Agenda of Kaipātiki Local Board

Kaipātiki Local Board area

Kaipātiki Local Board Members

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

Kaipātiki Local Board

09 December 2015

ITEM TABLE OF CONTENTS PAGE

1 Welcome 7

2 Apologies 7

3 Declaration of Interest 7

4 Confirmation of Minutes 7

5 Leave of Absence 7

6 Acknowledgements 7

7 Petitions 7

8 Deputations 7

8.1 Community Led Working Group reviewing cycling access and parking at Birkenhead Wharf 8

9 Public Forum 8

10 Extraordinary Business 9

11 Notices of Motion 9

12 Open Unconfirmed Meeting Minutes Kaipātiki Local Board, Wednesday 11 November 2015 and Extraordinary Meeting, Wednesday 25 November 2015 11

13 Migrant Business Support in Kaipātiki 39

14 Allocation of reserve Birkenhead Parking Funds 47

15 2015/16 Lease workplan – expedited renewal process and review of ongoing lease management 51

16 New community lease to the North Shore Model Railway Club Incorporated, Birkenhead War Memorial Park, Recreation Drive. 59

17 New community lease at 44 Mahara Avenue, Birkenhead 67

18 New community lease Mairangi Players Incorporated, Recreation Drive, Birkenhead 77

19 Kaipātiki Local Board Quick Response Grants: Round Two, 2015/2016 85

20 Auckland Transport Update December 2015 for the Kaipātiki Local Board 89

21 Marlborough Park Youth Facility Governance Options 95

22 Annual Plan 2016/2017 – local consultation content 103

23 Approval of Opaketai Beach Haven Garden Memorandum of Understanding 109

24 Landowner Consent approval for seat donation for Hinemoa Park 111

25 Update on parks work programme 2015/16 115

26 Draft Regional Pest Management Plan Review 125

27 Governing Body and Independent Maori Statutory Board Members' Update 129

28 Members' Reports 131

29 Workshop Records - Kaipātiki Local Board Workshops - Wednesday, November 2015 and Wednesday, 25 November 2015 135

30 Record of Kaipātiki Local Board Portfolio Briefings held in November 2015 141

31 Consideration of Extraordinary Items

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

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

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

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

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

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

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

4 Confirmation of Minutes

That the Kaipātiki Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 11 November 2015, including the confidential section, and the extraordinary minutes of its meeting, held on Wednesday, 25 November 2015, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Community Led Working Group reviewing cycling access and parking at Birkenhead Wharf

Purpose

1. The purpose of this deputation is to address the Kaipātiki Local Board regarding the Birkenhead Wharf cycle parking facility and cycling facilities and infrastructure in the Kaipātiki area.

Executive Summary

2. Keith Salmon and Steve Southall of the Community Led Working Group reviewing cycling access and parking at Birkenhead Wharf will be in attendance to address the Kaipātiki Local Board regarding the group’s findings.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the deputation from Keith Salmon and Steve Southall of the Community Led Working Group reviewing cycling access and parking at Birkenhead Wharf.

b) thank Keith Salmon, Steve Southall and the Community Led Working Group reviewing cycling access and parking at Birkenhead Wharf for their attendance and presentation.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Kaipātiki Local Board

09 December 2015

Migrant Business Support in Kaipātiki

File No.: CP2015/23877

Purpose

1. To receive a report on the Migrant Business Support research and agree next steps for the implementation of the project.

Executive Summary

2. In December 2014 the Kaipātiki Local Board agreed to fund a project to support ethnic and migrant-owned businesses (resolution number KT/2014/249).

3. Previous research notes English language difficulties are a challenge for migrant business owners and that engagement with programmes like Auckland Council’s Business Improvement District (BID) programme was generally lower for migrant owned businesses.

4. This project sought to engage with migrant owned businesses and learn more about their business support needs. It was delivered by Raeburn House with involvement of key agencies with an interest in migrant businesses (Inland Revenue Department (IRD), Immigration New Zealand (INZ), Auckland Council Licensing and Compliance).

5. The project was very successful in positively engaging with migrant business owners and found strong interest among migrant business owners to access business support. Of the 97 businesses contacted, 75 responded and completed the survey.

6. Forty of those businesses responding made an enquiry about business support available, many with interest in more than one area of business (92 enquiries in total).

7. A report (refer Attachment A) has been produced detailing the research and identifying a number of areas in which business support services could be delivered to migrant owned businesses.

8. The next steps for the project are recommended as further building of the relationship with (over 100) migrant owned businesses and delivery of a migrant owned business focused business clinic and drop in advice sessions to be delivered over 2 days in March / April 2016.

9. The approach has been developed to further build a relationship between Kaipātiki migrant owned businesses, the local board and a range of business support agencies to a point where it becomes self-sustaining so future activity requires less support. This is a key objective of this project.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the report produced by Raeburn House.

b) consider allocating $16,005 to support a migrant owned business focused business clinic to meet the needs of migrant owned businesses identified in the research.

Comments

Background

10. The Kaipātiki Migrant Business Support project is identified in the Kaipātiki Local Economic Development Action Plan. Funding was approved at the Kaipātiki Local Board December 2014 meeting (resolution number KT/2014/249).

The project

11. The rationale for the project stemmed from an acknowledgment that engagement in business support services for the city’s growing migrant owned business base is lower than that for the wider business community. Reasons for this are believed to relate to migrant communities’ trust in family and ethnic community support compared to business support agencies and networks where ties and levels of trust are weaker. As a result, these businesses may not be accessing support that could help them grow their business.

12. With a significant concentration of migrant owned businesses, Northcote was felt to be a good centre to examine the demand for business support amongst the migrant community and to test a method of engaging business owners and gaining their trust.

13. The key objectives were to:

· improve the capacity of migrant businesses to contribute to the Auckland economy and enhance international networks;

· seek to reduce the under-utilisation of migrant skills, through development of entrepreneurship and new business development;

· support migrant businesses through the provision of relevant and useful business support services and/or programmes;

· enhance migrant business growth in the Kaipātiki area; and

· support the business friendly work-stream identified in the Auckland Plan.

Project outline

14. Raeburn House was appointed as the key referral agency or connector for the project. Between June and September 2015 Raeburn House undertook research with Northcote based migrant owned businesses. The work involved:

· contacting existing migrant businesses, focusing on Northcote businesses at first;

· developing relationships with key migrant service providers and migrant groups;

· advising on the feasibility of developing a “Starting off Right NZ” workshop with Korean and Chinese (Mandarin) support and combined expo;

· establishing Northcote based Raeburn House and Norman King Community Hub as the lead referral agency or connector for migrant businesses; and

· developing a programme flyer and advising on the need for future or additional documentation or digital communication tools.

15. The programme flyer, detailing the project and range of business support available, was produced in English, Mandarin and Korean. In addition, a survey asking about contact that migrant owned businesses had had with a range of support organisations and testing their interest in accessing business support either via a business clinic or expo was produced.

16. Volunteers were recruited to contact Northcote based migrant owned businesses. Volunteers were from a range of nationalities and were able to converse with business owners in their native language. The volunteers distributed the flyers, explained the project to business owners and administered the survey.

17. The project engaged 75 businesses under the ownership of nine different nationalities. The response rate of 77 per cent was very high and demonstrated the validity of using volunteers with Korean and Chinese language skills to approach the businesses face to face.

18. In addition, representatives from INZ, IRD and Auckland Council’s compliance team have been engaged in regard to how the services they deliver could be tailored to meet the needs of migrant business owners.

What was learned

19. The research showed migrant owned businesses had information and support needs in several areas. The main issues identified by businesses were:

· general business advice;

· compliance / licensing / regulations;

· health and safety / hygiene;

· tax; and

· legal business rights.

20. While just seven per cent of the businesses surveyed had used business support services over the last twelve months, the research showed interest in attendance at a business clinic was noted by 45 percent of the migrant owned businesses while almost a third expressed interest in attending an expo.

21. The following key learnings also arose from the research:

· providing translated information enabled migrant business owners/managers to fully understand everything they needed to know about the project;

· providing interpretation of translated information at the first point of contact (as well as repeat contact) with businesses was vital to introduce the project and explain how it can benefit them as a business;

· providing ongoing face-to-face contact with the same representative of the same ethnicity and spoken language enabled the ability to build trust. This created a safe and friendly environment which encouraged businesses to feel comfortable to interact, share personal experience and ask general questions. This led towards the opportunity to share their business concerns;

· the project flyer, survey and information sheet were particularly valued for further reading and introducing both local and mainstream business support services to the businesses; and

· making personal contact in the business owners’ native language has helped overcome previous negative experiences businesses have had in engaging with mainstream business support.

22. In addition to these learnings it is noted that as a result of the project some businesses now have the confidence to seek further information and tap into relevant services as needed. Numerous referrals have already been made.

Rationale for further action

23. The research in Kaipātiki showed that there was interest from the migrant business community in accessing information about a range of business issues.

24. At the 2013 Census the Kaipātiki population was 26 per cent Asian. These were mainly Chinese but with significant Korean and Filipino populations. In addition Kaipātiki is an area with high levels of migrant business ownership.

25. Evidence from Auckland Council research elsewhere in Auckland suggests ethnic migrant owned businesses are less likely to engage with local business associations, Business Improvement Districts (BIDs) and other forms of business support. Within this project just seven per cent of the businesses had contacted business support services over the last twelve months. Perceived or real language barriers are a part of the issue.

26. Discussions with INZ, IRD and Auckland Council through the project also highlight issues of engaging with ethnic migrant owned businesses. They also note that the reliance on informal networks of friends and family for advice can lead to misinformation spreading amongst the migrant business owner community.

27. There is an opportunity develop the relationship between to migrant owned businesses and business support agencies and support delivery of services for which there is a demand. This can add to the quality of businesses and economic outcomes within an area with a concentration of minority owned businesses.

Possible next steps

28. Three possible interventions were proposed based on the findings of the research:

· develop a business triage (business clinic) programme with language support – as a starter for a follow on phase of this project. Migrant business mentors could be sourced for further ongoing support (where required);

· hold stand-alone ‘Starting Off Right NZ’ workshops in Mandarin and Korean (for migrants with new business ideas); and

· develop and hold a number of topic specific workshops in Mandarin and Korean (other languages in future if required) to address the top 3 - 5 issues that migrant owned businesses identified as being of interest.

Discussion around the choices

Business clinic (recommended)

29. The research provided evidence of demand for a business clinic (45 per cent of those surveyed). Business clinics are provided by Auckland Tourism, Events and Economic Development (ATEED) as a part of their services to business across Auckland with the staff resource required to deliver the clinic provided by ATEED. A clinic tailored to ethnic minority businesses could be provided.

30. This approach would ensure that migrant owned businesses are able and encouraged to access the same level of support that New Zealand European business owners can access. In order to help build relationships with support agencies and get resolution of business issues, agencies such as IRD, INZ and Auckland Council (compliance) could have representatives on site to meet with migrant business owners.

Business startup support

31. ‘Starting off Right’ (a session for those considering starting a business) was of interest to 30 per cent of respondents. ‘Starting off Right’ is provided by a consultant contracted by ATEED. As such an additional session with language support would involve contracting an additional session plus the required language support. Identifying those migrants wishing to start a business would also take time. This would increase the cost of delivery in comparison to a business clinic.

Topic specific workshops

32. Topic specific workshops could be provided. The research has identified general business advice, compliance / licensing / regulations, health and safety / hygiene, tax and legal business rights as the main topics that migrant businesses were interested in learning more about. These workshops would be an additional activity and therefore more expensive to deliver, however, should the clinics identify demand from business owners these could be considered in the future.

Recommendation

33. It is recommended that a business clinic with language support (Mandarin and Korean) is trialled and that its success is evaluated (refer Attachment B). The clinic will be promoted to businesses across Kaipātiki in areas where there are known to be migrant owned businesses. The research has indicated that interest in such a clinic exists and that Mandarin / Korean speakers are used to personally meet with businesses and promote the session.

34. While the research used volunteers to good effect, turnover of volunteers was high as they secured employment and could no longer help the research. It is proposed short fixed term contracts are used rather than volunteers to minimize turnover in the engagement stage.

35. The engagement stage aims to further develop the relationship with local migrant owned businesses with a view to developing levels of trust so that eventually migrant owned businesses are comfortable accessing mainstream services. Over a hundred migrant owned businesses will be engaged with and will learn not only about the clinic but also about the range of business support services available and how to access them.

36. Future events held with this community will benefit from the work undertaken at this stage to develop that relationship and communicate what business support agencies are able to offer.

37. Two ATEED advisors will be made available for two days to hold the clinics (i.e. 4 days of ATEED advisor time).

38. A business clinic would typically offer 45 minute sessions with a business advisor over the course of the day. It is unknown at this stage whether a clinic for migrant business owners using language support would require the same length of session. In the first instance 6 appointments per day per advisor would be planned for (24 slots over two days).

39. A short survey will be used for the evaluation of the 2 day event which would be completed as attendees they leave the event. This will provide a valuable way to get direct feedback from those who attend. Evaluation will identify the value that participants got from the session as well as identifying interest in other forms of support (e.g. topics that could be discussed at a workshop that a number of clinic participants feel would be of value).

40. Should the approach be deemed successful, consideration of other interventions requiring a greater level of investment (such as ‘Starting Off Right NZ’ or topic specific workshops) should be made. Considerably less engagement will be involved in any future events.

Consideration

Local board views and implications

41. The findings of the pilot demonstrate a need for the project both in terms of migrant business identifying areas where they would like support and also from stakeholders recognising that a tailored approach to delivering services to migrant owned businesses would improve the services they provide.

42. In order to provide further support to the migrant business community one of the three suggestions above could be delivered as a pilot project. The local board would need to provide financial support to engage with the businesses and tailor the intervention to suit delivery to migrant business owners.

43. ATEED, INZ, IRD and Auckland Council will contribute their own staff time to the delivery of the clinic.

Risks

44. The following risks associated with the recommended approach (business clinic) have been identified:

Business Clinic
Risk	Likelihood	Impact	Mitigating Action
Low attendance	Low	High	Through the research at least 40 local migrant owned businesses noted interest in attending a business clinic. Use of Korean and Chinese speakers to promote the sessions, make bookings and confirm with business owner closer to the clinic date.
Recommendations / referrals not followed up by business	Moderate	High	To ensure business owners follow up the referral some of the key agencies will be available on-site (with language support) at the clinic to address issues on the day. This will help build trust that any further issues can be addressed through regular business support channels.

Māori impact statement

45. There are no specific impacts for Māori resulting from the project. The project is targeted at business owners who have moved to Kaipātiki from overseas (primarily from China and Korea).

Implementation

46. The next phase of the project should see implementation of a tailored migrant business clinic. The research suggests there is interest amongst the migrant business community in attending a business clinic to get business advice on a range of topics.

47. The majority of resource requirements are either relatively minor or can be sourced from existing work programmes. The following outlines the resources required:

Business Clinic

Activity

Resource

Cost

Project Management

Coordinator to liaise with relevant stakeholders, ensure objectives of the pilot clinic are clear.

Telephone, stationery, mileage etc.

$2,560

$1,470

Promotion

Short term contracted staff (Mandarin, Korean) to contact 100 Kaipātiki migrant owned businesses (up to 2 visits to each business)

Flyers / promo materials (design and print), engage with ethnic media, business associations

$50 per hour X 145 hours ($7,250)

$780

Business Clinic

ATEED Business Advisors

Other business services (e.g. IRD, INZ, Auckland Council)

Venue (Raeburn House)

Language support (Mandarin, Korean) for both the clinic and the IRD / Compliance drop-in

Provided by ATEED

Provided by agencies

$1,145

$50 per hour X 4 interpreters X 2 events days ($2,800)

48. A set of performance measure for the pilot would be developed in order to measure the success of the pilot. This would include:

· number of businesses contacted;

· number of businesses attending the clinic;

· number of businesses receiving assistance on the day;

· number of businesses referred to business support / following through on the referral;

· satisfaction of business owners with the provision; and

· stakeholder perspective.

Attachments

No.	Title	Page
a	Kaipātiki Migrant Business Support Project Report - Raeburn House (Under Separate Cover)
b	Kaipātiki Migrant Business Support Business Clinic Service & Expo summary (Under Separate Cover)

Signatories

Authors

Jonathan Sudworth - Local Economic Development Advisor, ATEED

Authorisers

Paul Robinson - Local Economic Growth Manager, ATEED

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

Allocation of reserve Birkenhead Parking Funds

File No.: CP2015/24467

Purpose

1. The purpose of this report is to seek the Kaipātiki Local Board’s approval to allocate the reserve Birkenhead parking funds to the Rawene Public Car Park Upgrade project.

Executive Summary

2. The Kaipātiki Local Board has endorsed the Birkenhead Town Centre revitalisation programme which incorporates two specific initiatives being the Kaimataara o Wai Manawa project and the Birkenhead Mainstreet upgrades.

3. The two initiatives rely upon the total budget for funding. The board has identified the priority as the Kaimataara o Wai Manawa project; hence the Mainstreet initiatives are not fully funded and are staged to be delivered as funding is available.

4. The total budget available in the 2015-25 Long-term Plan to deliver all of the projects is $5,651,116, which is comprised of a combination of local board and council capital budget ($5,451,116) and Auckland Transport Local Board Capital Fund ($200,000).

5. Construction has started on Kaimataara o Wai Manawa (formerly referred to as the Le Roy’s Lookout project); hence the funding commitment here has been confirmed.

6. The Birkenhead Mainstreet programme has identified a number of initiatives with stage one works to include the Western Entrance enhancement, the Mokoia Road bus stop improvement and the Rawene Public Carpark upgrade.

7. This report focuses on the upgrade of the Rawene Public Carpark which is programmed to commence construction in January 2016.

8. The Rawene Public Carpark will be upgraded to make it more pedestrian friendly and better connected to Mokoia Road and the Birkenhead Library. There will be 129 parking spaces with priority changing to better benefit visitors and shoppers.

9. A funding source has been identified, being the Birkenhead parking funds reserve, which is able to be allocated towards the Rawene Public Carpark upgrade. This would release funding from the local board and council capital budgets to be applied towards another of the Mainstreet initiatives.

10. There is currently $456,833 held in the Birkenhead parking funds reserve by Auckland Council. The funds were collected by the former North Shore City Council for the provision of off street parking in Birkenhead. Auckland Council inherited this reserve at the time of amalgamation and the funds must be used in accordance with the purpose for which the money was collected.

11. The physical works construction costs for the Rawene Public Carpark upgrade are estimated to be $470,154. The shortfall of $13,320 will be funded by the Birkenhead Mainstreet Upgrade budget in council’s Long-term Plan.

12. Auckland Council’s Legal Services department has confirmed that the Birkenhead fund can legitimately be used for the Rawene Public Car Park Upgrade and Rawene Road pedestrian crossing.

Recommendation/s

That the Kaipātiki Local Board:

a) approve the allocation of the Birkenhead parking funds reserve to the Rawene Public Carpark Upgrade.

b) advocate to the Finance and Performance Committee for the $456,833 reserve funds to be released for the Rawene Public Carpark Upgrade.

Comments

13. The Kaipātiki Local Board has endorsed the Birkenhead Town Centre revitalisation programme which incorporates two specific initiatives being the Kaimataara o Wai Manawa project and the Birkenhead Mainstreet upgrades.

14. The two initiatives rely upon the total budget for funding. The board has identified the priority as the Kaimataara o Wai Manawa project; hence the Mainstreet initiatives are not fully funded and are staged to be delivered as funding is available.

15. The total budget available in the 2015-25 Long-term Plan to deliver all of the projects is $5,651,116, which is comprised of a combination of local board and council capital budget ($5,451,116) and Auckland Transport Local Board Capital Fund ($200,000).

16. Construction has started for Kaimataara o Wai Manawa. The upgrade of the Rawene Public Carpark is expected to commence in January 2016.

17. Other improvements planned for Birkenhead Town Centre include:

· Highbury Corner design;

· Mokoia Road bus stop;

· western entrance to the town centre at the end of Mokoia Road; and

· general improvements to planters and signage.

18. As part of the Rawene Public Carpark upgrade there will be 129 parking spaces with priority being for visitors and shoppers. It will provide a number of new pedestrian improvements:

· a wide new walkway along the northern edge of the car park;

· new stairs connecting the car park to the Mokoia Road access lane;

· a new pedestrian crossing on Rawene Road; and

· a reconfiguration of the entry and exits to the car park.

19. Construction costs for the project are estimated to be $470,154.

20. The allocation of the parking reserve fund to the Rawene Public Carpark Upgrade will allow other projects in the Birkenhead Mainstreet programme to proceed.

21. Auckland Council inherited off street parking reserves from the former North Shore City Council. The funds were collected under Section 295 of Local Government Act 1974 when the off-street parking required under the district scheme for a development was not available. In lieu of the provision of parking, the developer made a cash contribution which, it was envisaged, would be applied towards off-street parking subsequently provided by the council as the opportunity arose.

22. The current balance of the Birkenhead off street parking fund is $456,833.

23. The Birkenhead Mainstreet budget in council’s Long-term Plan has funded the design and consenting for the upgrade to the Rawene Public Carpark and will fund the shortfall of $13,320 required to complete the construction of the project.

24. There is a legal requirement that the parking reserve funds be used in "reasonable accordance" with the purposes for which the funds were obtained. The view of Auckland Council’s Legal Services department is that the parking reserve funds must be used:

(a) to provide new/additional carparks or carparks of additional capacity; and

(b) for projects within the general area (“in the vicinity of the site” – the business centre).

25. The upgrade of the Rawene Public Carpark will result in a demonstrable increase in utilisation of the existing parking spaces through a number of ways. Parking stay times are proposed to change from unrestricted to P180 for 106 spaces (planned for 2016/17); physical improvements will make the carpark more attractive to use and better connected to both Mokoia Road and the Birkenhead Library; and improved signage will make the carpark more visible to visitors to Birkenhead Town Centre.

26. Auckland Council’s Legal Services department has confirmed that the Birkenhead fund can legitimately be used for the Rawene Public Car Park Upgrade and Rawene Road pedestrian crossing.

Consideration

Local board implications

27. The Kaipātiki Local Board has endorsed a number of initiatives under the Birkenhead Town Centre revitalisation programme. There is insufficient budget to deliver all of the planned initiatives within the programme. The Birkenhead parking fund reserves can be used to upgrade the Rawene Public Carpark and allow the other projects in the programme to proceed.

Māori impact statement

28. There has been considerable engagement with local iwi over a two year period as the Birkenhead Town Centre programme has been developed. All iwi have been briefed on the Rawene Public Carpark project as part of that engagement and iwi have endorse the outcomes being delivered. Staff do not consider the matter of a budget adjustment recommended in this report will have a specific impact on Maori.

Implementation

29. Finance and Performance Committee approval is required for the release of the Birkenhead off street parking fund. If approval is given budgets will be amended in core financial systems and used for internal management reporting and reporting to Kaipātiki local board members.

Attachments

There are no attachments for this report.

Signatories

Authors

Pramod Nair - Lead Financial Advisor

Catherine Edmeades - Development Programmes Lead

Authorisers

John Dunshea - General Manager Development Programmes Office

Christine Watson - Manager Financial Advisory Services - Local Boards

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

2015/16 Lease workplan – expedited renewal process and review of ongoing lease management

File No.: CP2015/22457

Purpose

1. The purpose of this report is to introduce the operational approach to the delivery of the 2015/16 community lease work programme. This report also seeks the Kaipātiki Local Board approval of the community lease renewals being advanced via this approach.

Executive Summary

2. Community leases are one of the ways in which Auckland Council provides support to local community organisations, assisting them to sustain the activities and experiences they provide in alignment with recognised local priorities.

3. Council has a substantial programme of community leasing work to complete this financial year. The scale of the programme includes a number of existing leases that have rolled over beyond their anticipated expiry date and require immediate attention. There are also a number of leases reaching their renewal or expiry date this year. Staff provided an update to a meeting of the local board chairs on 28 September 2015, which identified the scale of the programme at a network level and introduced a programme approach to help deliver the extra volume of work this year.

4. The programme approach aims to simplify procedures to enable a large number of more routine leases to be fast tracked, whilst focusing necessary attention on those community leases that are more complex. Extra staff resources have been made available to support this peak of work.

5. The main categories of work that are being advanced are:

· the renewal of existing leases;

· the award of new land related leases;

· the award of new building related leases; and

· progressing more complex or involved cases.

6. This report includes details of the first batch of fast tracked lease renewals. In every case the identified community group has an existing right of renewal. Staff recommend that these leases be renewed.

7. To maintain productive delivery of this year’s programme, staff will be working closely with the relevant portfolio holder and will operate to any delegations that are in place.

Recommendation/s

That the Kaipātiki Local Board:

a) approve the renewal of lease to the community organisations shown in Attachment A to the agenda report, on the existing terms and conditions with these community organisations being:

i) Shaolin Kempo Northcote Point Trust; and

ii) Kaipātiki Project incorporated.

b) note that community outcomes plans are not required or provided with these lease renewals.

Comments

8. There is a substantial programme of community leasing work to complete this financial year, with leases due for renewal and/or expired leases to be re-established in all 21 of Auckland’s local board areas. In total there are about 500 work items to complete. Attachment B shows the distribution of this activity by local board.

9. Given the scale of the programme, staff have adopted a new approach to operational delivery this year, aimed at increasing productivity whilst supporting good governance. The approach will simplify procedures to enable a large number of more routine leases to be fast tracked, whilst focusing necessary attention on those community leases that are more complex. Extra staff resources have been made available to support this work.

10. There are three routine categories of work are being advanced:

· the renewal of existing leases;

· the award of new land related leases; and

· the award of new building related leases.

Staff will work closely with the appointed local board portfolio holder(s) where applicable and progress this work in batches.

11. The following table shows the initial assessment of work in the Kaipātiki Local Board area.

Type of leases	Fast track	Complex
Renewals	2	0
New Leases	3	5

12. Progressing renewals is the priority first phase of this year’s programme. Alongside the fast track renewals, new leases and more complex renewals that require further input will be progressed.

13. Some of the leases requiring consideration are more complex or involved. These typically relate to situations where there are multiple stakeholder interests, external dependencies or issues related to the classification of reserves. Again, staff will work closely with the local board portfolio holder(s) to prioritise and progress these cases once the more routine renewals are able to be progressed.

14. Attachment A includes the details of the lease renewals that are of a routine nature and it is recommended that these renewals be approved.

Consideration

Local board views and implications

15. Staff provided an update to a meeting of the local board chairs on 28 September 2015, which identified the scale of the community lease workload at a network level and introduced a programme approach to help deliver the work this financial year.

16. The content of this report has been discussed in general terms with the Community Development and Facilities portfolio holders at the briefings held on 14 October 2015 and 11 November 2015, including the rationale applied to the assessment of routine and more complex leases.

17. To maintain productive delivery of this year’s programme, staff will continue to work closely with the portfolio holder(s) and will operate to the delegations that are in place.

Māori impact statement

18. Community leases generally support a wide range of activities and groups and are awarded based on an understanding of local needs, interests and priorities. As such, they are designed to create local benefits to many communities, including Maori.

Implementation

19. Staff will execute the decisions sought within this report promptly to ensure the occupying groups have clarification / confirmation of their tenancy.

Attachments

No.	Title	Page
a View	Community lease renewals schedule	55
b View	Distribution of leases by local board	57

Signatories

Authors

Maureen Buchanan - Community Lease Advisor North

Authorisers

Graham Bodman - General Manager - Arts, Community and Events

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

New community lease to the North Shore Model Railway Club Incorporated, Birkenhead War Memorial Park, Recreation Drive.

File No.: CP2015/24712

Purpose

1. This report seeks approval from the Kaipātiki Local Board for a new community lease to the North Shore Model Railway Club Incorporated for part of Birkenhead War Memorial Park, Recreation Drive, Birkenhead.

Executive Summary

2. The North Shore Model Railway Club Incorporated (the Club) has a community lease for the site on Recreation Drive that expired on 31 December 2014. The agreement is rolling over on a month to month basis.

3. The lessee owns the building and improvements on the site.

4. As specified in the Auckland Council Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to apply for a new lease at the end of their occupancy term. There is no requirement to undertake an expression of interest process. The Club wishes to exercise this right and has applied for a new community lease for the site on Recreation Drive.

5. The land is held in fee simple by Auckland Council as a classified local purpose (community buildings) reserve. The activity is contemplated in the operative reserve management plan for Birkenhead War Memorial Park.

6. This report recommends that the local board approves a new community lease to The North Shore Model Railway Club Incorporated for 10 years commencing 1 January 2015 with one 10 year right of renewal. This is the recommended term in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Recommendation/s

That the Kaipātiki Local Board:

a) approve a new community lease to The North Shore Model Railway Club Incorporated for Part Lot 152 Takapuna Parish, Birkenhead War Memorial Park, Recreation Drive, Birkenhead (refer to Attachment A in the agenda report) subject to the following terms and conditions:

i. Term – 10 years commencing 1 January 2015 with one 10-year right of renewal;

ii. Rent - $1.00 plus Good and Services Tax per annum if requested;

iii. The North Shore Model Railway Club Incorporated Community Outcomes Plan as approved be attached to the lease document (refer to Attachment B in the agenda report);

b) approve all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Comments

7. The North Shore Model Railway Club was formed in 1964 and erected it clubrooms on the council-owned site on Recreation Drive in 1965.

8. The Club’s vision is:

· to provide comfortable and safe facilities for the creation of a realistic model railway that will serve as a historic record and which may be operated in a realistic manner; and

· to provide a meeting space where members can come together to apply and improve their modelling skills, learn new technologies, assist others and enjoy the companionship of like-minded people.

9. The Club has approximately 70 active members many of whom hold family membership ensuring all age groups can take part in its activities and enjoy the facilities.

10. Members use the facility regularly to create layouts, repair equipment, develop the necessary technology to operate the tracks and systems and to engage and learn more about model railways their curation, development and operation.

11. The Club does take layouts to off-site locations in order that the wider community can enjoy the benefit of the equipment and the member’s specialist knowledge. The neighbouring Birkenhead Playcentre has been able to host the Club and the children were delighted with the engines and tracks that were set up on a temporary basis in their space.

12. The premises are also used on a casual basis by The British Modellers Group and the Modular Layout Group who make a donation to use the facility.

13. The original clubrooms have been extended and upgraded by the members of the club and now provide meeting space, a library, kitchen and toilets on the ground floor and an extensive open plan area on the upper level developed to showcase the Clubs layouts. The property is well maintained and the Club is giving consideration to upgrading the internal decoration and long term provision of more storage space.

14. The Club is to host a national convention in June 2016 which is likely to further contribute to the growth in membership that the Club has experienced in recent years.

15. The financial accounts provided indicate that the Club’s funds are sufficient to meet its liabilities and are being managed appropriately.

16. The Club has all necessary insurance cover, including public liability insurance, in place.

17. The site is held in fee simple by Auckland Council as a classified local purpose (community buildings) reserve. The operative reserve management plan for the Birkenhead War Memorial Park contemplates the activity and there is therefore no requirement to publicly notify the proposed lease.

18. Council staff have sought input from relevant council departments on the proposal. All responses have been supportive.

Consideration

Local board views and implications

19. Council staff sought input from the Community Development and Facilities Portfolio Holders on 13 August 2014 at which time no objections were raised.

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

Māori impact statement

21. There is no significance change or impact for Maori.

Implementation

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

23. There are no cost implications for Auckland Council.

Attachments

No.	Title	Page
a View	North Shore Model Railway Club Incorporated	63
b View	North Shore Model Railway Club Incorporated Community Outcomes Plan	65

Signatories

Authors

Maureen Buchanan - Community Lease Advisor North

Authorisers

Graham Bodman - General Manager - Arts, Community and Events

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

New community lease at 44 Mahara Avenue, Birkenhead

File No.: CP2015/24719

Purpose

1. This report seeks approval from the Kaipātiki Local Board for a new lease to the North Shore Resource Centre (the Centre) for the premises at 44 Mahara Avenue, Birkenhead.

Executive Summary

2. The council owned caretaker’s cottage at 44 Mahara Avenue, Birkenhead is currently leased to Girl Guiding New Zealand (GGNZ). The lease will expire 31 December 2016 ( refer Attachment A).

3. GGNZ no longer requires the property and will surrender the lease.

4. The Community Occupancy Guidelines 2012 recommend that any vacant premises be advertised seeking expressions of interest from eligible community organisations wishing to secure a community lease.

5. Applicants must meet eligibility criteria including legal status, provide programmes or services that align with the relevant local board plan and meet identified needs in the area.

6. The North Shore Resource Centre Incorporated has been served notice to vacate the Watercare site on Wairau Road upon which its building is sited. The Centre has applied to council seeking alternative accommodation as a matter of urgency.

7. This report recommends that the local board approves a new lease to the North Shore Resource Centre Incorporated for the council owned caretaker’s cottage at 44 Mahara Avenue, Birkenhead.

Recommendation/s

That the Kaipātiki Local Board:

a) approve a community lease to the North Shore Resource Centre Incorporated on the following terms and conditions:

i. term – five years commencing 17 December 2015 with one right of renewal for a further five years.

ii. rent - $1.00 per annum.

iii. maintenance fee - $500.00 per annum.

iv. the North Shore Resource Centre Incorporated Community Outcomes Plan being approved and attached as a schedule to the lease (refer to Attachment B in the agenda report).

v. all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines 2012.

Comments

8. The former caretaker’s cottage situated at 44 Mahara Avenue is currently leased to Girl Guiding New Zealand (GGNZ). The lease is due to expire 31 December 2016.

9. The premises comprise an open plan kitchen- living area, two bedrooms and a toilet that has a bathroom with overhead shower. The weatherboard cottage is in good condition but is no longer used by GGNZ.

10. Girl Guiding New Zealand has indicated that it is willing to progress an early surrender of the lease for the property.

11. Council’s Community Occupancy Guidelines 2012 recommends that all vacancies be publicly advertised seeking expressions of interest from eligible groups and organisations.

12. The eligibility criteria for applicants includes:

· legal status i.e. all applicants must be not for profit charitable trusts or incorporated societies;

· applicants must have a clear and effective governance structure;

· applicants must provide programs or activities that align and promote the strategic outcomes defined in the local board plan;

· duplication of existing services is not encouraged;

· The applicants must be able to demonstrate that the premises will be used regularly and if possible give consideration to the shared used of the space by others; and

· applicants must have a clear and effective governance structure.

13. The North Shore Resource Centre Incorporated has submitted a formal application for a new community lease of the premises on Mahara Avenue.

14. This long established organisation has an urgent need for accommodation as its building will be demolished in December of this year to allow the development of the Watercare site on Wairau Road.

15. The applicant meets all eligibility criteria specified in the Community Occupancy Guidelines 2012. In addition the information provided demonstrates the groups track record, fit for the space on offer and ability to continue to deliver outcomes that align with the local board plan:

· The Resource Centre has operated since 1985. It has an urgent need for new accommodation. There is no other council property or site available anywhere on the North Shore that can meet the needs of this valuable service.

· This established service directly supports a number of other community organisations throughout Auckland City including Kindergartens, Playcentres, school holiday programmes, service organisation like girl guides, rest homes and home school groups by providing craft materials, classes and opportunities to volunteer. It also provides wool and fabric that are used to make clothing and bedding for premature babies and families in need.

· The Resource Centre saves approximately 20 cubic metres of waste from going into landfill each year and has the support of council’s waste minimisation team.

· The location of the property at Mahara Avenue will mean that established relationships with business in the Wairau Valley and wider Kaipātiki area can be maintained.

· The Resource Centre has funding to make the necessary minor improvements/alterations to the building including redecoration and improvements to security at the site.

Consideration

Local board views and implications

16. The local board is aware of the guidance given regarding the treatment of vacancies in the Community Occupancy Guidelines and the opportunities/constraints of any expressions of interest process (refer Attachment C).

17. At the portfolio briefings 9 September, 14 October and 11 November 2015 the local board members in attendance recognised the exceptional circumstances of the Centre, its history, fit for the premises and the benefit it brings to numerous organisations in the area.

Māori impact statement

18. There are no significant changes or impacts for Maori associated within the recommendations in this report.

Implementation

19. All costs involved in the preparation of the lease document will be borne by Auckland Council.

20. The recommendations within this report do not trigger the Auckland Council Significance Policy.

21. The land is owned by Auckland Council and held in fee simple.

Attachments

No.	Title	Page
a View	44 Mahara Avenue, Birkenhead	71
b View	The North Shore Resource Centre Incorporated Community Outcomes Plan	73
c View	Benefits and challenges of approving a new community lease to single applicant/incumbent lessee or calling for expressions of interest	75

Signatories

Authors

Maureen Buchanan - Community Lease Advisor North

Authorisers

Graham Bodman - General Manager - Arts, Community and Events

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

New community lease Mairangi Players Incorporated, Recreation Drive, Birkenhead

File No.: CP2015/25658

Purpose

1. This report seeks Kaipātiki Local Board approval of a new lease to Mairangi Players Incorporated for part of Birkenhead War Memorial Park, Recreation Drive, Birkenhead.

Executive Summary

2. The Mairangi Players Incorporated (the Society) had a community lease for the site on Recreation Drive that expired on 28 February 2015. Since that date the lease has been holding over on a month to month basis.

3. The building and improvements on the site are owned by the Society.

4. As specified in the Auckland Council Community Occupancy Guidelines 2012, groups that own their own buildings have an automatic right to apply for a new lease at the end of their occupancy term without the need for a public expression of interest process. The Society wishes to exercise this right and has applied for a new community lease for the site on Recreation Drive.

6. This report recommends the grant of a new community lease to The Mairangi Players Incorporated for ten years, commencing 1 January 2016 with one ten-year right of renewal. This is the recommended term in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Recommendation/s

That the Kaipātiki Local Board:

a) approve a new community lease to The Mairangi Players Incorporated for Part Lot 152 Takapuna Parish, Birkenhead War Memorial Park, Recreation Drive, Birkenhead (as referenced in Attachment A to the agenda report), subject to the following terms and conditions:

i) Term – 10 years commencing 1 March 2015 with one 10-year right of renewal;

ii) Rent - $1.00 plus Goods and Services Tax per annum if requested;

iii) The Mairangi Players Incorporated Community Outcomes Plan as approved be attached to the lease document (as referenced in Attachment B to the agenda report).

b) approve all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012 and the Birkenhead War Memorial Park Reserve Management Plan.

Comments

7. The Mairangi Players Incorporated (the Society) was formed by a group of local people in 1952. The Society has occupied the site on Recreation Drive since the mid 1970s.

8. The Society owns the TheatreWorks building that comprises a fully equipped 70 seat theatre, props, equipment and costume store, dressing rooms, kitchen and bar/box office.

9. The premises are well maintained both internally and externally, and the Society has tried to make the theatre inviting and accommodating for its own members, other theatre groups who hire the space for rehearsals and productions and for community organisations like the Romanian Society who hire the space for meetings and social events.

10. The aims and objectives of the Society are:

“Furtherance of dramatic arts as a means of enjoyment and education of members.”

11. The Society has approximately 80 members ranging from 6-70 years of age.

12. In order to meet its aims and objectives, the members of the Society run drama classes three times each week and utilise the space for rehearsals for its four productions each year, two of which are aimed at family audiences that are always very popular and well attended.

13. The Society also offers opportunities for members to get involved in set and costume design and production, to learn about stage lighting and sound system management. The Society also encourages members to be involved in the marketing and administration of the Society and the TheatreWorks building.

14. The financial accounts provided by the Society indicate that the funds held are sufficient to meet its liabilities and are being managed appropriately.

15. The Society has all necessary insurance cover, including public liability insurance, in place.

16. The site is held in fee simple by Auckland Council as a classified local purpose (community buildings) reserve. The operative reserve management plan for the Birkenhead War Memorial Park contemplates the activity, and there is therefore no requirement to publicly notify the proposed lease to the Society.

17. Council staff have sought input from relevant council departments.

Consideration

Local board views and implications

18. Council staff sought input from the Community Development and Facilities portfolio holders on 14 October 2015, at which time no objections were raised.

19. The recommendations within this report fall within the local board’s allocated decision-making authority relating to local, recreation, sport and community facilities.

Māori impact statement

20. There is no significance change or impact for Maori.

Implementation

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

22. There are no cost implications for Auckland Council.

Attachments

No.	Title	Page
a View	Attachment A Mairangi Players Incorporated, Recreation Drive, Birkenhead	81
b View	Attachment B Mairangi Players Incorporated Community Outcomes Plan	83

Signatories

Authors

Maureen Buchanan - Community Lease Advisor North

Authorisers

Graham Bodman - GM Arts, Community and Events

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

Kaipātiki Local Board Quick Response Grants: Round Two, 2015/2016

File No.: CP2015/24586

Purpose

1. The purpose of this report is to present applications received for round two of the Kaipātiki Local Board Quick Response Grants 2015/2016. The local board is required to fund, part-fund or decline these applications.

Executive Summary

2. The Kaipātiki Local Board has set a total community grants budget of $78,000 and local events budget of $110,000. A total of $60,500 is currently available under the local events budget for contestable grants, for the 2015/2016 financial year. The remaining funds from the two budgets will be allocated to successful applications. A total of $10,170 was allocated under the quick response grants round one, leaving a remaining unallocated budget of $127,330.

3. A total of $77,062 was allocated under local grants round one, leaving a total of $50,768 to be allocated for the remaining grants rounds.

4. Three applications were received in this quick response round, with a total requested of $1,500.

Recommendation/s

That the Kaipātiki Local Board:

a) consider the applications listed in the table below and agree to fund, part-fund or decline each application in this round

Organisation	Focus	Funding for	Amount Requested	Eligible/ Ineligible
OUTLine New Zealand Incorporated	Community	Towards the costs of training new volunteers, 0800 phone number service provisions and promotion and marketing between November 2015 to September 2016	$500	Eligible
Earth Action Trust	Community	Towards venue hire, sewing resources, repair of sewing machines, a contract for tutors, programme support and volunteer costs between November 2051 to October 2016	$500	Eligible
Neighbourhood Support North Shore Incorporated	Community	Towards the purchase of 23 petrol vouchers for the “Big Lunch” project between November 2015 to April 2016	$500	Eligible

Comments

5. The implementation of the new Community Grants Policy commenced on 1 July 2015. The policy supports each local board to adopt a grants programme for 2015/2016 and the Kaipātiki Local Board adopted its grants programme on 15 April 2015 (see Attachment A).

6. The local board grants programmes sets out:

· local board priorities;

· lower priorities for funding;

· exclusions;

· grant types, the number of grant rounds and when these will open and close; and

· any additional accountability requirements.

7. The Kaipātiki Local Board will operate five quick grants rounds for this financial year. The second quick response round closed on 1 October 2015.

8. The Kaipātiki Local Board has set a total community grants budget of $78,000 and local events budget of $110,000 for the 2015/2016 financial year. A total of $60,500 under the local events budget is available for contestable grants. The balance of the events budget has been allocated to existing events. The remaining funds from the two budgets will be allocated to successful applications.

9. In round one of the September 2015 Kaipātiki Local Board Quick Response grants, an amount of $10,170 was allocated.

10. In round one of the November 2015 Kaipātiki Local Grants programme, an amount of $77,062 was allocated, leaving a budget of $50,768 to allocate for the remainder of the financial year.

11. Three applications were received for this quick grants round, requesting a total of $1,500.

Consideration

Local board views and implications

12. Local boards are responsible for the decision-making and allocation of local board community grants. The Kaipātiki Local Board is required to fund, part-fund or decline these grant applications against the priorities identified in the local board grant programme.

13. The local board is requested to note that section 50 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.” Therefore it is recommended that the board provides reasons as part of its decision making when declining funding requests.

Māori impact statement

14. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes and activities that benefit a wider range of individuals and groups, including Maori. As a guide for decision-making, in the allocation of community grants, the new Community Grants Policy supports the principle of delivering positive outcomes for Maori. There are no applicants applying in this round that have identified as Maori and one applicant has indicated that their project targets Maori or Maori outcomes.

Implementation

15. The allocation of grants to community groups is within the adopted Long-term Plan 2015-2025 and the Kaipātiki Local Board Agreement.

16. Following the decisions made by the Kaipātiki Local Board as part of round two of the quick response grants programme, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a	Kaipātiki Local Grants Programme 2015/2016 (Under Separate Cover)
b	Kaipātiki Quick Response, round two application summaries (Under Separate Cover)

Signatories

Authors

Kim Hammond - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

Auckland Transport Update December 2015 for the Kaipātiki Local Board

File No.: CP2015/25850

Purpose

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

Executive Summary

2. This report covers matters of interest to the Kaipātiki Local Board relating to Auckland Transport activities or the transport sector and issues raised by members during the month of November 2015.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the Auckland Transport November 2015 Issues Update to the Kaipātiki Local Board.

Comments

Kaipātiki Local Board Capital Fund Projects

3. The Kaipātiki Local Board has previously requested Auckland Transport (AT) to investigate a cycle way project – Kaipātiki Road Cycleway – Glenfield to Beach Haven Ferry.

4. This 4.3km length of road is not currently in AT’s cycle network plans, due to the low volume of use. However an assessment was undertaken to look at improvements that could be considered, specifically at the various intersections (roundabouts) where cyclists are vulnerable.

5. Following a workshop with the local board on 25 November 2015 in regards to the intersections, there are two areas in which the board could consider adding improvements.

· Stanley Road Roundabout/Beach Haven Road – Installation of cycle friendly catch pits, estimate of $35,000, and

· Lancaster Road Roundabout/Rangatira Road Roundabout – Upgrade of footpath widen up to 2.5 metres between the Beach Haven Road Gateway and the Rangatira Road Roundabout. Estimate is $50 to $80K. Any work on this portion would be co-ordinated with the proposed Rangatira Rd Roundabout upgrade.

6. At the workshop the board noted particular interest in the Stanley Road roundabout as there are noticeable sub-standard facilities for both cyclist and pedestrians in that area. However this intersection requires significant upgrade works and is included in the AT future works program. A complete upgrade should include improvements to the walking and cycling environment.

7. Birkdale Road Shops Upgrade – This initiative proposed investigating the enhancement of the shops forecourt (including elements of landscaping, such as trees and seats), and improvements to the parking access as well as pedestrian safety.

8. The proposed work has been broken down into 3 stages as follows:

Stage 1 Shop front widening, improved vehicle crossing, improved pedestrian crossing and footpath upgrade, rough cost estimate of $80,000.

Stage 2 Widen footpaths to 2.5m between Tiri Tiri Road (north) and Beswick Place (south). A total length of 270 metres, rough cost estimate $110,000.

Stage 3 Widen footpaths between the schools (Birkdale Intermediate and Birkdale Primary). A total length of 920m, both sides, rough cost estimate of $280,000.

(Note: The cost of Stage 3 includes the cost of the Stage 2.)

9. The total cost for all the proposed improvements within the Birkdale Shops area and improved footpaths between Birkdale Intermediate and Birkdale Primary Schools would be $360,000.

10. Any of these projects, if supported by the board, can be constructed within this financial year.

11. If the board does not wish to progress any of these projects at this stage, it is suggested that the board commit to completing a design to enable more accurate costing, which would enable these projects to be brought forward for consideration at a future date.

Auckland Transport News

Berm Planting Guidelines

12. AT received feedback on its draft guidelines for “Private Planting in the Road Corridor” from 19 of the 21 local boards. This feedback is currently being assessed.

13. A new draft of the guidelines will then go to AT’s executive team and the AT Board, with a final version of the guidelines to be available in the new year.

Improved facilities for ferry customers

14. A new pier is now being used by ferry customers to Gulf Harbour, Hobsonville and Beach Haven, Coromandel and Tiritiri Matangi.

15. In November AT opened the new facility at Pier 4 at the Downtown Ferry Terminal., which replaces the old pier that was closed at the beginning of September.

16. The new pontoon and gangway is a great improvement for customers as there is now a covered gangway that provides shelter for customers from bad weather or the afternoon sun. With the gangway being wider it also means better access for people using wheelchairs and baby strollers.

17. The new pontoon has two different boarding heights that allows larger vessels to use it, and also additional safety lighting, closed circuit television (CCTV) cameras and repositioned AT HOP card readers.

18. The new 28 metre concrete pontoon was fabricated at Total Marine Services’ fabrication yard in West Auckland. Six concrete units, each weighing 25 tonnes, were transported to Silo Park in Wynyard Quarter where they were connected using steel through rods.

19. The pontoon was then floated around Princes Wharf and into its new position at Pier 4 and secured to new anchor piles.

Cycling Numbers Increasing

20. The number of people cycling in Auckland is up 7% according to research released recently by AT. An independent survey conducted earlier in the year, looked at the walking and cycling habits of more than 1600 people living in Auckland and compared the findings with last year.

21. It found that the number of people who said that they did any cycling at all went from 20% to 27%. The number of people cycling at least once a week was also up to 11% compared with 6%, 12 months ago.

22. While the reason for cycling is still exercise, fitness (68%) or recreation (48%), there was a steady growth in those saying cycling to work was the reason they get on a bike (up to 16% from 12%). The survey also gathered information about where people lived and found that those living directly east and west of the city have the highest proportion of people cycling.

23. This research is a source of meaningful data in order for AT to plan ahead for the future cycle improvements. Putting in protected cycle facilities in the right parts of the city will make people feel and be safer when riding around the city. To maximise the investment which has come from local and central government, AT plans to improve the network for cycling into and around the city centre as well connections to public transport interchanges.

24. People living in the inner city and the corridor running north-south from the city have the highest potential for growth in cycling. To get people cycling, overcoming perception of safety seems to be the greatest barrier.

Let’s Carpool Campaign

25. AT is running a public campaign in November to encourage carpooling. The key objective is to reduce the amount of single vehicle occupancy trips into central Auckland by encouraging people to give carpooling a go and visit the Let’s Carpool website to register. The target audience is people aged between 20 and 45 years working in Central Auckland.

Road Safety Young Driver Marketing Campaign

26. Young driver crashes are a high strategic priority identified in “Safer Journeys” and locally this issue is of high concern due to the number of deaths and serious injuries resulting from these crashes. From 2010 to 2014, there were 664 death and serious injury crashes involving young drivers and these crashes resulted in 74 deaths and 749 serious injuries. Targeting 18-24 year old male and female drivers, the main campaign objectives are:

· to contribute towards a reduction in serious injury crashes involving young drivers across the Auckland region;

· to increase young driver’s safety awareness and understanding of the consequences of dangerous driving; and

· to continue to grow the Snapchat and Facebook database of young drivers. This follows on from the success of the May 2015 young driver campaign, whereby AT generated 2,193 new likes on the “You’re driving” Facebook page and 5,185 new Snapchat followers.

27. Based on the tagline of “You wouldn’t do that”, the three road safety themes are Distraction, Speeding and Drink Driving. Three different scenarios will be developed into short 10 second videos and released on Snapchat and Facebook:

· You wouldn’t text while in a job interview. Don’t Text. You’re Driving.

· You wouldn’t drink before hitting the gym. Don’t Drink. You’re Driving.

· You wouldn’t rush through a hot date. Don’t Speed. You’re Driving.

28. To help incentivize people, AT will run a competition challenging Snapchat users to send in a snap of their own 10 second video (or static photo) showing a scenario where they “wouldn’t do that”. The best entries will be posted on Snapchat for the public to vote on and the favourite choice each week, over a three week period, will receive a prize of an Iphone 6.

Consideration

Local board views and implications

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

Māori impact statement

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

General

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

Implementation

32. There are no implementation issues.

Attachments

No.	Title	Page
a View	Kaipātiki Local Board issues raised during November 2015	95

Signatories

Authors

Marilyn Nicholls, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Elected Member Relationship Team Manager, Auckland Transport

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

Marlborough Park Youth Facility Governance Options

File No.: CP2015/23893

Purpose

1. To advise the Kaipātiki Local Board of governance options for the repurposed Marlborough Park Hall, and to confirm the preferred governance option.

Executive Summary

2. At the Kaipātiki Local Board meeting on 9 September 2015 the refurbishment and repurposing of the Marlborough Park Hall to a youth focused community facility with some capacity for community use was approved. When approving the repurposing of the facility, the board noted that a report on the governance and management options would be developed and delivered for its consideration.

3. There are three governance and management options that have been identified for consideration;

· council managed and governed;

· community managed and governed by a trust or incorporated society by a funding agreement; or

· community managed and governed by a trust or incorporated society by a contract for service.

4. If a community governed approach is decided this would occur through a licence to occupy and there is a requirement for this to be a publicly notified process. This process will take approximately four months.

Recommendation/s

That the Kaipātiki Local Board:

a) confirm the preferred governance option for a repurposed Marlborough Park Hall.

b) acknowledge the level of budget required to operationalise Marlborough Park Hall as a youth facility and that funding for it will be sought through the 2016/17 Annual Plan process.

Comments

Background

5. At the Kaipātiki Local Board meeting on 9 September 2015 the refurbishment and repurposing of the Marlborough Park Hall to a youth focused community facility with some capacity for community use was approved. Work is now underway to develop detailed plans for the facility with the aim of beginning the refurbishment in March 2016. When approving the repurposing the board noted that a report on the governance and management options would be developed and delivered for its consideration.

6. The Marlborough Park Reserve Management Plan provides that the board may choose to re-purpose the Marlborough Park Hall as a youth-focused facility provided that there is still some capacity for the community to hire or use the facility for other community purposes. If the board were to choose to re-purpose the hall as an exclusive youth facility, the management plan would need to be amended.

Model options

7. There are three governance and management options that have been identified for consideration.

Options	Description	Estimated annual cost
1.Council managed and governed	Council staff are appointed to be based at the facility and are responsible for hiring or scheduling out the space and programming. The local board has governance responsibilities	FTE staff = $90,000 Programming costs = $60,000 Total cost $150,000
2. Community managed and governed by a trust or incorporated society through a funding agreement	A community trust or incorporated society is funded to govern and manage the facility. Trust staff are based at the facility and are responsible for hiring or scheduling out the space and programming. The local board retains ultimate oversight through an approved funding agreement with key performance indicators	Funding agreement = $90,000 plus Establishment and programme costs $30,000 Total cost $120,000 for operation and establishment and $90,000 plus ongoing
3. Community managed and governed by a trust or incorporated society through a contract for service	A service provider is contracted to manage the facility. Service provider staff are based at the facility and are responsible for hiring out space and programming	$150,000 Total cost $150,000

8. The three options are considered in more detail in Attachment A. Both community managed options require a licence to occupy. If the local board wishes to grant a licence to occupy to a community organisation to run this youth-focused facility then the council must publicly notify this intention. This can occur through an Expression of Interest (EOI) process. If a licence is granted, then the Marlborough Park reserve management plan must be updated at the time of next review.

Discussion

Establishment considerations

9. The establishment phase of the repurposing of this hall to a youth facility will be critical to its ongoing success and sustainability. Whichever organisation is selected to operate the facility, there will be several priorities in the first 18 months, including;

· development of a vision and strategic plan;

· recruitment of a skilled operational team;

· development of a sustainable business plan, budget and financial plan;

· establishment of target users and creation of a marketing plan;

· building relationships and partnerships with community, community organisations and agencies;

· establishing appropriate programming and scheduling of activities and usage;

· generating income; and

· developing an evaluation framework , measuring impact and reporting on its operation.

10. If either option 2 or 3 are selected it is recommended that the board put in place a two year Licence to Occupy agreement initially. This recognises the work and investment required by any organisation to operationalise the facility and the time required to build partnerships. It also acknowledges that it will take several years before any significant outcomes are achieved from the change of use. After this period both the board and community organisation could review the success and suitability of the licence agreement for both parties.

11. This approach has the advantage of providing stability for the start-up period. It gives any organisation a clear time frame to demonstrate their ability to manage the facility and time to identify the budget required to successfully operationalise the facility. It also provides a reasonable time frame to encourage investment and funding opportunities. A licence and two year time frame also means that should the organisation managing the facility not perform then the board is not locked into any long term contract.

12. The level of funding required for a council managed facility has been identified and this would not change post establishment. If a community managed option is selected then a higher initial budget level is recommended to enable set up costs to be accommodated. Once established, a community managed option may have success in accessing third party sources of funding to cover some of the operating costs, meaning that the level of financial support provided by council could reduce slightly.

Implementation considerations

13. When considering the appropriate governance model for the repurposed facility the factors outlined below should to be taken into account. These factors will be key drivers when considering any expressions of interest.

a) Potential to align closely with the local boards priorities –The selected model must be able to realise the boards vision for the facility and deliver the outcomes that it is seeking. It must operate in a manner that reflects and is consistent with the boards community obligations and approach, and which also reflects the wider council focus on empowering communities. A level of continued community access to the facility must also be maintained.

b) Greatest potential for successful establishment- The establishment of a new facility focus and operation will require a variety of skills and a high level of experience and expertise. The organisation managing the facility must be able to shoulder the risks and challenges that it will experience in the start-up process.

c) Availability of appropriate trusts or service providers- Capability issues are common in community organisations. A community led model can prove to be successful if the right trust/ society or provider is available. If the right trust is not appointed then the facility and its programmes can become disorganised, lack focus and become underutilised. It can also be difficult to remove an underperforming organisation. Given the focus of the repurposed facility, the experience and knowledge of the Kaipātiki community and ability to work within it must be a key consideration.

d) Best long term approach for the Kaipātiki community- The selected model must be able to realise the boards vision and provide it with appropriate levels of oversight as the facility develops. Research into the outcomes sought from a youth focused facility saw the outcomes fall into three main categories; health and wellbeing, employment readiness and connection.

e) Cost- The cost of establishing the repurposed facility and ongoing support costs for the board must be acknowledged.

14. An EOI process would be managed by staff and involve;

· public notification of the opportunity (2 weeks);

· opportunity to view premises (1 week);

· submission of proposal (3 weeks);

· evaluation of proposals (2 weeks);

· portfolio meeting (1 week); and

· report and decision (6 weeks).

The preparation for the EOI process would be started in December with the intention to notify it in February 2016 and confirmation of the successful organisation by May 2016.

Consideration

Local board views and implications

14. The board has made the decision regarding the repurposing of the Marlborough Park Hall as a youth focused community facility. This report is seeking its input into and confirmation of the preferred governance model.

Māori impact statement

15. In 2013, thirteen per cent of young people in Kaipātiki identified as Maori. The level of impact that the repurposing of the Marlborough Hall as a youth facility will have, will largely depend on the nature and quality of the programming in the future facility. Due to the intention that the facility will focus on all youth within its catchment area there will be benefits to Kaipātiki Maori youth.

16. Seven iwi with an interest in the Kaipātiki Local Board area were contacted and invited to participate in the design process to repurpose this facility.

Implementation

17. The board will need to consider a level of operational funding required to support the preferred governance model. There is a risk that the board will not be able to source all the external funding required for fit-out and fixtures. However, there are some methods to mitigate this including: re-using existing fixtures, using discretionary local board budget, or tailoring any funding agreement or contract with a community provider to include externally sourcing fixtures.

18. An operational budget does not yet exist to cover the likely operating costs identified in each of the three models discussed in this report. Once the preferred governance model is identified by the board, the necessary funding for it will be sought through the 2016/17 Annual Plan process.

Attachments

No.	Title	Page
a View	Governance and management model options	101

Signatories

Authors

Peter Loud - Team Leader Community Facilities

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

Annual Plan 2016/2017 – local consultation content

File No.: CP2015/25878

Purpose

1. This report seeks agreement of proposed locally driven initiative (LDI) priorities for 2016/2017 and adoption of local content for consultation, as part of the Annual Plan 2016/2017.

Executive Summary

2. Legislation governing the annual plan process has changed - there is no longer a requirement to produce a draft Annual Plan. Instead, council must produce a consultation document which includes:

a) proposed significant or material changes (if any) to year two of the Long-term Plan 2015-2025 (LTP); and

b) content relating to local board agreements.

3. This report seeks agreement of proposed locally driven initiative priorities for 2016/2017 and adoption of local content for consultation.

4. Following this business meeting, the governing body will meet on 17 December 2015 to agree consultation topics for the annual plan, and again in early February 2016 to agree consultation material, including local content from each local board.

5. Following consultation, a local board agreement with the governing body for 2016/2017 will be developed.

Recommendation/s

That the Kaipātiki Local Board:

a) agrees indicative locally driven initiative priorities for 2016/2017 (refer to Attachment A in the agenda report)

b) adopts local content for consultation refer to Attachment B in the agenda report)

c) agrees that the Chairperson be delegated the authority to make any final minor changes to local consultation content for the Annual Plan 2016/2017 prior to publication, including online consultation content.

Comments

6. Legislation governing the annual plan process has changed - there is no longer a requirement to produce a draft Annual Plan. Instead, council must produce a consultation document which includes:

a) proposed significant or material changes (if any) to year two of the Long-term Plan 2015-2025 (LTP); and

b) content relating to local board agreements.

7. Over the last three months local boards have refined local priorities within funding envelopes outlined in year two of the LTP to prepare for consultation. This included consideration of locally driven initiatives and asset based services work programmes.

8. This report seeks agreement of proposed LDI priorities for 2016/2017 and adoption of local content for consultation.

9. Following this business meeting, the governing body will meet on 17 December 2015 to agree consultation topics for the Annual Plan, and again in early February 2016 to agree consultation material, including local content from each local board.

10. Consultation on the Annual Plan will take place from 15 February to 15 March 2016.

11. Following consultation, a local board agreement with the governing body for 2016/2017 will be developed. The Annual Plan, including 21 local board agreements, is due for adoption in June 2016.

Consideration

Local Board views and implications

12. Local board feedback on regional matters for consultation was sought in November 2016 business meetings.

13. Advocacy discussions between local boards and the Finance & Performance Committee were held in November 2016 prior to decisions being made on Annual Plan consultation topics.

14. The purpose of this report is for local boards to agree local priorities and adopt local content for consultation.

15. Local boards will also have further opportunities to provide information and views as council continues through the Annual Plan process.

Māori impact statement

16. Many local board decisions are of importance to, and impact on, Māori. Local board agreements and the Annual Plan are important tools that enable and can demonstrate council’s responsiveness to Māori. Local board plans, which were developed in 2014 through engagement with the community including Māori, form the basis of local priorities.

17. There is a need to continue to build relationships between local boards and iwi, and where relevant the wider Māori community. Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn can influence and encourage Māori participation in council’s decision-making processes.

Implementation

18. Following consultation, proposed initiatives and budgets will be considered and updated to reflect feedback and new information available, prior to adoption of the final Annual Plan.

Attachments

No.	Title	Page
a View	Kaipātiki locally driven initiative priorities for 2016/2017	107
b View	Kaipātiki local content for consultation	109

Signatories

Authors

Kate Marsh - Financial Planning Manager - Local Boards

Authorisers

Matthew Walker - GM Financial Strategy and Planning

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

Approval of Opaketai Beach Haven Garden Memorandum of Understanding

File No.: CP2015/23007

Purpose

1. This report presents the draft Memorandum of Understanding (MoU) between Auckland Council and the Beach Haven Birkdale Residents Association Incorporated (the Association) for the council owned open space at 364 Rangatira Road, Beach Haven, also known as Opaketai Beach Haven Garden, to the Kaipātiki Local Board.

Executive Summary

2. The draft MoU has been developed to record how Auckland Council and the Beach Haven Placemaking Group (BHPG), as a subcommittee of the Association, will work together in relation to the management and maintenance of the Garden.

3. The MoU commences on the date it is signed by both parties and will continue until terminated in accordance with this MoU. Its initial term will be three years from the commencement date and may be extended for a further three years by agreement in writing between the parties.

4. The MoU does not constitute a funding agreement between the council and BHPG.

Recommendation/s

That the Kaipātiki Local Board:

a) adopt the draft Memorandum of Understanding between Auckland Council and Beach Haven Birkdale Residents Association Incorporated for the council owned open space at 364 Rangatira Road, Beach Haven, also known as Opaketai Beach Haven Garden.

b) delegate to the Chairperson the authority to sign the document on behalf of the local board.

Comments

Background

5. The council owns and manages the open space at 364 Rangatira Road, Beach Haven, also known as Opaketai Beach Haven Garden (the Gardens).

6. The site is not vested as a reserve under the Reserves Act 1977.

7. The Association wishes to maintain approximately 87m2 of the site as a community garden. The areas to be maintained by the Association are highlighted in blue in the location map in Attachment A.

8. The Beach Haven Placemaking Group (BHPG), as a subcommittee of the Association, will represent the Association in all matters regarding the Garden.

9. The draft MoU has been developed to record how Auckland Council and the BHPG will work together in relation to the management and maintenance of the Garden.

10. The MoU is the result of collaborative working between council staff and the BHPG.

11. It has been fully endorsed by the Association, the BHPG and council staff, and has been reviewed and approved by council’s Senior Solicitor, Property and Commercial.

The MoU

12. The purpose of the MoU is to record how the parties will work together in relation to the management and maintenance of the Garden.

13. The MoU commences on the date it is signed by both parties and will continue until terminated in accordance with this MoU. Its initial term will be three years from the commencement date and may be extended for a further three years by agreement in writing between the parties.

14. The Association will be responsible for the development and maintenance of the community garden, which will function as an edible garden, community orchard, floral garden and meeting space.

15. The purpose of the Garden aligns with the BHPG’s vision to create a space which will encourage connection between people, their environment and the community.

16. The Garden will provide a combination of individually tended plots and communal areas. Reasonable opportunities for involvement in the Garden will be open to all Beach Haven residents.

17. The MoU does not constitute a funding agreement between the council and BHPG.

Consideration

Local board views and implications

18. This report is seeking local board adoption of the Opaketai Beach Haven Garden MoU.

Implementation

19. There are no known implementation issues.

Attachments

No.	Title	Page
a	Location map and site plan - Beach Haven Garden (Under Separate Cover)
b	Draft Memorandum of Understanding between Auckland Council and Beach Haven Birkdale Residents Association Incorporated (Under Separate Cover)

Signatories

Authors

Nicki Malone - Parks Advisor Kaipataki

Authorisers

Mark Bowater - Acting General Manager - Parks, Sports and Recreation

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

Update on parks work programme 2015/16

File No.: CP2015/24869

Purpose

1. To provide the Kaipātiki Local Board with an update on progress in relation to the 2015/16 parks work programme.

Executive Summary

2. The Kaipātiki Local Board approved the parks work programme in August 2015.

3. Following this, the board approved the interim work programme for the Kaipātiki Connections Network Plan in November 2015.

4. This report gives the board an overview of progress with the work programme (see Attachment A).

5. It also provides a snapshot of the number of projects in the different phase of delivery.

6. The parks team is currently working on 100 projects within the Kaipātiki Local Board area, with an overall approved budget of $3.124 million and forecasted spend of $3.731 million.

7. Since the approval of the work programme in August 2015, eight renewals projects have been added to the programme, as the associated assets were found to be in poor/very poor condition.

8. Four projects were deleted from the programme, due to works already having been carried out, or not having been approved as part of the proposed work programme.

9. This report has no financial or other implications.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the updated parks work programme (as per Attachment A to the agenda report).

Comments

10. On 12 August 2015, the Kaipātiki Local Board approved the revised parks work programme (resolution number KT/2015/116):

That the Kaipātiki Local Board:

a) approves the revised 2015/16 Parks work programme, noting that:

i. an amount of $337,000 has been allocated to developing 136 Birkdale

Road;

ii. an amount of $25,000 from the Parks volunteers budget is approved for

Parks expenditure, with the balance of $50,000 to be held in reserve for

further consideration by the board;

iii. allocation from the Parks response fund will be approved via a separate

resolution of the board as further information on potential projects

becomes available;

iv. there is a significant increase in Parks renewals budgets over the next

three years, in particular for play space, paving and hard surface, and

furniture renewals; and

v. all items marked ‘tbc’ in the work programme will be reported to the board

for budget finalisation approval prior to contract procurement.

CARRIED

11. In addition, the Kaipātiki Local Board approved the interim work programme for the Kaipātiki Connections Network Plan at its meeting on 11 November 2015 (resolution number KT/2015/163):

That the Kaipātiki Local Board:

a) approves the interim connections work programme for the 2015/16 financial year as follows:

Interim priority	Priority Area (#)	Stage	KCNP component
1	Totara Vale to Manuka Reserve (3)	Investigation	$16,000
2	Totara Vale to Manuka Reserve (3) - Manuka Reserve link	Design, consent and physical works	$35,000
3	Tuff Crater (1) – design and physical works stage I- Exmouth Road to existing boardwalk	Design, consent and physical works	$60,000
4	Tamahere Reserve	Physical works	$45,000
		TOTAL	$156,000

b) approves to undertake the following projects, as part of the interim connections work programme for the 2015/16 financial year, in the event that any of the projects in listed in a) fail to proceed or are completed for less than the allocated budget:

Priority	Priority Area (#)	Stage	KCNP component
1	Kauri Glen Reserve (1)	Investigation	$9,000
2	Rangatira Reserve (5)	Design and consents	$45,000
3	Le Roys Bush Reserve (1)	Design and consents	$30,000
4	Little Shoal Bay Reserve (1)	Design and consents	$30,000
5	Kauri Glen Reserve (1)	Design and consents	$25,000
6	Eskdale Reserve (2)	Design and consents	$25,000
7	Chelsea Heritage Reserve (1)	Investigation	$7,000
8	Chelsea Heritage Reserve (1)	Design and consents	$20,000

c) allocates $5,000 from the existing Kaipātiki Connections Plan budget for the update of the Kaipātiki Connections Network Plan, which considers developments that have occurred since the plan’s adoption in 2012, in order to inform work programme priorities from the 2016/2017 financial year onwards.

d) requests Auckland Transport to work with the Parks, Sport and Recreation department in a collaborative manner to update and implement the Kaipātiki Connections Network Plan.

e) requests a report from the Manager, Local and Sport Parks North, regarding the management and delivery of the Le Roys Bush connections project including reasons for the serious delay regarding code of compliance signoff.

CARRIED

Work programme update

12. This report gives the board an update on progress with the work programme for the 2015/16 financial year (see copy of work programme in Attachment A).

13. The work programme in Attachment A includes the FY16 to FY18 projects presented to the board at the meeting in August 2015, as well as the projects carried forward from the 2014/15 financial year.

14. The budgets stated are the most recent, rephased budgets and include deferrals from the 2014/15 financial year.

15. Changes to the work programme (since its approval in August 2015) are highlighted; with additions highlighted in orange and projects which will not be progressed struck through.

16. A ‘Comments’ column has been added to the work programme to explain the rationale behind any changes and highlight the projects carried forward from the 2014/15 financial year.

17. In addition to the full work programme in Attachment A, the table below gives a snapshot of the work programme:

Project Type	Approved budget FY16	Forecast FY16	Percentage of spend	Number of projects
Development	1,388,000	1,707,000	123	29
Renewals	1,601,654	1,889,000	118	68
LDI	135,000	135,000	100	3
TOTAL	3,042,483	3,674,000	119	100*

* Includes projects deferred from 2014/15 financial year

18. The parks and project delivery teams are currently working on 100 projects within the Kaipātiki Local Board area, with an overall approved budget of $ 3.042 million and forecasted spend of $3.674 million ($7.811 million and $7.936 million respectively for three year period between FY 16 and FY 18).

19. The table below gives an outline of the different projects by status:

Phase	Number of projects
Business Case/ Planning	12
Concept Design	20
Detailed Design	12
Consenting	2
Tendering	6
Tendering complete	5
Physical works	26
Handover and Closure	13
Completed	1
LDI	3
TOTAL	100

20. As per resolution 1)a)v) from 12 August 2015 (resolution number KT/2015/116) the figures for the items marked as ‘tbc’ within the Connections Plan section of the work programme have been confirmed for this financial year as part of the approval of the interim connections plan work programme.

21. The figures for the Marlborough skate park renewal project, Birkenhead War Memorial skate park renewal project, Onepoto Domain maimai and steps and the Hinemoa Park stone arch and pathway lighting renewal project are yet to be confirmed and will be reported to the board once obtained.

Parks Development Programme

22. The parks work programme includes development projects for the ongoing implementation of the Kaipātiki Connections Network Plan as per the interim work programme adopted on 11 November 2015 (Resolution number KT/2015/163).

23. The development of a car park, play space and community garden/food forest at the newly acquired property at 136 Birkdale Road is still in the planning phase.

Parks Asset Renewals

24. The renewals work programme is based on the following principles:

· assets in poor and very poor condition, and short remaining life, are given priority:

· assets with higher associated risk i.e. bridges, are given priority; and

· consideration of use.

25. Due to the dynamic nature in asset conditions, there are a number of changes to this section of the work programme. A number of assets have been added to the renewals programme, as assets in poor/very poor condition were identified as part of the constant improvements in the available asset data.

26. Since the approval of the work programme in August 2015, eight renewals projects have been added to programme, as the associate assets were found to be in poor/very poor condition.

27. Four projects were deleted from the programme, due to works already having been carried out, or not having been approved as part of the proposed work programme.

Financial implications

28. There are no known financial implications from this update report.

Consideration

Local board views and implications

29. This report gives the Kaipātiki Local Board an update on progress with the 2015/16 parks work programme.

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Parks updated work programme 2015/16	123

Signatories

Authors

Nicki Malone - Parks Advisor

Authorisers

Mark Bowater - Acting General Manager - Parks, Sports and Recreation

Eric Perry - Relationship Manager

Kaipātiki Local Board

09 December 2015

Draft Regional Pest Management Plan Review

File No.: CP2015/25894

Purpose

1. The purpose of this report is to:

· inform local boards about the first stage of public consultation on the Regional Pest Management Plan review;

· request local boards to provide any initial feedback on pest management issues in preparation of the draft Regional Pest Management Plan (RPMP); and

· note that informal and formal local board engagement will be undertaken in early 2016 to inform the final draft RPMP.

Executive Summary

2. The Auckland Regional Pest Management Plan is undergoing a major review, driven by legislative and operational changes. Auckland Council invited public comment on pest management issues in the region, as part one of a two-stage consultation process which closed on 27 November 2015.

3. Pest management is important at a local as well as a regional scale. Local board views have been sought through meetings and a combined local board workshop on 20 April 2015. Following local board and mana whenua engagement, a discussion document and a brief summary brochure have been prepared for the first stage of consultation. These documents are presented for your information, dissemination, and further feedback if desired.

4. Comments from this consultation will inform the proposed Auckland Regional Pest Management Plan which will be developed for the second stage of consultation (formal public submissions and hearings) in 2016. Comments can be made on the topics raised in the document or on any other pest management issue.

Recommendation/s

That the Kaipātiki Local Board:

a) provide any initial feedback on pest management issues impacting their area.

b) note the October 2015 Regional Strategy and Policy Committee report and attachments titled Regional Pest Management Plan Review – approval of discussion document

c) note that informal and formal local board engagement will be undertaken in early 2016 to inform the final draft Regional Pest Management Plan.

Comments

5. The Auckland Regional Pest Management Plan is the main statutory document implementing the Biosecurity Act 1993 in the region. It provides a strategic and statutory framework for the effective management of plant and animal pests. Auckland Council is reviewing its plan that dates from the year 2007. The purpose of the review is to update the council’s approach to pest management, especially with regard to changes in pest species, distribution, and issues arising from their control; along with community expectations and available resources.

6. It is also necessary to incorporate new provisions which come from the reform of the Biosecurity Act in 2012. Among other changes, the Act now requires councils to be consistent with the National Policy Direction on Pest Management (NPD), which was gazetted on 24 August 2015 and introduces new pest programme categories.

7. A two-stage consultation process is being used for the review. The first stage includes informal public consultation on pest management issues in the region. The discussion document and summary brochure have been prepared for this first stage (refer to Attachments A to C). Local board comments and feedback followed in the early part of 2015, and a combined workshop was held on 20 April 2015. Feedback from this consultation helped to inform the content of the review and the drafting of a Proposed Regional Pest Management Plan in 2016.

8. The first stage of consultation also includes hui with mana whenua, and meetings with community groups and industry. Materials have been distributed widely via email, social media, and the Auckland Council website. Copies of the discussion document have has also been sent to libraries and service centres, as well as local board offices.

9. The second stage of consultation will commence once the Regional Strategy and Policy Committee adopts a proposed draft plan. The second stage will comprise a formal submission period followed by hearings.

10. The discussion document and summary brochure were approved by the Regional Strategy and Policy Committee on 8 October 2015 for a six week consultation period, ending on 27 November 2015. The discussion document summarises proposed changes and key issues, including:

· feral goat exclusion zones;

· controlling widespread weeds;

· red-eared slider turtles;

· Bangalow palms;

· community pest control;

· the Hauraki Gulf; and

· marine pests.

11. Both documents seek to encourage comments from a broad cross-section of the community and technical detail has been kept to a minimum. Comments can be made on the topics raised in the document or on any other pest management issue.

Consideration

Local board views and implications

12. To date, local boards have provided input into the discussion document through two briefing sessions in April 2015.

13. This report requests local boards provide initial feedback on pest management issues impacting their area to provide guidance and direction to staff.

14. Local boards will have a further opportunity to inform to the development of the proposed Regional Pest Management Plan informally and formally in the first half of 2016.

Māori impact statement

15. One of the primary purposes of pest management is to manage the effects of pests on the relationship between Māori and their culture, traditions, ancestral lands, waters, sites, wāhi tapu and taonga. Initial consultation with Māori has occurred through a series of individual and combined hui. A further combined hui was held on 15 October.

16. Ongoing consultation with iwi authorities and tribal rūnanga will occur throughout the review process.

Implementation

17. The review of the Regional Pest Management Plan, including producing and distributing the discussion document, is funded through existing Biosecurity and Natural Environment Strategy budgets.

18. Any changes to the plan arising from the review are likely to have operational cost implications. These will be considered during the cost-benefit and cost-allocation stages of the review, and in subsequent Annual Plan and Long-term Plan (LTP) processes.

Attachments

No.	Title	Page
a	Regional Pest Management Plan – Have Your Say material (Under Separate Cover)
b	Regional Strategy and Policy Committee report – Regional Pest Management Plan – Approval of Discussion Document (Under Separate Cover)
c	Regional Pest Management Plan – Discussion Document (Under Separate Cover)

Signatories

Authors

Helen Sharpe - Biodiversity Specialist

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

Eric Perry - Relationship Manager

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

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