Agenda of Devonport-Takapuna Local Board

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

Devonport-Takapuna Local Board

14 June 2016

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 8

9 Public Forum 8

9.1 Bill Ralph - Submission to the Proposed New Lease to Golf Warehouse Limited at Barry’s Point Reserve, 37 Fred Thomas Drive, Takapuna 8

9.2 Tony Lewis - Submission to the Proposed New Lease to Golf Warehouse Limited at Barry’s Point Reserve, 37 Fred Thomas Drive, Takapuna 8

10 Extraordinary Business 9

11 Notices of Motion 9

12 Barry’s Point Reserve 37 Fred Thomas Drive, Takapuna – New Lease to Golf Warehouse Limited 11

13 Monthly Local Board Services report - May 2016 19

14 Grant of new community lease at 2 Mary Poynton Crescent, Takapuna 59

15 Grant of new and termination of existing community lease to North Shore Budget Services Incorporated at the Mary Thomas Centre, 3 Gibbons Road, Takapuna. 69

16 Devonport-Takapuna Local Board Community Facilities Renewals Work Programme 2016/2017 77

17 Community Lease Work Programme 2016/2017 81

18 Devonport-Takapuna Local Board Arts, Community and Events Work Programme 2016/2017 85

19 Devonport-Takapuna Local Board Libraries Work Programme 2016/2017 95

20 Parks, sport and recreation draft annual work programme financial year 2016-2017 99

21 Adoption of Local Board Agreement 2016/2017 107

22 Devonport Community House and Sunnynook Community Centre funding agreements and licence to occupy and manage 123

23 Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund 129

24 Housing for Older People Partnering Proposal 143

25 Devonport-Takapuna Local Grants, Round Two 2015/2016 151

26 Auckland Transport Monthly Update - June 2016 157

27 Health, Safety and Well-being May 2016 Update 169

28 Revocation of Exemptions Under Section 6 (3) of the Fencing of Swimming Pools Act 1987 199

29 Ward Councillors Update 201

30 Board Members' reports 203

31 Chairperson's reports 205

32 Consideration of Extraordinary Items

PUBLIC EXCLUDED

33 Procedural Motion to Exclude the Public 213

28 Revocation of Exemptions Under Section 6 (3) of the Fencing of Swimming Pools Act 1987

a. 29 Summer Street, Devonport 213

b. 21 Cheltenham Road, Devonport 213

c. 4 Flagstaff Terrace, Devonport 213

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

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

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

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

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

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

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

4 Confirmation of Minutes

That the Devonport-Takapuna Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 17 May 2016 as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

9 Public Forum

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

9.1 Bill Ralph - Submission to the Proposed New Lease to Golf Warehouse Limited at Barry’s Point Reserve, 37 Fred Thomas Drive, Takapuna

Purpose

1. Bill Ralph will present his submission to the proposed New Lease to Golf Warehouse Limited at Barry’s Point Reserve, 37 Fred Thomas Drive, Takapuna.

2. The submission is attached to the ‘Barry’s Point Reserve 37 Fred Thomas Drive, Takapuna – New Lease to Golf Warehouse Limited’ report on this agenda.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the public forum presentation from Bill Ralph regarding the proposed New Lease to Golf Warehouse Limited at Barry’s Point Reserve, 37 Fred Thomas Drive, Takapuna.

9.2 Tony Lewis - Submission to the Proposed New Lease to Golf Warehouse Limited at Barry’s Point Reserve, 37 Fred Thomas Drive, Takapuna

Purpose

1. Tony Lewis will present his submission to the proposed New Lease to Golf Warehouse Limited at Barry’s Point Reserve, 37 Fred Thomas Drive, Takapuna.

2. The submission is attached to the ‘Barry’s Point Reserve 37 Fred Thomas Drive, Takapuna – New Lease to Golf Warehouse Limited’ report on this agenda.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the public forum presentation from Tony Lewis regarding the proposed New Lease to Golf Warehouse Limited at Barry’s Point Reserve, 37 Fred Thomas Drive, Takapuna.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Devonport-Takapuna Local Board

14 June 2016

Barry’s Point Reserve 37 Fred Thomas Drive, Takapuna – New Lease to Golf Warehouse Limited

File No.: CP2016/11001

Purpose

1. The purpose of this report is for the Devonport-Takapuna Local Board to consider any new information relating to the board’s earlier decision to grant a new ten year commercial lease at Barrys Point Reserve 37 Fred Thomas Drive, Takapuna to the current occupant Golf Warehouse Limited following public notification of an intention to lease.

Executive summary

2. At its August 2015 business meeting, the Devonport-Takapuna Local Board resolved (resolution DT/2015/173) to offer a new 10 year lease of part of Barrys Point Reserve from 1 January 2016 to Golf Warehouse Limited. It also asked Auckland Council Property Limited (now Panuku Development Auckland) to publicly notify a lease to the current operator in accordance with section 54 and 119 of the Reserves Act 1977. The public notification process is now complete and two submissions have been received to the notification to lease.

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

4. Barrys Point Reserve is a past landfill site, and council’s Closed Landfill team have identified that the existing cap in the area occupied by the driving range will require some additional remedial repairs to be undertaken to enable on-going use of the site for any purpose.

5. Council’s Development Programme Office (DPO) notes that further planning work will be undertaken to determine the best land uses and appropriate scale of development for the Barrys Point precinct. It is likely to be 2020 before a precinct plan and plan change is completed. There is still uncertainty around the impact that an additional harbour crossing may have on this project.

6. The lease term of 10 years is acceptable to the tenant and is consistent with addressing any uncertainties over the future use of the reserve.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) confirm its resolution number DT/2015/173 to grant the lease term of 10 years, in respect of the lease to Golf Warehouse Limited at Barry’s Point Reserve 37 Fred Thomas Drive, Takapuna, subject to the conditions described in that resolution.

Comments

7. Auckland Council currently leases part of Barrys Point Reserve to Golf Warehouse Ltd on a long term lease that expired on 31 December 2015.

8. The Devonport- Takapuna Local Board received a report at its 18 August 2015 meeting and resolved its intention to offer a lease to Golf Warehouse Limited, subject to several conditions to be drafted into the Auckland Council lease document. The board also requested Panuku Development Auckland publically notify its intention to grant the lease in accordance with sections 54 and 119 of the Reserves Act 1977.

9. Section 54 of the Reserves Act (the Act) provides the ability to give or decline to give consent to the administering body, in the case of a recreation reserve vested in it to grant leases. Section 119 of the Act refers to the requirements of public notification.

10. This notification has been undertaken with the submission period closing late March 2016. Two submissions were received. The board in its resolution made no comment about how it wished to manage any feedback received as part of the public notification process. They asked only that the intention to lease under certain conditions be notified. In this instance there is no statutory obligation for submitters to be heard; however copies of the two submissions were provided to the Devonport-Takapuna Local Board at the 3 May 2016 briefing and are attached to this report as Attachment A.

Consideration

Local board views and implications

11. In accordance with the 18 August 2015 resolution, the Devonport-Takapuna Local Board gave its intention to offer a new 10 year lease of part of Barry’s Point Reserve from 1 January 2016 to Golf Warehouse Limited, noting that Auckland Council Property Limited (now Panuku Development Auckland) will conclude commercial terms with Golf Warehouse Limited.

12. The resolution also asked that Auckland Council Property Limited (ACPL) publicly notify a lease in accordance with Section 54 and 119 of the Reserves Act 1977, for a golf driving range at Barry’s Point Reserve to the current operator on the following conditions (resolution number DT/2015/173):

“i. the operations are to be limited to a similar or reduced footprint to the existing operations;

ii. similar or enhanced rental terms to those currently in place;

iii. a term of 10 years on similar operating hours to those currently in place with no right of renewal; and

iv. an obligation on the tenant to reinstate the reserve upon termination of lease to the satisfaction of council staff.

c) note that the Barry’s Point Reserve Management Plan 2006 calls for a development plan to be completed, and requests that council staff advise the board on the process for completion of such plan.

d) note that any and all tenants must be willing to accept disruption from council’s Closed Landfills team as they conduct remedial works over the coming years, as referenced in paragraphs 9 through 13 in the report.”

13. Panuku Development Auckland have publically notified the intention as requested.

Māori impact statement

14. Panuku Development Auckland has a comprehensive iwi engagement process that engages with the 19 key mana whenua groups in Tamaki Makaurau on four fronts:

· identifying cultural significance concerns regarding disposal and development properties,

· flagging commercial interests,

· development partnering discussions and

· engagement around design outcomes for council driven development projects.

15. Panuku has also undertaken to be part of council’s Maori Responsiveness Plan pilot program. The project’s key output will be an operational document outlining how Panuku will contribute to council’s strategic and operational commitments to Maori.

16. As there is no change to the property, the existing tenants, or other major factors effecting a change in use of the land, there has been no iwi engagement undertaken in respect of the tenants’ new licence on the reserve.

Implementation

17. Following local board’s approval, Panuku Development Auckland will act to formalise and document this agreement and execute a new commercial lease.

Attachments

No.	Title	Page
a View	Submissions - Barry’s Point Reserve, 37 Fred Thomas Drive, Takapuna	15

Signatories

Authors

Elaine Irvine - Commercial Property Manager, Panuku Development Auckland

Authorisers

Pene Jackson - Team Leader, Panuku Development Auckland

Margrit de Man - Property Portfolio Manager, Panuku Development Auckland

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Monthly Local Board Services report - May 2016

File No.: CP2016/08697

Purpose

1. The purpose of this report is to provide members with an overview of recent local board activity, to review the board’s 2015-2016 Locally Driven Initiatives (LDI) operational budget and to consider allocation of any remaining budget to a range of project applications.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the report.

b) provide a grant of $3,442 to the Devonport Rotary Club from its Locally Driven Initiatives (LDI) planning and development budget for the reprint of 5000 of each of four variants of the Devonport Heritage Trail brochures.

c) provide a grant of $30,000 to the Shore Coast Tourism or a nominated business association from its Locally Driven Initiatives (LDI) planning and development budget as an establishment grant to assist in setting up a visitor information centre at 3 Victoria Road, Devonport.

d) reallocate $19,000 from its Locally Driven Initiatives (LDI) environmental response fund allocated to neighbourhood projects in the Wairau Creek estuary and catchment to the Milford Residents Association to prepare and install signage, and to undertake design and consenting work necessary as preparatory activity prior to the installation of a viewing platform on the Omana Road side of the Wairau Creek estuary.

e) transfer any 2015-2016 Locally Driven Initiatives (LDI) budget remaining after all allocation decisions other than the local grant application decisions have been made to the board’s 2015-2016 Local Grants budget to reduce the significant shortfall against the grant applications received relative to the budget remaining.

Board briefings

2. The following regional and sub-regional briefings with the Devonport-Takapuna Local Board took place in May 2016:

· Jobfest16 (11 May 2016);

· Kai a te rangatira - Elected Members breakfast session with two leaders on Māori issues (13 May 2016); and

· Community Empowerment Unit – Open Day (13 May 2016).

3. A Devonport-Takapuna Local Board briefing occurred on both 17 and 24 May 2016, the records of which are attached to a separate report on this agenda.

4. The board briefing on 7 June 2016 covered the following:

i. Rationalisation of 2 Forrest Hill Road and 1/328 Lake Road;

ii. Fort Takapuna Barracks; and

iii. Devonport-Takapuna local grants - round 2.

Portfolio Matters

Economic Development, Finance, and Town Centres

Reallocation of remaining Locally Driven Initiatives (LDI) funding

5. At the time of writing this report, a total of $180,375 was identified as uncommitted in the board’s 2015-2016 LDI budget. However, this sum included the following key items:

· $3,800 for civic events;

· $20,000 for youth programmes;

· $33,000 for a youth coordinator;

· $49,691 tor community and events grants;

· $3,500 for local parks volunteers;

· $7,687 remaining in the Parks officers opex budget;

· $2,000 remaining in the Parks project scoping budget;

· $5,700 remaining in the Parks Response fund budget;

· $19,000 remaining in the Environmental Response fund budget; and

· $36,000 remaining in the Planning and Development budget.

6. Elsewhere in this report are proposals to allocate a total of $52,442 from the sums identified above. In addition, a separate report providing recommendations for the future use of 2 Mary Poynton Crescent, Takapuna recommends a further $50,000 is also committed to that project. Finally, staff expect the board will commit the remaining unallocated local grants budget of $49,691 as part of another item on this agenda as the fund is heavily oversubscribed. Should the board approve all of the activity proposals identified in this agenda, approximately $28,245 would remain unspent of which $19,000 relates to LDI budget lines for Parks activity.

7. In short, what at first appears to be a significant surplus in the LDI budget almost disappears should the initiatives proposed elsewhere be approved by the board. It is therefore recommended that any remaining budget is used to top up the Local Grants budget, so that the board has the opportunity to consider funding more of the grant applications than would otherwise be possible.

Devonport Heritage Trail

8. At the 19 April 2016 business meeting, the board resolved to consider a grant to the Devonport Rotary Club from the board’s Locally Driven Initiatives (LDI) planning and development budget upon receipt of a quote, which would enable the club to reprint 10,000 Devonport Heritage Trail brochures.

9. The Devonport Rotary Club has since provided a quote of $3,442 to provide a reprint of 5000 of each of the four brochures (refer Attachment A of this report) which the club estimates will be sufficient for two years supply. The quote is less than the estimate provided at the board’s last business meeting because no design fees are required.

10. Samples of the brochures will be tabled at the meeting. Staff recommend that the board support the Devonport Rotary Club’s Heritage Trail initiative by paying for the brochure reprint as support for the development of the trail over three years is signalled in the Local Board Plan and there has been no other grant by the board for this initiative this year. The Devonport Rotary Club Heritage Trail initiative also fits well with the board’s Local Board Plan objective to ensure “local built and natural heritage is understood and respected, and valued by all”.

Establishment of a visitor information centre at 3 Victoria Road Devonport

11. The three business associations in the Devonport-Takapuna Local Board area propose to form a new legal entity under the working name of Shore Coast Tourism (SCT) which will have a responsibility to grow visitor numbers to the Devonport-Takapuna Local Board area and help drive growth in the local economy. The goals of the SCT will also include the following:

· promoting sustainable local tourism that focuses on growth in the shoulder seasons;

· long-term development of a self-funding model operated at a profit;

· a central point for tourism operators to work together for the benefit of the region;

· marketing the region to local, regional and international visitors through joint activity with partners like local tourism operators, Auckland Tourism, Events and Economic Development (ATEED) and Tourism New Zealand; and

· delivery of high quality information services throughout the region.

12. It is proposed that the SCT is primarily located in the ground floor of 3 Victoria Road, Devonport, which would be given a new fit-out including tourism display areas, and general visitor information services. The two back offices within the ground floor would be rented to other local businesses. The existing i-SITE on Devonport wharf would cease to operate and the i-SITE activity would be incorporated into the new business, which would in turn attract seed funding from ATEED.

13. The concept proposal for the proposed initiative is included as Attachment B of this report. Due to the cost of the building fit out, the first year of operation would run at a significant loss, but thereafter the operation is expected to be a self-sustaining activity returning a commercial rental to council. To offset the first year operating loss the three business associations propose that the local board provides an establishment grant of $30,000.

14. Assuming the board approves the funding of a reprint of the Devonport Heritage Trail pamphlets, staff note that the Locally Driven Initiatives (LDI) planning and development budget has $32,558 unallocated. The proposal from the combined business associations to set up SCT meets one of the key objectives in the Local Board Plan – “Greater tourist numbers that grow the economy”. It is therefore recommended that the board supports the SCT proposal.

Parks and the Environment

Community-driven environmental initiative for Wairau Creek

15. Following discussion between Infrastructure and Environmental Services (I&ES) staff and board members at a briefing on 1 March 2016, it was agreed that the proposals presented by the I&ES staff should be referred to the local community for action as the community deemed appropriate. The community would be supported by appropriate council technical staff and the $30,000 budget allocated to environmental initiatives in the Wairau Creek catchment would also be available to be granted to local community groups once appropriate projects were identified. Subsequent to the briefing the board granted $11,000 of that budget to the Centennial Park Bush Society for weed control work, leaving $19,000 of the original budget still to be allocated.

16. The Milford Residents Association (MRA) has since had a number of meetings with council staff and local board members to consider what work could be done in the shorter term to support the longer-term environmental ambitions the community has for Wairau Creek. The community has identified two projects, both designed to assist the public in understanding why the Wairau Estuary is important, and to support a “call to action” for community-driven environmental protection work in the Wairau Creek catchment.

17. The first project is the design and installation of a sign describing the nature of the estuary and the natural processes in it, to assist public understanding of its current state. An estimate of $2,400 has been identified as the cost of the graphic design and artwork setup, and a further $1750 is estimated to be the cost of the manufacture and installation of the sign.

18. The second project identified starts making a reality of the ambition of building a viewing platform on the Omana Road side of the estuary that would provide good views up and down the estuary and would help to build community support to clean up the estuary. The total cost of the project is estimated to be $66,000, but the MRA is at this stage looking for board support to cover structural and geotechnical design work and planning and survey fees, all of which is estimated to cost $12,000. The MRA have also applied for the consenting fees to be covered at an expected cost of $6,000. Details of the two projects are included in Attachment C of this report. The total estimated cost of both the signage and the design and consenting fees for the viewing platform would be $22,150.

19. Both projects meet the Local Board Plan objectives of “encouraging activity that enhances good environmental outcomes” and “neighbourhoods and community-led initiatives are supported and encouraged”; along with a key initiative “support environmental sustainability projects that bring neighbours together”. Staff therefore recommend that the board grant the remaining $19,000 in the Locally Driven Initiatives (LDI) environmental response fund budget for neighbourhood projects in the Wairau Creek estuary and catchment to the MRA, noting that the total amount granted for the two projects would be $3,150 short of the amount requested.

Consideration

Local board views and implications

20. Local board views and decisions are sought via this report.

Māori impact statement

21. Maori have kaitiakitanga over the whenua and moana, and as such have a particular interest in improved environmental outcomes in the Wairau Creek catchment. Mana whenua were not consulted during the earlier phases of identifying the priorities for environmental management of Wairau Creek as there were no clear options identified to improve the status quo.

22. The Devonport Heritage Trail is a Devonport Rotary Club initiative and the focus of the trail development so far has reflected Devonport’s colonial heritage. The board recognizes that Devonport and the peninsula have a rich Māori history. Any further Heritage Trail development will involve consultation with mana whenua.

23. The Shore Coast Tourism (SCT) proposal is an initiative led by the three Devonport-Takapuna business associations and has not to date involved any engagement with Māori. However iwi consultation will be necessary as plans progress as the development of local tourism promises good opportunities for mana whenua to tell their story.

24. The Devonport-Takapuna Strategic Broker is well connected with mana whenua and has been involved with iwi-led projects. She has been closely involved with the most recent developments of the above projects and will continue to have a close involvement, ensuring that the voice of mana whenua is heard and Māori aspirations are implemented where possible.

Implementation

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

Attachments

No.	Title	Page
a View	Devonport Heritage Trail Pamphlet Quote	25
b View	Shore Coast Tourism Business Case	27
c View	Milford Residents Association Wairau Estuary Proposal	39

Signatories

Authors	Chris Dee - Senior Local Board Advisor
Authorisers	Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Grant of new community lease at 2 Mary Poynton Crescent, Takapuna

File No.: CP2016/11563

Purpose

1. To seek approval to grant a new community lease to Yes Disability Resource Centre Trust for the land and building at 2 Mary Poynton Crescent, Takapuna.

2. To seek approval to grant $50,000 from the board’s 2015-2016 Locally Driven Initiatives (LDI) budget to Yes Disability Resource Centre Trust to assist with first year operating expenses of the new youth centre.

Executive summary

3. The local board confirmed the use of the vacant building at 2 Mary Poynton Crescent, Takapuna (formerly the Takapuna RSA) as a site for a new youth centre after considering youth needs on the North Shore at its business meeting 15 March 2016.

4. To identify a preferred youth organisation to operate the confirmed centre, the local board resolved to call for expressions of interest (resolution number DT/2016/27). The expression of interest process was undertaken and resulted in three eligible applicants by the closing date of 18 April 2016.

5. Staff assessed the applications against criteria approved by the local board. At a workshop held on 25 May 2016, local board members had the opportunity to hear each applicant.

6. All three applicants presented thorough and considered applications. At the end of the process, however, Yes Disability Resource Centre Trust best demonstrated the ability to meet requirements to upgrade and manage the building, in addition to coordinating services targeting innovation, training and employment for youth.

7. This report recommends the Devonport-Takapuna Local Board grant a new community lease to Yes Disability Resource Centre Trust for the building at 2 Mary Poynton Crescent Takapuna on terms recommended in the Auckland Council Community Occupancy Guidelines 2012.

8. It is also recommends that the Devonport-Takapuna Local Board grant $50,000 from its 2015-2016 Locally Driven Initiatives (LDI) budget to Yes Disability Resource Centre Trust to assist with first year operating expenses of the new youth centre.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) grant a new community lease to Yes Disability Resource Centre Trust for the land and building at 2 Mary Poynton Crescent, Takapuna, being Part Lot 3 DP 62330 (refer to Attachment A of the agenda report) subject to the following:

i) term – five years commencing 1 October 2016 with one right of renewal for five years;

ii) rent – $1.00 plus GST per annum if requested;

iii) annual subsidised maintenance fee - $1,000 per annum plus GST;

iv) the Yes Disability Resource Trust community outcomes plan as approved being attached to the lease document: and.

v) that authority to approve the community outcomes plan be delegated to the Recreational and Community Facilities Portfolio Holders.

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

c) grant $50,000 from its 2015-2016 Locally Driven Initiatives budget (LDI) to Yes Disability Resource Centre Trust to assist with first year operating expenses of the new youth centre.

Comments

Building and Land Background

9. The building formerly owned and occupied by the Takapuna RSA is in good condition but needs refurbishment to be fit for purpose as a youth innovation centre. The two-storey building offers 800 square metres of floor space. The ground floor comprises a bar, kitchen, toilets, lounge and office space. The upper level has an open plan lounge, kitchen, bar and storage.

10. The 2015/2016 Devonport -Takapuna Local Board community facilities renewals budget allocation is $130,000. Approximately $89,000 is required to carry out basic remedial works to the building to be undertaken this August. Any changes required to the budget allocation will be communicated to the local board as the project progresses.

11. Both the land status and zoning permit the activities of the proposed youth centre. The land is vested in Auckland Council in fee simple and not subject to the Reserves Act 1977. It is zoned Recreation 4 in the North Shore City District Plan, and will be zoned for community purposes in the Proposed Auckland Unitary Plan (PAUP).

12. The Takapuna Services and Social Bowling Club Incorporated hold a lease of the site immediately adjacent to the building. The club’s lease expires in December 2017 and provides for one right of renewal for ten years. Although it is not known how the activities at the two facilities will impact each other, all parties have indicated support to share the site in the best way possible and to look for opportunities to collaborate whenever possible.

Expression of interest process

13. An advert inviting parties interested in a community lease was placed in the North Shore Times Advertiser on 31 March 2016 specifying that applicants must:

· be able and willing to refurbish the property as a centre with a focus on youth innovation, training and employment;

· have a track record of facility development and management;

· demonstrate an ability to provide and coordinate a range of services for youth; and

· have the ability to broker relationships with other organisations, education providers and businesses in the area.

14. At the closing date on19 April 2016 eligible applications were received from:

· Yes Disability Resource Centre Trust;

· YMCA Auckland Incorporated; and

· Youthline Auckland.

15. The written applications were reviewed and assessed by staff, including a representative of the Devonport-Takapuna Youth Board, against criteria agreed to by the local board:

· organisational capability, governance and management structure;

· track record in facility development and management;

· track record of work with youth;

· business and strategic plan;

· plans for refurbishment and use of the building;

· funding;

· partnerships and willingness to operate collaboratively; and

· a vision of how the facility could bring innovation, training and employment opportunities to youth in the area.

Applicant Details

Yes Disability Resource Centre Trust

16. The Yes Disability Resource Centre Trust owns and manages the Yes Disability Resource Centre in Albany. This centre accommodates a number of not for profit and government agencies working in the disability sector. Spaces and occupation terms are flexible to meet the changing needs of tenants and the communities served.

17. The Trust proposes to hold the head lease for the youth centre. It will take responsibility for fundraising, development of the building and the strategic direction of the centre. A new board will be formed for the day-to-day management of the centre and the youth services delivery. The Trust has a commitment to a collective impact model that invites and expects co-production, co-design and co-delivery by youth in all aspects of the planning, development and management of the youth centre.

18. The ground floor of the building could potentially accommodate a café, music/recording studio, arts projects and meetings space. The upper level will be open plan with movable space dividers available if required. The youth centre will have a strong emphasis on creating small youth businesses and will look at the Young Enterprise Scheme which fosters business incubation and mentoring.

19. The Trust has established links in the community and has a vision where links to organisations such as the Depot, the Lake House Arts Centre, Physically Handicapped and Able-Bodied (PHAB), Massey University and Auckland University of Technology (AUT) can be strengthened by using the space available to deliver joint programmes.

20. The Trust has had a number of discussions with Foundation North that has indicated support for a youth innovation hub in Takapuna. It has also received support from members of the local business community, philanthropists and North Shore Rotary clubs.

21. The Trust is confident in the budget projections to refurbish the centre of approximately $3 million, based on similar projects developed by Zeal in Waitakere and Wellington. This figure is considered to be achievable if the Trust is able to secure a lease, which would enable additional grant funding eligibility.

22. The Trust anticipates that refurbishment of the building will be done in phases, but could have part of the building fully operational this year.

23. The Trust has requested that the local board grant financial support towards initial operational costs that can be used to leverage other funding. It estimates operational costs of the youth centre at approximately $250,000 per annum and requests a start-up contribution of $50,000 the first year.

YMCA Auckland Incorporated

24. YMCA Auckland Incorporated operates 22 sites across Auckland and Hamilton including the YMCA in Akoranga Drive, Northcote where the organisation owns the building and holds a community lease from Auckland Council for the land.

25. Each regional YMCA is an independent entity that affiliates to the national and international movement. The Auckland YMCA has good governance and management support as well as experience in the refurbishment and management of facilities offering recreation and youth activities.

26. YMCA encourages youth engagement through a model where youth are represented on a local committee that feeds through to YMCA’s overall management, including the YMCA Auckland Youth Advisory Panel.

27. YMCA proposes to commit funding for a basic fit-out of the building and would seek external funding to assist in the broader refurbishment and operation of the youth centre. It plans a mixed use facility accommodating administration offices either for its own staff or another organisation that would be compatible with the proposed use of the upper level as the main youth space. The rental income from the offices would be used to offset staffing costs and provision of programmes and services delivered from the youth centre.

28. YMCA runs the successful Raise Up youth development programme, creating opportunities for local young people aged between 13-18 years. Each Raise Up crew empowers youth to make changes in their communities through 4 main events each year. These events can include quiz nights, amazing race events, fashion shows that coincide with New Zealand Fashion Week and live music or arts events reflecting capability and objectives of local youth.

29. YMCA acknowledges that it has little experience of innovation, training and employment readiness but would contract with other organisations and service providers that could work in these fields and build on links to local schools through programmes such as STARS and Gateway that find vocational pathways.

30. YMCA states that the proposed youth centre should be self-sustaining and has not requested direct funding from the local board towards the operational costs of the youth centre. Funding for events would still be sought through council’s discretionary grants process.

31. The operation model proposed relies on the income from the office space on the ground floor. Whilst this is a realistic approach to meet costs, it also means that half of the building will be excluded from use by local youth. This exclusion is due consideration given that the community lease offered already subsidises the organisation through nominal rental with an expectation for the most space to be used to directly benefit young people.

32. YMCA anticipates that refurbishment of the building will be done in phases but could have part of the building fully operation this year or early 2017.

Youthline Auckland

33. Youthline manages sites in central Auckland and Papatoetoe to benefit young people by delivering youth services, including employment readiness programmes.

34. Youthline has a governing board and will form a local committee to manage day-to-day operations at the youth centre including youth representation. Youth will be encouraged to be involved in the design, promotion and marketing of the centre and there may also be opportunities for youth to “buddy” with finance professionals to gain experience in a business environment.

35. Youthline proposes a mix of offices, meeting/counselling rooms and administration space on the ground floor. The first floor would provide more flexible space that can be subdivided using partitions. This space could be used by youth after school to do homework, socialise, and attend training workshops, art and music classes. A café could be run from the existing kitchen area and Youthline would investigate whether a deck could be extended over the car park area to the rear of the property.

36. Youthline plans to offer counselling, health, leadership, legal and employment clinics, and sees the potential of the café run as a social enterprise and skills-training project. Other youth organisations would also be welcome to use the space available to deliver their services or programmes.

37. Youthline has funds to contribute to the cost of upgrading and running the facility and intends to approach other funding organisations and sponsors for assistance.

38. A collaborative model with other parties renting space in the building would ensure that costs are shared. Youthline is not seeking ongoing funding from council other than that already sought for events through the contestable grants process.

39. Youthline has not traditionally managed spaces that support social enterprise, innovation and entrepreneurship. It acknowledges that it may take time to be able to respond to these requirements and is willing to collaborate with others including Massey University to see how this could be achieved.

40. Youthline anticipates that refurbishment of the building will be done in phases but could have part of the building fully operational this year or early 2017.

Summary of applications

41. All of the applicants have the ability to develop and manage a youth centre. However, the Devonport Takapuna Local Board wants to ensure that any lessee is able to make best use of the space available and make the whole of the building provide direct benefits to local youth.

42. A collaborative management model is also key to ensure a diverse range of services can be offered by multiple organisations and businesses.

43. The local board requests that applicants offer something different that targets youth innovation, training and employment opportunities to meet and develop the objectives for the wider Takapuna area.

44. The Yes Disability Resource Trust has not only demonstrated a track record in the development and management of a multi-use, multi tenanted facility but has the autonomy, ability and established links to existing community organisations, businesses and government bodies to take full advantage of the opportunity.

45. The Trust has stated that it will work hard to ensure that any other applicant will be welcome to share the use of the space available.

Consideration

Local board views and implications

46. Following the resolution by the local board at its business meeting 15 March 2016 (refer to Attachment B) council staff implemented an expression of interest process. Local board members were consulted regarding the written applications received at briefings on 28 April 2016 and 9 March 2016. A workshop was held on Wednesday 25 May 2016 at which the applicants were each invited to make a short presentation to support their applications, local board members had an opportunity to ask questions of each of the representatives of each organisation.

47. The local board members acknowledged the high standard of information provided by all of the applicants in both the applications and presentations, but indicated that the presentation from Yes Disability Resource Centre Trust further confirmed that it could best meet the requirements and objectives set for the development and management of a youth innovation centre to meet the needs of youth in the area.

48. The Yes Disability Resource Trust has stated in its application that it is confident that it will be able to secure funds to turn the building into “something amazing”. However, it also requests the local board to consider a contribution of $50,000, being approximately 20 percent of the anticipated operating budget for the first year.

49. The Devonport-Takapuna Local Board has two unspent budgets in its 2015/2016 Locally Driven Initiatives (LDI) budget totalling $53,000, both targeted at youth development. It also has a further $14,000 available, being a portion of a grant that had been committed to Auckland North Community and Development (ANCAD) to establish a case for the youth centre.

50. As the establishment of the youth centre is aligned to the local board’s ambitions for youth development, staff recommend that that the board grant $50,000 as requested to support the Yes Disability Resource Centre Trust first year of operation on the understanding that further funding would be decided by a future local board.

51. The recommendations in this report fall within the local board’s allocated decision-authority relating to local, recreation, sport and community facilities. This report requests the local board to grant a new community lease together with funding to assist in the first year operating cost of the proposed youth centre.

Māori impact statement

52. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2015-2025, the Unitary Plan and Local Board Plans.

53. Support for Maori initiatives and outcomes is detailed in Te Toa Takitini, Auckland Council’s Maori Responsiveness Framework. An aim of community leasing is to increase targeted support for Maori community development projects. Additionally it seeks to improve access to facilities for Maori living in the Devonport-Takapuna local board area.

Attachments

No.	Title	Page
a View	2 Mary Poynton Crescent, Takapuna	65
b View	Resolution Devonport-Takapuna Local Board 15 March 2016	67

Signatories

Authors

Maureen Buchanan - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Grant of new and termination of existing community lease to North Shore Budget Services Incorporated at the Mary Thomas Centre, 3 Gibbons Road, Takapuna.

File No.: CP2016/08817

Purpose

1. To seek approval to grant a new community lease for part of the ground floor premises, and to terminate the existing community lease to North Shore Budget Service Incorporated for first floor premises in the Mary Thomas Centre, 3 Gibbons Road, Takapuna.

Executive Summary

2. The Mary Thomas Centre provides accommodation for a number of community groups. Part of the ground floor of the building is currently vacant and available for lease.

3. Expressions of interest were called for, resulting in one application from North Shore Budget Service Incorporated. This group currently occupies another space known as the Gibbons Room on the first floor of the building on a lease that expired 30 September 2013 and is rolling over monthly.

4. This report recommends the Devonport Takapuna Local Board grant a new community lease to North Shore Budget Service Incorporated for part of the ground floor premises at the Mary Thomas Centre, 3 Gibbons Road, Takapuna.

5. The report also recommends termination of the existing lease of the Gibbons Room on the first floor of the Mary Thomas Centre currently occupied by North Shore Budget Service Incorporated. This termination will ensure a seamless transfer for council, North Shore Budget Service Incorporated and its clients.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) grant a new community lease to North Shore Budget Service Incorporated for the 104m² ground floor premises (refer to Attachment A of the agenda report) in the Mary Thomas Centre, 3 Gibbons Road, Takapuna subject to the following:

i) term – one year commencing 1 August 2016 with one right of renewal for one year;

ii) rent - $1.00 plus GST per annum if requested;

iii) operational charge (including utilities) - $2,600 per annum plus GST; and

iv) the North Shore Budget Service Incorporated Community Outcome Plan as approved being attached to the lease document (refer to Attachment B of the agenda report).

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

c) approve the termination of the lease dated 1 October 2012 held by North Shore Budget Service Incorporated for the 65m² Gibbons Room on the first floor of the Mary Thomas Centre, 3 Gibbons Road, Takapuna, with effect from 31 July 2016.

Comments

6. The ground floor premises previously occupied by Relationship Aotearoa Incorporated at the Mary Thomas Centre were advertised as being available for lease in February 2016, with a closing date for applications of 11 March 2016. One application was received from North Shore Budget Service Incorporated.

7. North Shore Budget Service (the Service) currently occupies the 65m² Gibbons Room on the first floor of the Mary Thomas Centre. The Service has met all the requirements of its current lease and community outcomes plan.

8. North Shore Budget Service provides budget advice and is the only total money management budget service in the northern Auckland region. The Service works collaboratively with other organisations including Citizens Advice Bureau (CAB), Salvation Army, De Paul House, Te Puna Hauora, Work and Income, mental health services, womens’ groups and banks.

9. There are 50 families and individuals being supported by the Service on total money management, with a further 50 receiving budget advice and working to a financial plan.

10. The demand for the services offered is growing and the space available is used to capacity. There is also a need to provide private interview space that cannot be accommodated by the Gibbons Room.

11. The vacant rooms on the ground floor have discreet access from Gibbons Road. The premises comprise a reception area, four small offices and a meeting room. The offices will house staff and also offer private interview rooms for clients. The meeting room will be used for staff conferences, meetings and training. North Shore Budget Service will offer use of the space to other community organisations on a casual hire basis.

12. The Mary Thomas Centre sits on land that is held in fee simple by Auckland Council and subject to the Local Government Act 2002. The land status permits the proposed activity.

Consideration

Local board views and implications

13. Council staff sought input at the Recreational and Community Facilities Portfolio meeting on 28 April 2016 regarding the expressions of interest (EOI) process, the recommendation and the timeframes for implementation.

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

Māori impact statement

15. There is no significant change or impact for Maori.

Implementation

16. Expressions of interest calling for applications to use the 65m² Gibbons Room on the first floor of the Mary Thomas Centre will be undertaken immediately if the termination of the existing lease to North Shore Budget Service is approved, following the grant of a new lease for the larger ground floor premises as recommended in this report.

17. There are no cost implications for the local board to undertake an expressions of interest process, as all costs will be borne through internal departmental budgets.

Attachments

No.	Title	Page
a View	The Mary Thomas Centre, 3 Gibbons Road, Takapuna	73
b View	North Shore Budget Service Incorporated community outcomes plan	75

Signatories

Authors

Maureen Buchanan - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Devonport-Takapuna Local Board Arts, Community and Events Work Programme 2016/2017

File No.: CP2016/10943

Purpose

1. This report presents the Arts, Community and Events (ACE) 2016/2017 Devonport-Takapuna Local Board work programme for approval.

Executive summary

2. This report provides information to support local boards to make decisions required to approve the ACE 2016/2017 work programme.

3. The proposed ACE work programme aims to provide a defined work programme for the 2016/2017 financial year. The work programme covers the following areas:

· Community Empowerment

· Arts and Culture

· Events

· Community Places.

4. The ACE work programme for the Devonport-Takapuna Local Board aligns with the following 2014-2017 Devonport-Takapuna Local Board Plan priorities:

· active, connected and supported neighbourhoods

· facilities that enable community well-being

· increased opportunities for local new business development and economic growth.

5. Local boards are being requested to approve the ACE work programme for FY 2016/2017.

6. The following community arts organisation funding agreements:

· Devonport Historical Society, $20,000

· Michael King Writers’ Studio, $34,827 (uninflated opex budget)

· North Shore Brass Inc., $17,000

· North Shore Theatre and Arts Trust (for the Pumphouse Theatre), $82,425 (uninflated opex budget)

· The Depot, $77,780 (uninflated opex budget)

· The Lake House Trust Inc., $65,445 (uninflated opex budget)

· The Rose Garden Community Centre, $54,949 (uninflated opex budget).

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the 2016/2017 Arts, Culture and Events work programme (Attachment A of the report).

b) approve the following community arts organisation funding agreements:

i) Devonport Historical Society, $20,000.

ii) Michael King Writers’ Studio, $34,827 (uninflated opex budget)

iii) North Shore Brass Inc., $17,000

iv) North Shore Theatre and Arts Trust (for the Pumphouse Theatre), $82,425 (uninflated opex budget)

v) The Depot, $77,780 (uninflated opex budget)

vi) The Lake House Trust Inc., $65,445 (uninflated opex budget)

vii) The Rose Garden Community Centre, $54,949 (uninflated opex budget).

Comments

7. The ACE work programme for 2016/2017 has been developed using a coordinated departmental approach. The programme reflects the community empowerment approach through a number of cross-unit and cross-departmental activities. Over time, the principles of community empowerment will drive the ACE work programme. Future work programmes will demonstrate a more joined-up departmental approach. Each ACE unit has aligned their projects and initiatives to the Auckland Plan directives and the Devonport-Takapuna Local Board plan 2014-2017.

8. The ACE work programme aligns to the following 2014-2017 Devonport-Takapuna Local Board Plan priorities:

· a sense of active, connected and supported neighbourhoods; will be achieved through the delivery of community events and placemaking activities

· facilities that enable community well-being; through facilities delivering activities for the community

· increased opportunities for local new business development and economic growth; through working collaboratively with communities on social enterprises.

9. The ACE work programme 2016/2017 for the Devonport-Takapuna Local Board includes the following areas of activity:

· Community Empowerment: These projects and programmes aim to deliver a range of social outcomes for local residents. This includes supporting young people to have a voice through events such as Youth Week

· Arts and Culture: This includes providing funding and operational support to a wide range of arts organisations in the local board area, including the Michael King Writers Centre, the Pumphouse Theatre and North Shore Brass

· Events: This work programme includes delivery of a range of events including Anzac services and citizenship ceremonies, and providing funding support to local events through contestable grant funding

· Community Places: This includes the provision of community facilities available for hire and access to the associated programme of activities, and support to Devonport Community House and Sunnynook Community Centre.

10. The work programme includes scoped initiatives that align with local board priorities, as well as budget allocation and established timelines.

11. The local board considered the draft work programme at a workshop with ACE staff on 17 May 2016. Staff incorporated the local board’s feedback into the work programme.

12. The Community Empowerment Unit is operationalising the Empowered Communities Approach, a new way of working. Community empowerment means communities having a sense of control over what happens at a local level and council fostering the conditions that support this. For 2016/2017 the unit is focused on delivery within four key areas:

· initiatives that are joined up and delivered with other departments of council and the CCOs and that support local board plans

· capacity building programmes and projects for the community and voluntary sector and residents

· initiatives designed to enhance participation and engagement in council decision making

· collaborative Auckland-wide initiatives that respond to complex issues where the advantage of council’s size will have a significant impact on outcomes.

13. The Empowered Events activity in the Devonport-Takapuna Local Board area is an example of the Empowered Communities Approach. The delivery of a community focused programme of activities will support the capability and capacity of community groups and organisations to deliver their own events. The benefits of this will be participants will increase their skills in event delivery.

14. Local Boards are requested to approve the ACE work programme for 2016/2017. ACE staff will continue to work with relevant portfolio holders and the local board to ensure these projects are delivered and evaluated.

15. The following community arts organisation funding agreements are also included for approval:

· Devonport Historical Society, $20,000

· Michael King Writers’ Studio, $34,827 (uninflated opex budget)

· North Shore Brass Inc., $17,000

· North Shore Theatre and Arts Trust (for the Pumphouse Theatre), $82,425 (uninflated opex budget)

· The Depot, $77,780 (uninflated opex budget)

· The Lake House Trust Inc., $65,445 (uninflated opex budget)

· The Rose Garden Community Centre, $54,949 (uninflated opex budget).

Consideration

Local board views and implications

16. The draft 2016/2017 work programme was considered by the local board at a workshop on 17 May 2016. Feedback from the local board was considered and incorporated into the local board work programme (Attachment A).

Māori impact statement

17. Improving Māori outcomes is a priority for the region. One of the Auckland Plan targets is to increase targeted support to Māori community development projects. A key objective of ACE is to deepen and integrate relationships with manaa whenua, mataawaka and marae, in our everyday work.

18. ACE is committed to supporting strong Māori communities through engagement, capacity building and contributing to Māori well-being. This can be seen through activities such as the development and facilitation of local economic initiatives, in the Devonport-Takapuna Local Board area, that include narratives of local Māori history and scoping a new visitors centre. This will have the benefit of increasing participation for Māori aspirations and the ability to share Māori history as part of the visitor experience.

Implementation

19. Once the work programme is approved, ACE staff will monitor and evaluate progress throughout 2016/2017. Staff will continue to meet with portfolio holders to provide updates on the work programme and ensure it is progressed in a timely way. The ACE work programme will be implemented within the annual plan 2016/2017 budget and updates on progress will be available at the end of each quarter.

Attachments

No.	Title	Page
a View	Devonport-Takapuna Local Board Arts, Community and Events Work Programme 2016/2017	89

Signatories

Authors	Graham Bodman - General Manager Arts, Community and Events
Authorisers	Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Devonport-Takapuna Local Board Libraries Work Programme 2016/2017

File No.: CP2016/10846

Purpose

1. This report presents the Libraries 2016/2017 Devonport-Takapuna Local Board work programme for approval.

Executive summary

1. This report provides information to support Devonport-Takapuna Local Board to make decisions required to approve the Libraries 2016/2017 work programme.

2. The proposed Libraries work programme aims to provide a defined work programme for the 2016/2017 financial year.

3. The Libraries work programme for Devonport-Takapuna Local Board aligns with the following 2014-2017 Devonport-Takapuna Local Board Plan priorities:

· Active, connected and supported neighbourhoods; and

· Facilities that enable community well-being.

4. The Devonport-Takapuna Local Board is being requested to approve the Libraries work programme for FY 2016/2017.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the 2016/2017 Libraries work programme (Attachment A of the agenda report).

Comments

5. The Libraries work programme for 2016/2017 aligns to the Devonport-Takapuna Local Board Plan 2014 – 2017 and Te Kauroa – Auckland Libraries Future Directions 2013-2023.

6. The Libraries work programme aligns to the following 2014-2017 Devonport-Takapuna Local Board Plan priorities:

· Active, connected and supported neighbourhoods; and

· Facilities that enable community well-being.

7. The work programme includes library activities that align with the local board priorities and meet the needs of the Devonport-Takapuna community. The cost of running the local libraries largely appears in one activity line – “Library hours of service”. Activities that respond to local community priorities have been included in the work programme, but they do not have specific asset based services (ABS) operational budget attached as the cost is included in running the local libraries.

8. The work programme includes extended hours which are funded from the local board’s locally driven initiative (LDI) operational budget; 3.5 additional opening hours at Devonport Library and 4 additional hours at Takapuna Library, including an extra hour and a half on Thursday late nights.

9. A workshop was held with the local board and Libraries staff on 19 April 2016 where the draft work programme was considered. After the workshop, feedback from the local board was incorporated into the work programme.

10. The Devonport-Takapuna Local Board is requested to approve the Libraries work programme for 2016/2017. Libraries’ staff will continue to work with local board to ensure activities align with the local board priorities and meet the needs of the Devonport-Takapuna community.

Consideration

Local board views and implications

11. The draft 2016/2017 work programme was considered by the local board at a workshop on 19 April 2016. Feedback form the local board was considered and incorporated into the local board work programme (Attachment A of this report).

Māori impact statement

12. Improving Maori outcomes is core to library services and is defined in Te Kauhanganui – Libraries Māori Responsiveness Plan. The Libraries work programme supports Maori initiatives in both programme and service delivery at local libraries.

Implementation

13. Libraries staff will continue to meet with the portfolio holders to provide updates on the work programme and ensure it is progressed and meets local board priorities. The Libraries work programme will be implemented within the Annual Plan 2016/2017 budget and reported on through the quarterly reporting process.

Attachments

No.	Title	Page
a View	Devonport-Takapuna Local Board Libraries Work Programme 2016/2017	97

Signatories

Authors

Darryl Soljan - Manager Customer Experience - North & West Libraries

Authorisers

Mirla Edmundson - General Manager Libraries & Information

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Parks, sport and recreation draft annual work programme financial year 2016-2017

File No.: CP2016/09946

Purpose

1. The purpose of this report is to present the draft 2016/2017 Parks, Sport and Recreation (PSR) Annual work programme (AWP) for the consideration and approval of the Devonport-Takapuna Local Board.

Executive summary

2. This report presents the Parks, Sport and Recreation draft Annual work programme for the 2016/2017 financial year (FY17).

3. The work programme includes the Local Board capital expenditure and Locally Driven Initiatives (LDI) programme of works but excludes any works associated with external agency projects.

4. Should unforeseen works arise or work priorities change from those attached and approved, the Parks Sport and Recreation advisors will discuss this with the appropriate local board portfolio holder/s.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approves the Devonport-Takapuna Parks, Sport and Recreation draft Annual work programme 2016/2017 financial year as detailed in Attachment A to this report;

b) delegates the approval for any changes to the Parks, Sport and Recreation Annual work programme 2016/2017 to the appropriate Parks, Sport and Recreation advisor and local board portfolio holder/s.

Comments

5. Staff discussed the scope of the Parks, Sport and Recreation draft Annual work programme 2016/2017 at a workshop with the local board on 19 April 2016.

6. This report presents Parks, Sport and Recreations draft AWP for the 2016/2017 financial year, but reflects a three year view of the outlying years. This is with the exception of Growth funding, which is approved on a year by year basis only.

7. There are separate AWPs for Sport and Recreation: Leisure; Local and Sports Parks.

8. The Parks, Sport and Recreation draft Annual work programme 2016/2017 has been developed with a strategic focus, in that many projects will be delivered over two or more financial years.

9. The Parks, Sport and Recreation draft Annual work programme 2016/2017 presented as Attachment A, needs to include some flexibility to account for any unforeseen factors beyond Parks, Sport and Recreations control that may arise.

10. Staff may need to adjust priorities as unforeseen complexities in delivering planned projects arise. Any changes to the Parks, Sport and Recreation draft Annual work programme 2016/2017 will be consulted with the local board Portfolio holder for the project, who will make a decision on the proposed changes or decide whether it needs a decision by the local board.

11. PSR renewals and leisure development projects will be reported separately and led by Community Facilities.

12. Projects may be funded from one or multiple budget sources which include: Asset Based Services (ABS) CAPEX or OPEX; Locally Driven Initiatives (LDI) CAPEX or OPEX; Growth funding; external funding or sponsorship.

13. Growth programme
Asset Based Services CAPEX includes Growth funded projects where the project meets the criteria to be allocated development contribution funding. Local and Sports Park projects are split into four different work streams for Growth:

· General Park development;

· Playspace development;

· Sport development;

· Greenway and walkway development.

14. The overall Growth programme should reflect that development contributions make up 70% of the total programme budget and other contributions (such as rates, third party contributions etc) make up the remaining 30%.

15. The draft AWP shows the allocated FY17 Growth funding for information only. Any funding in subsequent years is indicative as Growth funding is signed off annually. Projects that are identified to receive Growth funding in FY17, but are being delivered over more than one year, will be considered as priority for Growth funding in the subsequent years.

16. For FY17, funding has been allocated to projects based on the analysis of the criteria below.

17. Projects identified in the FY17 draft AWP which are eligible for FY17 Growth funding have been included in the attachment for the Local Board’s information only and will be confirmed to the Parks Recreation and Sport Committee in September 2016.

18. Criteria for Growth funding allocation
All projects funded through the FY17 Growth programme need to be development projects on Council owned reserve or Ministry of Education land. Projects were ranked based on the following criteria:

· Whether the project is multi-year and received Growth funding in the 2015/2016 financial year;

· Alignment with a parks programme – the project should align with one of the four park development programmes (i.e. General, Playspace, Greenway and walkway or Sport);

· The proportion of the project that is caused by growth - projects are ranked on the percentage of demographic growth in the area that the project will serve. For example, greenfield sites or new housing areas will be ranked higher than an area of low or no growth;

· The proportion of the project that will benefit a new community in the next ten years;

· Whether a project aligns strategically with a governing body, local board or spatial priority;

· Whether a project leverages additional investment or provides for reduced or no operating cost to Council over time;

· Project readiness and deliverability - design work is complete; all consents and funding are in place; works are procured and where applicable a funding agreement is in place and full project cost funding is available.

19. Other budget types contributing to the Parks Sport and Recreation work programme
The Locally Driven Initiatives (LDI) programme is part of this draft AWP. PSR projects resulting from external agency partnerships are not included unless they have an element of local board funding attached to them.

20. Leisure, and sport and recreation activity programmes do not show a budget amount but have been included in the work programme for information and future quarterly reporting.

Consideration

Local board views and implications

21. The local board provided feedback on the proposed Parks, Sport and Recreation draft Annual work programme 2016/2017 at a workshop on 19 April 2016. Feedback from this workshop has informed the draft programme included as Attachment A.

Māori impact statement

22. Parks and open spaces, as well as sport and recreation activity contributes significantly to Maori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua, appropriate consultation will follow.

Implementation

23. Once approved the delivery of projects identified in the Parks, Sport and Recreation draft Annual work programme 2016/17 will take place from 1 July 2016.

24. The progress of the Parks, Sport and Recreation Annual work programme 2016/2017 projects will be reported to the local board quarterly.

Attachments

No.	Title	Page
a View	Parks,Sport and Recreation draft Annual work programme 2016-2017	103

Signatories

Authors

Lynda Lucas - Parks Liaison & Development Team Leader

Authorisers

Rob McGee - Manager Leisure – Parks, Sports and Recreation

Sharon Rimmer - Manager Sport and Recreation

Mark Bowater - Manager Parks

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Adoption of Local Board Agreement 2016/2017

File No.: CP2016/10880

Purpose

1. This report seeks adoption of local content for the Annual Plan 2016/2017, including the Local Board Agreement 2016/2017, a message from the Chairperson, local board advocacy, local activity budgets and local performance targets, together with adoption of a local fees and charges schedule for 2016/2017.

Executive summary

2. For each financial year, Auckland Council must have an agreement in place between the governing body and the local board for each local board area.

3. Every three years a local board plan is developed to inform the Long-term Plan (and associated local board agreements) which outlines priorities, budgets and intended levels of service over a 10 year period.

4. In February and March this year, council consulted on proposed changes for the Annual Plan 2016/2017. Local boards then held discussions with the governing body on local feedback, common issues and local priorities prior to budget decisions being made on 13 May 2016.

5. Local boards are now considering local content for the Annual Plan 2016/2017, which includes a local board agreement, a message from the chair, local board advocacy, local activity budgets and local performance targets, together with a local fees and charges schedule for 2016/2017.

6. Local board agreements will include the allocation of locally driven initiative (LDI) funding to projects and services.

7. On 30 June 2016, the governing body will meet to adopt Auckland Council’s Annual Plan 2016/2017, including 21 local board agreements and associated performance targets and budgets.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) adopt local content for the Annual Plan 2016/2017 (refer to Attachment A in the agenda report), including:

i. a Local Board Agreement 2016/2017;

ii. a message from the Chairperson;

iii. local board advocacy;

iv. local activity budgets; and

v. local performance targets.

b) adopt local fees and charges schedules for 2016/2017 (refer to Attachment B in the agenda report).

c) notes:

i. that the local activity budgets have been updated to reflect final budget decisions made by the governing body on 13 May 2016;

ii. that if there are outstanding (not yet agreed) matters in the local board agreement, the local board should include an explanation of these matters in the Chairperson’s message at the front of the local board agreement; and

iii. that the resolutions of this meeting will be reported back to the governing body when it meets to adopt the Annual Plan 2016/2017 on 30 June 2016.

d) agree that the Chairperson be delegated authority to make any final minor changes to the local content for the Local Board Agreement 2016/2017.

Consideration

Local board views and implications

8. This report seeks adoption from the local board on its content for the Annual Plan 2016/2017 and other associated material. Engagement with the community, including consultation, and a number of workshops and meetings have been held by the local board and with the governing body to finalise their local board agreement.

Māori impact statement

9. Many local board decisions are of importance to Māori, and there is a need to continue to build relationships between local boards and relevant Iwi. The local board agreement is based on the local board plan and the Annual Plan 2016/2017, which have both been developed through engagement with the community, including Māori.

Implementation

10. The resolutions of this meeting will be reported to the governing body on 30 June 2016, when it meets to adopt the Annual Plan 2016/2017.

11. Decisions on the local board agreement, a message from the Chairperson, local board advocacy, local activity budgets and local performance targets are required at this meeting in order for staff to finalise local content for the Annual Plan 2016/2017.

12. It is possible that minor changes may need to be made to the attachments before the Annual Plan is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommend that the local board delegates authority to the Chairperson to make final changes if necessary.

Attachments

No.	Title	Page
a View	Local content to support the Annual Plan 2016/2017: o Local Board Agreement 2016/2017 o Message from the chair o Local Board Advocacy o Local activity budgets o Local performance targets	111
b View	Local fees and charges schedule 2016/2017	123

Signatories

Authors

Mark Purdie - Lead Financial Advisor

Authorisers

Matthew Walker - GM Financial Strategy and Planning

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Devonport Community House and Sunnynook Community Centre funding agreements and licence to occupy and manage

File No.: CP2016/09158

Purpose

1. To approve the funding agreements and licence to occupy and manage the community operated community centres and houses within the Devonport-Takapuna Local Board area.

Executive Summary

2. Local boards have a role in determining the term of funding agreements and licence to occupy and manage for groups who run local community centres, houses and hubs.

3. The current funding agreements for Sunnynook Community Centre Incorporated andDevonport Community House Incorporated expire on 30 June 2016, and this report seeks a decision from the local board on future funding; the term of the agreement and approval of the licence.

4. There are three options for the term of funding agreements and licences to occupy and manage, which are:

· continuation of an annual agreement;

· a three year term; and

· a five year term.

5. Staff have developed criteria to help assess the appropriate term for community operated centres, houses and hubs. Where a group has demonstrated good stewardship of funding previously, has established a stable practice and is performing well, staff recommend that the local board consider a three or five year term. This will enable community groups to plan for the future and maximise the benefits of secure tenure and income.

6. A three year term is recommended for Sunnynook Community Centre Incorporated and the Devonport Community House Incorporated. The groups are stable, experienced organisations. The groups provide audited annual reports, delivered expected outcomes, reported on time and to the expected standard.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve a funding agreement with Sunnynook Community Centre Incorporated for the years 2016-2019, terminating on 30 June 2019, for the operation of the Sunnynook Community Centre.

b) approve funding for Sunnynook Community Centre Incorporated of $60,385 per annum to be adjusted in accordance with Auckland Council’s agreed inflationary mechanism, once confirmed.

c) approve a funding agreement with Devonport Community House Incorporated for the years 2016-2019, terminating on 30 June 2019, for the operation of the Devonport Community House.

d) approve funding for Devonport Community House Incorporated of $42,810 per annum to be adjusted in accordance with Auckland Council’s agreed inflationary mechanism, once confirmed.

e) approve a licence to occupy and manage to Devonport Community House Incorporated for the Devonport Community House at 30 Clarence Street, Devonport, Auckland being Lot 2 DP 33402, Lot 3 DP 33402, Lot 1 DP 33402, Lot 1 DP 32626 as outlined in Attachment A to the agenda report, on the following terms and conditions:

i) Term – 3 years commencing 1 July 2016; and

ii) Rent - $1.00 plus GST per term , if requested.

Comments

7. Community facilities are an important part of realising the vision for Auckland to become the world’s most liveable city. They contribute to building strong, healthy and vibrant communities by providing spaces where Aucklanders can connect, socialise, learn and participate in a wide range of social, cultural, art and recreational activities. These activities foster improved lifestyles and a sense of belonging and pride among residents.

8. Local boards exercise oversight of community centres, houses and hubs. Where the facilities are operated by community organisations, local boards approve the funding, licence to occupy and the term of these arrangements.

9. Staff have developed simple criteria for guiding decision making regarding the term of these agreements:

(a) 1 year term:

A one year term is recommended in a variety of situations, such as where a new committee has been recently established or the current governance structure is unstable, a group maybe underperforming or if there are changes in location, buildings or licence terms which need to be worked through by the group in the short term. It could also be where an established organisation is going through significant change in its asset portfolio.

(b) 3 year term:

An experienced organisation delivering stable operations, or an established organisation with significant change in the membership/governance of operations.

A multi-service organisation delivering high service outcomes.

10. At the end of the approved term staff will assess each centre, house and hub against the established criteria and make recommendations to the local board.

Allocating funding for FY 2016-17 and beyond

11. Staff recommendations and comments are outlined in the table below:

Recommended funding for community houses and hubs
Community Group	Term of grant (from 1 July 2016)	Total to be allocated	Purpose of funding	Comment
Devonport Community House Incorporated	Three years	$42,810 to be adjusted in accordance with council’s agreed inflationary mechanism	To deliver the proposed work programme at the Devonport Community House.	This organisation has a stable and committed committee. The members have developed a set of health and safety policies and operate a valued childcare facility alongside the community house services. It is a well-managed facility.
Sunnynook Community Centre Incorporated	Three years	$60,385 to be adjusted in accordance with council’s agreed inflationary mechanism	To deliver the proposed work programme at the Sunnynook Community Centre.	This organisation has a stable and committed committee. The members have developed a set of health and safety policies and operate a valued childcare facility alongside the community house services. It is a well-managed facility.

Terms and conditions of grants, and ongoing monitoring

12. Staff will continue to monitor, assess and report progress and performance to the local board on a regular basis during the term of the grant.

Consideration

Local board views and implications

13. 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

14. Devonport Community House and Sunnynook Community Centre endeavour to improve well-being among Māori within the work programmes they deliver. Staff continue to support and build capability to enhance wellbeing and outcomes for Māori.

Implementation

15. Following decision making, staff will finalise the agreement with the operating group.

Attachments

No.	Title	Page
a View	Devonport Community House Site Plan	127

Signatories

Authors

Ian Alexander – Contracts and Relationships Advisor

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund

File No.: CP2016/10820

Purpose

1. To obtain local board feedback on the draft Sport and Recreation Community Access Scheme guidelines and the future allocation of the residual legacy Hillary Commission Community Sport Fund.

Executive summary

2. Auckland Council inherited 14 operational funding agreements and residual Hillary Commission Community Sport funding that contributed to sport and recreation outcomes. Eleven of the funding agreements and the Hillary Commission funding were deemed out of scope of the Community Grants Policy 2014.

3. At the Parks, Recreation and Sport Committee meeting on 18 November 2015, draft Community Access Scheme guidelines and options for the use of the residual $2.5 million Hillary Commission Community Sport Fund were considered. Both were approved for sector and local board consultation.

4. The purpose of the Community Access Scheme is to leverage access to non-council facilities to support increased levels of sport and recreation participation, and to reduce inequities of access to opportunities.

5. This report provides background and overview of the draft Community Access Scheme guidelines (the Guidelines) (refer Attachment A), and options for the use of the residual Hillary Commission funding.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provide feedback on the draft Community Access Scheme guidelines for the governing body to consider.

b) support the allocation of the residual $2.5 million Hillary Commission Community Sport Fund toward the implementation of the Sport and Recreation Community Access Scheme with a priority given to identified need in the legacy Waitakere City Council ($1.1 million) and Auckland City Council ($1.39 million) areas.

Comments

Draft Community Access Scheme

6. Auckland Council supports sport and recreation in a number of ways including through the provision of facilities and open space, delivering programmes and sector investment.

7. Council’s region-wide investment programme in sport and recreation supports the implementation of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) to encourage Aucklanders to be more active more often. The investment programme consists of the Regional Sport and Recreation Grants Programme, Region Wide Strategic Partnership Grants and the Community Access Scheme (refer Attachment B). Additionally many local boards invest in sport and recreation organisations that provide outcomes aligned to their local board outcomes.

8. At its meeting held 29 July 2015, the Parks, Recreation and Sport Committee approved a regional sport and recreation work programme that included the development of strategic region wide guidelines for the allocation of sport and recreation grants outside the scope of council’s Grants Policy, including community access/operating grants and the residual Hillary Commission fund.

9. Following an October 2015 workshop the draft Guidelines were approved at the 18 November 2015 Parks, Recreation and Sport Committee meeting for local board consultation.

10. An update was provided to the 23 November 2015 Local Board Chairs Forum, and workshops were subsequently held with all local boards that have existing funding relationships.

11. The proposed Community Access Scheme provides guidance for the existing 11 legacy arrangements and a framework to address identified gaps and future needs. The draft Community Access Scheme primarily seeks to target regional gaps in sport and recreation facility provision and/or improving equity of access through local solutions. For organisations to be eligible they must identify a solution to meet an identified need in the Sport Facility Investment Plan (currently under development) and/or the Community Facility Network Plan.

12. The Community Access Scheme will enable council to move investment in response to highest need/demand and invest on a three yearly cycle aligned to the Long-term Plan. Like the Sports Field Capacity Development programme this is a region-wide scheme allocated locally.

13. Investment will be made in facilities to:

· fill a specific sport gap as identified in the Sport Facility Investment Plan;

· optimise and increase the use of existing facilities; and

· support the start-up phase of multisport facilities.

Existing community access funding agreements

14. The 11 existing community access agreements were reviewed against the draft Guidelines to determine eligibility and strategic alignment. Staff will ensure that those no longer eligible or do not align with the principles of the draft Guidelines are supported through other mechanisms.

15. Given the timing of the Guidelines approval and the need to give certainty for the next financial year, on 26 April 2016, the Parks, Recreation and Sport Committee approved the existing community access agreements be continued for the 2016/2017 financial year with the exception of one reallocation.

16. The following table illustrates current approved investment for the 2016/2017 financial year.

Table 1.
Investment Area	Who	Amount
Asset based term grant – community access	Sovereign Stadium Mairangi Bay School/community/council partnership	$58k p.a.
Asset based term grant – community access	Avondale College School/community/council partnership	$17k p.a.
Asset based term grant – community access	Tamaki Recreation Centre School/community/council partnership	$100k p.a.
Asset based term grant – community access	ASB Stadium School/community/council partnership	$80k p.a.
Asset based term grant – community access	Waiheke Recreation Centre School/community/council partnership	$75k p.a.
Asset based term grant – community access	North Harbour Netball (reallocation from Hato Petera College)	$28k p.a.
Asset based term grant – operational support	Te Puru Community Charitable Trust Operational support	$340k p.a.
Asset based term grant – operational support	Papatoetoe Sports Community & Charitable Trust (Kolmar) Operational support	$100k p.a.
Asset based term grant – operational support	Dacre Park Cost-equity – contribution to field maintenance	$17k p.a.
Asset based term grant – operational support	Auckland Netball Sport-equity – contribution to facility maintenance	$150k p.a.
Asset based term grant – operational support	Manukau Tennis Centre Sport-equity – contribution to facility maintenance	$41k p.a.
Total		$1.006 million

Community Access Grant update for Kaipatiki Local Board:

Hato Petera College

17. Hato Petera College (the College) historically received a community access grant, as well as council undertaking all sports field maintenance, in return for wider community access to the College’s five sports fields. On 13 May 2015, the Kaipātiki Local Board resolved to continue maintaining the fields in 2015/2016, but not provide a grant, noting that provision of both was anomalous with other levels of support provided to non-council owned field provision in Auckland.

18. If the College’s sports fields are considered an important part of the sports field network and community access is still desirable, the Kaipātiki Local Board may continue to maintain them through council’s maintenance contracts. Provision of a grant would not be eligible under the draft Community Access Guidelines. On 26 April 2016 the Parks, Recreation and Sport Committee approved the reallocation of the 2015/2016 and 2016/2017 Hato Petera College grant, in alignment with the draft Community Access Guidelines and in consultation with the Kaipātiki Local Board. On 11 May 2016 the Kaipātiki Local Board reallocated the funding to Netball North Harbour to improve community access to its facility (resolution number KT/2016/41).

Netball North Harbour

19. Netball North Harbour will receive a Community Access Grant amount of $28,000 per annum, for the 2015/2016 and 2016/2017 financial years for operational support to assist continued community access to its facility.

Future use of Hillary Commission Funding

20. In June 2002, Sport and Recreation New Zealand (SPARC, now Sport NZ) ceased annual funding through the Community Sport Fund. The fund was administered through territorial local authorities and supported sport and recreation projects and initiatives.

21. The fund was allocated to councils on a population based approach and was distributed to the community through a combination of contestable grants and loans.

22. Following the end of the Community Sport Fund, SPARC advised councils that any remaining Community Sport funding held or returned via loan repayments could be allocated in a manner consistent with the desired outcomes of the fund.

23. Prior to Auckland Council, legacy councils took a varied approach with most using remaining funds for capital projects or allocated in grants to sport and recreation groups.

24. At amalgamation, Waitakere City Council ($1.1 million) and Auckland City Council ($1.39 million) had remaining Community Sport funding, due in the most part to their approach of funding low interest loans to sport clubs which have since been repaid.

25. Four options for the future use of the residual Hillary Commission fund were discussed at the Parks Recreation and Sport Committee workshops on 17 June 2015 and 14 October 2015 and subsequently approved for local board consultation at the 18 November 2015 meeting. Further analysis of these four options is outlined in Attachment C.

· Develop a new contestable grants programme either regionally or aligned to legacy Waitakere and Auckland City areas. A new contestable grants programme could be established. It could provide a wider criteria for achieving sport and recreation outcomes including facility or capital, and operational and programme related funding. It would need to be considered how this would fit with the regional and local grants programme including the new local board discretionary capital fund.

· Allocate as part of the new Community Grants Policy (CGP) Regional Sport & Recreation Grants Programme. The new regional sport and recreation grants programme that has been established as part of the Community Grants Policy (CGP) has a budget of $508,000 per annum. This funding could be split across the first three years and added to the current budget, for distribution against the criteria in the CGP.

· Allocate towards the implementation of Auckland Sport and Recreation Strategic Action Plan (ASARSAP) priority initiatives with potential to target legacy Waitakere City and Auckland City areas. The funding could be used to deliver on some of the focus areas of ASARSAP, for example, addressing inequity in sport and recreation support, sustainability of sport work programme, and the Sport Facility Network Plan implementation. Progress and outcomes would be reported via ASARSAP annual reporting.

· Allocate as part of a proposed Sport and Recreation Community Access Scheme to address inequities across sport and recreation either across Auckland or in the legacy Waitakere City and Auckland City areas. This would increase the budget available to support community access to non-council facilities in areas of demand and provide operational support to new or existing sport and recreation facilities, including multisport hubs, for example, supporting netball hubs, and incentivising new multisport/co-location. This is a big gap area for sport and recreation funding support and would support and increase the sustainability of sport and recreation facility provision.

26. Allocating the funds to the Community Access Scheme is identified as the preferred option. It will add to existing funding over say a five year period, and provide support for community access to non-council facilities in areas of high demand, establishment of operational support to new sport and recreation facilities, including multisport hubs and support code specific sports hubs. This is a gap in sport and recreation funding and supports the sustainability of sport and recreation provision.

27. Including the residual Hillary Commission fund in the Community Access Scheme would provide further funding to leverage access to non-council facilities to support increased levels of sport and recreation participation and reduce inequities of access to opportunities. It is proposed that the Hillary Commission funding be allocated over a five year period and priority be given to identified need in the legacy Waitakere City and Auckland City council areas.

Consideration

Local board views and implications

28. Local boards were consulted during the development of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) which sets out how the priorities and strategic directions of the Auckland Plan will be put into action. This community access scheme implements these plans.

29. Local boards with facilities that have existing community access grants have been engaged in on-going dialogue with staff about potential future change in agreements since amalgamation. Workshops have been held with the directly affected local boards on the draft Guidelines and their impact on the existing funding agreements.

30. The three western local boards have expressed a view that the residual Hillary Commission funds from legacy Waitakere City Council should be retained and distributed for the benefit of the west.

31. Central local boards have informally expressed a view that the residual Hillary Commission funds from Auckland City Council should be retained and distributed for the benefit of the legacy Auckland City Council community.

Māori impact statement

32. The ASARSAP includes actions focusing on improving the health and well-being of Māori. Initiative 3.7 – Partner with regional Māori sports organisations to identify opportunities to increase participation by Maori in recreation and sport activities, including programmes in Te Reo, Māori settings and cultural activities.

33. ASARSAP key initiative 15.2 sets out the task for Te Waka Angamua and partners to lead the development of Te Whai Oranga – the Māori Sport and Recreation Plan; this will be reported to the Parks Recreation and Sport Committee in due course. Te Whai Oranga and the ASARSAP will guide delivery of specific programmes that will benefit Māori and improve delivery of against outcomes.

34. The Community Access Scheme will support Auckland Council’s commitment to Māori and support positive outcomes for Māori participation in sport and recreation through investing in eligible organisations that help achieve this objective. Matauranga Māori / Māori knowledge and world views will be respected. We will ensure that we:

· engage effectively with Māori to identify investment opportunities to increase access; and

· provide appropriate capacity building support to those invested in to support increased Maori participation in sport and recreation.

Implementation

35. A report will be provided to the Parks, Recreation and Sport Committee in July 2016 seeking approval of the Community Access Scheme guidelines and use of the residual Hillary Commission fund.

36. The existing eligible community access agreements will be reviewed over 2016/2017 to determine appropriate funding amounts and levels of service for 1 July 2017 onwards. Relevant local boards will be involved in this process.

37. Decisions on future community access partnerships will be undertaken through annual plan or long-term plan processes in line with identified gaps in sports network and available budget.

38. Upon resolution from the July 2016 Parks, Recreation and Sport Committee, staff will work with relevant local boards on the implementation of the residual Hillary Commission funds.

Attachments

No.	Title	Page
a View	Draft Sport and Recreation Community Access Scheme guidelines	135
b View	Sport and Recreation Investment diagram	139
c View	Options Analysis for residual Hillary Commission fund	141

Signatories

Authors

Ken Maplesden - Team Leader Local Partnerships

Emma Morgan - Principal Advisor Investment Programme

Authorisers

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Housing for Older People Partnering Proposal

File No.: CP2016/11760

Purpose

1. This report seeks feedback on Auckland Council’s Housing for Older People (HfOP) partnering proposal.

Executive summary

2. The council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. A list of these sites is included in the HfOP Consultation document (refer Attachment A).

3. In June 2015, the Auckland Development Committee (ADC) resolved to explore how council could deliver the HfOP service through a partnership approach. In December 2015, the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with a preferred partner on the partnering proposal.

4. The partnering proposal, in summary, is for the council to:

· partner with a third-party social housing provider to create a new legal entity in the form of a new community housing provider (CHP). The CHP will have control over the portfolio assets, including responsibility for maintenance and tenancy services through a long-term lease, and will seek access to government subsidies;

· delegate to Panuku the authority to work with the third party community housing provider to redevelop the portfolio under a framework arrangement; and

· adopt a new policy on “Housing for Older People partnering” to apply to all decision-making on the proposal.

5. This proposal allows the council to benefit from external expertise to:

· improve the quality of housing - the CHP will be able to access the income-related rent subsidy (IRRS) from central government to help improve and develop the portfolio; and

· improve tenant satisfaction – more tenants are dissatisfied with the service the council is currently able to provide. Partnering with a third party social housing provider will bring in new expertise into the operations so council can find new innovative and cost effective ways to lift satisfaction and redevelop the portfolio to improve the quality of housing.

6. As the HfOP portfolio is a strategic asset under both the LGA 2002 and the council’s Significance and Engagement Policy, the proposal to transfer control of the portfolio triggers a statutory requirement to publicly consult on the proposal, and to amend the Long-term Plan (LTP) 2015-2025 through a special consultative procedure before the council can agree to adopt the proposal.

7. The Governing Body approved a consultation document at its meeting on 25 May 2016, which will form the basis of consultation during the month of June 2016.

8. Local boards are now invited to submit formal feedback on the partnership proposal (refer Attachment A) and a proposed new policy on HfOP partnering (refer Attachment B) through business meetings in June and July 2016.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provides feedback on the Housing for Older People Partnering Proposal.

b) provides feedback on the proposed Housing for Older People Partnering Policy.

Comments

9. Auckland Council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. The portfolio is currently operated by Auckland Council’s Arts, Community and Events (ACE) and Community Facilities departments.

10. In 2013, central government changed how social housing would be delivered in New Zealand by making a number of reforms. This included providing third party social housing providers with an income-related rent subsidy (IRRS), which was historically only provided to Housing New Zealand. Councils and council-controlled organisations are still unable to access this subsidy.

11. In June 2015, the Auckland Development Committee (ADC) resolved to explore changing how the council would deliver the HfOP service. It agreed to explore a partnership approach, where the council would partner with a third party social housing provider in the management of the portfolio and to establish a new community housing provider (CHP).

12. The council is committed to maintaining the 1,412 units within the HfOP portfolio as a strategic asset, and may seek to increase the number subject to further council approval on additional funding and any consultation requirements.

13. In December 2015, the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with the preferred partner on a partnering proposal. Panuku, on behalf of Auckland Council, issued a request for proposal. Council currently has a non-binding partnership arrangement with The Selwyn Foundation as the potential third party social housing provider.

What Auckland Council is proposing

14. Council is proposing that it partner with a third party social housing provider to enter into a management agreement over council’s 1,412 units, and delegate Panuku Development Auckland (Panuku) to act on council’s behalf to develop the portfolio.

Management agreement

a) Partner with a third party social housing provider to form a new legal entity, in which the council will have a minority interest. This will be a community housing provider (CHP) to manage council’s Housing for Older People (HfOP) portfolio.

b) The legal structure of this CHP will likely be in the form of a limited partnership (New Zealand registered) between Auckland Council and the third-party social housing provider under a framework arrangement.

c) The CHP will have control over the portfolio assets, which includes responsibility for maintenance and tenancy services. Legal ownership will remain with the council.

d) It will include a long-term lease, which from an accounting perspective requires a write-off of the assets from the council balance sheet.

e) The CHP will be structured to be able to receive central government’s income related rent subsidy (IRRS). Staff are unable to quantify how much will be received under this scheme as the subsidy, which is paid to the housing provider, is based on a percentage of a tenant’s income. It will reflect the difference between the income related rent and the market rent, and will only be paid out for future tenants (not current tenants).

f) Council will provide a $32.5 million capital grant to the CHP, which is equivalent to the current budget for the portfolio renewal maintenance.

Development agreement

a) Authority will be delegated to Panuku to act on behalf of Auckland Council to work with the third-party social housing provider to redevelop the portfolio.

b) Panuku, as Auckland Council’s development agency, will provide skills and expertise to support the development of the HfOP portfolio.

c) This includes, over time, selling some land and buildings to help fund the improvement of the quality of the HfOP portfolio.

d) The council will provide a $20 million development loan facility that will support the development until sales proceeds can be realised. The sales proceeds will cover repayment of the facility and any associated interest.

15. These will be carried out in accordance with the new policy to be adopted. A representation of this is shown in Attachment A.

Why Auckland Council is proposing these changes

16. The proposal allows the council to benefit from external expertise to improve tenant satisfaction and the quality of its social housing. There are a few areas of this portfolio that need improvement.

To improve the quality of housing

Currently, the HfOP portfolio has many poor quality units, which is clearly not acceptable for the council or its tenants. By partnering with a third party social housing provider, council will be able to ensure over time that:

a) the portfolio can benefit from new external funding from central government through access to the IRRS;

b) the portfolio will be upgraded and new housing developed to reflect modern standards; and

c) the portfolio will become more connected to public transport and other necessary services.

To improve tenant satisfaction

More and more tenants are dissatisfied with the service the council is currently able to provide, as shown in Graph 1 below. This is unlikely to improve without changes to how council provides the service. Partnering with a third party social housing provider will improve tenant satisfaction by:

a) adding new expertise into the operations of the service so council can find new innovative, cost effective ways of lifting satisfaction; and

b) redeveloping the portfolio to improve the quality of housing, giving tenants a better quality of life.

Graph 1: Long-term Plan 2015-2025, Level of Service Measure:
Tenant satisfaction over time

Title: Graph 1: Long-term Plan 2015-25, Level of Service Measure: Tenant satisfaction over time. - Description: This graph shows how this proposal is projected to improve tenant satisfaction over time, as outlined in the council's Long-term Plan.

How the proposal compares with other options

17. The council has been developing the HfOP partnership model proposal since April 2015. The options were developed on the basis that the council has opted to continue to provide housing for older people. Three main practical options (including the proposal) are explained in the table below. Other options identified by the council are listed in the Supporting Information but have not been considered as reasonably practical options at this stage.

Option

Service level impact

Rates impact

Debt impact

Achieves the council’s objectives?

Advantages

Disadvantages

Status Quo

Continue to manage and develop the housing without external support

Actual tenant satisfaction levels are at 64 per cent, which is well under the target average of 75 per cent.

This means the council will be increasingly unlikely to meet its targets over time.

No impact – however tenant satisfaction levels are unlikely to be met.

· Does not grow the community housing sector.

· Does not improve quality of housing.

· Does not access non ratepayer funding.

· The council retains full control over the assets.

· No costs associated with change.

· Does not address the falling tenant satisfaction.

· Reliant on rates funding.

Sell or gift portfolio to a CHP

Sell or gift the units and land to an existing CHP with conditions to ensure the provision of social housing remains.

Tenant satisfaction will likely decrease, as it will be difficult for the council to control the quality of housing.

Neutral to slightly positive

The sales proceeds would depend on the conditions placed on the sale.

Depending on the conditions placed this could significantly reduce the proceeds from the sale.

Slightly positive to negative

The debt impact would depend on whether the council would still provide the capital grant for the improvements to housing, and any other conditions placed on the sale.

Partly. The council is no longer responsible for providing 1,412 housing for older people units.

However, this may grow the wider community housing sector.

· The council no longer has any risk for operating the portfolio.

· This may grow the wider community housing sector.

· The council will have no ownership or control over the units.

· Long term provision of the service is not guaranteed.

· The council would not own land and buildings as assets.

The proposal

Partnering with a third-party housing provider under management and development agreements.

Tenant satisfaction will increase, as the council will be able to rely on new expertise from the third party social housing provider, unlock access to central government funding and can redevelop the portfolio to improve quality.

Negligible to

slightly negative

Negative

Debt increases by $48.4 million for the management agreement, and a further potential $20 million for the development loan facility.

Yes. The proposal aims to increase tenant satisfaction to targeted levels.

· Allows for an improvement of the quality of housing.

· Unlocks access to central government funding.

· The council will lose some control over the units.

· Requires monitoring of an external entity.

· Development could cause disruption for tenants.

Proposed Housing for Older People Partnering Policy

18. In order to include this change in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

19. This policy sets key decision making criteria that are designed to ensure that the council will maintain or improve the quality of housing and tenant satisfaction without overly exposing the council to financial impacts and risk, through:

· general decision making on the council’s HfOP portfolio;

· the management of the HfOP portfolio by the new CHP; and

· the arrangements for the possible redevelopment and/or sale of parts of the HfOP portfolio.

A copy of the proposed policy is included in Attachment B.

Requirement to consult

20. The HfOP portfolio is considered a strategic asset under both the Local Government Act (LGA) 2002 and the council’s Significance and Engagement Policy. Any proposal to transfer control or ownership of a strategic asset(s) triggers a statutory requirement to publicly consult and to provide for it in the long-term plan.

21. In order to include this in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

22. Public consultation in June and feedback from local boards will inform the Governing Body’s decision 28 July 2016 regarding the partnership proposal and the proposed new policy on HfOP partnering.

Public consultation

23. A consultation document (Attachment A) and supporting information has been approved by the Governing Body, and will be used to consult with the public regarding the proposal to transfer control of the HfOP portfolio to a CHP and redevelop the current housing units.

24. The consultation document lists the advantages and disadvantages of the proposal, as well as the two key alternatives on page 8. The assumptions underlying the proposal, including risks and details on the options analysis, are set out in the supporting information on pages 53, 54 and 56.

25. The consultation document also provides three main options that have been identified for the delivery of the council’s HfOP service, with the preferred option being the partnership proposal.

26. The public consultation period runs from 1 June 2016 to 1 July 2016.

27. The consultation document was delivered to 1,412 units, local board offices, service centres and libraries before 1 June 2016.

28. The consultation document includes a feedback form that is expected to be the primary mechanism Aucklanders will use to provide their feedback on this consultation. The feedback form is also available online, in local board offices, service centres and libraries. Feedback forms can be submitted via freepost, email or completed online.

29. There are various Have Your Say (HYS) events planned across the region. The locations were picked so that they are easily accessible for HfOP tenants to attend. These events are listed below:

Venue	Date	Time
Takapuna Library	7 June 2016 (Tuesday)	9am – 1pm
Devonport Library	8 June 2016 (Wednesday)	9am – 1pm
Northcote Library	9 June 2016 (Thursday)	11am – 3pm
Glenfield Library	10 June 2016 (Friday)	10am – 11am
New Lynn War Memorial Library	14 June 2016 (Tuesday)	9am – 1pm
Titirangi Library	15 June 2016 (Wednesday)	11am – 3pm
Waitakere Central Library	16 June 2016 (Thursday)	9am – 1pm
Te Atatu Peninsula Community Centre	17 June 2016 (Friday)	2pm – 3pm
Mangere Town Centre Library	21 June 2016 (Tuesday)	9am – 1pm
Sir Edmund Hillary Library, Papakura	22 June 2016 (Wednesday)	9am – 1pm
Pukekohe Library	23 June 2016 (Thursday)	9am – 11am
Waiuku Library	23 June 2016 (Thursday)	12pm – 2pm
Otara Senior Citizens’ Club	24 June 2016 (Friday)	10am – 11am

30. Public feedback will also be collected at HYS events scheduled from 7 to 24 June 2016. The primary purpose of these events is for elected members or delegates to listen to the views of Aucklanders. Staff will ensure public feedback is accurately recorded.

31. The role of elected members (and delegates) at these events is to listen and to provide members of the public with an opportunity to provide their views verbally.

32. Staff recommend that delegations are made to councillors, local board members and staff to hear feedback. This is to ensure there are a sufficient number of people able to have spoken interaction with public.

33. Staff will be in contact with tenants to coordinate logistics to ensure that they have the opportunity to attend the HYS events.

34. The ShapeAuckland website will be the digital hub for the HfOP communications and engagement campaign. There are a variety of ways in which digital and social media channels will be used to support the communications campaign.

Consideration

Local board views and implications

35. Local board members have received updates through quarterly performance reports, on the region-wide initiative led by Panuku to investigate options to partner with community housing providers to manage and develop the HfOP portfolio.

36. A briefing for local board members was held on this initiative on 30 November 2015.

37. Local board members were updated in May 2016 through a memo outlining the consultation process, and received invitations to attend Have Your Say events to hear public feedback.

38. Local boards are now invited to submit formal feedback through business meetings in June and July 2016.

39. The report to be presented to the Governing Body on 28 July 2016 will include all feedback received from local boards, which will inform Governing Body decision-making on this matter.

Māori impact statement

40. The new CHP will have a role in giving effect to outcomes directed by the council’s Māori Responsiveness Framework. This includes recognition and protection of Māori rights and interests within Tāmaki Makaurau and addressing and contributing to the needs and aspirations of Māori. In order to do this, throughout the development of this proposal various Māori groups have been consulted with. To progress this engagement, Panuku has established a Mana Whenua Governance Group comprising four senior representatives of mana whenua, plus senior representatives of Panuku and the preferred partner.

Implementation

41. A report containing consultation feedback and advice on adopting the HfOP Partnering Policy to amend the LTP 2015-2025 and a delegation to Panuku to carry out the partnering arrangement will be presented to the Governing Body at the meeting on 28 July 2016.

Attachments

No.	Title	Page
a	Housing for Older People (HfOP) Consultation Document (Under Separate Cover)
b	Housing for Older People Partnering Policy (Under Separate Cover)

Signatories

Authors

Kat Teirney - Manager Community Occupancy, Community Places, Arts, Community and Events

Authorisers

Graham Bodman – GM, Arts, Community and Events

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

14 June 2016

Devonport-Takapuna Local Grants, Round Two 2015/2016

File No.: CP2016/07649

Purpose

1. The purpose of this report is to present applications received for round two of the Devonport-Takapuna Local Board Local Grants Programme 2015/2016, as well as an application that was deferred from round four of the Devonport-Takapuna Quick Response Grants Programme 2015/2016. The board is required to fund, part-fund or decline these applications.

Executive Summary

2. The Devonport-Takapuna Local Board has set a total combined community grants and local events budget of $304,000 for the 2015/2016 financial year.

3. In the preceding Devonport-Takapuna grant rounds, the board allocated $254,309, leaving a total of $49,691 to allocate for the remainder of 2015/2016.

4. The application from the Sunnynook Scout Group was presented to the Devonport-Takapuna Local Board at their meeting on 18 May 2016 for consideration, and local board members have asked for further information on this project.

5. Thirty-three applications were received in this local grants round, with a total requested of $260,927.65

Recommendation/s

That the Devonport-Takapuna Local Board:

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

Applicant and application number	Main focus	Funding for	Amount requested
Chamber Music New Zealand Trust LG1602-216	Arts and culture	Towards the artist fee and concert manager fee for the Chamber Music New Zealand Family Concert featuring London Conchord Ensemble at the Bruce Mason Centre in October 2016	$9,460
Devonport Business Association LG1602-217	Arts and culture	Towards the wages of an events coordinator, purchase of health and safety materials, purchase and hire of construction materials, health and safety consultants fee, hireage of security staff and promotional and marketing costs for the Glow Devonport event in October 2016	$10,000
The Operating Theatre Trust, trading as Tim Bray Productions LG1602-218	Arts and culture	Towards the venue hire and ticketing costs for The Pumphouse Theater, lighting costs, mail-out costs and advertising costs for “A Lion in the Meadow” and other stories between July to October 2016	$20,000
North Shore Brass Incorporated LG1602-224	Arts and culture	Towards the venue hire of Birkenhead College, accommodation costs for trainers, advertising and printing costs for the music workshops between June to July 2016	$2,500
The PumpHouse Theatre LG1602-225	Arts and culture	Towards the cost for an electrician to install fittings and cabling of the Coal Bunker Studio at The Pumphouse Theatre between in July 2016	$3,496
Action Education Incorporated LG1602-229	Arts and culture	Towards the facilitation costs for the Spoken Word poetry workshops between July and September 2016	$2,000
Club Gordon (formerly The Prescott Club) LG1602-207	Community	Towards the costs of transportation and entertainment for Club Gordon between July to March 2017	$2,500
Depot Arts and Music Trust LG1602-209	Community	Towards the costs to film ten local artists and upgrade the website between August 2016 to March 2017	$5,180
New Zealand Centre for Gifted Education LG1602-221	Community	Towards the wages for the specialist educator between June 2016 to March 2017	$5,000
Project Litefoot Trust LG1602-210	Environment	A contribution to the direct field team implementation costs, vehicle and administration costs of LiteClub implementation for Devonport Bowling Club, Glenfield Rugby League Club, and Pupuke Boating Club	$4,574
Milford Business Association LG1602-204	Events	Towards the costs for the Christmas by the Lake event on 26 November 2016	$20,000
Spy Events Limited - Summer Days Festival Takapuna LG1602-206	Events	Towards costs for the Takapuna Beach Summer Days Festival in January 2017	$25,000
The Active Living Group LG1602-214	Events	Towards the costs of hiring staging, marquees, sound equipment, insurance, fencing and other costs for the Devonport Christmas Festival Dane in the Park event in December 2016	$5,590
North Shore Marathon Limited LG1602-226	Events	Towards the traffic management costs for the North Shore Marathon in September 2016	$5,000
Takapuna Beach Business Association LG1602-230	Events	Towards the costs of staging, sound, road closure and entertainment activities at the Takapuna Beach Christmas Carnival in December 2016	$20,000
Lewis Walton Family Trust LG1602-208	Historic Heritage	Towards the costs to replace the original roof at 8 Bayview Road, Takapuna between August to September 2016	$16,900
Michael Booth LG1602-223	Historic Heritage	Towards the roof replacement for 14 Rewiti Avenue Takapuna between January and February 2017	$5,000
Scout Association of New Zealand 1st Devonport Scout Group LG1602-213	Sport and recreation	Towards the costs to uplift and remove section of pathway of north side of building and installation of new nova coil subsoil drainage at The Den, Allenby Avenue, Devonport between June to August 2016	$4,500
Forrest Hill Milford United Association Football Club Incorporated LG1602-222	Sport and recreation	Towards the insurance costs between July 2016 to June 2017	$2,000
Wakatere Boating Club Incorporated LG1602-227	Sport and recreation	Towards the purchase of a marquee for regatta's between July to September 2016	$6,500

b) consider the following allocations for multiboard funding under Round Two of the Devonport/Takapuna Local Grants Programme 2015/2016 as listed in the table below:

Applicant and application ID	Main focus	Funding for	Amount requested
North Shore Women's Centre LG1602-205	Community	Towards the wages for the community resource worker and social worker between June 2016 to May 2017	$2,746
North Shore Centres of Mutual Aid Incorporated LG1608-204	Community	Towards operational costs for two mutual aid centres for isolated older people between July 2016 and December 2016	$6,250
La Leche League North Shore LG1608-216	Community	Towards room hireage, ongoing training for leaders, library purchases and information handouts between April and March 2017	$550
Yes Disability Resource Centre LG1608-217	Community	Towards the costs for design, proofing, printing and folding of the monthly “Yes Disability” newsletter and four quarterly reports between May 2016 to May 2017	$2,486.40
North Shore Group Riding for the Disabled LG1606-214	Community	Towards the hireage of a sanitary unit, purchase of horse food, stationary, electricity and phones costs between July 2016 to June 2017	$1,525
Youthline Auckland Charitable Trust LG1608-216	Community	Towards the preparation and repair of a building to create a North Auckland Youthline Community Centre between June and December 2016	$3,650
StarJam Charitable Trust LG1617-206	Community	Towards the tutor fees and venue hire of the North Harbour Life Centre between 1 July 2016 to 30 June 2017	$4,950
Kaipatiki Project Environment Centre LG1608-212	Environment	Towards costs of an event manager, marketing manager, advertising and publicity for “Ecofest North” between 1 October 2016 and 31 October 2016	$15,000
Netball Northern Zone LG1602-201	Sport and Recreation	Towards the costs of a feasibility study to investigate the options to increase the capacity of netball courts on the North Shore between 19 May to 31 July 2015	$10,000
Badminton North Harbour LG1602-215	Sport and recreation	Towards the costs to repaint the outside of the facility at 47 Bond Crescent, Takapuna in October 2015	$29,000
Badminton North Harbour LG1608-215	Sport and recreation	Towards the purchase of new computers, laptops, docking stations, mouse and keyboards, including installation and a computer database between June to July 2016	$3,836
Gymnastics Community Trust LG1608-229	Sport and recreation	Towards wages for the recreational gymnastics programme coaches between May 2016 and July 2016	$6,000
North Harbour Syncronised Swimming Club LG1606-223	Sport and recreation	Towards the purchase of uniforms for the competitors and judges for the North Island Synchronised Swimming competition in July 2016	$1,734.25

c) consider the application that listed in the table below and agree to fund, part-fund or decline each application:

Applicant and application ID

Main focus

Funding for

Amount requested

Sunnynook Scout Group

QR1602-402

Community

Towards the removal of the old roof guttering and replacement at 90 Sunnynook Road, Sunnynook in May 2016

$1,962

Comments

6. 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 Devonport-Takapuna Local Board adopted its grants programme on 4 May 2015 (refer Attachment A).

7. 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.

8. The Devonport-Takapuna Local Board operated two local grants rounds this financial year. The second local grant round closed on 29 April 2016.

9. The Devonport-Takapuna Local Board set a total combined community grants and local events budget of $304,000 for the 2015/2016 financial year.

10. In the preceding Devonport-Takapuna grant rounds, the board allocated $254,309, leaving a total of $49,591 to allocate in this funding round.

11. The application from the Sunnynook Scout Group was presented to the Devonport-Takapuna Local Board at their meeting on 18 May 2016 for consideration, and local board members have asked for further information on this project.

12. Thirty-three applications were received in this round, with a total amount requested of $260,927.65.

Consideration

Local Board views and implications

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

14. The local board is requested to note that section 48 of the Community Grants Policy states “(Council) 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.”

Māori impact statement

15. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, 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 two applicants have indicated their project targets Maori or Maori outcomes.

Implementation

16. The allocation of grants to community groups is within the adopted Long-term Plan 2015-2025 and local board agreements.

17. Following the Devonport-Takapuna Local Board allocating funding for round two local grants, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a	Devonport-Takapuna Local Grants programme 2015/2016 (Under Separate Cover)
b	Devonport-Takapuna Local Grants Round Two 2015/2016 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

Devonport-Takapuna Local Board

14 June 2016

Revocation of Exemptions Under Section 6 (3) of the Fencing of Swimming Pools Act 1987

File No.: CP2016/10122

Purpose

1. This report seeks a decision for revoking special exemptions from some of the requirements of the Fencing of Swimming Pools Act 1987 (the Act).

Executive summary

2. Council staff ask that the Devonport-Takapuna Local Board revoke the existing exemptions granted for swimming or spa pool to the owners of:

· 29 Summer Street, Devonport;

· 21 Cheltenham Road, Devonport; and

· 4 Flagstaff Terrace, Devonport.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) revoke the existing exemption granted to 29 Summer Street, Devonport, as the owner of the property and the circumstances relating to the exemption have changed, the exemption relates to an activity not usually carried out in conjunction with the pool, and there is a potential significant danger to young children.

b) revoke the existing exemption granted to 21 Cheltenham Road, Devonport, as the owner of the property and the circumstances relating to the exemption have changed, the exemption relates to an activity not usually carried out in conjunction with the pool, and there is a potential significant danger to young children.

c) revoke the existing exemption granted to 4 Flagstaff Terrace, Devonport, as the owner of the property and the circumstances relating to the exemption have changed, the exemption relates to an activity not usually carried out in conjunction with the pool, and there is potential significant danger to young children.

Comments

3. Auckland Council pool inspectors have inspected each property for which an application for revoking the special exemption from the Fencing of Swimming Pools Act 1987 (the Act) has been requested. In each case, the swimming pool fencing does not comply with the Act. The details of the non-compliance are specified in the attachments to this report.

4. Council’s pool inspectors have consulted with the applicants in each case. The applicants have been made aware of council’s requirements to ensure fencing is compliant with the Act, and that the current exemption is considered no longer relevant.

Legislative implications

5. Compliance with the Fencing of Swimming Pools Act 1987 is a mandatory requirement for all pool owners, unless exemptions are granted by the local board.

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

7. The High Court Declaratory Judgment by Justice Randerson in 2004 states:

“Examples of activities which would not usually be regarded as being carried on in conjunction with the use of the pool include clothes lines, vegetable gardens, vehicle or pedestrian access ways or main thoroughfares such as those from the street, or from a garage/carport.20. Waitakere City Council v Hickman, Randerson J, HC Auckland CIV 2003-404-7266, at paragraph 29(f).”

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

Consideration

Local board views and implications

9. Local boards have delegated authority to revoke exemptions to the Fencing of Swimming Pools Act 1987.

10. Before revoking an exemption, the local board must consider:

· the particular characteristics of the property and the pool; and

· and any other relevant circumstances.

11. If the exemption is revoked the property owner will be required to fence the pool in accordance with the Act.

Māori impact statement

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

Implementation

13. The decision must be made by resolution.

Attachments

No.	Title	Page
a View	29 Summer Street, Devonport (Under Separate Cover) - Confidential
b View	21 Cheltenham Road, Devonport (Under Separate Cover) - Confidential
c View	4 Flagstaff Terrace, Devonport (Under Separate Cover) - Confidential

Signatories

Authors

Phillip Curtis - Senior Swimming Pool Specialist

Authorisers

Sally Grey - Manager Weather Tightness & Compliance

Eric Perry - Relationship Manager

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

Authors	Sonja Tomovska - Local Board Democracy Advisor
Authorisers	Eric Perry - Relationship Manager