Agenda of Maungakiekie-Tāmaki Local Board

Maungakiekie-Tāmaki Local Board

15 October 2015

Report back on 2014/2015 Local Environment Work Programme and 2015/2016 Proposed Local Enviroment and Waste Minimisation Programme

File No.: CP2015/18319

Purpose

1. To provide a report back on the environment work programme funded by the Maungakiekie-Tāmaki Local Board (the board) in 2014/2015.

2. To present a proposed work programme supporting the board’s 2015/2016 budgets for Manukau Harbour Water Quality Improvements ($40,000) and Tāmaki Estuary Panmure Basin Water Quality Improvements ($40,000).

Executive Summary

3. In 2014/2015, the board provided funding of just under $150,000 to support the delivery of a local environment work programme. The work programme included ecological restoration at local parks and reserves and water sensitive design education, as well as specific support for the Manukau Harbour Forum work programme. This report provides the board with a summary of the achievements of the board’s 2014/2015 environment work programme.

4. The report also recommends continuing a similar environment programme in 2015/2016. However, ecological restoration projects will now be managed by local and sports parks with technical advice provided by Infrastructure and Environmental Services.

Recommendations

That the Maungakiekie-Tāmaki Local Board:

a) Notes the achievements of its 2014/2015 environment work programme.

b) Approves the 2015/2016 environment work programme as outlined below;

Budget Line	Project	Objective	Cost
Manukau Harbour Water Quality Improvements	Manukau Harbour Forum	· To support year 2 of the Manukau Harbour Forum work programme	$11,889
	Water Sensitive Onehunga	· To deliver a water sensitive design programme in 1-2 schools in the Manukau Harbour catchment.	$15,000
	Industry Pollution Prevention Programme	· To support prevention of pollution at source through a proactive educational programme, targeting business and industry in Penrose Onehunga	$24,000
Tāmaki Estuary Panmure Basin water quality improvements	Water Sensitive Glen Innes	· To deliver a water sensitive design programme in 1-2 schools in the Tāmaki catchment.	$15,000
Tāmaki Estuary Panmure Basin water quality improvements	Ko Au Te Awa	· To provide a grant to Ko Au Te Awa to continue ecological restoration of the Omaru Creek.	$10,000
Waste Minimisation	Tāmaki WRAP	· To support Tāmaki WRAP to deliver a waste minimisation project, focused on reducing plastic bag us	$10,000
Total			$90,000

c) Notes that funding for the Manukau Harbour Forum was agreed at the board’s May 2015 meeting.

d) Notes that ecological restoration projects funded as part of the environment work programme in 2014/2015 are now delivered through the local parks work programme.

Comments

5. The board’s 2014/2015 local environment work programme was funded through budgets supporting ecological restoration in four local reserves ($65,650), and two separate budgets for water quality improvements in the Manukau Harbour and Tāmaki Estuary Panmure Basin ($80,800).

6. Table 1 below provides a summary of the achievements and outcomes of the 2014/2015 local environment work programme.

Table 1: Summary of 2014/2015 Local Environment Work Programme

Budget Line	Project	Achievements
Ongoing ecological restoration	Apirana Reserve restoration	· Key weed species controlled this year include woolly nightshade, privets, blue morning glory and Japanese honeysuckle a complete list is provided in Table 2. · Infill planting of 500 plants · A final report back from our contractor is appended at Attachment A.
	Bycroft Reserve	· Infill planting was undertaken in early June 2015. · Key weed species controlled include madeira vine, moth plant, wattle and woolly nightshade seedlings, a large phoenix palm and an area of pampas. · A final report back from our contractor is appended at Attachment B.
	Captain Springs Reserve	· The 2014/2015 work programme focused on controlling a number of weed species and undertaking infill planting. · Positive feedback was received from a dog walker that the reserve has changed substantially over the years and is no longer a “swamp”. · A final report back from our contractor is appended as Attachment C.
Manukau Harbour Water Quality Improvements	Manukau Harbour Forum	· In 2014/2015, the Forum’s work programme focused on developing a strategic communications plan, including developing content for the Manukau Harbour Forum and Manukau Harbour pages on the Auckland Council website as well as the ongoing newsletters to stakeholders and interested parties. At the time of writing, a total of three of the flagship sites events had been held. · A report back to the Forum on its 2014/2015 work programme was considered at the Forum’s August 2015 meeting. A copy of that report is appended as Attachment D.
	Arthur Street, Onehunga Restoration project	· The community group – the Onehunga People’s Garden – have now become a not for profit society which will enable them to access alternate sources of funding and become a more sustainable group.
	Industry Pollution Prevention Programme	· A total of 122 businesses were visited by the programme from May to July 2015. A total of 33 sites (27%) visited required a follow-up visit. · A brief report back is appended at Attachment E. · This project was funded from the Tāmaki Estuary budget line.
	Water Sensitive Onehunga	· This project provided education to residents in Arthur Street, Onehunga on the impacts of stormwater from residential properties. · A total of seven properties were retrofitted with low impact design features to reduce each site’s stormwater impact. · A full report back on the project is appended at Attachment F.
Tāmaki Estuary Panmure Basin water quality improvements	Ko Au Te Awa	· At the time of writing, a formal report back on this project had not yet been received from KATA. A photo essay is appended at Attachment G.
Tāmaki Estuary Panmure Basin water quality improvements	Water Sensitive Glen Innes	· The Water Sensitive Glenn Innes was delivered into St Pius X Catholic School by the Roots Collective (lesson plans and teaching sessions) and Stormwater Solutions Limited (installation and demonstration of water saving devices). · The Roots Collective delivered five lesson sessions, each consisting of one class in the morning and one in the afternoon from 3 June 2015. An opening ceremony was held as part of lesson four on 17 June 2015, for the newly installed water tanks and to acknowledge and celebrate the students work and involvement in the water sensitive project. · Reports back from The Roots Collective and Stormwater Solutions on this project are appended as Attachments H and I.

7. As part of the board’s decision making on its overall locally driven initiatives (LDI) budget, all ecological restoration funding will be managed by the local parks team. The new 2015/2016 budget – Parks environmental projects – will include restoration works on the above projects and be managed by staff in the local parks team. However, ongoing technical advice to the projects will be provided by staff in Infrastructure and Environmental Services.

8. The prioritisation of parks and reserves for this investment was developed from the ecological prioritisation report for local parks and reserves. It is recommended that this prioritisation be reviewed in the first half of 2016 so that it can be used to inform the next local board strategic planning round.

9. Other than the ecological restoration projects, in 2015/2016, it is recommended that the board agree a similar work programme supporting water sensitive design programmes in local schools, an IPPP in Penrose Onehunga, and community-led ecological restoration.

10. In 2014/2015, the IPPP in Penrose and Onehunga was funded through the Tāmaki Estuary budget line. It is recommended that $11,000 of funding from that budget line be similarly reallocated to the proposed Onehunga IPPP this financial year. This will allow for a much more comprehensive IPPP reaching a target of up to 200 businesses, as discussed further in paragraph 17 below.

11. Table 2 summarises the proposed 2015/2016 environment work programme with additional detail provided in paragraphs 12 to 30 below.

Table 2: Proposed 2015/2016 Local Environment and Waste Minimisation Work Programme

Budget Line	Project	Objective	Cost
Manukau Harbour Water Quality Improvements	Manukau Harbour Forum	· To support year 2 of the Manukau Harbour Forum work programme	$11,889
	Water Sensitive Onehunga	· To deliver a water sensitive design programme in 1-2 schools in the Manukau Harbour catchment.	$15,000
	Industry Pollution Prevention Programme	· To support prevention of pollution at source through a proactive educational programme, targeting business and industry in Penrose Onehunga	$24,000
Tāmaki Estuary Panmure Basin water quality improvements	Water Sensitive Glen Innes	· To deliver a water sensitive design programme in 1-2 schools in the Tāmaki catchment.	$15,000
Tāmaki Estuary Panmure Basin water quality improvements	Ko Au Te Awa	· To provide a grant to Ko Au Te Awa to continue ecological restoration of the Omaru Creek.	$10,000
Waste Minimisation	Tāmaki WRAP	· To support Tāmaki WRAP to deliver a waste minimisation project, focused on reducing plastic bag us	$10,000
Total			$90,000

Manukau Harbour Water Quality Improvements

Manukau Harbour Forum

12. The board agreed to fund year 2 of the Manukau Harbour Forum (the Forum) work programme at its May 2015 meeting (MT/2015). It is recommended that funding for the Forum be allocated from the board’s Manukau Harbour water quality improvements budget line.

Water Sensitive Design (WSD) ($15,000)

13. In 2013/2014 the board funded the Water Sensitive Panmure Pilot for households. Learnings were taken from this pilot and incorporated into the Water Sensitive Onehunga project funded by the board in 2014/2015. During the Water Sensitive Onehunga project several households in Onehunga received education on storm water management, and had water sensitive ‘devices’ installed, such as rainwater tanks and rain garden tanks. In evaluating this project, it was noted that the public visibility of this water sensitive design (WSD) project was limited. It is suggested that in 2015/2016 in order to grow the visibility of the board’s WSD programme, the board support a WSD project at one to two local schools. One school has already been identified as a potential recipient of this project.

14. The selected school will participate in in-class, creative learning exercises and will be developed in partnership with Council’s EnviroSchools team and experienced contractors. The culmination of the project will be the incorporation of WSD features at the school. The school to participate in the project will be selected from those schools currently engaged in environmental education programmes.

Industry Pollution Prevention Programme ($15,000-$24,000 – depending on option chosen)

15. Over the past few financial years, the board has supported the delivery of an industry pollution prevention programme (IPPP) throughout the board area. In 2014/2015 the focus was on the large industrial area in the Penrose Onehunga catchment (see area in red below). In 2013 the Southdown area next to the 2014/2015 area was also covered (see area in pink below). It is recommended in 2015/2016 that the IPPP continue working within this large catchment. The proposed area for 2015/2016 is highlighted in green below.

Figure 1: Map of proposed Industry Polltution Prevention Programme

Other options

16. The board has previously supported a community group to undertake ecological restoration at Arthur Street. In the 2014/2015 financial year this group also received funding through the Environmental Initiatives Fund. It is proposed that no direct LDI funding be allocated to the group in the 2015/2016 financial year, noting that technical support will remain available to the group. During the past financial year the Arthur Street group formalised its structure and became an incorporated society. This allows them to apply for funding through the Council grants programme. If LDI funding were to be allocated to this community restoration project, the board would need to decide which of the above two projects it would fund as there is insufficient funding available to support all three projects.

17. As the Penrose Onehunga catchment is large there is an opportunity to continue with the smaller scale size, 80-120 businesses at a cost of around $15,000 or upscale it to cover 160-200 businesses at a cost of around $24,000. This requires a reallocation of budget from the board’s Tāmaki Estuary budget line (as occurred in 2014/2015). Table 3 below presents alternative options for the board’s Manukau Harbour budget line should the board not approve a reallocation of funding.

Table 3: Alternative Options for Manukau Harbour budget line

Option	Project	Funding
Option A (Preferred option)	Manukau Harbour Forum work programme	$12,000
	Industry Pollution Prevention Programme	$24,000
	Water Sensitive Design in schools	$15,000
Option B	Manukau Harbour Forum work programme	$11,889
	Water Sensitive Design in school	$13,000
	Industry Pollution Prevention Programme	$15,000
Option C	Manukau Harbour Forum	$12,000
	Industry Pollution Prevention Programme	$24,000
	Support for Arthur Street Restoration Programme	$4,000
Option D	Manukau Harbour Forum	$12,000
	Water Sensitive Design in schools	$20,000
	Arthur Street Restoration Project	$8,000

Tāmaki Estuary Water Quality Improvements ($40,000)

Water Sensitive Design ($15,000)

18. It is recommended that the board’s water sensitive design programme continue to focus on local schools in the Glen Innes area and build on the success of the pilot project with St Pius X School. It is suggested for the 2015/2016 financial year that funding be allocated to support one to two schools. A number of schools have been identified as potential recipients of this project.

19. The selected schools will participate in in-class, creative learning exercises led by The Roots Collective. The culmination of the project will be the incorporation of WSD features at the school. The schools to participate in the project will be selected from those schools currently engaged in environmental education programmes.

20. WSD programmes in schools support key local board objectives around healthy waterways and natural environment, as well as engaging and activating young people, expressed in the Local Board Plan.

Ko Au Te Awa ($10,000)

21. The board has supported restoration work along the Omaru Creek as part of its environment programme for the past three financial years. This work has been delivered through a community organisation – Ko Au Te Awa. It is recommended that the board continue to support this group through a community grant of $10,000. A grant will empower the group to develop their project further, with Council staff providing technical support where required. In addition, Watercare Services are undertaking a project further up the Omaru Creek which may provide opportunities for KATA to deliver restoration projects along the creek.

22. As well as supporting the board’s environment outcome, this project also supports the board’s aspiration to enable the area’s young people to be positively engaged in the community.

Other Issues

23. An IPPP has been delivered in Mt Wellington and the Omaru river areas in the past. As a result, a large area of industry in the Tāmaki catchment have received advice on site management to prevent pollution of waterways. As such, it is not recommended to run an IPPP in this area in 2015/2016. Our contractor believes there is more value in focusing attention on the Penrose Onehunga catchment, and avoid “visitation fatigue” through re-visiting the areas already covered on the Tāmaki Estuary Panmure Basin area.

Waste Minimisation

24. Supporting residents to reduce their use of plastic bags is highlighted in the Maungakiekie-Tāmaki Local Board Plan (the Plan). As such, the board have set aside funding of $10,000 in their LDI for a project to encourage reduction in plastic bag use. Supporting residents to reduce their use of plastic bags is highlighted in the Maungakiekie-Tāmaki Local Board Plan (the Plan). As such, the board have set aside funding of $10,000 in their LDI for a project to encourage reduction in plastic bag use. It is recommended that this funding be allocated to Tāmaki WRAP to develop and implement a community-led campaign to reducing plastic bag and packaging across the local board area.

25. If an additional $10,000 of funding was available, this would allow Tāmaki WRAP to resource local WRAPPERS to lead the campaign to raise awareness and catalyse behaviour change of residents and inspire local businesses to provide alternatives to plastic bags as well as funding for community-designed collateral such posters and workshops to design and make re-usable cloth bags etc.

26. Council has been supporting the Tāmaki WRAP group to undertake waste minimisation engagement and education in the Tāmaki and Riverside area. Their success in this area has enabled them to be involved in waste education projects taking place elsewhere in Auckland.

27. Regionally funded community education around waste minimisation in the board area is being delivered through Tāmaki WRAP and by the Multi-Education Support Trust in Onehunga. The Multi-Education Support Trust’s work is particularly focused on Pasifika communities. Along with the work described in paragraphs 26 above, regional funding supports a number of community waste minimisation education programmes available to Maungakiekie-Tāmaki residents. A full list and brief description of those projects is appended at Attachment J.

28. A key initiative in the Plan is the establishment of a community recycling centre in the board area. A scoping study was funded by the board in 2013. A review of the proposed resource recovery network in the central area is currently being undertaken in light of recent decisions by the Finance and Performance Committee to make funding available through the sale of a property to establish the resource recovery network in the central area (FIN/2015/618). The board will receive an update on the revised programme when more information is available.

Other Opportunities

29. The Enviroschools Programme is a long standing whole-school and early childhood centre approach which has been active in the Auckland region since 2002. The programme encourages young people to actively participate to help create a sustainable future for the Auckland region. The five Enviroschools in the board area are as follows;

· Bailey Road School;

· Onehunga Primary School;

· Oranga School;

· Sylvia Park School; and

· Tāmaki College.

30. An opportunity has arisen to for local boards to support their local Enviroschools through funding the purchase of new signage. The Toimata Foundation (formerly the Enviroschools Foundation) has developed an inspiring new sign to be placed outside each Enviroschool (example of the design is below). These signs will show the early childhood centres and schools’ commitment to sustainability and highlight the growing network of Enviroschools which are supported by Auckland Council.

31. The cost of purchasing this signage is approximately $565.00 ($113 per sign).

Consideration

Local Board views and implications

32. The proposed environment work programme has been developed to align with the outcome ‘A Healthy Natural Environment Enjoyed by our Communities’ expressed in the Plan. In particular, the projects suggested align with the following key initiatives noted in the Plan;

· Work with local business and industry to deliver environmental initiatives such as waterway restoration and pollution source control;

· Work with community and key stakeholders on water use efficiency and stormwater management;

· Work with residents and businesses to deliver…waste minimisation initiatives; and

· Establish a community-operated recycling centre as part of the Waste Management and Minimisation Plan.

33. The proposed water sensitive design programme in up to four local schools, and the ongoing work of KATA along the Omaru Creek support the board’s community development goals, in particular the provision of opportunities for young people to have a positive role in the community.

34. The proposed environment work programme has been developed in conjunction with the board’s environment portfolio holders. A workshop to discuss the future of the resource recovery network is planned for late October 2015.

Māori impact statement

35. No consultation with Maori was undertaken for the purposes of this report. Where the proposed projects impact on Maori, appropriate consultation will be undertaken.

Implementation

36. There are no implementation issues arising from this report. Regular reporting on project delivery will be through the Infrastructure and Environmental Services and Local and Sports Parks’ contributions to the quarterly performance report.

Attachments

No.	Title	Page
a View	Apirana Reserve - Final Contractor Report	17
b View	Bycroft Springs - Final Contractor Report	25
c View	Captain Springs Reserve - Final Contractor Report	31
d View	Manukau Harbour Forum Work Programme - Report Back	39
e View	Penrose Industrial Pollution Prevention Programme 2015	53
f View	Water Senstive Design Onehunga - Evaluation Report	55
g View	Ko Au Te Awa - Photo Essay	83
h View	Water Sensitive Design at St Pius X School - Report back from the Roots Collective	97
i View	Water Sensitive Design at St Pius X School - Report back from Stormwater Solutions	105
j View	Regional Waste Minimisation Work Programme	107

Signatories

Authors

Rebecca Hayden – Environmental Programmes Advisor

Jenny Chilcott – Senior Waste Planning Advisor

Authorisers

John Dragicevich - Manager Infrastructure and Environmental Services

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

15 October 2015

The spaces above the Maungakiekie-Tāmaki Offices

File No.: CP2015/19892

Purpose

1. To accept the findings of the feasibility study for the potential new layout of the space above the Maungakiekie-Tāmaki local board offices, confirm which masterplan option to go ahead with and confirm budget for the next stage.

Executive Summary

2. The space above the Maungakiekie-Tāmaki local board offices in Panmure is largely vacant, with a small portion used by police volunteers. Its redevelopment to maximise use would support identified goals in the Maungakiekie-Tāmaki Local Board Plan 2014 and previous work to identify and address community needs.

3. At its business meeting on 18 November 2014, the board allocated $15,000 for a feasibility study to understand the best use of the space.

4. The Panmure Citizens Advice Bureau (CAB) expressed an interest in moving into this space and their needs were taken into account when looking at design options.

5. A feasibility study was undertaken which identifies three potential masterplan options with a high level budget and timeframes for each concept. The three options propose reconfiguring the space for use by one larger organisation, such as the CAB, along with a number of smaller offices, shared toilets and kitchen facilities, and storage areas.

6. The masterplan could be progressed either as a single project or in stages, as funding becomes available.

7. If the board decides to progress one of these options, further work will be required with staff to confirm next steps, including funding.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) accepts the Feasibility Study dated June 2015 for the Space above the Maungakiekie-Tāmaki Local Board offices

b) confirms which masterplan option it would like to progress with

c) confirms budget for the next stage of work.

Comments

8. Above the Maungakiekie-Tāmaki Local Board offices (the space) there is a network of rooms comprising a waiting area, large office space, some smaller offices, meeting rooms, storage areas, bathroom and a small kitchen area. This area is accessible directly from Pilkington Rd and is isolated from other occupants in the building such as the local board and library.

9. A portion of the space has been leased to the police since 1992 and, in the absence of a police station in the area, and with the closest police stations in Mt Wellington and Glen Innes, it provides a police presence in Panmure. It is used mainly by police volunteers to provide assistance to people in the community and is staffed from 9am-12pm five days a week by a sole volunteer. This is dependent on volunteer availability and for some of this time it is unoccupied. It is also used as a meeting space for other police-related groups such as community patrols.

10. The majority of the space is in poor condition and unsuitable for tenancy. Maximising the use of this space by providing community office space for use by community organisations or by organisations that provide services to the community, has the potential to support goals identified with the Maungakieie-Tāmaki Local Board Plan 2014. Particularly “Community facilities and spaces that work for our communities”.

11. With the aim of increasing active use of community spaces and in direct response to the needs of communities in the Tāmaki subdivision, the 2014 Tāmaki Community Needs Assessment was undertaken. The space was included in this study along with four other community centres and halls.

12. The Needs Assessment revealed that pressing needs in Tamāki were:

· employment and skills development

· activities and spaces for youth

· safety and perceptions of safety

· housing

· welcoming community facilities.

13. One of the recommendations of the Needs Assessment was to investigate the best use of the space, with a particular focus on opportunities to support organisations that deliver training and employment services.

14. During engagement for the Needs Assessment, the Panmure Citizens Advice Bureau (CAB) noted that they were outgrowing their current offices in the Panmure Community Hall building which are in a poor condition. They expressed an interest in moving to the space above the board offices which are larger and have more direct access and visibility from the street. The CAB helps address a variety of needs in the community including budget advice and employment skills.

15. Given the potential to address some of the needs identified in the Needs Assessment with the utilisation of the space above the board offices, the interest of the CAB in moving into new offices, and the potential for the space to provide local community office space for a variety of organisations, at its 18 November 2014 business meeting the board allocated $15,000 to undertake a feasibility study to determine how the layout of the space could be altered to maximise its use.

16. At a workshop on 3 March 2015, the board requested that the feasibility study look specifically at opportunities to incorporate the CAB into the space and retain flexibility of the larger space. Support was given for the concept of sharing spaces such as the kitchen, bathroom facilities and meeting spaces.

Feasibility Study

17. The objectives of the feasibility study were to:

· understand the best configuration of the site to maximise use

· investigate options for multiple occupancy of the site, with the inclusion of the Citizen’s Advice Bureau as one of the possible occupants

· understand funding opportunities to cover fit-out costs and ongoing operational and maintenance costs associated with the site

· look at the possibility of retaining the largest space within the site and provide for flexible use of this space, including use as a site for training

· ensure that the fit out options are flexible enough to enable changes in future use or tenancy requirements

· provide opportunities for possible hot desking or short flexible spaces for variant use.

18. The feasibility study identified three masterplan options for configuring the space along with high level timeframes and costings.

19. The masterplans are very similar, the below table highlights the key attributes of the each one and their significant differences.

Attribute	Masterplan A	Masterplan B	Masterplan C
A main office space to the west of the space that could be used by a single organisation and suits the needs of the CAB	Yes	Yes	Yes
A shared staff room	Yes	Yes	Yes
Resource and storage rooms	Yes	Yes	Yes
A large area that could be used for training or meetings	Yes	Yes	Yes
4-5 smaller offices that could accommodate one to five desks	Yes	Yes	Yes
A cleaning cupboard	Yes	Yes	Yes
Toilet facilities, including an accessible toilet	Yes	Yes	Yes
A private office to the east	No	Yes	No
A second entry way creating two distinct areas within the space	Yes	No	Yes

20. The full feasibility study is attached as Attachment A.

Cost

21. Masterplans A and C are estimated to cost $616,000 with a ramp and second stair entryway, or $606,000 should the stairs be removed from the second entrance. The estimated cost for masterplan B is $550,000. The masterplans could be developed as a single project or delivered in stages.

22. There are four to five possible stages of development, which can occur independently as funding becomes available. It is important to note that staged delivery, while creating greater flexibility in development, is more expensive in the long-term due to additional requirements for site management and set up. It is estimated that staged delivery of masterplans A and C would require an additional $32,000.

23. Once developed, the space would also require ongoing maintenance and operational budget. The total annual cost would be dependent on the final scope of work.

24. Some operational costs could be recuperated through leasing of the space and there are currently 40 organisations, excluding the CAB, on the leasing wait list for office space in the area.

Next steps

25. Once a masterplan option is chosen, and budget is confirmed, Community Development, Arts and Culture department will work through the physical redevelopment process and the occupancy options with the board. Community leases would be responsible for securing appropriate occupancy for the space.

26. This table identifies estimated time required to complete the redevelopment and tenanting of the space including reporting times for local board decision making

Stage/Deliverable/dependencies*	Estimated time for completion	Key Responsibility
Source funding for next phase through the LTP process	3-4 months	Local Board Services
Redevelopment process	Approximately 10-11 months	Community Facilities CAPEX (CDAC)
- Detailed design (once funding confirmed)	3 months	Community Facilities CAPEX (CDAC)
- Consenting	3 months	Community Facilities CAPEX (CDAC)
- Demolition and Construction	4-5 months	Community Facilities CAPEX (CDAC)
Determine leasing processes such as EOI including potential anchor occupant and existing occupant.	2 months (to occur concurrently with detailed design)	Community Leasing (CDAC)
Implement EOI process	4 months (to occur when refurbishment is underway)	Community Leasing (CDAC)

Consideration

Local Board views and implications

27. “Community facilities and spaces that work for our communities” is a goal identified in the Maungakiekie-Tāmaki Local Board Plan 2014. Maximising use of this space to accommodate community groups and organisations will support the Local Board in achieving this goal.

28. A local board workshop was held on 3 March 2015 to discuss the feasibility study. The board’s views are reflected in this report.

Māori impact statement

29. According to 2013 census figures, 15% (6,111) of residents in the Tāmaki subdivision identify as Māori. Māori, along with other residents, will have the opportunity to benefit from the community use of the space as potential users of the space either as tenants or as receivers of a service offered by the tenants. How positive this impact will be for Maori in particular will depend on the exact nature of the services provided from this space.

Implementation

30. If the board decides to go ahead with one of the new masterplan options for the space, and budget is confirmed, Community Development, Arts and Culture department will develop a process for the redevelopment and with the community leasing team to undertake an EOI process. It is important to note that if a lease holder of the space is registered as a charitable trust, they may apply for funding from a number of sources. This funding could be used to support either specific site requires for the space, associated with the lease holder or for ongoing operational costs.

Attachments

No.	Title	Page
a View	The feasibility study for the space above the Maungakiekie-Tāmaki local board office	115
b View	Staging Estimate	131

Signatories

Authors

Peter Loud - Team Leader Community Facilities

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

15 October 2015

Space above the Maungakiekie-Tāmaki Local Board offices – Feasibility Study

June 2015

Space above the Maungakiekie-Tāmaki Local Board offices – Feasibility Study

Table of Contents

1. Executive Summary. 3

2. Introduction. 4

3. Objectives of Study. 4

4. Current Utilisation. 4

5. Condition Assessment 6

6. Development Options. 6

7. Implementation. 11

8. Operational Costs. 12

9. Potential Funding Sources. 13

10. Conclusion. 14

1. Executive Summary

The purpose of this study is to provide the Maungakiekie-Tāmaki Local Board with options and recommendations on the feasibility to upgrade and refurbish the space above the Maungakiekie-Tāmaki Local Board offices in the Panmure Library building. The study provides three Masterplan options, which have been designed to support recommendations identified in the Tāmaki Community Needs Assessment. As no budget was prepared prior to these investigations, the design options have been prepared on the basis of function not cost.

The options aim to maximise the flexibility of the space for use as shared office space with shared facilities, and allow for the redevelopment of the facility either as one project or in stages as the funds become available. The plans have been prepared to accommodate the specifications of the Panmure Citizens Advice Bureau (CAB) should they relocate to this space, while also meeting the needs of other user groups, including the current tenants New Zealand Police.

A preliminary cost plan has been prepared by BQH (Quantity Surveyors) which provides an estimate for the full implementation of the concept and a breakdown for the redevelopment to be undertaken on a staged basis.

Potential funding sources for the project have been identified and are listed in the report.

It is recommended that a budget for the project be confirmed allowing the concepts to be tailored to suit this budget.

2. Introduction

This feasibility study is being funded by the Maungakiekie-Tāmaki Local Board in order to understand design options and associated costs to refurbish the space above the Local Board offices, located within the Panmure Library.

The findings of the Tāmaki Community Needs Assessment was the key driver for this investigation. The space has been designed to maximise use and enable flexibility to support needs such as the provision space for employment and skill development training, along with safe, welcoming and well maintained community facilities. During engagement for the Needs Assessment, the Panmure Citizens Advice Bureau noted that they are outgrowing their current premises adjacent to the Panmure Community Hall. They indicated that they would be interested in investigating moving to the space above the local board offices if it were available and suitable.

Meetings were held with potential user groups, and the current tenants to determine their requirements. From these meetings and feedback from the Maungakiekie-Tāmaki Local Board the three masterplan options have been developed.

It should be noted that the design is limited to concept design only. A high level cost plan has been prepared from these concepts to inform the potential costs of the renovation of the facility.

3. Objectives of Study

The objectives of this feasibility study are to:

· review the current utilisation of the facility

· prepare a condition assessment of the site that considers the condition of the current facility, traffic issues, parking and any changes that may be affected by the District Plan and the Proposed Auckland Unitary Plan (PAUP)

· explore the feasibility of undertaking renovations

· investigate the special requirements of the potential user groups

· consider the potential of co-location of other organisations within the facility

· develop a high level concept design and associated implementation costs

· ensure that the proposed solution is multipurpose in its usage and will be suitable for multiple user groups

· estimate the ongoing operational and maintenance costs.

4. Current Utilisation

4.1 Existing facility

The existing facility comprises of a series of offices that are located in the north-western mezzanine above the Maungakiekie-Tāmaki local board offices in the Panmure Library.

The offices directly off this entrance are currently occupied by the police volunteers and have an area of approximately 116sq meters.

The presence of the police volunteers is semi-permanent with their office hours advertised as 9am – 12pm Monday to Friday. This service generally has one volunteer with public walk ins. This space is occasionally used by other police-associated groups outside of these hours.

The remaining area, which is largely unused, comprises storage facilities, smaller separate offices, a large open space area of approximately 145sq meters and a kitchen and toilet facilities.

Plans of the existing facility are attached as Appendix l.

4.2 Panmure Citizens Advice Bureau

The Panmure Citizens Advice Bureau (CAB), which is currently located in offices adjacent to the Panmure Community Centre, has indicated that they would be interested in re-locating to the space above the local board offices. This is because their current facility is in poor condition, and is currently working at capacity.

At a minimum, the CAB requires:

· two private meeting rooms to allow the volunteers to meet with clients

· an office for a Justice of the Peace who visits the facility on a part time basis

· a permanent office for the CAB manager

· a secure and private waiting area for clients.

Currently, their offices are used on an as required basis and staff do not have designated offices. This system works well for the volunteers and ensures that the office usage is maximised. The current facility also has an area set aside for the staff to use for down time, however due to the demand for space this area is often used by volunteers to meet with clients as well.

It is important to note that due to the nature of the work that is undertaken, the CAB requires areas that are private and secure to ensure the safety of their clients. A private entrance is preferable but not a requirement.

4.3 Other users

The Tāmaki Community Needs Assessment identified community need for training and skill development, such as CV writing. It also identified the need for local employment opportunities. This space has the potential to accommodate organisations that would address these needs.

There are 40 organisations currently on a waiting list for office space in the Maungakiekie-Tāmaki local board area. There are also opportunities for the space to house organisations for social enterprise or desk renting opportunities for small local businesses.

5. Condition Assessment

5.1 Site Conditions

The space for this study is located in the Panmure Library building located at 7-13 Pilkington Road above the Maungakiekie-Tāmaki Local Board Offices. The space includes a variety of offices with a single public entrance, storage, kitchen and toilet facilities.

The existing facility is in a rundown state and is in need of a significant upgrade and modernisation to bring it up to a state that would be considered acceptable for leasing it out to user groups. The facility lacks any heating, cooling or extract ventilation and access to the service areas are limited to one corridor. The complex has no accessible toilet facilities. This would need modification to meet accessibility requirements for community/council premises.

Parking is located on the street front of Pilkington Road. There is designated off road parking on three sides of the Library building. This parking appears to be well utilised.
There is also a large public car park directly opposite the building and good public transport options close by. It is not anticipated that parking will provide an impediment to the redevelopment of the facility. It should be noted that these comments are based on observations made during visits to the site and are not based on any quantitative studies of traffic flow in the area.

We do note that there is no accessible carpark adjacent to the main entrance to the upper level of the building and would recommend that the current car parking layout be amended to include this.

6. Development Options

6.1 Masterplan options

Three masterplan options have been developed to provide the following:

· accommodate more than one organisation

· ensure suitability for the CAB, should they relocate

· retention of the larger space to be used as a meeting or training room.

The masterplans are similar, maximising the use of the space and allowing for flexibility. The design options that have been investigated and developed have been done so with the intention of moving and relocating non-structural partition walls only, in order to minimise the cost of any upgrade. This will also allow for the interior spaces to be changed with a minimum of cost if the layout needs to be altered at any stage in the future.

They contain:

· a main office space to the west of the space that could be used by a single organisation and suits the needs of the CAB

· shared toilet facilities, including an accessible toilet

· a shared staff room

· resource and storage rooms

· a large area that could be used for training or meetings or hot desking

· 4-5 smaller offices that could accommodate from one to six desks

· a cleaning cupboard.

The differences between the masterplans are:

· Masterplan A includes a second entry way to service the offices to the east of the space. This enables the offices to the west (potential location for the CAB) to operate independently from the remainder of the space, providing privacy and security for the businesses operating out of this area. This option is more expensive requiring an additional $66,000 for the second entrance.

· Masterplan B has one additional office space. This option requires all groups to share a common entrance, but provides additional private space, increasing the number of organisations or groups that can use the space at one time.

· Masterplan C includes a second entry way ramp to service the offices to the east of the space. The layout of the offices to the east is different to Masterplan A and B and consist of five offices off a central corridor, which could be used by one organisation, or multiple organisations with provision for hot desking. The removal of stairs to the second entry way reduces costs of approximately $10,000, making this option $56,000 more than Masterplan B.

All masterplans have the potential to be developed as a single project or in stages as the funding becomes available. There are, however, some components of the redevelopment that should not be undertaken in this manner as they will have a significant impact on efficiency, cost and maintenance. An example of these are; the mechanical services installation and the security installations. Staged delivery is more expensive that completing all the work at one time due to requirements for such things as management of works and site inspections. Staged delivery is estimated to increase cost by $32,000 for Masterplan A and Masterplan C and $100,000 for Masterplan B.

6.2 Masterplan A

Masterplan A is the more flexible than Masterplan B as it enables the space to the west to accommodate a single organisation, such as the CAB, which is serviced by the existing entry way, maximising privacy and safety for this organisation. It proposes the creation of second entry point which would service all other offices so that they can operate separately from the larger office space and better accommodate the CAB should it relocate to this space. All offices would share toilet and kitchen facilities.

The area proposed for the CAB has been designed so that it is flexible for use by any community organisation and includes a reception area.

The following tables provide a breakdown of the estimated overall project cost, (excluding GST):

Description	Project cost
Professional Services	$ 84,000
Council & Consent Fees	$ 9,000
Building Construction	$ 467,000
Construction Contingency	$ 56,000
TOTAL	$ 616,000

6.3 Masterplan B

Masterplan B proposes a single entry way to service all the offices within the space. As a result, this is the cheaper of the two options. The con of this option is that it is less flexible and may compromise the safety and privacy of customers for the larger organisation. This option does, however, provide an addition private office space.

The following tables provide a breakdown of the estimated overall project cost, (excluding GST):

Description	Project cost
Professional Services	$ 84,000
Council & Consent Fees	$ 9,000
Building Construction	$ 401,000
Construction Contingency	$ 56,000
TOTAL	$ 550,000

6.4 Masterplan C

Masterplan C is the more flexible than Masterplan B as, like Masterplan A enables the space to the west to accommodate a single organisation. It proposes the creation of second entry ramp which would service all other offices so that they can operate separately from the larger office space and better accommodate the CAB should it relocate to this space. All offices would share toilet and kitchen facilities.

This Masterplan also provides an alternative layout for the offices to the east of the building. There are five offices located off a central corridor, which one larger office with capability for hotdesking or training. To accommodate for this layout there is slight reduction to the dimensions of the large open space.

The following tables provide a breakdown of the estimated overall project cost, (excluding GST):

Description	Project cost
Professional Services	$ 84,000
Council & Consent Fees	$ 9,000
Building Construction	$ 457,000
Construction Contingency	$ 56,000
TOTAL	$ 606,000

6.4 Staged Delivery

All three masterplans can be developed in stages as funding becomes available. Details of each of the different sections of development are described in detail below.

Section A: Construction of a reception area at the existing entrance, and a private waiting room. This stage also includes construction of four offices, a shared staff room, informal meeting room and a manager’s office.

Section B: Upgrade and renovation of the common services areas including relocating the staffroom so that it is more central to the entire facility. Renovation of the existing toilet facilities and the construction of an accessible toilet to service the entire facility.

Section C: Construction of a hub of individual and shared office spaces to the far end of the facility. These offices are designed to support individuals or groups.

Section D: Demolition of existing offices to create a large space and the construction of a storage facility. Installation of power and data services to the perimeter of the room to allow the facility to be multifunctional.

Section E: Development of the second entrance to the facility (required for Masterplan A and C only). The second entrance could include a ramp or a ramp and stairs. The estimated difference to include the stairs is $10,000.

The following table summarises the cost to carry out each section. These costs include an allowance of 18% for Professional Services fees (design, fire and structure), 2% for consents (only required if masterplan A or C is undertaken) and 10% construction contingency (figures exclude GST).

Description	Project cost
Section A	$ 200,000
Section B	$ 148,000
Section C	$ 94,000
Section D	$ 142,000
Section E (Masterplan A or C only)	$ 66,000*
TOTAL	$ 650,000

*This amount includes the provision of ramp and stairs

7. Implementation

7.1 Accessibility Report

A review of the accessibility requirements has been undertaken by ICR Architects to identify any further requirements for the proposed upgrade. The report recommends the creation of an accessible toilet, ensuring the doorways are accessible, and the designation of two accessible carparks. A full copy of the report is attached as Appendix lll.

7.2 Potential Planning Issues

The site is currently zoned Business 2 in the Auckland City Council (Isthmus) District Plan. This zone generally covers the main areas of retail and commercial activity outside of Auckland’s central area and allows for a mix of uses including education facilities, care centres, healthcare services, offices and community welfare facilities, including CABs.

Under the PAUP, the area is zoned Town Centre. This zone is applied to suburban centres, typically located on main arterial roads, which provide good public transport access. The zone provides for a wide range of activities including commercial, leisure, residential, tourist, cultural, community and civic services.

The proposed renovation of the facility has been reviewed by Campbell Brown Planners. Their advice is that as there is no change in use and no increase in the floor area of the facility there will be no requirement to apply for a resource consent for the proposed works and advise that the changes are a permitted activity under the current District plan. They have also reviewed the PAUP and advise that the proposed rules will have no effect on the proposed use of the facility. The only time that any redevelopment of the facility will trigger a resource consent is if the floor plan is increased, and as such the occupancy loads, and/or if the proposed use of the facility is changed.

Based on this advice there is minimal planning risk in upgrading the space as per one of these Masterplan options, no associated resource consent costs in undertaking the proposed renovations and no need to increase parking facilities.

7.3 Building Consent requirement

A requirement for building consent will only be triggered by the following works:

· construction of the accessibility toilet and relocation of the sink bench for the proposed staffroom

· construction of a second entrance into the building.

As one or both of the above are proposed in the masterplan options, it is likely that a building consent will be required for the proposed works.

Ministry for Building, Innovation and Employment (MBIE) guidance document states that the following does not require consent:

· Building work in connection with the interior of any existing non-residential building (for example, a shop, office, library, factory, warehouse, church, or school) if the building work: (a) does not modify or affect the primary structure of the building; and (b) does not modify or affect any specified system; and (c) does not relate to a wall that is: (i) a fire separation wall (also known as a firewall).

7.4 Detailed design matters

The proposed number of users will have an effect on the following design parameters:

· Fire – a revised fire report will be required and this will determine the occupancy numbers, egress requirements and the internal finishes requirements, an allowance has been made for this in the budget.

· Building egress – this cannot be determined until the occupancy numbers are known. This will be determined by the area of the facility, the access to emergency exits and the number of emergency exits.

· Mechanical services – this will be determined by the occupancy loading. An allowance has been made for this in the budget.

7.5 Timeframes

It has been assumed that the delivery of the work will follow Auckland Council processes for facility development. See Appendix IV for a full breakdown of the approximate timeframes for the redevelopment of the space associated with the concepts provided in this study.

8. Operational Costs

An estimate of the operational costs has been carried out based on similar facilities. The following table outlines the anticipated costs on a per desk basis. This does not take into account any potential income from the common area that could potentially be rented out on a casual basis to community groups.

Operational Cost per month (approximate)
Operational Cost per month (approximate)
Item	Per Desk	Per 6 desks (Section A)	Entire facility (17 desks)
Power, Wi-Fi, general OPEX	$ 54.00	$ 324.00	$ 918.00
Management - 5hrs per week @ $35/hr	$ 92.00	$ 552.00	$ 1,564.00
Common areas	$ 25.00	$ 152.00	$ 425.00
Total	$ 171.00	$ 1,026.00	$ 2,907.00

9. Potential Funding Sources

The following is a list of potential funding sources for the project. A detailed funding strategy should be prepared once scope and total cost have been determined. It is important to note that while the local board may not be eligible for funding, organisations that are registered as a charitable trust, who may tenant the building in the future, have the following funding opportunities available to them:

ASB Community Trust Auckland Community

· Applications to the ASB Charitable Trust will be accepted from charitable trusts or incorporated societies that have been registered with the Charities Commission or Companies Office for at least 12 months at the time of submitting an application.

· If the organisation is not deemed to be “charitable” but nevertheless has objectives which are beneficial to the community it may also qualify.

· The ASB have a number of categories that applications can fall under including people funding, which supports community organisations working to facilitate improved outcomes for high need communities in our region. The fund supports strengths-based programmes that focus on positive outcomes for children, young people and their families.

The Lion Foundation

· Funding for charitable trusts can be used for any charitable, philanthropic or cultural purpose that benefits the local community – both large and small.

· Funding is shared between the areas of community, which includes arts, culture, heritage and environment (30%), health (15%), sport (40%) and education (15%).

The Southern Trust

· Funding for community groups and charitable causes that benefit the community.

Lotteries Commission

· Community facilities funding is to support organisations to build new community facilities or improve existing community facilities. Requests for grants should demonstrate how the project will contribute to the achievement of a community benefit of a public nature within New Zealand.

· All Lottery grants are expected to contribute to one or more of the following fund objectives:

o supporting volunteers

o enabling people to help themselves

o promoting community wellbeing and addressing disadvantage

o promoting community participation, inclusion and identity.

Private funding

In addition to seeking funding from charitable trusts and lotteries, another option is to seek revenue through leasing the space, or sections of the space, to private businesses for office space, or for events. This option does not meet the needs identified in the Tāmaki Community Needs Assessment, but has the potential to provide revenue that could be re-invested in the development of the space, cover ongoing maintenance and off-set the cost of leasing to community and not-for-profit organisations. This option, however, would require further investigation and budget to implement as it would most likely require resource consent to change the use of the space from community to business.

10. Conclusion

This study reviews the options for upgrading the space above the Maungakiekie-Tāmaki Local Board offices in the Panmure Library building. Three masterplan options have been provided, which can be developed in a staged manner.

The proposed masterplans provide the Tāmaki community with a space that enables flexible offices and an open space that will assist the local board to address needs identified in the Tāmaki Community Needs Assessment. It also accommodates the potential re-location for the Panmure CAB.

A cost plan based on the full extent of the proposed changes has been prepared and is included in this report.

Maungakiekie-Tāmaki Local Board

15 October 2015

Renewal and Variation of Community Lease, Maybury Reserve, 74A Maybury Street, Glen Innes,

File No.: CP2015/18572

Purpose

1. This report seeks the Maungakiekie-Tāmaki Local Board’s approval for the renewal and variation of the community lease held by Adult Literacy Tāmaki Auckland Incorporated at Maybury Reserve, 74A Maybury Street, Glen Innes.

Executive Summary

2. Adult Literacy Tāmaki Auckland Incorporated owns the buildings and improvements within its leased area on Maybury Reserve. The reserve is held by the Crown through the Department of Conservation and is vested in Auckland Council in trust. (Attachment A)

3. Adult Literacy Tāmaki Auckland Incorporated (Adult Literacy) was previously operating as Glen Innes Adult Literacy Scheme Incorporated, which was granted the lease on Maybury Reserve in 2004.

4. In 2011, the Incorporated Society website noted the dissolution of the Glen Innes Adult Literacy Scheme. The group continued operating as Adult Literacy Tāmaki Auckland Incorporated which has applied for the renewal of the lease. The lease will be varied to record this name change.

5. The current lease was granted from 1 October 2004 for an initial period of five years with two further rights of renewal of five years each. This renewal application is for the final term of the lease, from 1 October 2014 to 30 September 2019. Adult Literacy pays rent of $500.00 plus GST per annum.

6. Community groups exercising a right of renewal are asked to consider having their community lease varied to include a Community Outcomes Plan. Adult Literacy wishes to continue its community lease for this final term without the addition of a plan.

7. This report recommends granting the renewal of lease to Adult Literacy Tāmaki Auckland Incorporated, in accordance with its current terms and conditions, for a period of five years commencing from 1 October 2014 until a final expiry on 30 September 2019.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Approves the renewal and variation of the community lease, to the Adult Literacy Tāmaki Auckland Incorporated at Maybury Reserve, 74A Maybury Street, Glen Innes on the following terms and conditions:

i) Term - 5 years commencing on 1 October 2014 until a final expiry on 30 September 2019.

ii) Rent - $500.00 plus GST per annum

b) Approves the amendment to the lease document to record the lease holder’s name as Adult Literacy Tāmaki Auckland Incorporated.

c) All other terms and conditions in accordance with the current lease agreement.

Comments

8. Adult Literacy Tāmaki, (previously Glen Innes Adult Literacy), has been delivering literacy services to adults for over twenty years. It operates during school terms tutoring approximately 200 students a year who have left school and are over the age of sixteen.

9. Affiliated to Literacy Aotearoa it receives contracts to provide services to target groups. With a small administration staff and a large number of tutors, including volunteers, it provides one on one and group classes encompassing many facets of daily living. These focus on:

· General literacy and numeracy

· Basic computers and financial literacy

· Employment skills and Industry training

· Drivers Licences tuition

· Health and Safety training

10. Referrals are received for students from organisations such as Mental Health and Probation Services and Work and Income. Adult Literacy also works closely with the local community, employers and schools. It is able to target programmes to students’ needs with a variety of specialist programmes, such as GFIT, Growing Financial Literacy in Tāmaki.

11. Adult Literacy is registered as an Incorporated Society and its audited accounts show proper accounting records have been kept. For the years ended December 2013 and 2014 income received from Literacy Aoteroa to deliver services totalled $197,450 and $179,643 respectively. Tutoring expenses and salaries for these years totalled $207,696 and $207,012. Community funding is also accessed for other expenses including equipment and building improvements.

12. Maybury Reserve is a classified recreation reserve. Any new lease application received from Adult Literacy following the expiry of the lease in 2019, will be subject to the Reserves Act 1977 requiring public notification and iwi consultation prior to considering a new lease.

Consideration

Local Board views and implications

13. The Local Board lease portfolio holders support the renewal of the lease to Adult Literacy.

Māori impact statement

14. Adult Literacy records 23.4% of its students as Maori.

15. Ensuring Adult Literacy’s presence and accessibility provides benefits for Maori and the community as a whole.

Implementation

16. The recommendations within this report fall within the local board’s allocated authority relating to community leases.

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

18. Council staff sought input from relevant council departments who provided support and no opposition for the renewal of the lease.

Attachments

No.	Title	Page
a View	Attachment A: Maybury Reserve, Glen Innes	145

Signatories

Authors

Robyn Campbell - Community Lease Advisor

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

15 October 2015

Renewal and Variation Of Community Lease, One Tree Hill Kindergarten, Massey Reserve, Greenlane

File No.: CP2015/18574

Purpose

1. This report seeks the Maungakiekie-Tāmaki Local Board’s approval to grant the renewal and variation of the community lease to One Tree Hill Community Kindergarten, at 21-27 Massey Avenue, Massey Reserve, Greenlane.

Executive Summary

2. One Tree Hill Kindergarten Incorporated (the kindergarten) owns the buildings and improvements within its leased area on Massey Reserve. The reserve is held in fee simple by Auckland Council as a classified local Purpose Reserve, which is consistent with the lease activities (Attachment A).

3. The kindergarten, along with the Scout Association of New Zealand (the scouts), commenced occupation on the reserve in 1959. The kindergarten and the scouts shared the use of the hall, each owning a 50% share in the building. The Kindergarten was the sole owner of the adjacent kindergarten room and office.

4. In an agreement dated 15 September 2010, the scouts transferred their share of the building to the kindergarten and the kindergarten granted the scouts a licence to use the premises. The period of the licence is for the same period as the kindergarten’s lease with Council, with both expiring in 2023.

5. On 8 September 2010 the council approved the kindergarten’s current lease, commencing 1 August 2008, for a period of five years with two further terms of five years each until a final expiry on 31 July 2023. The kindergarten pays rent of $250.00 plus GST for the lease. This application is for the first renewal term of the lease commencing 1 August 2013

6. Community groups exercising a right of renewal are asked to consider having their community lease varied to include a Community Outcomes Plan. The kindergarten has prepared a plan for the local board’s consideration. The lease will be varied to accommodate this (Attachment B).

7. This report recommends granting the first renewal of the lease to One Tree Hill Kindergarten Incorporated in accordance with the current terms and conditions, for a period of five years commencing on 1 August 2013 until expiry on 31 July 2018.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Approves the renewal of the community lease to the One Tree Hill Community Kindergarten Incorporated at 21-27 Massey Avenue, Massey Reserve, Greenlane on the following terms and conditions:

i) Term - 5 years commencing on 1 August 2013 to 31 July 2018

ii) Rent - $250.00 plus GST per annum.

b) Approves the variation to the lease to include the One Tree Hill Community Kindergarten Incorporated Community Outcomes Plan as part of the lease. Agreement.

c) All other terms and conditions in accordance with the current lease agreement.

Comments

8. One Tree Hill Kindergarten is a not-for-profit community kindergarten which provides education for three to five year olds. It is licenced for 40 children per session and provides five morning and four afternoon sessions each week for a roll of 70 families. Staff are fully trained and a head teacher oversees the daily running of the kindergarten, which has a history of positive ERO reports.

9. The kindergarten governance appreciates the importance of working closely with the community and local schools and it is developing further partnerships in this area. On Friday afternoons during school term, Playball which is a community sport and movement programme, is offered at the kindergarten for the benefit of both enrolled and local children.

10. While most families are recruited to the kindergarten via word of mouth, it also operates a website and makes use of letterbox drops. The local community have open access to the kindergarten’s playground outside of school hours and local residents also take an interest, keeping an eye on the facility during this time.

11. An elected parent committee provides the overall governance of the kindergarten. Parents are given a Parent Handbook on enrolment providing essential information and inviting their involvement.

12. In 2014 Education Review Office recorded the kindergarten as being well governed and managed. It is registered as both an Incorporated Society and a Charitable Trust and its audited accounts show that proper accounting records have been kept. For the year ended 31 December 2013, the kindergarten received funding of $329,080 from the Ministry of Education from which it paid $264,008 in teacher salaries.

13. The Scout Association continues to run weekly scout and cub groups each Monday evening during school terms. The period of the scouts’ licence is for the same period as the lease and will finally expire in 2023. The scouts pay an hourly rate of $12.50 per hour towards operating costs.

Consideration

14. The recommendations within this report fall within the local board’s delegated authority relating to local recreation, sport and community facilities.

15. In line with the Local Board’s priority of ensuring everyone benefits from and enjoys community spaces, the community is able to participate in the kindergarten’s weekly Playball programme and has access to the outdoor playground outside of session times.

16. Across council departments, with an interest in this facility, support the renewal of the lease to the kindergarten.

Local Board views and implications

17. The local board lease portfolio holders support the renewal of the kindergarten’s lease.

Māori impact statement

18. The kindergarten is taking steps to initiate relationships with Māori. Its strategic plan for 2014-2016, records a goal to extend links between whanau, kindergarten and the wider community.

19. The kindergarten incorporates the competencies of Tataiako into its everyday relationships, teaching, planning, teacher registration and appraisal processes.

20. Ensuring the centre is well maintained and accessible for all families in the Maungakiekie community benefits the whole community which includes Maori.

Implementation

21. The recommendations within this report fall within the local board’s allocated authority relating to community leases.

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

Attachments

No.	Title	Page
a View	Attachment A, Massey Reserve, Greenlane	151
b View	Attachment B, Kindergarten Community Outcomes Plan	153

Signatories

Authors

Robyn Campbell - Community Lease Advisor

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

15 October 2015

Hearing Panel Decision Report on review of alcohol bans in the Maungakiekie-Tāmaki Local Board Area 2015

File No.: CP2015/20370

Purpose

1. To decide which existing alcohol bans are to be retained after 31 October 2015.

Executive Summary

2. The Maungakiekie-Tāmaki Local Board has undertaken to review its existing local alcohol bans in its local board area using a public engagement process.

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

4. The local board appointed a hearing panel to receive, hear and deliberate on submissions and other relevant information and recommend changes to the local board.

5. The key recommendations of the panel are that:

· 65 alcohol bans meet the new higher statutory threshold and should be retained

· 52 alcohol bans do not meet the new threshold and should be allowed to lapse.

6. A full copy of the deliberations and decisions (including any amendments to areas and times) are contained in Attachment B and maps are contained in Attachment C.

7. The hearing panel also notes that the local board has the delegated authority to consider evidence to make a new alcohol ban.

8. The decision required of the local board is whether to approve the recommendations of the hearing panel.

9. Following the decision, staff will update the register of local alcohol bans to commence on 31 October 2015 and update signage.

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Make the alcohol bans recommended to be retained, as contained in Attachment B and Attachment C, pursuant to the Auckland Council Alcohol Control Bylaw 2014, with a commencement date of 31 October 2015.

b) Allow the alcohol bans recommended to lapse, as contained in Attachment B, on 31 October 2015.

c) Confirm that the decisions in (a) and (b) are in accordance with relevant requirements of the Local Government Act 2002 and Auckland Council Alcohol Control Bylaw 2014.

d) Requests that the Orākei Local Board make a 24 hours, 7 days a week alcohol ban for the area of the Glen Innes Train Station in the Orākei Local Board area (map 6 Attachment C)

e) Make the Ellerslie State Highway 1 footbridge alcohol ban to be 24 hours, 7 days a week (Map 2).

f) Requests the Puketāpapa Local Board make a 10pm to 7am daylight saving and 7pm to 7am outside daylight saving alcohol ban for the area of the Onehunga Foreshore Restoration Reserve alcohol ban in the Puketāpapa Local Board area (map 50 Attachment C).

g) Requests that the Regulatory and Bylaws Committee make a 24 hours, 7 days a week alcohol ban for that part of the access road to Ōtāhuhu (Mount Richmond) adjoining McManus Park (map 12 Attachment C).

h) Authorise the Manager Social Policy and Bylaws to make any minor edits or amendments to Attachment B and C to correct any identified errors or typographical edits.

Background

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

11. Alcohol bans prohibit the consumption of alcohol in public places and are enforced by the New Zealand Police using powers of search, seizure, and arrest. Penalties include an infringement fee of $250.

12. Recent changes to legislation require a review of existing alcohol bans against a new, higher threshold. This means that alcohol bans can only be retained in areas displaying high levels of alcohol-related crime or disorder.

13. Alcohol bans are made under the Auckland Council Alcohol Control Bylaw 2014, and local boards have the delegated responsibility to review existing local alcohol bans in their local board areas by 31 October 2015. This does not include a review of existing alcohol bans in areas of regional significance, which is the responsibility of the Regulatory and Bylaws Committee, nor consideration of new alcohol bans, which will be subject to a separate process (commencing after 31 October 2015).

Proposal

14. The Maungakiekie-Tāmaki Local Board, at its business meeting on the 21 May 2015 (resolution number (MT/2015/58), adopted for public engagement a proposal to:

· retain 41 existing alcohol bans

· lapse 85 existing alcohol bans unless sufficient evidence is provided through the public submission process.

15. The public engagement period opened on 19 June and closed 17 July 2015.

16. The proposed changes were notified as follows:

· a public notice in the New Zealand Herald

· on the Auckland Council website

· through social media, including Facebook and Neighbourly

· local board ebulletin (June and July 2015 editions).

17. Additional communication and engagement activities were undertaken as follows:

· through social media and print media

· a personalised letter to residents living in close proximity to parks where the proposal was to lapse a ban

· four public workshops held throughout the community.

18. All supporting documents were made available on council’s website and through local libraries and service centres.

19. A total of 53 submitters gave evidence for 42 alcohol ban areas. Thirty-five submitters gave general feedback not specific to an alcohol ban area.

Hearing and deliberations process

20. The Maungakiekie-Tāmaki Local Board appointed a hearing panel of the whole board to receive, hear and deliberate on submissions and other relevant information and make recommendations to the local board (resolution number MT/2015/58).

21. A total of 18 submitters indicated they wished to be heard. The hearing panel heard from 17 submitters on 18 August 2015 and held deliberations on all written and oral submissions on 18 August 2015.

22. Copies of all submissions received were made available.

23. In conducting hearings and making decisions, the hearings panel considered a range of the statutory and bylaw requirements, summarised in Attachment A. The most important requirements outlined in the bylaw are:

· evidence that the alcohol ban area has experienced a high level of crime or disorder that can be shown to have been caused or made worse by alcohol consumption in the area

· that the alcohol ban is appropriate and proportionate in the light of the evidence and can be justified as a reasonable limitation on people's rights and freedoms

· consideration of community-focused solutions as an alternative to or to complement an alcohol ban

· consideration of the views of owners, occupiers, or persons that council has reason to believe are representative of the interests of owners or occupiers, of premises within the area to which the alcohol ban will apply

· consideration of using one of the following times for consistency:

§ 24 hours, 7 days a week (at all times alcohol ban);

§ 7pm to 7am daily (evening alcohol ban)

§ 10pm to 7am daylight saving and 7pm to 7am outside daylight saving (night time alcohol ban)

§ 7pm on the day before to 7am on the day after any weekend, public holiday or Christmas/New Year holiday period (weekend and holiday alcohol ban).

Comments

24. The decisions of the hearing panel (including any amendments to areas and times) and summary of the evidence considered are contained in Attachment B and maps are provided in Attachment C.

25. The key recommendations of the panel are that:

· 65 alcohol bans meet the new higher statutory threshold and should be retained

· 52 alcohol bans do not meet the new threshold and should be allowed to lapse

26. The panel in making its decision:

· retained 48 areas that did not require geographical amendments however, in some instances times were amended to ensure the operative times are proportionate and appropriate in light of the alcohol-related crime or disorder.

· extended the existing geographical areas of 10 alcohol ban areas (there is sufficient evidence of alcohol-related crime or disorder to support the extended areas).

· retained the Sultan Street underpass and State Highway 1 footbridge alcohol bans. Both bans adjoin the Ellerslie Town Centre alcohol ban area within the Orakei Local Board area.

· subsumed 12 alcohol ban areas into five newly defined alcohol ban areas:

§ Glen Innes Town Centre (subsumes the Ruapotaka Reserve, the Taniwha Street Underpass, Pilkington Apirana Road Reserve and the addition of that part of the Glen Innes Train Station within the local board area)

§ Onehunga Town Centre subsumes 101 Church Street (noted in the proposal as Refugee and Migrant Services) and new areas including the Waller Street car park and the St Stephen’s Church grounds

§ Point England Reserve (and esplanade walkway) subsumes the Point England Reserve and the Point England Esplanade walkway (including associated car park)

§ Onehunga Foreshore Restoration Reserve subsumes Orpheus Drive Reserve and the open space area surrounding the Manukau Cruising Club and new areas planned for development including the beach and foreshore areas and associated walkway/cycleways

§ Waikaraka Walkway/Cycleway subsumes the Manukau Foreshore East Cycleway, Manukau Foreshore West Walkway and the Manukau Foreshore East Walkway.

27. The hearing panel also notes that the local board has the delegated authority to consider evidence to make a new alcohol ban.

28. The decision required of the local board is whether to approve the recommendations of the hearing panel.

Consideration

Local Board views and implications

29. Since the commencement of the review in November 2014 the local board at workshops has been presented with the statutory decision making requirements, review process options, and pre-public engagement process evidence to assist the local board in making decisions on which current alcohol bans will be retained after 31 October 2015.

Māori impact statement

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

31. Feedback from mana whenua representatives received at hui held in March 2015 supported alcohol bans in principle, and the belief that non-regulatory approaches should be considered to help reduce alcohol-related harm.

Implementation

32. Any decision on current alcohol bans to be retained or lapsed will require an update to the register of local alcohol bans and to signage. The updating of signage will be coordinated through the Integrated Bylaw Review and Implementation programme.

Attachments

No.	Title	Page
a View	Decision making requirements	161
b View	Deliberations table	163
c View	Maps of alcohol ban areas retained	181

Signatories

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

Maungakiekie-Tāmaki Local Board

15 October 2015

Auckland Transport Monthly Update Report - October 2015

File No.: CP2015/21064

Purpose

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

Executive Summary

2. The monthly catch-up meeting was held on 14 September 2015. Board Members Bartley and Verrall were present and received updates on:

· Changes to the “Links to Glen Innes Station” cycling and walking project and the upcoming consultation.

· Tetra traps and rough order of costing

· The remaining Local Board Capital Fund budget and possible underspends

· Double Decker bus route update

· Various other transport matters

Recommendation/s

That the Maungakiekie-Tāmaki Local Board:

a) Receive the Auckland Transport report, Maungakiekie-Tāmaki Local Board, October 2015.

Reporting Back

Consultation Report

3. No consultations have been forwarded to the Local Board for comment during the last reporting period.

Local Board Capital Projects

4. The Maungakiekie-Tāmaki Local Board has access to the Local Board Transport Capital Fund (LBTCF) for the construction of transport related projects in its area. This fund is administered by Auckland Transport. Each year, the Local Board’s allocation is $494,757 and this amount can be accumulated within each electoral term.

5. Maungakiekie-Tāmaki LBTCF budget for the current electoral term was $1.183 million. This has been allocated to the Onehunga Mall Upgrade project, the Princes Street pedestrian refuge, the Beachcroft Road improvement and the tetra trap project in Onehunga Bay. It is possible that there will be some underspends in both the Onehunga Mall upgrade project and the Beachcroft Road project. These underspends will be applied to the Onehunga Bay tetra trap project to a maximum of $267,000. The next month should bring more clarity around any further left over money. The Local Board can also allocate up to $494,757 from the LBTCF in the 2016/17 financial year.

Update on the Delivery of Current Transport Capital Projects

6. Onehunga Mall Upgrade Progress

April 2014 resolutions MT/2014/57:

c) allocates $645,000 from the Board’s 2014-2017 Transport Capital Fund.

May 2015 update:

· Updates to the LB are being managed by Auckland Council who are leading the upgrade project. Detailed design is expected to be completed by June and construction is due to begin in mid-August and to be completed by November 2015.

August 2015 update:

· This project is being delivered by Auckland Transport with Local Board funding. Work started on the project in August with footpath work.

October 2015 update:

· The project is on track to be completed at the end of November. As there have been some delays due to very poor weather conditions, the contractor has been carrying out Sunday works to stay on programme. At the time of writing, work was being carried out on the eastern side of Onehunga Mall with works extending into Arthur Street to include the pram crossing adjacent to the Arthur street traffic islands.

7. Beachcroft Avenue Pedestrian Improvements

March 2015 resolutions MT/2015/28:

b) authorises Auckland Transport to proceed with Option 1 and 4 for Beachcroft Avenue – Princes Street pedestrian improvement at a cost of up to $280,000 subject to consultation with adjacent landowners and further investigation of the need to relocate services, noting that if detailed design and costing is greater than the allocated amount this will come back to the board in a further report.

July 2015 resolutions MT/2015/105:

c) agrees that the financial allocation for the Beachcroft Avenue project be extended to $360,000.

May 2015 update:

· A project manager has been appointed to this project and he has appointed a consultant to undertake design work.

· A meeting with an affected landowner has been arranged to discuss the project.

June 2015 update:

· The meeting with the affected landowner was very positive. The Local Board confirmed the preference for the design by the Beachcroft/Church Street roundabout to be to construct a new 3m wide shared path cutting across the existing grass berm on the corner, removing the existing footpath and replacing it with grass berm. The project team is now working up some firm cost estimates to come back to the Local Board.

July 2015 update:

· The completed design work has indicated some extension to the budget is necessary.

August 2015 update:

· Consent is being obtained for tree work so there will be a small delay to the project starting. It should be completed in line with the foreshore project.

October 2015 update:

· A contractor has been engaged and work on the site is expected to begin on Monday 6 October. It is anticipated that the work will take six weeks to complete and that the shared path will be able to be opened together with the new park.

8. Tetra Trap Installation – Onehunga Bay

September 2015 resolutions MT/2015/148

c) allocates the remaining $170,000 from their 2015-16 Local Board Capital Fund budget and any underspends from the current 2015-16 Local Board Capital Fund budget for tetratrap installation in the Onehunga Bay Catchment (Maungakiekie-Tāmaki portion only) to a maximum of $267,000 and requests Auckland Transport to deliver the project.

October 2015 update:

· Auckland Transport notes the resolution of the Maungakiekie-Tāmaki Local Board.

Links to Glen Innes Station – Consultation

9. The scope of this project changed with a refocus to improvements in the Glen Innes area. Glen Innes has been identified as a future growth zone under the Auckland Unitary Plan and this project aims to improve walking and cycling facilities in the area. This is part of an NZTA/AT initiative to align public transport hubs with employment and education centres and other key destinations and has attracted funding from NZTA’s Urban Cycleway programme.

10. The Urban Cycle Fund made available an amount of funding to develop cycle networks around key public transport hubs in Auckland. Glen Innes, as a spatial priority area and area of focus for transport improvements, has been identified as a location for investment. Auckland Transport propose to run some preliminary engagement in Glen Innes to identify the key barriers to cycling to the rail station and to find out from local people which routes would be most beneficial for improvement. It is proposed to develop a project for investigation in 15/16, to be constructed in 17/18.

11. Consultation on this project is now due to start on October 12, after the school holidays. The consultation material will be sent to the Local Board as soon as it is available

Proposed New Network Public Transport Network for Central Auckland

12. Over the next few years Auckland Transport is moving to a simpler and more integrated public transport network for Auckland. This will deliver a New Network of buses, trains and ferries that will change the way people travel – including the need for some passengers to transfer at key interchanges. In return, the New Network will allow more passengers to simply ‘turn up and go’ rather than plan trips around a timetable. It will offer flexible travel options over large parts of the city, making public transport more useful for a range of travel purposes.

13. Although the New Network describes the new way in which buses, trains, and ferries will work together – AT is currently consulting only on proposed changes to bus services across Auckland. The consultation for the central area will run from Thursday 1 October to Thursday, 10 December 2015.

14. Auckland can look forward too:

· A simpler, connected bus network.

· All day services (7am to 7pm, 7 days a week) at higher frequencies, with major improvement on the weekend.

· Double deckers on some routes and buses running more often in peak times.

· There will be new crosstown services – a connective grid of north to south and east to west bus routes.

· For some suburbs, people will need to connect to the train network via feeder buses.

15. The Local Board received consultation packages from Auckland Transport with all the details of the consultation included.

16. In addition, Maungakiekie-Tāmaki Local Board hosted a public meeting in Panmure on 6 October on the bus network changes and Auckland Transport is hosting a meeting in Glen Innes on 13 October on the bus network changes.

AMETI Update

17. The AMETI team presented at a meeting on 6 October held by the Maungakiekie-Tāmaki Local Board on the new public transport network and the team will also provide support at a number of other engagement events during the consultation on the proposed new bus networks for east and central Auckland.

Van Dammes Lagoon Upgrade

18. Construction of the remaining work for the upgrade is expected to commence in early November, following the recent release of the second tender stage to shortlisted tenderers. Work has been undertaken to reduce risks associated with reserve access and impacts on trees.

Panmure

19. Fletcher continue to disestablish from the Panmure site and will commence work on contaminated land removal at the site office locations of 528 Ellerslie Panmure Highway and 7-9 Jellicoe Road in late October. There will be on-going minor works to correct defects and complete safety audit related works throughout the year.

Auckland Transport News

Double Decker Buses on Auckland Bus Routes

20. A fleet of 53 double-decker buses will be hitting Auckland roads from October.

21. The new buses are being introduced by three of the main operators in Auckland – NZ Bus (23 buses), Howick and Eastern (15 buses), and Ritchies (15 buses). Each can carry more than 100 passengers; conventional buses carry between 45 and 70.

22. With the exception of two “prototype” vehicles built in the United Kingdom, the Howick and Eastern and NZ Bus fleets will be manufactured in Tauranga. The Ritchies Buses will be built in China and will be delivered and operational in January 2016.

23. Double-deckers have already been pressed into service, with great success, on the Northern Busway (between the North Shore and the CBD).

24. An unprecedented increase in public transport patronage looks set to continue and the investment in the new fleet by bus companies reinforces that confidence. This is a very significant example of private investments in public transport infrastructure in Auckland

25. There is only so much road widening that can be done in some areas so Auckland needs more innovative and different ways of utilising what is a limited space. Double-deckers, along with increased frequency and reliability on buses and trains are the key to reducing the city’s number one problem, which is congestion.

26. The first route to be served by double deckers will be the Botany to CBD route. Auckland Transport is currently investigating using double deckers on Mt Eden Road and will brief the Puketapapa Local Board on this in early October.

24/7 Bus Lanes in City Centre

27. Auckland Transport is adding more than 1.2km of new 24/7 bus lanes to the city centre to minimise effects on bus timetables when construction starts on the City Rail Link (CRL) later this year. The work on the bus lanes starts in September. (Attachment A)

28. In November, a new stormwater main being tunnelled under the eastern side of Albert Street between Swanson and Wellesley Streets for the City Rail Link will affect traffic lanes at these and the Victoria Street intersections.

29. Some bus routes and stops are being moved to new locations away from these construction works and an information campaign will inform bus users of the changes.

30. The new bus lanes will be on:

· Fanshawe Street between Daldy and Halsey Streets

· Halsey Street between Fanshawe and Victoria Street West

· Victoria Street West between Graham and Queen Streets

· Wellesley Street West between Sale and Queen Streets

· Mayoral Drive between Cook and Wellesley Streets

· Hobson Street between Wellesley and Victoria Streets

31. The new bus lanes will be marked using a system called EverGreen which has been developed to align with Zero Waste Policies. It is made of 90% renewable resources and is made in New Zealand.

32. The main construction work involves trenching along Albert Street and will start next year. The work is expected to take about three and a half years. Bus changes will be staged around construction during this time.

33. To minimise city congestion, Auckland Transport will encourage those who usually access the city centre by car to consider alternatives next year. It will run a campaign early next year, closer to the main construction work, advising commuters to reduce their car trips into the city and will also hold information sessions on travel choices such as public transport, walking, cycling, carpooling and flexible working hours.

34. For more information: https://at.govt.nz/projects-roadworks/city-centre-transport-changes/.

Public Transport Figures

35. Auckland’s annual public transport usage has exceeded 80 million trips for the first time.

36. The August 2015 figures released by Auckland Transport show people are flocking to use the new electric trains with annual rail patronage up 22.7 percent to 14.4 million.

37. It was the first period when the Western, Southern, Eastern and Onehunga lines were all using the electric trains. In August total rail patronage grew by more than 20 percent compared to August the previous year and the Western line, the last to get the electric trains, saw a 12.9 percent leap.

38. The August figures showed more than 90 percent of all services arrived at their destination within five minutes of the scheduled time.

Spring Cycling Campaign

39. The seasonal spring cycling campaign launched in the week of 20 September. It promotes cycle training courses and events being held throughout the Auckland region from October through to early December. These are targeted at people of all ages and abilities who are interested in trying cycling or want to build their confidence levels. The three key areas for this year’s spring programme are:

· Cycle Skills Training for Adults: Aimed at less confident occasional riders who want to improve their skills, confidence and knowledge of safe cycling practices. Courses are free and include beginner bike sessions, an introduction to cycling on the road, and bike care and maintenance.

· Cycling’s the Go for Families: These events focus on engaging families by providing opportunities to get on a bike in a fun and safe environment. Events include Learn2Ride, Halloween Rides, Cyclocross and Bike the Bridge.

· Out and About by Bike – Community Events: Events include art week tours which aim to normalise cycling as a transport choice by encouraging people to see and experience the city by bike.

40. These courses and events contribute to achieving AT’s objective of increasing the uptake of cycling across the Auckland region and positioning cycling as an activity open to everyone. Find out more information and register for courses by visiting the AT website (www.AT.govt.nz/cyclingsthego).

Auckland Rail Contract Tender Postponed

41. The procurement for Auckland’s commuter rail operations is being placed on hold. In April, Auckland Transport short-listed three companies, Transcev Auckland, KiwiRail and Serco NZ, to tender to operate rail passenger services from July 2016.

42. The decision to postpone the release of the request for tender is due to a number of contributing factors including:

· The Auckland Transport Alignment Project between Auckland Council and the Government has commenced and it will consider strategic transport opportunities, which is likely to include rail services and infrastructure.

· In the next few months the City Rail Link infrastructure project enabling works will also commence

· Recent transition to full electric train services and the need to achieve a stable period of rail stability and reliability performance prior to release of the request for tender

43. With these strategic considerations in mind, it has been decided to wait for any outputs that may impact the scope of future rail services delivery.

44. Issues Raised through/by Board Members

Location or name of issue	Description	AT response
Apirana Ave Zebra Crossing (by the rail station)	Issue of pedestrians meandering across the zebra crossing randomly which is causing some traffic congestion – should signals be used here?	An Auckland Transport engineer has visited the site and undertaken an initial review of the suggestion that has been provided. Further detailed investigation now needs to be undertaken to ensure a comprehensive review of this matter. This investigation has been prioritised and programmed for review, following which AT will be able to provide the outcome and recommendations of the assessment. There will be some delay in response as some wider investigation and consultation is taking place in this area around the Links to Glen Innes Station project. Therefore an update on this issue can be expected by early 2016.
Lagoon Drive Egress	Those living on the slip lane on Lagoon Drive have difficulty exiting their properties due to cars parking right up to driveways. Could some yellow lines be added here to deter parking right up to the driveway?	This short lower level one direction section of Lagoon Drive is considered to be a local residential street which has relatively low traffic volumes so it is considered to have a comparatively limited potential for crashes. The main function of local roads is to serve adjacent properties and it is a reasonable expectation to find vehicles parking on-street on residential roads. There is then always the potential for vehicle conflict at driveways and ideal visibility at driveways would require much of the on-street parking to be prohibited. Accident data shows that the majority of accidents at driveways involve turning into, rather than out of driveways. Given the low traffic volume on the road, AT is not able to justify installing additional road markings at this stage.
Great South Road/Station Road/Wall Street Intersection	At the intersection of Great South Road/Station Road/Wall Street when travelling west toward the Harp of Erin – there is a set of lights. Motorists appear confused as a sign says that motorists can turn right into Wall Street on a green light. However there is no green light – it appears to be missing.	Logged.
Lunn Ave Driveways	On the eastern side of Lunn Ave all the driveways are narrow and straight onto the road. This makes it difficult to get in and out of – also there are lots of potholes along there. (From Placemakers to Cycle Shop) – cars drive over the kerb and cut corners. Can the driveways be “fanned” or radiated so that cars can enter or leave more easily – or is this a private property matter?	Logged

Attchments

No.	Title	Page
a View	City centre bus lanes	259

Signatories

Authors

Lorna Stewart - Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon - Elected Member Relationship Team Manager, Auckland Transport

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

15 October 2015

Re-establishment of the Central Facility Partnerships Committee

File No.: CP2015/21014

Purpose

1. This report has been prepared to support a case for the re-establishment of the Central Facility Partnerships Committee to ensure robust governance and monitoring of the existing projects. A new committee will also provide a vehicle for joint advocacy in relation to community facilities.

Executive Summary

2. With the establishment of the LDI Capex Fund, the Central Facility Partnerships Fund was terminated and the business of the Central Facility Partnerships Committee ceased.

3. A workshop of the previous committee representatives from the constituent local boards was held in August 2015 and the participants agreed that the Central Facility Partnerships Fund had fulfilled a very useful role in the past by leveraging relatively small financial contributions from council into substantial sums for community projects.

4. Participants agreed that the committee should be re-established to provide governance over existing projects and to provide a platform for joint advocacy in relation to community facilities.

5. Participants felt that the level of LDI capex funding was insufficient to enable individual boards to contribute to a joint Central Facility Partnerships Fund.

Recommendations

That the Maungakiekie-Tāmaki Local Board:

a) Supports the re-establishment of the Central Facility Partnerships Committee to provide governance and monitoring of the existing projects to their completion.

b) Agrees to the Terms of Reference for the re-established Central Facility Partnerships Committee attached as Attachment A to this report and recommends them to the re-established Central Facility Partnerships Committee for final approval.

c) Requests the Governing Body to provide such delegated authority as is required for the committee to fulfil its governance functions.

d) Requests advice from the Sport and Recreation Partnerships’ Manager as to:

· which approved Central Facility Partnerships feasibility studies will support the priorities in all relevant facility based network plans, and

· when the draft Sports Facilities Network Plan will be reported to the Parks, Sport and Recreation Committee.

e) Subject to support from the five isthmus boards, at a minimum, requests Local Board Services’ staff to set up an initial committee meeting to appoint a chair and deputy and approve the revised Terms of Reference.

Comments

Background

6. The Central Facility Partnerships Committee was established after the formation of Auckland Council to manage the Central Facility Partnerships Fund. This fund assisted with the development of accessible multi-use community facilities across multiple local board areas in the Auckland isthmus and Gulf islands.

7. The Central Facility Partnerships Committee included a member from each of the following central local boards:

· Albert-Eden;

· Great Barrier;

· Maungakiekie-Tāmaki;

· Orakei;

· Puketapapa;

· Waiheke; and

· Waitematā.

8. The Committee operated under guidelines which favoured proposals with an emphasis on maximum use of facilities and high levels of community participation. This arrangement allowed community groups to leverage funds from other funding organizations to provide for the maximum value for each dollar of contribution from council.

9. Since the establishment of Auckland Council in 2010, the Central Facility Partnerships Committee completed three successful funding rounds (2012/13, 2013/14 and 2014/15) resulting in approved funding contributions towards 32 projects - made up of 21 capital projects and 11 feasibility studies.

10. In round figures, since 2010, The Central Facility Partnerships Committee allocated $10 million which was leveraged to provide community projects with a total value of $45 million. This community-led approach is consistent with the empowered communities’ philosophy currently being promoted by the council.

11. A summary of the funding allocations made by the committee and the status of the projects and feasibility studies is included in Attachment B.

12. With the establishment of the $10million LDI Capex Fund for FY 16, the Central Facility Partnerships Fund ceased.

13. At the time the committee ended, thirteen of the approved projects had been completed while a further 19 remain active.

Central Facilities Partnership Committee workshop

14. On 3 August 2015, members of the previous Central Facility Partnerships Committee held a workshop chaired by Waitemata Local Board and previous Committee chair, Shale Chambers. The purpose of the workshop was:

· To receive a status update on the Central Facility Partnerships Funds’ work programme including potential future projects in the ‘pipeline’;

· To test whether central boards would be interested in contributing to an ongoing Central Facility Partnerships Fund using a portion of their LDI capex budgets;

· To explore the need or otherwise for re-establishing the committee; and

· To explore the need and usefulness of future joint advocacy around the Central Facility Partnerships Fund and other community facility matters.

15. All central boards were represented at the workshop. The collective view of the central boards was as follows:

· The success of the fund is evidenced by the ratio of Auckland Council’s contribution (approx. $10M) to the total value of the projects (approx. $45M). This alone warrants advocacy around re-establishing the fund in the future.

· Every effort needs to be made to ensure existing projects succeed

· If for some reason a project is unable to progress, and committed funds are to be returned, then the central boards should be able to reallocate those funds in line with Central Facility Partnerships Fund’ priorities

· The level of funding for each board through the LDI capex fund will be insufficient to enable individual boards to contribute to a joint Central Facility Partnerships Fund

· Given the fact that there are still around 19 live projects, the Central Facility Partnerships Committee needs to continue to ensure robust governance over those projects.

16. A re-established committee would provide a good vehicle for developing joint advocacy around community partnership issues and opportunities. A first opportunity for such advocacy will emerge when the draft Sports Facility Network Plan is reported to the Parks Sport and Recreation Committee.

17. In this regard, workshop participants indicated that they wanted to understand which approved feasibility studies will support priorities in the various facility network plans. The draft Sports Facility Network plan will need to be developed before this information is provided. (See paragraphs 20-21 below).

18. With the exception of the Waiheke and Great Barrier, all central boards saw themselves participating in a re-established committee. Since this time, the chairs of the Waiheke and Great Barrier Local Boards have indicated that they may wish to reconsider this position.

Finance advice

19. Advice has been sought from the local boards’ Financial Advisory Services team, with regards the outcomes of the central boards’ August workshop. Of particular importance they have advised that:

· If the Central Facility Partnerships Committee is re-established with a monitoring and governance role over existing initiatives, then a delegated financial authority will be required. The reason a financial delegation will be required is that, in the event of the committee making a decision to reduce a project’s scope, it would, in effect, be making a financial decision. The finance team also affirmed the importance of re-establishing this governance role.

· If any of the existing commitments fail to crystalize due to the third party not meeting the criteria specified by the committee, then the commitment lapses. And, given that the commitments are not funded by “cash” there are no funds to return to the central boards. Rather, the Council’s liability will simply reduce.

· The opportunity for the contributing boards to “pool” a portion of the LDI Capex and thereby create grant funding for Central Facility Partnerships in the future, will remain an option.

Sports Facilities Network Plan Development

20. Auckland Council is leading, on behalf of the sport and recreation sector, the development of a Sport Facilities Network Plan. This plan will bring together the various sport code facility plans and demand/supply analysis to provide a region-wide picture of sport facility needs to support continued growth in participation and delivery of sport competitions at all levels.

21. The plan will provide a prioritised action plan of sport facility developments including upgrades to existing facilities, new facilities and rationalisation. The availability of funding will be paramount to implementation, particularly as the majority of actions will be led by the sector, rather than council.

22. The timeline for developing the Sports Facilities Network Plan is not as yet confirmed.

23. The development of this plan, together with the Facilities Network Plan, provides an opportunity for a re-established Community Facility Partnerships Committee to work at a sub-regional level in an attempt to agree and advocate for sub-regional facility priorities.

Consideration

Local Board views and implications

24. The central local boards met in August 2015 and agreed that it was important to re-establish the Central Facility Partnerships Committee to govern and monitor approved initiatives and to provide a vehicle for sub-regional level advocacy.

25. Great Barrier and Waiheke are yet to decide if they wish to participate.

Māori impact statement

26. The Central Facility Partnerships scheme is a general programme that is accessible to a wide range of groups including Māori.

Implementation

Advocacy

27. The financial advice received signals the need for the central boards to advocate to the Governing Body for the necessary financial delegations to enable the newly established committee to undertake its governance responsibilities.

28. In addition, given the current financial context, members might also want to consider advocating, through the re-established committee, for the following changes:

· To seek approval to re-invest funds, up to the value of current commitments, in the event of a current commitment failing to crystalise;

· In the longer term, to re-establish the Central Facility Partnerships Fund.

29. These potential advocacy positions could be explored further at the inaugural meeting of the newly established committee.

Terms of reference

30. New Terms of Reference are required to reflect the changes in decision-making and functions of the committee. Draft Terms of Reference are attached as Attachment A.

31. Key matters to consider in the revised Terms of Reference are that;

· the primary function of the committee will be one of governance over existing approved projects and feasibility studies;

· the governance role will include the ability to change the scope of a project providing this does not commit additional funds from the Facility Partnerships budget;

· the committee may choose to develop and articulate joint advocacy positions and programmes including any related to sub-regional facility priorities;

· there will no longer be any funding allocation decisions to be made;

· individual boards would be free to allocate their LDI capex funds to support an existing Central Facility Partnerships project if they wished to; and

· the committee needs to continue in existence until all projects are complete or the current electoral term ends (whichever comes first). If projects go beyond this electoral term, the committee will cease and need to be re-established in the new term.

32. Once the central boards have considered this report and, providing they continue to support the re-establishment of the committee, then an initial committee meeting will need to be called to approve the terms of reference and appoint a chair and deputy.

Attachments

No.	Title	Page
a View	Central Facility Partnerships Committee Terms of Reference	267
b View	Summary of funding allocations and status of the projects and feasibility studies	269

Signatories

Authors

Richard Tong - Local Board Engagement Advisor

Authorisers

Judith Webster - Relationship Manager

Victoria Villaraza - Relationship Manager

Maungakiekie-Tāmaki Local Board

15 October 2015

RECORD OF WORKSHOPS

Record of workshop proceedings for 1 September 1pm-3pm

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

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Chris Makoare (Deputy Chairperson)

Josephine Bartley

Brett Clark

Bridget Graham

Obed Unasa

Alan Verrall

1.0	Auckland Transport – Berm Planting
	To discuss berm planting.
	Officers present: Lorna Stewart, Jonathan Anyon

2.0	Tāmaki Estuary Greenway path
	To discuss the Tāmaki estuary greenway path
	Officers present: Bruce Tupp

RECORD OF WORKSHOPS

Record of workshop proceedings for 22 September 10am-2.30pm

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

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Chris Makoare (Deputy Chairperson)

Josephine Bartley

Brett Clark

Bridget Graham

Apologies: Obed Unasa

Alan Verrall

1.0	Events – Onehunga Foreshore
	To discuss the Onehunga Foreshore opening
	Officers present: Beverley Rogers, Roger Jolley, Andrew Simon Pickering, Ali Bain, Angela Radosits, Victoria Ly, Kurt Shanks, Greg Hannah

2.0	Tāmaki Redevelopment proposed regeneration outcomes
	To discuss the Tāmaki redevelopment proposed regeneration outcomes
	Officers present: Karen Cooke, Gavin Peebles, Caitlin Borgfeldt, Namitha Palakshappa, Mihi Tibble, Joanna Bain

3.0	Glen Innes Community Building options
	To discuss the Glen Innes Community Hall building options
	Officers present: Karen Cooke, Gavin Peebles, Caitlin Borgfeldt, Peter Loud, Paul Ivory

RECORD OF WORKSHOPS

Record of workshop proceedings for 29 September 10am-2.00pm

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

Members present for all or part of the workshops:

Simon Randall (Chairperson)

Josephine Bartley

Brett Clark

Obed Unasa

Apologies: Chris Makoare (Deputy Chairperson)

Bridget Graham

Alan Verrall

1.0	Local Board Community Awards
	To discuss the local community awards
	Officers present: Ateesh Patel, Victoria Valdez, Jessica Trask, Philippa Hillman

2.0	Regional Facilities Auckland
	Briefing from Regional Facilities Auckland
	Officers present: Judy Lawley, Chris Brooks, Paul Nisbet

7 September	Tūpuna Maunga o Tāmaki Makaurau Authority - Hui 12
8 September	Grand Opening - The Good, The Bad (Gary Silipa’s Gallery in GI)
8 September	Unitary Plan Committee Meeting, featuring an update on mediations and the proposed work Programme for rezoning and precincts
9 September	Auckland Development Committee workshop on Spatial Priority Areas and Special Housing Areas
13 September	2015 Family Day & Moon Festival in Panmure
14 September	Update on the Middlemore-Otahuhu Spatial Priority Area
14 September	Update on the Onehunga Foreshore Project
15 September	East West Connections workshop
16 September	Airport Noise Community Consultative Group Meeting
17 September	Maunga Authority - Local Board Forum meeting
18 September	Briefing for Local Board Chairs on the Proposed Auckland Unitary Plan
18 September	Auckland Suffrage Day celebration
19 September	Youth Connections Catchup
23 September	Meeting with Gardens for health
23 September	Auckland Development Committee workshop on the Tāmaki Redevelopment
24 September	Community Facilities Catchup
24 September	Youth Connections Steering Group
24 September	Opening of Auckland Heritage Festival
28 September	Meeting with Cancer Society regarding the regional Smokefree Policy
28 September	Local Board Chairs Forum meeting
30 September	MTLB area CAB quarterly meeting
30 September	Catchup with TRC CEO John Holyoake
30 September	Local Board Chairs Greenways meeting
30 September	Glen Innes Business Association AGM (Guest Speaker)
1 October	United Nations International Day of Older Persons Morning Tea
2 October	SMART Stakeholder Steering Group

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