct. However, it is likely to be 2020 before a precinct plan and any associated plan change is completed.

15. There is still uncertainty around the impact that an additional harbour crossing may have on this project.

16. A further 10 year lease to the golf driving range would not preclude future options for the reserve.

ACPL Lease Comment

17. In terms of the existing golf driving range, ACPL suggests that there are sound reasons to initially negotiate with Golf Warehouse Ltd regarding a new lease or extension of the lease. These can be summarised as follows:

· Tenant Covenant - Golf Warehouse Ltd has an impeccable credit history over a 20 year operating period.

· Tenants improvements - The majority of the improvements on site e.g. driving range platform, fencing signage etc. are owned by the tenant and could be removed from the site at lease expiry. If this was the case a new tenant would more than likely seek a substantial lease incentive (e.g. rent free period) to offset the cost of establishing improvements on site or alternatively purchasing them from the former tenant.

· Lease reinstatement requirements - There is a requirement that the tenant shall remove all golf balls (at 30,000 golf balls) prior to the expiry of the lease. As previously noted this would be difficult and the ideal time to undertake this would be when the landfill capping exercise is undertaken.

· Landfill requirements - Golf Warehouse Ltd is aware of the history of the site and has previously discussed the process and timetable required for the future capping of the landfill and noted that they can accommodate this procedure.

Comments

18. Barrys Point Reserve has a management plan prepared in 2006 by North Shore City Council. Auckland Council’s Parks Department does not at present have any plans to update the management plan, but a draft development plan for the site is in train. Parks suggest they currently have budget to undertake stage 1 of the development plan to the north of Takapuna Landing, however there is no funding in place to undertake stage 2 (current location of the driving range). It is envisaged that funding for stage 2 may not be available for the next 10 years or longer.

Consideration

Local board views and implications

19. Leading on from the local board workshop attended on 2 June, ACPL was asked by the local board members present to seek clarification from Auckland Council Legal Services as to whether a new lease can be granted for a golf driving range on Barrys Point Reserve as from 1 January 2016. ACPL has received an opinion back from Auckland Legal Services that a new driving range lease can be granted as the activity and the lease is contemplated by the reserve management plan and the proposed lease and the lease activity is permitted on a recreation reserve.

Māori impact statement

20. ACPL has a comprehensive iwi engagement process that engages with the 19 key mana whenua groups in Tamaki Makaurau on four fronts: identifying cultural significance concerns regarding disposal and development properties, flagging commercial interests, development partnering discussions and engagement around design outcomes for council driven development projects.

21. ACPL has also undertaken to be part of council’s Maori Responsiveness Plan pilot program. The project’s key output will be an operational document outlining how ACPL will contribute to council’s strategic and operational commitments to Maori. As there is no change to the property, the existing tenants, or other major factors, there has been no Iwi engagement undertaken in respect of the tenants’ new licence on the reserve.

Implementation

22. If the local board approves the above recommendations, Auckland Council Property Limited will conclude a new commercial lease with Golf Warehouse Limited.

Attachments

No.	Title	Page
a View	Barrys Point Reserve area (Under Separate Cover)

Signatories

Authors

Lawrence Morgan - Commercial Property Manager

Authorisers

Margrit de Man - Property Portfolio Manager

Eric Perry – Relationship Manager

Devonport-Takapuna Local Board

18 August 2015

Adoption of the Devonport-Takapuna Local Economic Development Action Plan

File No.: CP2015/16248

Purpose

1. The purpose of this report is to seek adoption of the Devonport-Takapuna Local Economic Development (ED) Action Plan (Attachment A).

Executive Summary

2. The local ED action plan has been developed following consultation with a range of key stakeholders. Stakeholders have identified a number of challenges and opportunities within the Devonport-Takapuna economy and these have helped shape the actions within the plan.

3. Local boards have an important role to play in local economic development and provide useful input to regional economic development initiatives, where appropriate. Development of a local ED action plan provides a mechanism to identify local economic development issues and opportunities and identify and implement initiatives in response.

4. The board is now being asked to adopt the Devonport-Takapuna Local ED Action Plan.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) adopts the Devonport-Takapuna Local Economic Development Action Plan

Comments

Background

5. The Devonport-Takapuna Local Economic Development Action Plan supports the Auckland Plan, Auckland’s Economic Development Strategy (EDS) and the Devonport-Takapuna Local Board Plan 2014. It is structured into sections that align with the five priorities and cross cutting themes of the Auckland Economic Development Strategy:

· grow a business friendly and well-functioning city;

· develop an innovation hub of the Asia-Pacific rim;

· be internationally connected and export driven;

· enhance investment in people to grow skills and a local workforce; and

· develop a creative, vibrant international city.

6. The plan will provide a framework that guides local actions in Devonport-Takapuna for the next three to five years. It provides a mechanism for the local board to engage with individuals and organisations delivering economic development initiatives and also the Devonport-Takapuna business community.

7. The plan contains a set of priority actions for inclusion in future local board agreements. The action plan will form the basis of the annual local economic development work programme and will be reviewed annually to agree priorities for the forthcoming financial year.

Local economic development – the role of local boards

8. Local boards have an important role to play in local economic development and provide useful input to regional economic development initiatives, where appropriate. The prime role of local boards in economic development is to consider unique local conditions and determine how best to respond to local needs and opportunities.

9. Development of a local ED action plan provides a mechanism to identify local economic development issues and opportunities and identify and action initiatives in response. It also captures relevant regional initiatives and how they relate to specific local circumstances.

10. The local board cannot deliver the Devonport-Takapuna Local ED Action Plan alone and will need to partner with key stakeholders from both the public and private sectors, to ensure effective delivery.

Consultation and feedback

11. Consultation has been undertaken with the following key stakeholders: ATEED, Auckland Council (Community Development Arts and Culture, Local Board Services, Planning North/West and City Transformation), COMET Auckland, Auckland Transport, NZ Naval base in Devonport, Ngāti Whātua, Waitematā DHB, Devonport Business Association, Takapuna Beach Business Association, Milford Business Association, as well as private sector companies, such as Smales Farm (property development) and Babcock.

12. Feedback has been sought from stakeholders and the response has been positive. The level of stakeholder engagement has been good with only minor amendments requested. These amendments were discussed at a local board workshop on 28 April 2015. Further minor amendments from that workshop have been incorporated into the final draft version of the plan (Attachment A).

Local Board views and implications

13. The Devonport-Takapuna Local Board has been kept up to date with the development of the local ED action plan. A previous draft was discussed at a board workshop on 28 April 2015.

Māori impact statement

14. Actions 6.21 and 6.22 of the local ED action plan recognise Māori as an emerging economic force, particularly through treaty settlements, which contribute to the prosperity of the area. These two actions include the future aspirations of mana whenua to partner on projects of significance.

Implementation

15. The action plan will form the local economic development work programme for the local board. The work programme includes suggested priority new projects for years 1, 2 and 3 (2015/16, 2016/17 and 2017/18).

16. It is envisaged that there will be an annual planning workshop with the local board. At the workshop there will be a review of the action plan, completed actions will be removed and new ones added. The revised action plan will then be finalised as the local economic development work programme for that financial year.

Attachments

No.	Title	Page
a View	Devonport-Takapuna Local Economic Development Action Plan (Under Separate Cover)

Signatories

Authors

Stephen Cavanagh – Local Economic Development Advisor/ BID Policy Review Advisor

Authorisers

Paul Robinson – Local Economic Growth Manager - ATEED

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2015

Auckland Transport quarterly update to local boards

File No.: CP2015/15122

Purpose

1. The purpose of this report is to inform local boards about progress on activities undertaken by Auckland Transport (AT) in the three months April – June 2015 and planned activities anticipated to be undertaken in the next three months.

2. Attachments include:

· A – Auckland Transport activities

· B – Travelwise Schools activities

· C – Decisions of the Traffic Control Committee

· D – Report against local board advocacy issues

· E – Report on the status of the local board’s projects under the Local Board Transport Capital Fund (LBTCF).

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the Auckland Transport quarterly update to local boards report.

Significant activities during the period under review

Strategy and Planning

Corridor Management Plans (CMPs)

3. Seven new CMP studies and one CMP review were completed this quarter. These are:

· Gillies Avenue CMP;

· Henderson Metropolitan Centre Transport Study;

· Glenfield Road-Birkenhead Avenue CMP;

· Remuera Road-St Johns Road CMP;

· Parnell Road-Parnell Rise CMP;

· Hillsborough Road-Kinross Street CMP;

· Rosebank Road-Patiki Road CMP; and

· Great South Road Stage 1 (Manukau to Drury) CMP Review.

AT Parking Strategy 2015

4. The strategy was approved in April and successfully launched at the end of May.

RPTP Variation

5. Public consultations and hearing deliberations on the Regional Public Transport Plan were completed this quarter.

Investment and Development

SMART (Southwest Multi-modal Airport Rapid Transit)

6. Investigation to identify the best public transport mode (heavy or light rail) to support the employment and passenger growth at the airport. It also includes the identification of a preferred corridor for protection. Construction has started on the Kirkbride interchange which includes widening for SMART.

PT Development

Otahuhu Bus Rail Interchange

7. Detailed design is complete and NZTA funding has been approved for construction. The Signal Box was removed and the overhead live line lowered over Queens Birthday weekend. Enabling works are on schedule, with the main works tender deferred until all funding is approved (now approved) and planned for July release. It is expected that main works will begin in October 2015 and be completed in early June 2016.

Half Moon Bay new ferry facility

8. This project includes the design and development of a new passenger ferry facility at Half Moon Bay, including integration with public transport, and accessibility and passenger amenity improvements. A site inspection of the pontoon and gangway units was completed in early July prior to placing these units into storage in readiness for the Stage 2 physical works completion. The wharf design is progressing with the submission of the building consent to Auckland Council expected in July/August 2015.

City Rail Link

9. Enabling Works Package: Phase 1 ECI design service contracts 1 and 2 have been awarded. Construction is to commence November 2015 with services relocation.

10. Main Works: construction to start in 2018/19, subject to a funding agreement with government.

EMU Procurement

11. 54 units have been provisionally accepted and the final three are in transit and due in Auckland in early August. Peak period EMU services began on 8 June from Papakura, and on 20 July the network became fully electric with Papakura and Swanson to Britomart service introduction.

PT Operations

Public Transport overall

12. For the 12 months to the end of June, patronage was 79.25 million trips which is up 9.5% on the 2014 result. This is an increase of almost 7 million trips over the course of a year and, given the strong weekday growth, likely represents around an extra 30,000 trips being taken each working day. The changes for individual modes were:

· Bus (excluding Northern Express) – 57 million trips, up 6.6%

· Northern Express – 2.8 million trips, up 17.2%

· Rail – 13.9 million trips, up 21.7%

· Ferry – 5.5 million trips, up 8.3%

Rail Improvements

13. The big performer was rail which reached 13.9 million passenger trips for the year, representing an annual increase of 21.7%. The growth is put down to the enhanced travel experience and additional capacity provided by the new electric trains and greater service frequency introduced over recent years.

14. The AT network became fully electric on 20 July, except for the link between Papakura and Pukekohe which will continue to use diesel trains. These will be refurbished over time to provide an enhanced experience. The electric trains will provide improved travel experience and more capacity on all lines.

Bus and Ferry Improvements

15. June was also a record-breaking month on the Northern Express, with patronage up 17% on the same month last year. The 12 month total patronage reached 2.8 million. It was also a record for other bus services as patronage rose 6.6% to 57 million trips. Ferry numbers for the year totalled 5.5 million trips, up 8.3% on the previous year.

16. Growth on bus services is attributed to increased services and frequency, improving travel times from new bus priority lanes and a significant improvement in service punctuality being achieved by bus operators through new timetables. Further service level increases and punctuality improvements are planned for later this year along with the introduction of double decker buses on a number of routes. New network routes will also be introduced from later this year.

Road Design and Development

Te Atatu Road Improvements

17. Road Corridor Improvement project on Te Atatu Rd from School Road/Edmonton Road intersection to SH16. The evaluation of the construction tenders is now completed, with the award of the contract being imminent. Construction is targeted to start in August 2015 with completion expected around February 2017. A public open day will be arranged prior to the starting of physical works.

Albany Highway

18. The Albany Highway North Upgrade project involves widening of Albany Highway between Schnapper Rock Road and the Albany Expressway. Construction is approximately 40% complete. Disruption to land owners and road users due to construction is being well managed, with any issues being quickly resolved. The Rosedale Road intersection signalisation has been brought forward to July to assist with traffic management and pedestrian safety.

Lincoln Road Improvements

19. The project involves widening Lincoln Road between Te Pai Place and the motorway interchange to accommodate additional transit/bus lanes on both sides. Stakeholder feedback has been received for the 2-D layout plan, and the NZTA funding application for the detailed design is progressing. The designation process is expected to start in late November 2015.

Mill Road Improvements

20. The Redoubt Road - Mill Road corridor project will provide an arterial road connection east of State Highway 1 between Manukau, Papakura and Drury and includes Murphys Road improvements from Redoubt Road to Flatbush School Road. Submissions to the notice of requirement (NOR) have closed and AT is now preparing evidence for the formal hearing due at the end of August.

Services

Road Safety Highlights

21. Over 4,000 young people and their parents have participated in the Crossroads young driver programme.

22. The Oi! Mind on the road, not on the phone driver distraction campaign in May targeted 20-29yr old drivers.

23. The Love Being a Local road safety campaign enabled rural communities to take a lead role in raising awareness of local speed issues.

Schools Travelwise Programme Highlights

24. The United Nations Global Road Safety Week took place from 4 to 10 May. 146 teachers registered for Road Safety Week information and resources and 27 schools entered the competition.

25. On 25 June 2015, 400 volunteers attended the Walking School Bus (WSB) megastars event to recognize the efforts of WSB volunteers.

26. Recently completed research has found that crash rates involving children walking and cycling at schools with Safe School Travel Plans (SSTPs) and active school signage were significantly reduced by 37% after the implementation of these measures.

Road Safety Education in Schools: (2014/15 Year)

· 79 new Walking School Buses were established, bringing the regional total to 369 and exceeding the target of 347.

· 23 schools and 1,683 students received cycle training against a target of 1500.

· 4 new schools joined the Travelwise programme, creating a total of 408 schools.

· 2 regional ‘Slow Down Around Schools’ campaigns were delivered.

· 536 students and 77 teachers attended Travelwise Primary and Secondary school workshops.

· 4 high risk schools received rail fare evasion prevention campaigns.

Road Safety Promotion and Training: (2014/15 Year)

27. A number of local campaigns were delivered including: 5,275 drivers through local drink/drive operations with NZ Police.

28. The #Drunksense radio advertisement won the Outstanding Radio Creativity Award and Driver Distractions won the Social and Community Platinum Award.

Travel Demand (2014/15 Year)

29. The ‘Commute’ programme promotes behavioural change to reduce the reliance on and impact of Single Occupancy Vehicle (SOV) trips. Focused on the morning peak period of congestion, the programme works with businesses to support public transport, carpooling and active modes of getting to work. Seventeen new organisations joined the ‘Commute’ programme, and 23 organisations progressed or launched their travel plan activities.

2014/15 Performance Outcomes

School Travel Trips Avoided

30. The 2015 Community and Road Safety Team target of 16,700 morning car trips avoided through school travel planning activities was exceeded with 17,164 trips avoided.

31. The total number of deaths and serious injuries (DSI) on Auckland local roads in the 2014 calendar year was 398, representing a 7.4% reduction from 2013. For the 2014 calendar year, the Auckland region had the lowest rate of road deaths and serious injuries (DSI) per capita in New Zealand – 31 DSI per 100,000 population.

Road Corridor Delivery

32. The Asset and Maintenance Group is tasked with the responsibility for a wide range of activities within the road corridor. These include but are not limited to:

· the delivery of roading and streetlight maintenance and renewal programmes;

· managing the access, co-ordination and traffic management impacts of activities taking place within the road corridor;

· promoting design innovation and efficiency around how work is carried out on the network; and

· the development of long term asset management plans and modelling which support the decision making process around the management of AT’s roading assets.

April – June quarter key highlights

33. The Road Corridor Delivery Team have a year to date target (YTD) to deliver 581km of resurfacing (asphalt or chipseals), pavement renewals and footpath renewals. As outlined in figure 1, for 2014/2015 the group delivered 568km, or 98% of the planned programme.

Figure 1: Actual vs planned lengths (km) for June YTD

	YTD Planned Targets (KM)	Actuals (KM)	%
Resurfacing	427.4	418.9
Pavement Renewals	37.4	40
Footpath Renewals	116.7	110
Total	581.5	568.9	98%

34. The new street lighting contracts have been awarded to Downer (for central and southern areas) and Electrix (for north and west areas). The four new contracts align with the road maintenance contracts and replace the nine legacy contracts which have been in place until now. The new contracts are for a four year term with an additional 1+1 year right of renewal at AT’s discretion.

35. AT’s second asset management plan (AMP) covering the period 2015-2018 will be published in August 2015. This document details the strategies and management systems deployed by AT and sets out the future renewals and maintenance investment required to continue building the assets, infrastructure and delivery systems of a world-leading, transformational, sustainable and affordable urban transport service. The AMP also addresses the shortfalls that will begin to accrue if current budget levels continue over the medium to long term. Electronic copies will be available for download on the AT website and a hard copy will be sent to each local board.

Attachments

No.	Title	Page
a View	Schedule of activities undertaken for the fourth quarter (2014/15) ending 30 June 2015 (Under Separate Cover)
b View	Travelwise Schools activities broken down by local board (Under Separate Cover)
c View	Traffic Control Committee Decisions broken down by local board (Under Separate Cover)
d View	Local board advocacy report (Under Separate Cover)
e View	Local board Transport Capital Fund report (Under Separate Cover)

Signatories

Authors	Various Auckland Transport authors
Authorisers	Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Devonport-Takapuna Local Board

18 August 2015

Auckland Transport update on issues raised in August 2014 for the Devonport-Takapuna Local Board

File No.: CP2015/15669

Purpose

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

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the Auckland Transport issues raised report for August 2015.

Auckland Transport News

The Introduction of Double-Deck Buses

2. Auckland Transport has an urgent requirement to address capacity constraints on several bus routes. The central corridors, Northern Express and services from Botany to the CBD are experiencing growth rates of 10%, 6.5% and 7% respectively, with peak seated capacity utilisation up from 80% to 95%. Strategically, the Auckland Plan looks to double public transport trips to 140 million by 2022.

3. There is a need to address capacity constraints and to improve the efficiency and effectiveness of the bus New Network corridors without increasing bus volumes.

4. The use of double decker buses is the first step in the progressive strategy for increasing capacity on high demand routes, and is aligned to delivering improved customer experience, reducing congestion and increasing patronage. Customer growth is expected to be in the region of 20%-30% over the first four years of introduction.

5. Double decker buses are due to start on the Botany route (city centre to Botany via Newmarket) in October 2015. Mt Eden, Waiheke and Northern Express routes are due to commence in early 2016, with further routes to follow progressively. Over the next ten years, it is planned that up to 13 key routes may be converted to double-deck bus operation.

6. Historically trees have not been proactively managed on sections of these routes. Double-deckers cannot run safely on the route with hazards above the ground. Tree work is required to mitigate this risk and manage the safe carriage of passengers.

7. Where trees do intrude into the road corridor, Auckland Transport will seek to avoid their removal unless that is a last resort. Minor pruning or maintenance will in some situations be the only requirement, but where major tree surgery, tree removal or mitigation planting is required, there will be consultation. In some cases, the need for removing trees may be able to be avoided by altering kerb lines and other similar measures.

8. Aside from trees, other obstacles that are being carefully checked are shop verandas, utility service poles and cables. As a result of this process, alterations to verandas, or the relocation of poles and cables, may be required.

9. Local boards that have routes where it is planned to operate double deck bus services will be individually briefed about the specific measures necessary within their local board areas to accommodate them. Depending on the scale and severity of the measures required, a local board may be offered either a workshop or a briefing for the Transport Portfolio leads.

Cycling

10. Nelson Street – The construction of a segregated two-way cycle lane on the western side of Nelson Street, from Union Street to Victoria Street is expected to start in July. The work will align with a section being constructed by the NZTA that makes use of an old motorway ramp (see image below).

11. The project will extend connectivity of cycling in the central area of Auckland by creating a dedicated and well-defined route running north and south on the western side of the CBD, and will complement the Grafton Gully Cycle Route on the eastern side of the CBD.

12. The project will change the use of the existing traffic lane on the western side of Nelson Street between Union and Cook Street to a segregated two way cycle facility. Between Cook Street and Victoria Street, the removal of some off-peak bus and car parking will be necessary.

Nelson Street Cycle Bridge

13. Work is under way to investigate the continuation of the route to Quay Street.

14. Carlton Gore Road – Construction is underway of the Carlton Gore Road cycle lane, including safety improvements at the George Street intersection. The majority of the works will be complete by the end of the month.

New funding a major boost for urban cycling in Auckland

15. Cycling in Auckland will be safer, easier and more enjoyable following an announcement of the projects to be included in central government’s Urban Cycleways Programme.

16. The $24.75 million for cycling in Auckland confirmed by the Transport Minister, Hon. Simon Bridges, takes Urban Cycleway Programme (UCP) funding in Auckland to $90 million. The UCP comprises of funding from central government’s Urban Cycle Fund, the National Land Transport Fund and local share funding.

17. The programme, which will be jointly delivered by Auckland Council, the NZ Transport Agency and Auckland Transport, will be used to accelerate key projects over the next three years and help establish cycling as an integral part of Auckland’s transport network in line with the long-term vision set out in the Auckland Plan.

18. The announcement takes the total investment in cycling across Auckland for the next three years to approximately $200 million, and is a positive step towards the strategic long-term vision for cycling in Auckland.

19. Central government funding enables Auckland Council, Auckland Transport and the NZ Transport Agency to jointly speed up the delivery of a world-class cycle network for the city.

20. The funding is part of the Urban Cycleways Programme that will see $296 million invested in 41 projects across the country.

21. The significant increase in investment will help ease Auckland’s congestion and make cycling a safer and more attractive transport option - a key new priority for the NZ Transport Agency.

22. With a 20% increase in cycle journeys over the past five years, more Aucklanders are choosing to cycle than ever before. This programme will help grow the number of people cycling in Auckland by creating a city where people can feel safe riding a bike.

23. The focus for the next three years will be improving cycling facilities in the city and to the city, along east and west corridors. Auckland Transport will also improve cycling access to key public transport hubs in Glen Innes and New Lynn (see below).

24. The objective is to get as many people as possible cycling for the money available, which is why the emphasis is on these projects. Auckland Transport is also planning on-going education and promotional programs to support this new infrastructure.

Auckland’s Urban Cycleway Programme

25. The City Centre Network of separated cycleways and intersection treatments is expected to increase the number of journeys per day to more than 8,500. The total estimated cost is $20.33 million, made up of an estimated $7 million local share, an estimated $7 million National Land Transport Fund share and a $6.33 million share from the Urban Cycleways Fund.

26. An additional 10.8 km of cycling routes is proposed to provide eastern connections to the city centre. The total estimated project cost is $39.03 million, made up of estimated equal shares of $13.01 million from local sources, the National Land Transport Fund and the Urban Cycleways Fund.

27. A safer and more direct route to the city centre will be provided for residents from the western suburbs, including improved links to the North Western cycleway and connections with the Waterview shared path. The total estimated cost is $11.37 million, made up of around $4.57 million each from local sources and the National Land Transport Fund, as well as $2.23 million from the Urban Cycleways Fund.

28. Improved cycling links will be made to the New Lynn and Glen Innes public transport interchanges. The total cost is $18 million, made up of an estimated $7.41 million each of local and National Land Transport Fund shares and $3.18 million from the Urban Cycleways Fund.

Wider Investment in Cycling for the Auckland Region

29. In addition to the Urban Cycleways Programme, there are a number of other cycling projects funded through various funding channels that takes the overall investment in cycling across Auckland for the next three years to an estimated $200 million.

30. The Urban Cycleways Programme is designed to take full advantage of all available funding sources, including the National Land Transport Fund and local government, to enable high-quality projects to get underway much sooner than may otherwise have been the case.

31. The NZ Transport Agency anticipates the total investment in cycling in New Zealand over the next three years will be around $380 million to $400 million, delivering more than 250 km of new urban cycleways and greater network connectivity.

Auckland’s Trains going All-electric

32. Auckland’s rail network became all-electric on Monday 20 July, with new trains operating all services on the electrified network from Papakura in the south to Swanson in the west.

33. With the increased number of services now operating on the network, schedules are very tight and work is continuing to make sure trains meet their spot into the busy Newmarket and Britomart stations. Customers will see an improvement in punctuality as drivers become more familiar with the new trains.

34. From 20 July buses will shuttle passengers between Swanson and the former Waitakere station.

35. On the Southern Line the electric trains end at Papakura and there will be a shuttle service using diesel trains to and from Pukekohe.

36. The last of Auckland’s 57 electric trains are currently being shipped from Spain, and the full fleet will be in service by the end of the year.

37. The new trains have been very popular. By the time the new timetable comes into effect, Aucklanders will have taken more than 14 million trips across the Auckland rail network in the past year, which represents a 21% increase.

38. The modern new trains mean extra capacity as well as improved comfort. At peak times 6 car trains provide even more room.

39. The trains have wider doors making it easier for passengers. Watch AT’s video showing the features of the new trains at www.at.govt.nz/electrictrains.

40. Auckland’s new electric trains are much quieter than the old diesel trains and they accelerate faster, which means vehicles should be extra cautious when using railway crossings.

Update from the New Network Consultation Team

41. Consultation has officially closed on the North Shore New Network, with submissions received from the Kaipatiki, Devonport-Takapuna, and Hibiscus and Bays Local Boards.

42. Activities during the consultation included:

· Public events at Sunnynook and Smales Farm busway stations, Upper Harbour Local Board office/library and Albany busway station, Milford shops, Greenhithe Village Hall, Sunnynook Community centre, shops and busway station, and Torbay Shops. In total AT engaged with over 700 people.

· Engagement with the following groups: Shanshan Multicultural group in Sunnynook, Birkenhead College, North Shore and Auckland City hospitals, Mayfair, Highgrove, and Knightsbridge retirement villages, and residents from Sunrise Ave, Mairangi Bay. (Over 260 people)

· Ambassadors handing out brochures at various locations across the city and North Shore. (1641 brochures handed out)

· Adshel posters in bus shelters plus posters at 300 key bus stops across the North Shore

· Adverts in the following papers: NZ Herald, North Shore Times, Auckland City Harbour News, Rodney Times, Chinese Herald, Mandarin Pages, NZ Times Korean and Goodday NZ.

· Online advertising – You Tube, TV On Demand, Google etc. (To date approximately 238,202 views of the two promotional videos, 748 views of 3 FAQ videos).

· Estimated 2662 pieces of feedback (not including late feedback forms through the post). Auckland Transport is pleased with the number of submissions received, as it is more than double the number of submissions received from any of the previous consultations.

43. Auckland Transport’s new Network Team will now begin analysis of the feedback and investigate changes to the proposed network to respond to the issues identified.

Consideration

Local board views and implications

44. This report is for the Devonport-Takapuna Local Board’s information.

Māori impact statement

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

General

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

Implementation

47. There are no implementation issues.

Attachments

No.	Title	Page
a View	Devonport-Takapuna Local Board issues raised in July 2015. (Under Separate Cover)

Signatories

Authors

Marilyn Nicholls, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2015

Devonport-Takapuna Local Events Contestable Fund Round 1 2015-2016

File No.: CP2015/14896

Purpose

1. To present a summary of applications received in round one of the local event support fund for 2015/2016 for the Devonport-Takapuna Local Board. The board is requested to either fund, part-fund or decline the applications.

Executive Summary

2. A local events fund of $151,000.00 is available to the Devonport-Takapuna Local Board, of which $131,000 has been earmarked for distribution via a contestable process over two funding rounds in the 2015-2016 financial year.

3. In round one, 30 applications have been received seeking $288,275. These applications were discussed at a local board workshop on 2 July 2015.

4. The board is now being requested to allocate event funding for 2015/2016 from this fund.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) agree to fund, part-fund or decline, the round one 2015-2016 contestable local event support fund applications as follows:

Applicant	Event	Amount Requested	Recommended Allocation
Milford Village Business Association	Pirate Market Day	$4,000	$4,000
Takapuna Beach Business Association	Takapuna Beach Christmas on the Green	$20,000	$9,000
Spy Events Ltd	Takapuna Beach Summer Days	$30,000	$10,000
Get in2life Youth Development Trust	In2it Summer Series	$8,990	$2,000
Milford Village Business Association	ASO Christmas in the Park	$20,000	$20,000
Lazy Dude Media Ltd T/A Running Events	Devonport Classic	$3,000	$0
Quantum Events Limited	Harbour Crossing	$15,000	$0
Roger Hall Limited	The End of the Golden Weather	$1,300	$1,300
Auckland Symphony Orchestra	ASO Free Family Concert – The French Connection	$5,571	$0
Takapuna Beach Business Association	Takapuna Beach French Festival	$5,000	$5,000
Milford Village Business Association	ASO Free Family Concert	$5,000	$0
Onboard Skate Inc	Summer Skate Series 2015/16	$1,850	$0
Pinc & Steel Cancer Rehabilitation Trust	Steelman Challenge Takapuna	$5,000	$0
Milford Village Business Association	Viva Le France	$5,000	$5,000
The Active Living Group	Devonport Dance in the Park	$4,635	$4,635
The Operating Theatre Trust (Tim Bray Productions)	The Velveteen Rabbit	$8,175	$2,000
Takapuna Beach Business Association	Grill on the Green	$10,000	$5,000
Cycling New Zealand	Criterium National Championships	$12,700	$0
NZ – Filipino Santo Nino Devotees Trust	Sinulog Festival	$20,000	$2,000
Devonport Artspace and Music Trust	Devonport Celebrates Art Week	$4,000	$4,000
The Operating Theatre Trust (Tim Bray Productions)	The Santa Claus Show	$10,154	$2,000
Total Sport Limited	Coastal Challenge	$15,000	$0
Quantum Events Limited	King of the Bays 2016	$15,000	$0
Show Me Shorts Film Festival Trust	Show Me Shorts Film Festival	$1,000	$0
Triathlon New Zealand Incorporated	Sovereign Tri Series – Takapuna	$20,000	$5,000
Harbour Sport Trust	Shore to Shore	$7,000	$5,000
Harbour Sport Trust	Sports Excellence Awards	$7,000	$0
Devonport Peninsula Trust	Devonport Summer Fun Programme	$3,670	$0
Lions Club of Devonport Inc.	Lions Club of Devonport Christmas Parade	$3,730	$3,730
Total		$288,275	$89,665

b) defer the 45 Events Limited application for the State Beach Series to round two.

c) allocate $12,500 for the Movies in Parks 2015/2016 programme, which will equate to:

i) $6,250 for the first event at Takapuna Beach Reserve on Friday 15^th January 2016; and

ii) $6,250 for the second event at Sunnynook Park on Sunday 7^th February 2016.

Comments

5. Local boards are responsible for the decision making and allocation of local board events funding. The Devonport-Takapuna Local Board has identified key priorities for the local area within its local board plan, some of which can be achieved through events.

6. The local events support fund provides the opportunity for the Devonport-Takapuna Local Board to work in partnership with local event organisers to develop an events programme that reflects the aspirations of the community and supports the local board

7. A local events fund of $151,000 is available to the Devonport-Takapuna Local Board, of which $131,000 has been earmarked for distribution via a contestable process over two funding rounds in the 2015/2016 financial year.

8. The local events support fund has two funding rounds, which close at specified times during the 2015/2016 financial year, as follows:

Round	Applications Open	Applications Closes	Decision Making
1	1 April	15 May	June/July
2	3 August	11 September	October/November

9. Round one of the local event support fund received 30 applications totalling $288,275. A summary of those applications is below.

Applicant	Event	Amount Requested
Milford Village Business Association	Pirate Market Day	$4,000
Takapuna Beach Business Association	Takapuna Beach Christmas on the Green	$20,000
Spy Events Ltd	Takapuna Beach Summer Days	$30,000
Get in2life Youth Development Trust	In2it Summer Series	$8,990
Milford Village Business Association	ASO Christmas in the Park	$20,000
Lazy Dude Media Ltd T/A Running Events	Devonport Classic	$3,000
Quantum Events Limited	Harbour Crossing	$15,000
Roger Hall Limited	The End of the Golden Weather	$1,300
Auckland Symphony Orchestra	ASO Free Family Concert – The French Connection	$5,571
Takapuna Beach Business Association	Takapuna Beach French Festival	$5,000
Milford Village Business Association	ASO Free Family Concert	$5,000
Onboard Skate Inc	Summer Skate Series 2015/16	$1,850
Pinc & Steel Cancer Rehabilitation Trust	Steelman Challenge Takapuna	$5,000
Milford Village Business Association	Viva Le France	$5,000
The Active Living Group	Devonport Dance in the Park	$4,635
The Operating Theatre Trust (Tim Bray Productions)	The Velveteen Rabbit	$8,175
Takapuna Beach Business Association	Grill on the Green	$10,000
Cycling New Zealand	Criterium National Championships	$12,700
NZ – Filipino Santo Nino Devotees Trust	Sinulog Festival	$20,000
Devonport Artspace and Music Trust	Devonport Celebrates Art Week	$4,000
The Operating Theatre Trust (Tim Bray Productions)	The Santa Claus Show	$10,154
Total Sport Limited	Coastal Challenge	$15,000
Quantum Events Limited	King of the Bays 2016	$15,000
Show Me Shorts Film Festival Trust	Show Me Shorts Film Festival	$1,000
45 Events Limited	State Beach Series	$16,500
Triathlon New Zealand Incorporated	Sovereign Tri Series – Takapuna	$20,000
Harbour Sport Trust	Shore to Shore	$7,000
Harbour Sport Trust	Sports Excellence Awards	$7,000
Devonport Peninsula Trust	Devonport Summer Fun Programme	$3,670
Lions Club of Devonport Inc.	Lions Club of Devonport Christmas Parade	$3,730

10. The Devonport-Takapuna Local Board has the opportunity to refer applications to a more appropriate fund or to allocate funding from within its local event funds.

Consideration

11. Local boards are responsible for the decision-making and allocation of local board event funding including the local events support fund. The Devonport-Takapuna Local Board has identified key priorities for the local area within its local board plan, some of which could be achieved through events.

12. The Devonport-Takapuna Local Board seeks to engage with their diverse communities and to provide for their social and cultural needs. The Devonport-Takapuna Local Board Plan supports this through its vision for active, connected and supported neighbourhoods which will be done by supporting local events that are enjoyable for all.

Local Board views and implications

13. The local board has discussed the applications at a workshop on 2 July 2015.

14. The decisions sought within this report fall within the local board delegations, and do not invoke the Auckland Council Significance Policy.

Māori impact statement

15. This fund does not specifically target Maori groups. However, Maori communities are likely to benefit from the events supported by the local board, alongside other groups in the community.

Implementation

16. Once the Devonport-Takapuna Local Board has resolved the funding applications, Event team staff will contact all applicants to notify them of the outcome, and commence contracting and payment.

Attachments

No.	Title	Page
a View	Local Event Support Fund Round 1 applications (Under Separate Cover)

Signatories

Authors

Carrie Doust - Team Leader Event Facilitation Central

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2015

Annual Report 2014/15

File No.: CP2015/15586

Purpose

1. This report compares actual activities and performance with the intended activities and level of service as set out in the Devonport-Takapuna Local Board Agreement 2014/15. The information is prepared as part of the Devonport-Takapuna Local Board’s accountability to the community for the decisions made throughout the year.

Executive Summary

2. The local board is required to monitor and report on the implementation of the local board agreement for 2014/15. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009. These requirements include providing comment on actual local activities against the intended levels of service, and for these comments to be included in the Auckland Council Annual Report.

3. The attached report is proposed for approval by the Devonport-Takapuna Local Board.

4. The Auckland Council Annual Report will be audited and then reported to the Governing Body for adoption on 24 September 2015.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) notes the monitoring and reporting requirements set out in the Local Government (Auckland Council) Act 2009 and the local board information proposed for the Auckland Council Annual Report 2014/15

b) approves:

i. the message from the Chairperson, which provides the Devonport-Takapuna Local Board’s comments on local board matters in the 2014/15 annual report; and

ii. achievements by activity and table of key capital projects that form part of the local board information for the Auckland Council Annual Report 2014/15.

c) delegates authority to the Chairperson and Deputy Chairperson to make typographical changes before submitting for final publication.

Comments

1. The local board is required to monitor and report on the implementation of its local board agreement for 2014/15. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009, as follows:

Section 23 monitoring and reporting

(1) Each local board must monitor the implementation of the local board agreement for its local board area.

(2) Each annual report of the Auckland Council must include, in respect of local activities for each local board area, an audited statement that –

i) compares the level of service achieved in relation to the activities with the performance target or targets for the activities (as stated in the local board agreement for that year); and

ii) specifies whether any intended changes to the level of service have been achieved; and

iii) gives reasons for any significant variation between the level of service achieved and the intended level of service.

2. Each local board must comment on the matters included in the annual report under subsection (2) in respect of its local board area and the council must include those comments in the annual report.

3. This report focusses on the formal reporting referred to in Section 23 above. Attachment A provides the draft local board information for inclusion into the Annual Report 2014/15. The draft report contains the following sections:

· message from the Chairperson;

· key achievements;

· financial results; and

· performance measures.

4. Local board comments on local board matters in the annual report will be included as part of the message from the Chairperson.

5. The next steps for the Annual Report are:

· audit during August 2014;

· report to the Finance and Performance Committee on 17th September;

· report to the Governing Body for adoption on 24^th September;

· full New Zealand Stock Exchange disclosure on 30^th September; and

· publication on 23 October.

5. Copies of the annual report will be provided to the local board office.

Consideration

Local board views and implications

6. Local board comments of local board matters are included in the annual report as part of the message from the Chairperson.

Māori impact statement

7. The annual report provides information on how the Auckland Council has progressed its agreed priorities in the annual plan over a 12 month period. This includes engagement with Maori, as well as projects that benefit various population groups, including Maori.

Attachments

No.	Title	Page
a View	Annual Report 2014/15 (Under Separate Cover)

Signatories

Authors

Pramod Nair - Lead Financial Advisor

Authorisers

Eric Perry - Relationship Manager

Christine Watson - Manager Financial Advisory Services - Local Boards

Devonport-Takapuna Local Board

18 August 2015

Future Urban Land Supply Strategy

File No.: CP2015/14918

Purpose

1. To inform local boards about the purpose and content of the draft Future Urban Land Supply Strategy and seek their feedback.

2. To outline the special consultative procedure being undertaken and the anticipated role of local boards in this consultation process.

3. To obtain local board views on the draft Future Urban Land Supply Strategy.

Executive Summary

4. The Proposed Auckland Unitary Plan (PAUP) provides for approximately 11,000 hectares of Future Urban zone land. This land is located within the Rural Urban Boundary (RUB), but outside the 2010 Metropolitan Urban Limit (MUL).

5. The Future Urban Land Supply Strategy (the “Strategy”) presented at Attachment A provides direction on the next stage in planning for the following Future Urban zone areas:

· North: Warkworth, Wainui and Silverdale-Dairy Flat;

· North-west: Whenuapai, Redhills, Kumeu-Huapai and Riverhead; and

· South: Takanini, Opaheke-Drury, Karaka, Paerata and Pukekohe.

6. The strategy sets out Auckland Council’s intention for when the above Future Urban areas are proposed to be development ready. The strategy was developed in collaboration with infrastructure providers such as Watercare, Auckland Transport and the New Zealand Transport Agency (NZTA).

7. The strategy has significant implications for Rodney, Upper Harbour, Henderson-Massey, Papakura and Franklin Local Boards as they contain areas of Future Urban land which are sequenced for development readiness by the strategy.

8. At its July meeting the Auckland Development Committee resolved to approve the draft Strategy for public consultation in accordance with the Special Consultative Procedure set out in s83 of the Local Government Act (2002) (refer Attachment B). The Committee also appointed a five person hearing panel consisting of four councillors and a member of the Independent Maori Statutory Board.

9. The consultation period will run from 17 July to 17 August 2015. Public engagement on the Strategy will include a series of ‘Have Your Say’ events to be held in Warkworth, Dairy Flat, Drury and Kumeu.

10. The final strategy will be submitted to the Auckland Development Committee in October for adoption.

11. This report seeks views from the Devonport-Takapuna Local Board for consideration by the Auckland Development Committee and hearing panel in making a determination on if and how the Strategy will be amended.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive this report

b) provide feedback to the Auckland Development Committee and hearing panel on the Strategy, in particular on:

i) whether the local board agrees with the sequencing proposed within the draft Future Urban Land Supply Strategy and, if so, the reasons why; and

ii) aspects of the sequencing in the draft Future Urban Land Supply Strategy the local board disagrees with and the reasons as to why

c) any further issues on the draft Future Urban Land Supply Strategy.

Comments

Background

12. The Proposed Auckland Unitary Plan (PAUP) provides for approximately 11,000 hectares of Future Urban Zone land. This land is located within the Rural Urban Boundary (RUB) but outside the 2010 Metropolitan Urban Limit (MUL). The Future Urban Zone indicates that this land is appropriate for future urban development.

13. A key goal of the Auckland Plan Development Strategy is to achieve a quality compact form. This requires urban intensification, supplemented by well-managed urban expansion. The Auckland Plan advocates for 70 per cent of growth in the existing urban area and up to 40 per cent of growth in locations outside the 2010 MUL. The Future Urban land is intended to provide a significant portion of the growth outside the 2010 MUL – around 110,000 dwellings. The balance of growth outside the RUB and the satellite towns of Warkworth and Pukekohe, will be accommodated in rural and coastal towns, rural villages, countryside living and general rural areas.

14. The draft Strategy focuses on the Future Urban land areas located in:

· North: Warkworth, Wainui and Silverdale-Dairy Flat;

· North-west: Whenuapai, Redhills, Kumeu-Huapai and Riverhead; and

· South: Takanini, Opaheke-Drury, Karaka, Paerata and Pukekohe.

15. Local board areas which contain Future Urban land directly affected by this strategy include Rodney, Upper Harbour, Henderson-Massey, Papakura and Franklin.

16. The draft strategy marks the next step in planning the Future Urban areas that started with the Auckland Plan. The Auckland Plan identified ‘greenfield areas of investigation’ to provide for future growth outside the MUL. The Proposed Auckland Unitary Plan formalised this concept through the location of the RUB and the proposed zoning of this land as Future Urban.

17. High-level planning was undertaken to provide more detail around possible land use, key infrastructure and potential housing yield and business land location. Based on this, the strategy sequences the order for when this land is intended to be ready for development over the three decades of the Auckland Plan. It is a proactive approach to long-term planning, infrastructure provision and providing housing and business capacity.

18. Most of the Future Urban areas are predominantly rural and have not previously been identified for urbanisation. Bulk infrastructure will therefore have to be provided to these areas. All Future Urban areas require some degree of bulk infrastructure; development will therefore not be able to occur until this infrastructure is in place. In areas where bulk infrastructure projects are large and complex, longer lead-in times (for design, consenting and build) are required. This affects the timing for when land can be development ready.

Purpose of the Strategy

19. The purpose of the draft strategy is to provide a robust and logical sequence for when the Future Urban areas are proposed to be ‘development ready’ across the three decades of the Auckland Plan. This will enable coordination of timely structure planning and bulk infrastructure provision to these areas and provide clarity and certainty to all key stakeholders, including infrastructure providers.

Drivers for the strategy

20. The key driver for the draft Strategy is the significant current and projected growth in Auckland, and the pressure this growth places on housing supply and key infrastructure. The Strategy therefore aims to proactively plan for, coordinate and deliver bulk infrastructure so that this land can be brought on stream for both residential and business development i.e. contributing to development capacity across the region.

21. Accommodating this growth will come at a significant cost. Preliminary, high level estimates of bulk infrastructure costs are provided within the draft Strategy; however it does not include costs for any local network infrastructure. The significant costs are primarily driven by the size of the Future Urban areas (these equate to approximately one and a half times the area of urban Hamilton); the scale of the bulk infrastructure that will be required; and the current lack of such infrastructure in these areas. For these reasons it would be prohibitively expensive for Auckland Council, CCOs and, more broadly, central government (e.g. the New Zealand Transport Agency and Ministry of Education) to invest in all Future Urban areas at the same time.

The draft Future Urban Land Supply Strategy

22. The draft strategy sets out a logical timed sequence for development readiness. It integrates information on key infrastructure required to get these areas ready for urban development. The sequencing is based on a suite of principles (attached to the strategy in Attachment A) that include the consideration of the lead-in times for the bulk infrastructure required. Bulk infrastructure refers to water, wastewater, stormwater and the transport network. This draft strategy will also assist with the forward planning of community facilities and services critical for creating sustainable communities.

23. The sequencing set out in the draft strategy was developed with input from a number of infrastructure providers including Watercare, Veolia, Auckland Transport and the New Zealand Transport Agency.

24. The analysis done for this draft strategy is of sufficient scale and specificity to broadly determine bulk infrastructure requirements. There are two subsequent parallel and inter-dependent processes to get land ready for development – more detailed structure planning, and bulk infrastructure planning and build.

25. Structure planning and plan changes (to urban zones) will be done prior to the areas being ready for development and will be undertaken by the council (or in partnership with others) in line with the programme set out in the draft Strategy. This is the stage of the process where local boards, mana whenua and communities will be involved in the detailed planning of these areas.

26. The sequencing programme ensures the infrastructure costs are distributed over three decades to smooth spikes in capital expenditure, allow all infrastructure providers to forward plan their asset management and assist with prioritising key enabling projects.

27. A monitoring programme is an integral part of the strategy and will be used to monitor trends over time. This is to ensure that the proposed sequencing remains relevant. This monitoring will be part of an overall strategy to provide information on development capacity in brownfield and greenfield locations. Given the 30-year timeframe, a number of factors could change the proposed sequencing and timing as set out in the strategy. These include funding constraints, possible alternative funding options and changes to population growth and housing demand. Therefore, for the strategy to remain relevant and effective, it must be a ‘living’ document, able to respond to changes identified through the monitoring programme.

The consultation process

28. The public consultation period will run from 17 July – 17 August 2015. It will follow the special consultative procedure set out in s83 of the Local Government Act (2002). This procedure requires all interested parties to be given an opportunity to present submissions in a manner which enables spoken interaction.

29. The Auckland Development Committee has appointed Councillors Cashmore, Darby, Webster and Quax and one member of the IMSB (to be confirmed) to form a hearing panel to receive the spoken submissions.

30. A series of ‘Have Your Say’ events will be held to provide an opportunity to all interested parties to provide spoken feedback. These events will be held at the following dates, times and locations:

· Monday 3 August (7pm-8.30pm) – Warkworth Masonic Hall.

· Wednesday 5 August (7pm-8.30pm) – Drury Hall.

· Monday 10 August (7pm-8.30pm) – Dairy Flat School Hall.

· Tuesday 11 August (7pm-8.30pm) – Kumeu Community Hall.

31. Invitations will be extended to ward councillors and local board members to attend these events.

32. Public notices will be placed in the New Zealand Herald and relevant local newspapers notifying interested parties about the Strategy itself and the ‘Have Your Say’ events. The Strategy and a feedback form will be available on the Shape Auckland website and a media release will be distributed at the commencement of the consultation period. A targeted direct mail out will also be undertaken for key stakeholders.

33. Local board participation at the events and feedback and input to the draft Strategy are welcomed.

34. Feedback received during the period, including that received from local boards, will be analysed, summarised and reported to the Auckland Development Committee and the hearing panel. The panel will then make a determination about amendment of the Strategy.

35. The final strategy will be submitted for adoption at the Auckland Development Committee meeting in October.

Consideration

Local board views and implications

36. The Strategy has significant implications for local boards, particularly Rodney, Upper Harbour, Henderson-Massey, Papakura and Franklin Local Boards as they contain areas of Future Urban land sequenced by this Strategy. The consultation period and the ‘Have Your Say’ events provide an opportunity for local boards to become involved in the process, hear the views of their communities and form their own views and response to the Strategy.

37. Local boards were informed about the Strategy at a joint workshop held with the Auckland Development Committee on 16 June 2015. A briefing on the Strategy and the consultation process was held for local board members on 15 July 2015. This was to ensure local boards have a sound understanding of the Strategy and consultation process prior to the commencement of the consultation period.

38. Preliminary issues raised by attendees included the need to manage community expectation about land purchases in the future urban areas, the need to ensure council is fully resourced to undertake the structure planning work, a need to forward plan land purchase for community facilities and a proactive engagement approach with central government around provision of education and health facilities and services to deliver the best outcomes for local communities.

39. This report seeks local board views on the Strategy, and these issues and any other feedback will be reported to the Auckland Development Committee and the hearing panel.

Māori impact statement

40. This Strategy has significant implications for Maori and has the capacity to contribute to Maori well-being and development of Maori capacity. It is acknowledged that Maori have a special relationship with Auckland’s physical and cultural environment. Ongoing liaison has occurred with Te Waka Angamua around the Strategy and the suite of principles which sit behind it. One of the principles reflects council’s commitment to Maori social and economic well-being as a transformational shift set out in the Auckland Plan.

41. Independent Maori Statutory Board staff were briefed at the commencement of the project, provided with background documentation and invited to workshops as the Strategy was developed. A representative from the IMSB is to be appointed to the hearing panel for this project. A hui was held with mana whenua chairs on 29 June 2015, and individual meetings will occur with interested chairs who were unable to attend the hui.

42. Iwi responses will be sought as part of the public consultation process outlined in this report. Consultation submissions from iwi will be reported to the Auckland Development Committee and the hearing panel.

Attachments

No.	Title	Page
a View	Draft Future Urban Land Supply Strategy (Under Separate Cover)
b View	The Auckland Development Committee resolution (Under Separate Cover)

Signatories

Authors

Simon Tattersfield - Principal Growth and Infrastructure Adviser

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2015

Auckland Regional Amenities Funding Act (ARAFA) Funding Model Review - local board Input

File No.: CP2015/14903

Purpose

1. Auckland Council is undertaking a review of the funding model under the Auckland Regional Amenities Funding Act 2008 (ARAFA). Feedback from local boards is sought on the level of change proposed in the options and the impacts on local boards and local communities (if any).

Executive Summary

1. The Auckland Regional Amenities Funding Act 2008 (the Act) established a distinct model for contributing funds to specified regional amenities. This funding model is now under review to consider whether it remains fit for purpose and to identify how it might be improved. The Governing Body adopted terms of reference for the review on 26 February 2015.

2. Working closely with representatives of the regional amenities, seven funding model options were generated along a spectrum, ranging from:

· retaining the status quo;

· seeking improvements within the existing ARAFA legislative framework; or

· modifying the existing ARAFA framework by amending legislation; to

· repealing the existing ARAFA framework and replacing it with an Auckland Council policy framework. The options are discussed in paragraphs 15 - 32.

3. The Finance and Performance Committee endorsed the seven options for evaluation on 18 June 2015. The options will be evaluated against criteria previously endorsed by Finance and Performance on 21 May 2015. The criteria are discussed in paragraph 14).

4. When viewed across the spectrum, the options shift the role of Auckland Council from influencing decision-making under the Act (by a Funding Board) to becoming the decision-maker itself. The closer Auckland Council becomes to being the decision-maker, the more opportunities there are to align the council’s strategic outcomes with those of the regional amenities. The options also incorporate improvements relating to information flows, longer term planning, communications and relationship building.

5. The options are also associated with a progressively increasing volume of further work that would be required to implement them. The implementation of options requiring legislative change is particularly complex. The necessary trade-offs involved will be teased out and considered through the evaluation of the options.

6. The evaluation is to be completed and will be reported to the Finance and Performance Committee on 17 September 2015. The evaluation will identify the preferred option/s which may be a refined version, comprising different elements of the options proposed.

7. Local board feedback is sought on the level of change proposed in the options as set out in this report and the impacts on local boards and local communities (if any).

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provide feedback on the level of change proposed in the options and the impacts on local boards and local communities (if any) as an input into the evaluation of options under the Auckland Regional Funding Amenities Act Funding Model Review.

Comments

The Funding Model under the Auckland Regional Amenities Funding Act 2008

2. The Auckland Regional Amenities Funding Act 2008 (the Act) has two purposes; to provide adequate, sustainable and secure funding for specified regional amenities, and to ensure that local government in Auckland contributes funding.

3. The Act came into force prior to amalgamation of Auckland’s former councils. It was designed to ensure that all councils in the region contributed fairly to funding the regional amenities, given the amenities operated across and benefited the whole of the Auckland region. It also sought to ensure that qualifying regional amenities remained financially viable.

4. The regional amenities apply each year to a Funding Board for next year’s funding. The Funding Board confers with Auckland Council and prepares and consults on a funding plan, before recommending a levy to Auckland Council for the next financial year. Auckland Council approves the recommended levy and if not, arbitration takes place. The Funding Board subsequently receives the levy and allocates funding to the regional amenities.

5. Auckland Council appoints six of the Funding Board’s 10 members with four members appointed by an Amenities Board, also created by the Act.

6. Only the regional amenities specified under the Act may apply for funding, and funding is not available for any part of services or facilities provided outside of the Auckland region. Funding is to contribute towards the operational expenditure that regional amenities must incur and is not available for capital expenditure.

7. The regional amenities must make all reasonable endeavours to maximise funding from other sources. The regional amenities are prohibited from receiving operating funding from Auckland Council, other than via the Funding Board. However, staff are aware that local boards may receive funding requests from groups affiliated with the amenities.

8. The Funding Board and Auckland Council must have regard to the funding principles prescribed in the Act. The Act makes provision for additional funding principles to be adopted.

Regional Amenities

8. The purpose of the Act is to ensure the regional amenities are funded to provide services or facilities that contribute to “the well-being of the whole region” and “towards making Auckland an attractive place to live in and visit”. Organisations that wish to become regional amenities must possess these qualities to satisfy criteria for admission. The Act as enacted specified 10 regional amenities in Schedule 1:

· Auckland Observatory and Planetarium Trust Board;

· Auckland Philharmonia;

· Auckland Regional Rescue Helicopter Trust;

· Auckland Theatre Company;

· Coast Guard Northern Region Incorporated;

· New Zealand National Maritime Museum;

· New Zealand Opera Limited;

· Surf Life Saving Northern Region Incorporated;

· Auckland Festival Trust; and

· Watersafe Auckland Incorporated.

9. The following examples illustrate the way the regional amenities serve the Auckland region:

· The Auckland Philharmonia (APO) was accorded the status of Metropolitan Orchestra as part of the Ministry of Culture and Heritage’s Orchestra Review in 2012. In that year the APO presented 31 performances in the Auckland Town Hall and performed in the Bruce Mason Centre (Takapuna), Telstra Events Centre (Manukau), Massey High School and Trusts Stadium (West Auckland), and the Holy Trinity Cathedral (Parnell). It also presented chamber concerts in Takapuna, Remuera and Howick and five free community performances and events in west, central, north and south Auckland.

· Coast Guard Northern Region Incorporated has 14 units located across the Auckland region at Waiuku, Papakura, Titirangi, Kaipara, Kawau, Great Barrier, Hibiscus, North Shore, Auckland, Waiheke, Howick and Maraetei, with the Operations Centre and the Auckland Air Patrol operating centrally.

· Similarly, there are 10 clubs in the Auckland region under the umbrella of Surf Life Saving Northern Region Incorporated, located at Karioitahi Beach, Karekare, Piha (2), Bethels Beach, Murawai, Omaha, Red Beach, Orewa and Mairangi Bay.

The ARAFA Funding Model Review

10. Auckland Council’s establishment and issues arising out of the Act’s operation have raised the question of ‘whether the funding model remains fit for purpose’. Auckland Council agreed to review the ARAFA Funding Model through its deliberations on the Mayor’s proposal for the 2014 Annual Plan. The Governing Body endorsed terms of reference (refer Attachment A) for this review on 26 February 2015. It records stakeholder issues and objectives (Schedule 2) and sets the overarching objective to:

“achieve long term sustainable, affordable and predictable funding of the existing amenities while recognising the council’s purpose and responsibilities under the Local Government Act 2002 and other legislation.” (paragraph 12):

11. The ARAFA funding model and changes to enhance its effectiveness are the focus of the review:

· The review will not consider whether to add or remove any of the regional amenities from the funding mechanism. That would be a separate piece of work.

· The review will also not consider how much funding each regional amenity currently receives but rather look at the process that determines the amount of funding provided.

12. The terms of reference set out the basic process for the review with the identification of criteria for the evaluation and identification of options and their subsequent evaluation. In undertaking this review, council is working closely with representatives of the amenities and engaging with the Funding Board.

Criteria for the Evaluation of Options

13. The following criteria for evaluating options were endorsed by the Finance and Performance Committee on 21 May 2015:

i. Financial sustainability and certainty:

- Addresses the ‘sufficiency’ of the contribution provided by the Funding Model in terms of “adequate, sustainable and secure funding for specified amenities.” It includes the predictability of that funding over the short to medium terms in support of financial planning.

ii. Affordability:

- Addresses the affordability of the sum of the contributions allocated under the funding model including the impact on rates.

iii. Independence and continuity:

- Considers the extent to which the option provides for objective decision-making and the extent it provides for continuity of decision-making over time. These considerations go to the stability of the Funding Model over time.

iv. Accountability and transparency:

- Considers the information and the processes to support decision-making required by an option to ensure there is a clear chain of accountability from the recipient through to the funder. Transparency supports accountability, providing clarity around decision-making processes. Public sector responsibility requires accountability and transparency generally, and particularly in respect of public funds.

v. Administrative efficiency:

- Considers the efficiency of the Funding Model, with regard to the costs associated with the information and processes required by an option. Funding arrangements should have regard to the costs of implementation, and how effective they will be in achieving their objectives.

vi. Alignment of outcomes and goals:

- Considers the extent to which the option allows for alignment between the outcomes and goals sought and achieved by the regional amenities and those of the Auckland Council on behalf of Auckland’s ratepayers.

vii. Fairness:

- Considers the extent to which the Funding Model provides for fairness.

viii. Flexibility:

- Requires consideration of the extent to which the option provides a Funding Model with sufficient flexibility to take account of changing circumstances.

Options to Enhance Effectiveness

14. Working closely with representatives of the amenities, seven options along a spectrum have been generated, ranging from:

· retaining the status quo

· seeking improvements within the existing ARAFA legislative framework

· modifying the existing ARAFA framework by amending the legislation, to

· repealing the existing ARAFA legislative framework and replacing it with an Auckland Council policy framework.

15. The options were endorsed for evaluation by the Finance and Performance Committee on 18 June 2015.

16. Figure 1 below illustrates the options and where they are located on the spectrum. Viewed across the spectrum, the options shift the role of Auckland Council from influencing the Funding Board’s decision-making to becoming the decision-maker itself. Similarly, there are increasing opportunities along the spectrum to align Auckland Council’s strategic outcomes with those of the amenities.

17. The review to date has identified that processes relating to funding bids and reporting have evolved under the existing arrangements. There appear to be further opportunities to pursue improvements through a focus on, information communication, developing relationships and longer term planning which are being investigated through the final evaluation.

18. Implementation of the options will require further work, some of which is significant. The implementation of options requiring legislative change is particularly complex.

Figure 1.

19. Options 1 to 4 are based on current arrangements which provide the pathway for regional amenities to seek operational funding from Auckland Council. Improvements under these options would be available for the 2016/2017 funding year.

20. Option 5 limits opportunities for Auckland Council to scrutinise the funding sought by the regional amenities, whereas Options 6 and 7 increase Auckland Council’s role in decision-making. The level of funding provided under Option 7 would be dependent on the policy and decisions of the governing body. There may therefore be a greater level of uncertainty for the regional amenities, which may hold implications for the level of services and facilities they provide.

21. Options 5 to 7 require legislative change through the parliamentary process, and it is not possible to indicate when they might become available for implementation.

22. The necessary trade-offs in relation to implementation will be considered through the evaluation of the options.

Seeking Improvements from within the existing ARAFA legislative framework

23. Option 1 – Status Quo

The existing funding model prescribed by the Act is the benchmark against which the other options will be compared. It is described in paragraphs 1 to 7.

24. The following three options seek to introduce changes to enhance the legislative framework and the sharing of information between the regional amenities, the Funding Board and Auckland Council.

25. Option 2 – Enhanced Status Quo – ‘Clear Pathway to Capital Funding’

This option provides a ‘clear pathway for capital funding’ to augment the status quo.

While the amenities can currently apply for capital funding from Auckland Council via the Long-term Plan process, the granting of such funding is considered to be by exception. Under this option, applications for capital could be anticipated from any of the regional amenities. Potential applications would need to be signaled well ahead of time to assist financial planning and to enable the provision of funding.

26. Option 3 - Enhanced Status Quo – ‘Sustainable Funding’

This option introduces financial planning over a longer time frame with a 3 year rolling funding cycle and supporting information, and establishes how the sustainable level of funding for each regional amenity might be determined:

Introduction of a three year ‘rolling’ funding cycle

This cycle would align with Auckland Council’s Long Term Plan/Annual Plan cycle. Applications for the first year of funding (the year of application) would seek that year’s funding and identify anticipated funding for the next two years. Annual applications made in the second and third year would be considered in the light of all the relevant information then provided.

Information supporting ‘rolling’ applications

The clarity and timeframe of information accompanying applications would be reviewed to ensure it supports the rolling funding cycle.

‘Sustainability’

A definition of the sustainable level of funding would be developed for application in the context of each of the regional amenities. This would also establish appropriate levels of reserves amenities would be able to build-up and maintain to help manage the peaks and troughs of the funding requirements.

27. Option 4 – Enhanced Status Quo – ‘Alignment/Groupings’

This option similarly proposes the three year rolling review, maximises opportunities to improve strategic alignment between the regional amenities and Auckland Council and addresses the diverse range of regional amenities.

The three year ‘rolling’ funding cycle / information supporting applications becomes available as set out in the previous option.

Auckland Council and the Funding Board confer

Auckland Council would be more explicit in clarifying its expectations, its funding constraints and its intentions when conferring with the Funding Board on the draft Funding Plan. The purpose would be to ensure transparency about the Auckland Council context and any funding constraints the council might face.

Auckland Council supports public notification

Auckland Council supports public notification of the Draft Funding Plan. The council could support the notification of the Draft Funding Plan on the council’s web site, through the media centre and/or in publications. This would help rate payers provide feedback and make submissions.

More particular consideration relevant to the type of amenity

This could include:

· Criteria and considerations as relevant to different types of amenities – e.g. safety, arts and culture, and facilities;

· Clarification and guidance around what might be meant by ‘sustainability’ and the sustainable contribution required could be developed with reference to the activities undertaken by the particular regional amenities.

Modifying the existing ARAFA framework by amending legislation

28. The two following options amend the ARAFA legislative framework, proposing specific amendments to the way funding is determined, or the roles of institutions and the processes through which they work.

29. Option 5 – Baseline Plus CPI

Under this option the specified amenities would determine the ‘sustainable’ level of funding required for year 1, which would be CPI adjusted for the next two years. The level of sustainable funding would then be reset for the next (4^th) year and CPI adjusted in each of the next two years.

The basis for determining the sustainable level of funding would need to be developed and the implications for the Funding Board explored.

30. Option 6 - Strong Funder

This option remaps the relationship between the regional amenities and the Auckland Council with Auckland Council providing funds directly. Under this option the ARAFA legislative framework would be amended so that:

· the regional amenities apply to Auckland Council directly for funding;

· three year rolling funding cycle / supporting information applies;

· Auckland Council sets the funding envelope;

· Auckland Council prepares and adopts the Funding Plan;

· the role of the Funding Board becomes one of providing expert advice to Auckland Council; and

· the regional amenities report annually to the Auckland Council.

Auckland Council sets the funding envelope

The funding envelope from which contributions to the regional amenities would be drawn would be set for the 10 year period though the council’s Long Term Plan process. This longer term approach to funding would likely require a review of the information required in support of setting the envelope.

Auckland Council prepares and adopts the Funding Plan

The Funding Plan mechanism could be similar to the status quo or be modified in terms of the process and matters to be taken into consideration.

The role of the Funding Board

The Funding Board’s role would change to one of providing expert advice to assist Auckland Council. Appointments may still be made by Auckland Council and by the regional amenities.

Repeal of the existing ARAFA framework and replacement with an Auckland Council policy framework

31. Under this model the existing ARAFA legislative framework would be repealed and replaced with a policy framework established and maintained by Auckland Council.

32. Option 7 - Auckland Council Dedicated Fund

The repealed ARAFA legislative framework would be replaced by a specific policy of Auckland Council where:

· Auckland Council sets the funding envelope;

· there is no Funding Board and the regional amenities apply to Auckland Council for funding;

· Auckland Council considers applications and determines the funding allocated following public consultation;

· there is separate policy and consideration for different types of amenity – for example, safety, arts and culture and facilities;

· a three year rolling funding cycle with supporting information would apply; and

· the amenities annually report to the Auckland Council.

This option replicates many of the policy intentions of the Strong Funder option within Auckland council formulated policy, though without the legislation or the Funding Board. As council policy, the funding model/policy framework would be amenable to any amendment subsequent councils may require.

Evaluation

33. The evaluation involves considering the performance of each option against the criteria, relative to the performance of the status quo. Working closely with the amenities representatives, this process is currently underway and the results will be reported to the Finance and Performance Committee on 17 September 2015. The evaluation will identify the preferred option/s which may be a refined version, comprising different elements of the options proposed.

34. Local board feedback on the level of changes proposed in the options and the impacts on local boards and local communities (if any) is sought and will be an input into the evaluation along-side feedback received from the Funding Board and Regional Facilities Auckland.

35. From the work completed to date it is clear that Option 4- ‘Alignment/Groupings’ is compromised. The idea of grouping amenities by the nature of their operations is unworkable due to the extent of the difference between each of the regional amenities. The other features of this option continue to offer merit however and will be included in the evaluation.

36. Implementation is a particular consideration in addition to the identified criteria. With the exception of the status quo, each option will require further work to become operational. The amount of work required and the level of complexity is likely to:

· be less from options seeking improvement within existing frameworks (options 2, 3 and 4);

· increase where improvements are sought through amendments to the Act (options 5 and 6); and

· further increase with the repeal of the Act and its replacement by an alternative regime (option 7).

37. Seeking amendments to or the repeal of the Act would require sponsorship by a Member of Parliament to drive it through the Parliamentary processes. These include three readings in Parliament and the Select Committee Hearings process. The Act is a private Act. A private bill seeking changes would be subject to parliamentary processes required, and it is not possible to indicate the time it might take for it to be enacted.

Next Steps

38. Local board feedback will be collated and incorporated into the final report to the Finance and Performance Committee on 17 September 2015.

Consideration

Local board views and implications

39. The ARAFA funding model review considers the funding model established under the ARAFA legislation and will not directly impact on local board funding or decision-making. However, communities across all of Auckland are able to benefit from the services and facilities provided by the amenities funded through the Act.

40. Local board views on the level of change proposed in the options and their impacts on local boards (if any) are being sought via this report. This report follows a memo circulated to local board chairs in February 2015 and a briefing to local board chairs and members on 22 June 2015. This report follows the structure of that briefing while elaborating on the information provided.

Māori impact statement

41. The ARAFA funding model review focuses on how Auckland Council’s funding contribution to the specified amenities is determined. Using Whiria Te Muka Tangata: The Māori Responsiveness Framework as a lens there do not appear to be any statutory or treaty obligations, direct Māori or value Te Ao Māori outcomes affected by this review. Enquiries were made of mana whenua in March 2015 to ascertain whether the ARAFA funding model review held any interest. No interests were identified.

Attachments

No.	Title	Page
a View	Auckland Regional Amenities Funding Act Review (Under Separate Cover)

Signatories

Authors

Alastair Cameron - Principal Advisor CCO Governance and External Partnerships

Wayne Brown - Lead Strategic Advisor Strategic Scanning

Authorisers

Denise O’Shaughnessy - Manager Strategic Advice

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2015

Monthly Local Board Services report - July 2015

File No.: CP2015/14320

Purpose

1. The purpose of this report is to keep track of progress against the outcomes identified in the Devonport-Takapuna Local Board Plan, and to provide members with an overview of local board activity during the past month.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the report.

b) approve the expenditure of $7,300 from the Parks Response Fund to assess the public car parks in the reserve land adjacent to Sunnynook Road, Sycamore Drive and Tonkin Drive for restricted parking.

c) approve the expenditure of $1953.90+GST to allow Chairperson Joseph Bergin to attend the Ministry for the Environment’s Making Good Decisions Course in November.

Board briefings

2. The following regional and sub-regional briefings with the Devonport-Takapuna Local Board took place in July:

· Alcohol Ban/Dog Access Review information evening (1 July);

· Auckland Transport update on surveys – Lake Road (20 July);

· Local Board Chair’s Forum (27 July);

· Local board briefing – development of the Arts and Culture Strategic Action Plan (29 July).

3. Devonport-Takapuna Local Board briefings occurred on 13 July and 28 July, 2015. The record of briefing for 13 July is attached to a separate report on this agenda, and the 28 July record of briefing is attached to the 4 August extraordinary meeting agenda.

4. The board briefing on 25 August is scheduled to cover the following:

· Local board stormwater priorities workshop – Hibiscus Coast;

· Takapuna Beach Stormwater Outflows;

· Auckland Transport Forward Work Programme;

· New Event Permit Fees; and

· Inorganic Service.

Strategic updates

Parks

Parking restrictions around Sunnynook Park

5. As the popularity of public transport has increased, so has the demand on local car parks by people using private vehicles to travel to public transport nodes. In Sunnynook, this demand now means that the main car park adjacent to Sunnynook Community Centre is regularly full or close to full by 8:30am, leaving little room for vehicles using the park or the community centre. The issue is also a problem for the community constable, who is often forced to park away from the car park, resulting in the police vehicle partially blocking the footpath.

6. A potential solution to the unintended use of the car park as a park and ride facility is to introduce parking restrictions. Staff suggest that P180 restrictions would be most appropriate, with the final details to be informed by the police and the Sunnynook Community Centre management. The same restrictions would have to be introduced at the car park beside the rugby league clubrooms on Sycamore Drive, and the car park beside the playground in Tonkin Drive. These restrictions are necessary to avoid the park and ride behavior being displaced to these other nearby car parks.

7. None of the car parks are in the road reserve, and as a consequence Auckland Transport is unable to enforce parking restrictions without them being assessed by appropriate specialists, and prepared to a standard meeting the requirements for enforcement. The cost of the preparatory work is $7,300+GST for the three car parks, and does not include the installation of new signage or any new line marking. The line marking and signage costs will not be known until the assessment is complete and the plans prepared by specialists. The costs are broken down as follows:

· Sunnynook Road car park: $2,800+GST;

· Sycamore Drive car park: $2,400+GST; and

· Tonkin Drive car park: $2,100+GST.

8. Once the plans are prepared, they will be considered by Auckland Transport’s executive committee for approval.

9. The Devonport-Takapuna Local Board is required to pay the costs of the assessment, the installation of signage and any necessary car park marking. In order to solve problems created through the use of these car parks as park and rides, it is recommended that the board approve payment from its Parks Response Fund. The cost of signage and road marking would have to be met from the board’s capital fund.

Gazettal of lot 1 DP 18501 – Takapuna Beach Café land lease

10. At its 18 February 2014 meeting, the board asked the Governing Body to have Lot 1 DP18501 gazetted as a recreation reserve. This lot is the only one of 10 lots forming part of the northern activity zone of Takapuna Beach Reserve not already having that status, instead being classified fee simple. Gazettal of this land as recreation reserve was approved by the Parks Sport and Recreation Committee on 9 September 2014 acting on its delegation from the Minister of Conservation. The process following the committee’s approval was signed off on 3 August 2015, and printed in the 6 August 2015 Gazette. The notice is included as Attachment A for information.

Korean Gardens

11. A milestone for the Korean Garden project was reached in early August with the arrival of a large stone arriving from Korea, which will be used as a memorial to New Zealand soldiers who served in Korea. The stone was quarried from the area in Korea where the New Zealand soldiers were based. It is stored near the Lake House Arts Centre and will remain there until the garden is completed. A ceremony marking the arrival of the stone was held on Saturday 8 August.

Transport

Lake Road Corridor Management Plan update to stakeholders

12. Auckland Transport met with representatives of various community groups on Monday 20 July to discuss results of the survey work that had been done to investigate traffic patterns on the Devonport Peninsula. The data that has been collected is rich with information that can be used to look to address the congestion problems. Most of what was presented was not surprising, but it confirmed Lake Road’s status as a congested throughfare, with the congestion extending beyond the normal rush hour peaks including weekends. One surprise in the results was the discovery that the traffic is not “tidal”, meaning that there is no predominance of traffic one way at certain times of the day which is reversed at other times. The Corridor Management Plan is expected to be completed before December 2015.

Environment

Wairau Creek Sediment management report

13. A report covering the issues and options for consideration is now complete. Staff are reviewing the report and its recommendations and will present it to the board at the September meeting.

Bylaws and Regulatory

Dog access bylaw

14. Submissions have closed for the review of the dog access bylaw, with approximately 500 submissions received. Of those, approximately 45 noted their wish to be heard. Local board support staff are currently in the process of contacting and confirming these submitters. Once confirmed, these verbal submissions will be considered by a panel of the board beginning 19 August.

Governance

Making Good Decisions course

15. Each year the board considers applications from members wishing to attend the Ministry for the Environment Making Good Decisions course, which is a required qualification for members wishing to sit on resource management hearings panels. The Chairperson has indicated an interest in attending the next foundation course, which will be held on 10 November 2015.The cost of the course is $1953.90+GST and will be funded from the Devonport-Takapuna Local Board professional development budget line. It is recommended that the board consider paying for the Chairperson to attend the November course.

Consideration

Local board views and implications

16. Local board views are sought via this report.

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Gazettal notice, Lot 1 DP18501	65

Signatories

Authors

Chris Dee - Senior Local Board Advisor

Haley Scovell - Local board Advisor

Authorisers

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

18 August 2015

Special Exemption (Section 6) Fencing of Swimming Pools Act 1987

File No.: CP2015/15805

Purpose

1. This report seeks a decision from the Devonport-Takapuna Local Board on the following application for special exemption from some of the requirements of the Fencing of Swimming Pools Act 1987 (the Act).

Executive Summary

2. An application for an exemption for swimming or spa pools has been received from the owners of:

i. 20 Hamana Street, Narrowneck

3. The application received does not comply with the Act. Pool inspectors have inspected the property and consulted with the applicant. Full assessment reports are attached to this report.

4. The local board must now resolve to grant, grant subject to conditions or decline the exemptions sought.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) grants the exemption to 20 Hamana Street, Narrow Neck to have a thoroughfare through the immediate pool area to the front door with the conditions that the gate is self-closing and latching, the back fence meet the ‘gap’ requirements, the keypad and intercom is maintained in good working order, the tie back is removed from the gate and this exemption is granted to the current owner only.

Comments

Background

5. Auckland Council pool inspectors have inspected each property for which an application for special exemption from the Act has been received. In each case, the swimming pool fencing does not comply with the Act. The details of the non-compliance are specified in the attachments to this report.

6. Auckland Council pool inspectors have consulted with the applicants in each case. The applicants have been made aware of council’s requirements to ensure fencing is compliant with the Act, and they have chosen to seek a special exemption from those requirements.

Legislative implications

7. Compliance with the Act is a mandatory requirement for all pool owners unless exemptions are granted by the local board.

8. The Act requires pool owners to fence their pool, or all or some of the immediate pool area including the pool itself. Specific detail on this is contained in the schedule to the Act. If a pool does not have complying fence it is an offence under the Act, unless exempt.

9. An exemption can only be granted by the local board after a consideration of the particular characteristics of the property and the pool, other relevant circumstances and taking into account any conditions it may impose. Then, only if “satisfied that an exemption would not significantly increase the danger to young children”, can an exemption be granted.

10. The definition of the immediate pool area, which is “the land in or on which the pool is situated and as much of the surrounding area that is used for activities or purposes related to the use of the pool”, is a key consideration for granting an exemption.

11. Where a building forms part of the pool fence and there are doors opening into the pool area, the local board may grant an exemption from compliance with clauses 8 and 10 of the schedule to the Act. It may exempt if it is satisfied that compliance with the Act is impossible, unreasonable or in breach of any other Act, regulation or bylaw and the door is fitted with a locking device that when properly operated prevents the door from being readily opened by children under the age of six years.

12. When granting a special exemption, the local board may impose reasonable conditions relating to the property or the pool or reflecting other relevant circumstances. These may include:

· making the exemption personal to the applicant so that on a sale of the property a new owner will need to apply for a new exemption; or

· granting the exemption for a fixed term irrespective of changes of ownership.

13. Any exemption granted or condition imposed may be amended or revoked by the local board by resolution. The rules of natural justice would however dictate that this action should not be taken without informing the pool owner and giving them the opportunity to be heard.

Consideration

Local board views and implications

14. Local boards have delegated authority to approve exemptions to the Fencing of Swimming Pools Act.

Before making an exemption, the local board must consider:

· the particular characteristics of the property and the pool;

· any other relevant circumstances; and

· conditions it may be necessary to impose.

15. The local board must also be satisfied that the exemption would not significantly increase the danger to young children.

16. The local board may resolve to grant, grant subject to conditions, or decline the application for special exemption.

17. If the application is declined the applicant will be required to fence the pool in accordance with the Act.

Māori impact statement

18. There are no particular impacts on Maori that are different from those of other pool owners.

Implementation

19. The decision must be made by resolution and contain conditions (if any).

Attachments

No.	Title	Page
a View	20 Hamana Street, Narrowneck (Under Separate Cover) - Confidential

Signatories

Authors

Phillip Curtis - Senior Swimming Pool Specialist

Authorisers

Barry Smedts - Manager Compliance

Eric Perry - Relationship Manager

Chairperson	Joseph Bergin
Deputy Chairperson	Dr Grant Gillon
Members	Mike Cohen, QSM, JP
	Dianne Hale, QSO, JP
	Jan O'Connor
	Allison Roe, MBE

Authors	Neda Durdevic - Democracy Advisor
Authorisers	Eric Perry - Relationship Manager