Agenda of Waitematā Local Board

Waitematā Local Board

14 June 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

9 Public Forum 5

10 Extraordinary Business 5

11 Notices of Motion 6

12 Notice of Motion - Street Tree Planting Policy 7

13 Councillor's Report 15

14 Auckland Transport Update - June 2016 17

15 Newmarket Laneways - Teed Street Upgrade 73

16 Regional Facilities Auckland Third Quarter Performance Report for the quarter ending 31 March 2016 77

17 Options for Relinquishing The Bruce Wilkinson Collection 97

18 Grey Lynn Community Centre, Ponsonby Community Centre, Parnell Community Centre funding agreements and licences to occupy and manage 107

19 Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund 117

20 Funding Agreement for Kelmarna Gardens Community Trust Incorporated 133

21 Adoption of Local Board Agreement 2016/2017 137

22 Parks, sport and recreation draft annual work programme financial year 2016-2017 159

23 Community Lease Work Programme 2016/2017 169

24 Waitematā Local Board Community Facilities Renewals Work Programme 2016/2017 173

25 Waitematā Local Board Libraries Work Programme 2016/2017 177

26 Waitemata Local Board Arts, Community and Events Work Programme 2016/2017 181

27 Waitemata Local Board Performance Report for the nine months ending March 2016 193

28 Local Board input into the Empowered Communities Approach Progress Update Report 239

29 Health, Safety and Well-being May 2016 Update 245

30 Waitematā Local Board Feedback on the Auckland Transport Regional Signage Trial 275

31 Board Members' Reports 285

32 Waitemata Local Board Workshop Notes 303

33 Governance Forward Work Programme 317

34 Reports Requested/Pending 321

35 Consideration of Extraordinary Items

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Waitematā Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 10 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 Waitematā 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 James Beaumont and Mary Rinaldi – Black Doris

Recommendation/s

That James Beaumont and Mary Rinaldi be thanked for their attendance and presentation.

9.2 Phillippa Wilkie – Kelmarna Gardens

Recommendation/s

That Phillipa Wilkie be thanked for her attendance and presentation.

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

See item 12.

Waitematā Local Board

14 June 2016

Auckland Transport Update - June 2016

File No.: CP2016/11309

Purpose

1. The purpose of this report is to respond to requests from the Waitematā Local Board on transport-related matters, inform the board on the current status of the board’s Local Board Transport Capital Fund (LBTCF), facilitate decisions on proposed and current LBTCF projects and to provide information to elected members about Auckland Transport (AT) activities.

Executive summary

2. This report covers matters of specific application and interest to the Waitematā Local Board and its community; matters of general interest relating to Auckland Transport activities or the transport sector; and relevant Auckland Transport media releases for the information of the Board and community.

Recommendation/s

That the Waitematā Local Board:

a) Receive the report, Auckland Transport Update – June 2016.

b) Approve $350,000 towards the cost of the Parnell Station footpath to Nicholls Lane as per the attached plan.

Comments

Monthly Overview

3. Auckland Transport attended a workshop on Tuesday 3 may 2016 with the Waitematā Board on;

· Wellesley Street bus corridor and learning quarter project. – looking at Bus movement in this area.

· Wynyard / Fanshawe Street busway update. Looking at potential regarding bus/light rail.

4. Auckland Transport attended a workshop on Thursday 5 May 2016 with the Waitematā Board on;

· Ponsonby Road Pedestrian experience project. Discussion regarding starting the first intersection, being Collingwood and Lincoln. Mackelvie Street - agreed to not have permanent planters in the road at this point, updated drawing to be completed by Auckland Transport.

5. Auckland Transport attended a workshop on Tuesday 24 May 2016 with the Waitematā Board on;

· Ponsonby Road Pedestrian experience project. Detailed design plans review.

· Over Street Banners/poles. Discussion with Project Manager.

6. The monthly catch-up meeting was held on 18 May 2016. Board Member’s Coom, Dempsey and Chambers were present and received updates on:

· Nelson Street and midtown Cycleway’s. - High level concept designs.

· Ponsonby Road Pedestrian experience project. – Mackelvie Street discussion regarding public feedback from “Landlab”. Compare the designs completed by Auckland Transport and “Landlab” - further updated drawings by Auckland Transport to be completed, including splitter island designs, flush medium (no planters). Also provide picture (visual) for throat treatment and laneway treatment to be coloured paint treatment - trialling two colour differential.

· Northern express / Newmarket Double decker Bus stop. – Discussion regarding Nuffield Street stop and location, project team to discussion with business association.

Local board Transport Capital Fund (LBTCF)

7. The Waitematā Local Board’s funding allocation under the LBTCF is currently $469,789 per annum.

8. The Board’s current LBTCF projects are included in the table below (in which ROC = rough order of costs, and FEC = firm estimate of cost):

ID#	Project Description	Progress/Current Status
216	· Newmarket Rail Station Artwork fencing · FEC estimate of $5,000	· The Board approved $5,000 towards the project · Handrail manufactured, installation planned mid 2016, Auckland Transport contractor currently in discussion with Kiwi rail re access to the area near the tracks · $1,277 has been committed to this project the balance being $3,723 will be covered by Auckland Transport renewals budget.
403	· Waitematā Greenways · Grey Lynn Park – shared path · Development of a wider, shared path that supports the Grey Lynn park development plan and the future Waitematā Greenways Route G1 cycle route	· The Board approved $350,000 towards the project · In progress, consultation being planned for the route, concept designs being worked on.
426	· Ponsonby Road pedestrian improvements. Funding to create an improved pedestrian experience, including safety elements and amenity, on Ponsonby Road between Williamson and Franklin Road	· The Board approved $703,000 towards the project · Design released for public consultation in November 2015 · Board requested adjustments to plantings and planter boxes in McKelvie Street, revised plans to be given to the board to consult with businesses in the affected area · Mckelvie Street to have raised treatments · Board agreed on option 2 as presented at workshop on the 1 March 2016, with adjustment to Mckelvie Street · Auckland transport is working on updated plans for Mckelvie Street that include painted flush medium, splitter island and painted lane way
425	· Newmarket Laneways Streetscape improvements · Funding for concept design development for the Newmarket Laneways Plan. · Council has allocated $3.5m over the next two financial years to deliver the project	· The Board approved $500,000 towards the project · Concept designs with expanded scope including York and Kent Streets underway · Project being led by Auckland Council, in close consultation with Auckland Transport staff
	· Parnell Station footpath connection to Nicholls lane	· April 2016 Board approved Auckland Transport to proceed to ROC on the project and to bring back to the board for decision on funding, once completed · ROC of 700k · See section below
	· Victoria Park footpath upgrade under viaduct	· April 2016 Board approved Auckland Transport to proceed to ROC on the project and to bring back to the board for decision on funding once completed · Auckland Transport in discussion with Auckland Council and NZTA regarding viability

The Waitematā Local Board’s Transport Capital Fund to date is summarised below.

Waitematā Local Board Transport Capital Fund summary:

Total funds available in current political term (Four years including 2012-13)	Amount Approved	Actual Expenditure	$1,879,156
Spent to Date on Completed Projects (including money spent on cancelled projects)As follows;			$ 80,922
Cancelled Projects
· Newmarket Streetscape Enhancement WTM/2012/365	200 to 250k	$13,320
· Great North Road advanced cycle stop boxes and feeder lane WTM/2012/365	28k	$720
· Kitchener Bowen, Victoria St intersections WTM/2012/365	28k	$ 2,920
· Residential traffic Calming project East of Ponsonby Rd WTM/2012/365 · Newmarket Rail Station Artwork Fencing ($3,723 now funded from AT renewals)	150k 5k	$510 $1,277
Completed Projects
· Grey Lynn Shops footpath Enhancement WTM/2012/365	20k	$20,000
· Drinking fountain – Four Sites WTM/2013/184	27k	$27,288
· Poynton Terrace Raised crossing WTM/2013/250	0	$ 1,900
· Drinking Fountains Carlton Gore Rd Nelson Street, Upper Queen Street – Installation WTM/2014/82, WTM/2014/37, WTM/2015/32	37k	$12,847
Total		$80,792
Committed to date on projects approved for design and/or construction as follows; · Newmarket Railway Station · Waitemata Greenways · Ponsonby Rd Pedestrian improvements · Newmarket Laneways · Total	5k 350k 703k 500k	$ 1,277 $17,638 $55,992 $24,969 $99,876	$1,558,000	Percentage of these committed projects spent to date = 15%
Total budget left that needs to be allocated to new projects and spent by the end of the current political term			$245,234	The current four year budget is not fully committed. More projects need to be approved
Total of projects assessed to a Rough Order of Cost (ROC) stage but not approved by the Local Board			$0
Funds available from the next political term (2016-17)			$469,789	This is the full 2016-17 Waitematā LBTCF budget

Proposed Local Board Transport Capital Funds Projects

9. The Waitematā Local Board has $245,234 left available from the current term, to commit to further projects. The board can also consider committing funds from the 2016/17 political term, up to $469,789, giving the board approximately $711,440 available to it to fund approved projects that fit the criteria from the Local Board Transport Capital Fund.

10. In April 2016 the Waitematā Local Board approved the projects below to proceed to a rough order of costs (ROC).

11. Projects:

· Parnell Station footpath connection to Nicholls Lane

· Path under Victoria Park Viaduct, enhancements

12. Project updates:

· Parnell Station see details below.

· Path under Victoria Park viaduct, enhancements, at time of writing, the walking and cycling team of Auckland Transport had agreed in principle to the project, however are working with Auckland Parks and New Zealand Transport Authority to see if it is feasible to carry out works in this area.

Parnell Station footpath (LBTCF)

13. In April 2015 Auckland Transport started construction on a new train station at the end of Cheshire Street Parnell.

14. The construction was in 2 stages, the first including a basic station, platform and access. The initial basic station will be connected via existing underpass.

15. Stage 2 will include connection of the twin platforms from the north side of the station building.

16. The purpose of this station is to assist the regeneration/future growth of Parnell, serve students and facility of the University of Auckland, to provide access by rail to: local businesses in and around the lower Parnell area, the Domain and Museum, Stanley Street and Beach Road.

17. The platforms are complete, however work is still being completed on CCTV, lighting and access over private land.

18. Due to the construction of this project is has recognised that there is a need for a connecting footpath between the station platform and Nicholls Lane Extension.

19. Auckland Transport was directed by the Board to investigate a footpath and to supply a rough order of costs.

20. During the investigation stages Auckland Transport investigated 3 designs, which ranged from $700,000 to $1.5 million, the design that was deemed to suit the needs of the project and that complied with several restrictions imposed by having to traverse through the Domain, has a rough order of cost of $700,000. See Attachment A.

21. If the Waitemata Local Board agree to commit budget ($350,000) from it’s Local Board transport Capital Fund to the project detailed in the attached plan, , Auckland Transport will also commit $350,000 to this project.

Consultations

23. Public consultation has been undertaken on the proposals listed in the table below. Should the Board wish to give any feedback, the Board may choose to make its feedback through formal resolutions or request further engagement or a submissions analysis to be presented to the Board before a formal board position is made.

Recent Proposals Consulted On
*Proposal*	*Timeframe*
Lower Hobson St Buses	Feedback Closed and being analysed
Ponsonby Rd / Hepburn Streets Signalised Pedestrian crossing	Feedback Closed and being analysed
New North Rd, Symonds Street / Khyber Pass 2 x zebra crossings	Feedback Closed and being analysed
Turakina Street Loading Zone	Feedback Closed and being analysed
Regional Signage Project	Feedback Closed and being analysed
Hobson Street / great North Rd Loading Zone	Feedback Closed and being analysed

Ponsonby Road Residential Parking Zone

22. In May 2015 Auckland Transport’s (AT’s) new parking strategy was adopted following wide public consultation. The strategy includes measures to help AT to better manage parking within residential areas, particularly in “city fringe” suburbs affected by commuter parking.

23. As Ponsonby’s residential streets were identified as being used by commuters and local workers for daily parking, causing difficulties for residents, AT proposes to introduce a residential parking zone in Ponsonby.

24. Consultation on this proposal was commenced in May 2016.

25. Consultation will run from May to June 2016, followed by an analysis of the feedback between June and July 2016. Once fully analysed an implementation decision will follow in late July 2016.

26. See consultation documents, Attachment B .

Parnell, Newmarket, Remuera Cycle network consultation

27. Auckland Transport’s Walking and Cycling team, has started consultation on potential cycleways, as identified by members of the public by way of feedback on suggested routes.

28. The public are being asked to help identify and improve the key cycle routes the connect people with their places of work, local shops, schools, parks and other community facilities.

29. Public feedback is open until the 20 June 2016.

30. See attached consultation documents, Attachments C, D, E

Traffic due to Central Rail Link (CRL) works

31. During April 2016 the Waitemata Local Board asked what would happen to congestion in the CBD if traffic does not reduce by the 6-10% Auckland Transport has said it needs.

32. Auckland Transports early traffic modelling indicated that 6-10% would be sufficient, however the CRL team are continually running modelling to see how city traffic is being affected and will respond as needed.

33. However the CRL is just one of a number of CBD construction projects whose complexity requires an extra focus on traffic flows. In response to this Auckland Transport Operations Centre (ATOC) has established a 7am to 7pm control team to maintain optimum traffic flows. Auckland Transport will also provide extra buses daily, if needed, wherever possible. These extra buses will assist in keeping the city moving while the CRL is constructed.

34. AT has also:

· Created 38,561 more weekday bus and ferry seats since March 2015

· Installed 24/7 bus lanes on Victoria West, Albert, Wellesley West Streets and Mayoral Drive, with more to come on Queen, Customs and Hobson Streets

· Launched the Build is ON campaign encouraging CBD peak hour commuters to shift from vehicles to public transport, car-pooling, walking or cycling.

35. At this point the CRL team are very pleased with the very high levels of awareness and video views, the campaign has achieved and the performance against budget. 30 secs or more of the Build is ON video was viewed 910,005 times. 94,550 people viewed all 1min 56 seconds of the video. The Facebook post achieved 116,304 views, 2,131 reactions and 245 shares.

Franklin Road Project update

36. Auckland Transport is currently working to upgrade Franklin Road, a project update is attached as Attachment F.

SuperGold card switch to Auckland Transport HOP

37. From 1 July 2016, SuperGold customers will need to use an AT HOP card with a SuperGold concession in order to access free travel on trains, and selected buses and ferries in Auckland, after 9am weekdays and all day on weekends and public holidays. See at.govt.nz/supergold for a complete list of services that provide free SuperGold travel.

38. The use of smartcards, such as the AT HOP card in Auckland, will ensure that accurate data is collected on the use of the scheme by SuperGold cardholders. This will help with future transport planning and provide a better understanding of the costs of the scheme.

39. The Government considered whether smartcards could be issued to each SuperGold cardholder free of charge. The cost was found to be prohibitive as funding cards through the scheme would divert a substantial amount of funding from providing travel through the scheme. SuperGold cardholders will be required to purchase their own smartcards.

40. AT’s senior citizen ID card concession provides the same free travel benefit as the SuperGold card. This concession is currently under review. If this concession is available as of 1 July 2016, Senior Citizen ID cardholders will be required to have an AT HOP card to travel for free under the scheme. AT will notify impacted customers of the outcomes of the review once decisions from the current review are finalised.

41. Prior to the implementation, Auckland Transport will be delivering an integrated media campaign combining the following channels:

· Direct Mail – Swap to AT HOP pack (Pack containing an Information booklet with concession eligibility form, letter and return envelope.)

· AT Call Centre – 0800 AT GOLD (0800 284 653) to order a pack

· Key Auckland suburban newspapers and New Zealand Herald. ¼ page - 2 inserts

· Posters on board buses, at bus stops, train stations, ferry terminals, Customer Service Centres and at AT HOP retailers

· Radio ads – 30 sec spots.

· Banners on Trade Me and Google Ad Network

· EDM to our PT and HOP database of 155,000+ customers

- Directing to website and online form to order Swap to AT HOP pack www.AT.govt.nz/supergold

· Campaign pages added to the AT website at.govt.nz/supergold

· Generic Swap to AT HOP packs available at Customer Service Centre’s, retailers and Ticket Offices. Ads on Customer Service Centre screens.

· Messages on LCD screen on Trains and Buses

· DL Flyers available to bus drivers and ticket inspectors to hand to customers that ask for more information and direct to collect a pack at CSC’s, AT HOP retailers online or via the call centre

42. Auckland Transport is working with key stakeholder groups to reach SuperGold cardholders with limited English and will be partnering with them on approaches to reach this group. Additionally, Auckland Transport’s marketing campaign will include channels that will reach these customers (e.g. Pacific Island Radio Network).

43. Auckland Transport’s Customer Service Centres and Customer Contact Centre has a wide range of language skills including the 5 main languages commonly used in NZ: Maori, Mandarin, Hindi, Tongan and English.

44. See attached documents, Attachment G

Consideration

Local board views and implications

45. This report is for the Local Board’s information and action as required.

Māori impact statement

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

Implementation

47. All proposed schemes are subject to prioritisation, funding and consultation.

Attachments

No.	Title	Page
a View	Attachment A Parnell Station - Carlaw Park connection	25
b View	Attachment B Parking Ponsonby	27
c View	Attachment C Parnell Newmarket Cycle Network Consultation Brochure	31
d View	Attachment D Prnl Nmkt Rem cycling consultation press ad	37
e View	Attachment E Prnl Nmkt Rem Project Boards	39
f View	Attachment F Franklin Rd Project Update	41
g View	Attachment G Super Gold AT HOP brochure	45

Signatories

Authors	Ivan Trethowen - Elected Member Relationship Manager
Authorisers	Jonathan Anyon - Elected Member Relationship Team Manager

Waitematā Local Board

14 June 2016

Newmarket Laneways - Teed Street Upgrade

File No.: CP2016/11909

Purpose

1. To seek approval from the Waitematā Local Board on the Newmarket Laneways Feasibility Design Report that outlines feasibility designs and materials palette for the laneways identified within the study area; Teed Street, Kent Street and York Street. (Attachment A)

2. To seek approval from the Waitematā Local Board on the Teed Street Upgrade Concept design proposal; to enable the start of public consultation and progression into Developed Design phase. (Attachment B)

3. To seek endorsement from the Waitematā Local Board on nominating the Local Board Working Group to approve the Teed Street Upgrade Public Consultation and Communication Plan prior to public consultation in July 2016.

4. To request additional funding (of $350k) from the Waitematā Local Board for the Construction phase of the Teed Street Upgrade.

Executive summary

5. At the September 2015 Board meeting, the Waitematā Local Board resolved to adopt the Newmarket Laneways Plan and agreed in principle the delivery of the upgrade of Teed Street as the first Newmarket Laneways Streetscape Improvement Project following stakeholder, iwi and public consultation feedback.

6. In February 2016, design consultant Isthmus Ltd was awarded the contract to begin developing the Feasibility design of three streets/‘laneways’ namely Teed Street, Kent Street and York Street; with the intention of progressing Teed Street through to construction in 2017 dependent on ability to deliver within available budget.

7. The proposed Teed Street Upgrade Concept design incorporates interim feedback received on the feasibility design from Waitematā Local Board, Auckland Transport, Auckland Council, Newmarket Business Association and local iwi groups.

8. Attachments are to be tabled at the 14 June 2016 meeting.

Recommendation/s

That the Waitematā Local Board:

a) Approve the Newmarket Laneways Feasibility Design Report.

b) Approve the Teed Street Upgrade Concept Design to enable the start of public consultation and the Developed Design phase.

c) Endorse that the Waitematā Local Board Working Group approve the Teed Street Upgrade Public Consultation and Communication Plan.

d) Approve an additional $350k for the Teed Street Upgrade construction works from the Waitematā Local Board Auckland Transport Capex Fund.

Comments

9. The Waitematā Local Board passed the following resolution on 8^th September 2015;

Newmarket Laneways Plan Update

The draft Newmarket Laneways Plan (May 2015) and the spreadsheet showing the changes following the consultation were tabled at the meeting.

Resolution number WTM/2015/1

MOVED by Chairperson S Chambers, seconded by Member VI Tava:

b) That the Waitematā Local Board:

i) Approves the Newmarket Laneways Plan (September 2015), subject to replacing all references to ‘Opportunities’, with ‘Projects’.

ii) Delegates to the Board Chair and Deputy Chair to approve any minor wording changes to the Newmarket Laneways Plan and document presentation that may be necessary for publication.

iii) Approves in principle taking Project 4 - Widen footpath on Teed Street - forward for delivery by the Newmarket Laneways Streetscape Improvement project.

iv) Notes that Project 6 - Widen footpath along York Street and look to activate street edge by multi storey parking – is the second preference for the Newmarket Laneways Streetscape Improvement project delivery.

v) Requests that Auckland Transport undertake the planned renewal of York Street in a manner that is consistent with the Newmarket Laneways Plan.

CARRIED

A copy of the tabled documents have been placed on the official minutes and can be viewed at the Auckland Council website.

10. Several design options of footpath widths and parking configurations were considered as part of the Feasibility design phase of the identified laneways. The preferred design identifies a balance between wider footpaths, improved pedestrian amenity, tree planting and the retention of on-street parking.

11. During the Feasibility Design and high level costing of the laneways, Teed Street was recommended as the most feasible street in terms of value for money and urban design outcomes (including pedestrian environment improvements) with an estimate of $2.9 million to construct. At this stage it has been identified that there is a construction budget shortfall of approximately $350k to include street trees, a raised pedestrian table and accompanying underground works.

12. York Street was the only street meeting the current construction budget but was not recommended as it would not meet the primary objectives of the Newmarket Laneways Plan or provide notable “transformational” change to the area, nor would it greatly improve the overall pedestrian environment to the wider area.

13. Kent Street was also not recommended to be upgraded, at this time, as the costs of underground works significantly exceed the current budget.

14. Auckland Council Public Arts team has been coordinating with mana whenua, the project team and Newmarket Arts Trust to incorporate artwork into the design. The scope of artwork and its location is still in discussion.

15. Council has received positive feedback and support from key land owners of the Newmarket Business Association (at a meeting held on 27^th April 2016), Auckland Transport stakeholders, and iwi, based on the proposed Feasibility Design.

16. The Concept Design proposal (see Attachment B) incorporates the following agreed design principles from the Newmarket Laneways Plan:

§ Prioritising the movement of people

§ Developing a dynamic local economy

§ Improving our places

§ Feeling and being safer

§ Reinforcing local distinctiveness

§ Streets are social spaces

§ Considering the street network

§ Human geography – street users

§ Sustainability

§ Child friendly public realm

§ Historic and cultural heritage

§ Te Aranga Design Principles

Consideration

Local board views and implications

17. The Waitematā Local Board has been updated through a Working Group workshop (on 31^st March 2016) and full board workshops (held on 14 April and 7 June 2016) on the proposed Concept Design for the Teed Street upgrade.

18. To date the project team has received general support for the Newmarket Laneways Feasibility Design Report and the proposed Teed Street upgrade Concept Design at these workshops.

Māori impact statement

19. Engagement with mana whenua has occurred through the City Centre Integration and more recently the Council Infrastructure and Environmental Services (I&ES) mana whenua monthly hui (held on 8^th April and 13^th May 2016). Both the Newmarket Laneways Feasibility Report and Teed Street Concept Design Report has been presented and discussed.

20. Iwi representatives stressed the importance of the original name of the area ‘Te Ti Tutahi’ and acknowledgement of the Cabbage Tree that once stood on the corner of Mortimer Pass and Broadway. Iwi were supportive of road stormwater filtration systems either via tree pits or raingardens, with a preference to raingardens.

21. Mana whenua representatives on the I&ES hui have expressed support for the Feasibility Design proposal Report and the representation of the Te Aranga Design principles within the Teed Street Concept design.

Implementation

22. If the Teed Street Concept design is approved, the Project team will start public consultation via Auckland Council’s Shape Auckland website in July 2016. The Developed Design phase will commence in parallel to the public consultation period.

23. A project update on the Teed Street Concept design will be provided at a future Local Board meeting (once all the public consultation feedback has been analysed) to seek approval of the final Concept design.

Attachments

There are no attachments for this report.

Signatories

Authors

Lisa Spasic - Senior Project Leader

Authorisers

Ralph Webster - Manager Development Programmes

Trina Thompson - Senior Local Board Advisor - Waitemata

Waitematā Local Board

14 June 2016

Options for Relinquishing The Bruce Wilkinson Collection

File No.: CP2016/07905

Purpose

1. To provide the Waitematā Local Board with information and options on the relinquishment of the Bruce Wilkinson Collection.

Executive Summary

2. In 1974 Mr Wilkinson donated his Paratai Drive house and contents to Auckland City Council. In 1995 a deed was entered into by Mr Wilkinson and the Auckland City Council where it was agreed that council could sell the house and move a collection of its contents to Albert Park Lodge for display.

3. The Bruce Wilkinson Collection (the collection) consists of more than 400 items including glassware, furniture, clocks, toys and porcelain ornaments. The collection was valued at $162,565 in December 2013.

4. The collection has been housed at the Albert Park Lodge. The collection attracted low visitor numbers at the lodge and damp conditions led to deterioration of some of the collection.

5. The collection is currently in Council storage, as requested by the local board in 2014. The storage process included undertaking an inventory, condition assessment and packaging of the collection. (Resolution number WTM/2014/16 part (i))

6. The board also requested staff to explore and report back on options to relinquish the collection (following standard council policy), and to suitability recognise Bruce Wilkinson’s gift to the city of Auckland. (Resolution number WTM/2014/16 part (iii))

7. The collection has been in hiatus storage while options for relinquishment where explored and public interest in the collection was monitored.

8. Staff discussed options with a number of public organisations: MOTAT, Clapham’s National Clock Museum, the National Museum of the Royal New Zealand Navy and Te Uru Waitakere Contemporary Gallery. No one organisation wished to receive the entire collection, so staff recommend gifting parts of the collection to various organisations, with the remainder sold via auction or gifted to charity organisations.

Recommendation/s

That the Waitematā Local Board:

a) approve the gifting of the Bruce Wilkinson clock collection to the Claphams National Clock Museum.

b) approve the gifting of selected items within the Bruce Wilkinson Collection to MOTAT, for display purposes (current or future), or for public use within the MOTAT Library.

c) approve the sale of the remaining collection via an established auction house. If the sale generates sufficient income to allow for reinvesting in an artwork, staff will report to the Waitematā Local Board detailing the acquisition options.

d) approve the donation of useable, non-saleable collection items via a recognised charity or public good agency, and appropriate disposal of any items that are damaged or deteriorated beyond use.

Comments

9. In 1974, Mr Wilkinson donated his house on Paratai Drive, Orakei and its contents to Auckland City Council. In 1995 a deed was entered into by Mr Wilkinson and Auckland City Council where it was agreed that council could sell the house and move part of its contents, consisting mainly of clocks, to Albert Park Lodge where it would be displayed. $500,000 from the sale of the house was set aside to support installation, maintenance and ongoing costs associated with making the collection accessible to the public.

10. The collection is a selection of items from the Paratai Drive house contents and consists of approximately 400 pieces of glassware, furniture, clocks, toys and porcelain ornaments and/or items. The collection was valued in December 2013 at $162,565. It was originally catalogued and stored at MOTAT prior to being installed at Albert Park Lodge. The collection attracted low visitor numbers at the lodge and damp conditions led to deterioration of some of the collection.

11. In 2014, the Waitematā Local Board (the board) approved the removal of the collection from the Albert Park Lodge (Resolution number WTM/2014/16 part (i)). This removal process included an inventory, condition assessment and packaging of the collection. The collection is currently in council storage. In addition, a commemorative painting commissioned by Bruce Wilkinson from Billy Apple was moved to climate controlled store in the Central Library after it suffered mould damage due to the poor climatic conditions in Albert Park Lodge.

12. At that time the board also resolved that staff should explore and report back to the Board on options to relinquish the collection (following standard council policy) and to suitability recognise the gift of Bruce Wilkinson to the city of Auckland. (Resolution number WTM/2014/16 part (iii))

13. A representative of the Bruce Wilkinson family has been offered the opportunity to provide feedback to council on the intentions for the collection but no communication has been received.

Options to relinquish the Bruce Wilkinson Collection

14. Standard council policy for relinquishment prioritises gifting to a public organisation and, if no receiving organisation can be found, auctioning the collection with the proceeds targeted to future arts acquisitions.

15. Staff have explored the option of gifting the collection to a public organisation. None have shown interest in acquiring the collection in its entirety. Relinquishment discussions have focused on options to split the collection across one or more organisations.

16. Discussions undertaken with various public organisations are summarised below.

Organisation	Type	Response
MOTAT, Auckland	Museum	Interest in limited number of pieces. Focus on ‘kiwiana’ New Zealand produced furniture / clocks (for upcoming NZ home display/room) and New Zealand / Auckland prints/paintings (for library).
Claphams National Clock Museum, Whangarei	Museum - Clocks	Interested in clock collection, and confirmed that it would like to take the collection in its entirety. Concern raised about clocks not having been in climate controlled storage and subsequent impacts on clock condition. However, can make repairs in-house. Damaged clocks may also be of interest for parts. Museum is owned by the Whangarei District Council. Terms of accepting the collection would include a commitment for it to never be sold.
Auckland Council corporate art collection	Council	No items considered appropriate for Auckland Council to retain, other than Billy Apple painting currently in climate controlled storage at Auckland Library
Te Uru Waitakere Contemporary Gallery, Auckland	Art Gallery	Potential interest expressed in range of display cabinets available, particularly timber options. However, could only take for a short-term exhibition (2 months) and subsequently declined.
National Museum of the Royal NZ Navy, Auckland	Museum	Potential interest in steel vitrine display cabinets. However, advised that it does not have an immediate need or space to store.

Claphams National Clock Museum

17. The Claphams National Clock Museum (Claphams) expressed interest in the opportunity to add the Bruce Wilkinson clock collection to its own extensive collection. Owned by the Whangarei District Council, Claphams describe its position as presenting the ‘most historically significant collection of clocks in the Southern Hemisphere’. Claphams would commit to retaining ownership of the Wilkinson clock collection.

18. Clocks would be displayed or stored within the Claphams climate controlled facility and on-site specialists would make repairs as required. Any clocks beyond repair would potentially be used to restore other museum pieces.

Motat

19. MOTAT has viewed the collection and selected a number of items that are consistent with its collection policy and which would provide a positive contribution to MOTAT’s collection and proposed future exhibitions. MOTAT has also identified a number of items that could be incorporated into its library, either as collection items or for general use.

20. Items approved for transfer to MOTAT would be accepted as a donation from council. The accompanying documentation would recognise item origins, allowing them to be searchable within the MOTAT database as part of the Bruce Wilkinson collection.

Retaining individual items

21. Staff also considered retaining individual items within the council corporate art collection. Staff recommended that Council retain the commemorative painting commissioned by Bruce Wilkinson from Billy Apple. The Billy Apple artwork is currently in climate controlled storage in the Central Library.

National Museum of the Royal New Zealand Navy and Te Uru Waitakere Contemporary

Gallery

22. The National Museum of the Royal New Zealand Navy and Te Uru Waitakere Contemporary Gallery both gave consideration to selected parts of the collection, namely steel vitrines and various timber display cabinets. However, these were not considered to be appropriate additions to existing collections.

Public sale of items

23. The remaining collection items will be offered for public sale via an established auction house, with proceeds, if sufficient, to be used to fund the acquisition of an artwork for council’s corporate collection. Any purchase of artwork would be displayed in a way that acknowledged the original gift by Mr Wilkinson.

Donation of non-saleable but usable items

24. Non-saleable but usable collection items will be donated to a recognised charity or public good agency.

Recommended actions to relinquish the collection

25. Following discussions with various public organisations, staff recommend that the local board relinquish the collection as follows:

· gift the Bruce Wilkinson clock collection to the Claphams National Clock Museum.

· gift selected items within the Bruce Wilkinson Collection to MOTAT, for display purposes (current or future), or for public use within the MOTAT Library.

· sell the remaining collection via an established auction house.

· donate useable, non-saleable collection items via a recognised charity or public good agency, and

· dispose of any items that are damaged or deteriorated beyond use.

26. Staff note that, if the sale of items generates sufficient income to allow for reinvesting in an artwork, staff will report to the Waitematā Local Board detailing the acquisition options.

Consideration

Local Board views and implications

27. The local board plan identifies embracing its heritage, as a priority, through protecting and promoting heritage and character. The local board has identified the historical significance of the Bruce Wilkinson Collection, and wishes to consider options for the collection’s future management, display experience, and to honour the legacy of the gift.

Māori impact statement

28. This report does not directly impact Maori and therefore no consultation has occurred.

Implementation

29. The immediate care for the collection and relocation of parts of the collection to Claphams National Clock Museum and MOTAT will be managed by council’s Collections Services Manager.

30. Public sale, donation and any disposal needs for the remaining parts of the collection will be managed by council’s Collections Services Manager.

31. If the sale of surplus items generates sufficient income to allow for reinvesting in an artwork, a report will be presented to the Waitematā Local Board detailing the acquisition options.

Attachments

No.	Title	Page
a View	Wilkinson collection - Gift Items for Motat	101

Signatories

Authors

Richard McWha - Manager Sector Engagement and Production

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Judith Webster - Relationship Manager

Waitematā Local Board

14 June 2016

Grey Lynn Community Centre, Ponsonby Community Centre, Parnell Community Centre funding agreements and licences to occupy and manage

File No.: CP2016/09553

Purpose

1. To approve a funding agreements and licences to occupy and manage the community operated centres within the Waitemata Local Board area.

Executive Summary

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

3. The current funding agreements for Grey Lynn Community Centre Incorporated, Ponsonby Community Centre Incorporated and Parnell Community Trust 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 or

· a five year term.

5. Staff have developed a 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 the Grey Lynn Community Centre Incorporated, Ponsonby Community Centre Incorporated and Parnell Community Trust. The groups are stable, experienced organisations. The group provide audited annual reports, delivered expected outcomes, reported on time and to the expected standard.

7. It is noted the local board has previously approved additional 20,000 grant for Grey Lynn Community Centre.

Recommendation/s

That the Waitematā Local Board:

a) Approve a funding agreement and licence to occupy and manage with Grey Lynn Community Centre Incorporated for the years 2016-2019, terminating on 30 June 2019, for the operation of the Grey Lynn Community Centre.

b) Approve funding for Grey Lynn Community Centre Incorporated of $65,807 (including $20,000 from the Waitemata Local Board Locally Driven Initiatives) to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

c) Approve licence to occupy and manage granted to Grey Lynn Community Centre, at 510 Richmond Road, Grey Lynn being Pt Lot 1 DP 55277. Attachment A.

i) Term – 3 year commencing 1 July 2016;

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

d) Approve a funding agreement and licence to occupy and manage with Ponsonby Community Centre Incorporated for the years 2016-2019, terminating on 30 June 2019, for the operation of the Ponsonby Community Centre and Leys Institute Gymnasium.

e) Approve funding for Ponsonby Community Centre Incorporated of $47,164 to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

f) Approve licence to occupy and manage Leys Institute Gymnasium Ponsonby Community Centre, at Pt Allotment 60, Sec 8 at Ponsonby Community Centre, 20 Ponsonby Terrace, Auckland Pt Allotment 13, sec 8 at Leys Institute Gymnasium, 20 St Marys Road, Auckland. Attachment B

i) Term – 3 year commencing 1 July 2016;

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

g) Approve a funding agreement and licence to occupy and manage with Parnell Community Trust for the years 2016-2019, terminating on 30 June 2019, for the operation of the Parnell Community Centre.

h) Approve funding for Parnell Community Trust of $54,701 to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

i) Approve licence to occupy and manage, Parnell Community Centre, at 545 Parnell Road, Parnell being Pt Lot 62 DP 39249. Attachment C.

i) Term – 3 year commencing 1 July 2016; with a break clause after 18 months and upon giving 6 months notice;

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

Comments

8. 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.

9. 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.

10. Staff have developed a simple criterion 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 asset portfolio.

(b) 3 year term:

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

A multi-service organisation delivering high service outcomes.

11. 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

Staff recommendations and comments are outlined in the table below:

Recommended funding for community centres
Community Group	Term of grant (from 1 July 2016)	Total to be allocated	Purpose of funding	Comment
Grey Lynn Community Centre Incorporated	Three year	$65,807 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed.	To deliver the proposed work programme at the Grey Lynn Community Centre	The Grey Lynn Community centre has occupied the council owned site on Richmond road since 1978. The centre has approximately 121,500 visitors through its doors per annum and caters to all ages. There is one manager and two volunteers. It has an experienced committee with proven management expertise. Reports are delivered on time and centre operations are aligned to Local Board outcomes. There is also alignment between this organisation’s operation and their governance.
Ponsonby Community Centre Incorporated	Three year	$47,164 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed.	To deliver the proposed work programme at the Leys Institute Gymnasium Ponsonby Community Centre	The Ponsonby Community Centre has occupied the council owned site on Ponsonby Terrace since 1995. It has approximately 66,000 visitors per annum and caters to all ages and stages. The Ponsonby Community Centre Incorporated has operated the Leys Institute Gymnasium on behalf of council since 2012. It has approximately 23,000 visitors through its doors per annum and caters to all ages. There is one manager. It has an experienced committee with proven management expertise. Reports are delivered on time and the centre operations are aligned to Local Board outcomes. There is also alignment between this organisation’s operation and their governance.
Parnell Community Trust	Three year	$54,701 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed.	To deliver the proposed work programme at the Parnell Community Centre	The Parnell Community Centre has occupied the site since 1996. It currently operates the Parnell Community Centre from this location. The centre has approximately 84,000 visitors per annum and caters to all ages. There is one manager and three staff members. It has an experienced committee with proven management expertise. Reports are delivered on time and the centre operations are aligned to Local Board outcomes. There is also alignment between this organisation’s operation and their governance. Council has renegotiated a new three year lease which provides a break clause after 18 months allowing the termination of the lease upon 6 months notice.

Terms and conditions of grants, and ongoing monitoring

12. Staff will continue to monitor, assess and report progress and performance to 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 authority relating to local, recreation, sport and community facilities.

Māori impact statement

14. Grey Lynn Community Centre, Ponsonby Community Centre and the Parnell Community Trust endeavour to improve well-being among Maori within the work programmes they deliver. Staff continue to support and build capability to enhance wellbeing and outcomes for Maori.

Implementation

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

Attachments

No.	Title	Page
a View	Grey Lynn Community Centre Site Plan	111
b View	Leys Institute Gymnasium Ponsonby Community Centre	113
c View	Parnell Community Centre Site Plan	115

Signatories

Authors

Jennifer McKay – Place Manager

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Trina Thompson - Senior Local Board Advisor - Waitemata

Waitematā 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.: CP2016/10105

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. 11 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 $2.5m Hillary Commission Community Sport Fund were considered. Both were approved for sector and local board consultation.

4. The Parks, Recreation and Sport Committee approved the Community Access Scheme guidelines for consultation and agreed that the options for the future use of the Hillary Commission Community Sport Fund should be consulted on with the sector and local boards.

5. 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 reduce inequities of access to opportunities.

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

7. This report requests local board feedback on the draft Guidelines and the use of the residual Hillary Commission funding.

Recommendation/s

That the Waitematā Local Board:

a) provides feedback on the draft Community Access Scheme guidelines for the Governing Body to consider.

b) support the allocation of the residual $2.5m 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 ($1.1M) and Auckland City ($1.39M) Council areas.

Comments

Draft Community Access Scheme

8. 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.

9. 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.

10. The investment programme consists of the Regional Sport and Recreation Grants Programme, Region Wide Strategic Partnership Grants and the Community Access Scheme (Attachment B). Additionally many local boards invest in sport and recreation organisations that provide outcomes aligned to their local board outcomes.

11. The 29 July 2015 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 the Council Grants Policy including community access/operating grants and the residual Hillary Commission fund.

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

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

14. 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 is primarily targeting 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 Community Facility Network Plan.

15. 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.

16. 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

· support the start-up phase of multisport facilities

Existing community access funding agreements

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

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

19. 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		$1.006m

Future use of Hillary Commission Funding

20. In June 2002, Sport and Recreation New Zealand (SPARC, now Sport NZ) ceased the 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, 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 ($1.1 million) and Auckland City Council ($1.39 million) had remaining Community Sport Funds 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 regional 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 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 $508K 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 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 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 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 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 agreements 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 West 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 community.

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 Auckland Sport and Recreation Strategic Action Plan 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. Auckland Sport and Recreation Strategic Action Plan 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 Auckland Sport and Recreation Strategic Action Plan 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

· 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 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	123
b View	Sport and Recreation Investment diagram	129
c View	Options Analysis for residual Hillary Commission fund	131

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

Trina Thompson - Senior Local Board Advisor - Waitemata

Waitematā Local Board

14 June 2016

Draft Sport and Recreation Community Access Scheme guidelines

Purpose

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 reduce inequities of access to opportunities. The scheme will support implementation of the Auckland Sport and Recreation Strategic Action Plan. The aim is to open up access to facilities where there are gaps in the existing network of facilities provided both by council and the sports sector, encourage greater use of existing assets and support multisport/use facilities.

Context and strategic alignment

a) The Auckland Plan sets out a single vision to make Auckland the world’s most liveable city over the next 30 years, to 2040. The particular priorities in the Auckland Plan that the Community Access Scheme impacts the delivery of are:

· Provide quality opportunities for all Aucklanders to participate in Sport & Recreation

· Optimise sport and recreation facilities use

· Provide social and community infrastructure for present and future generations

b) The Auckland Sport & Recreation Strategic Action Plan (ASRSAP) sets out how the priorities and strategic directions of the Auckland Plan will be put into action. The Community Access Scheme is part of a suite of investment tools that deliver on three (Participation, Infrastructure, Sector Capability) of the four priority areas and key actions of this plan. Specific to the Community Access Scheme is the key priority area of:

Infrastructure: Access to open spaces, harbours, coastlines, waterways and a fit for purpose network of facilities that enable physical activity, recreation and sport at all levels. The Community Access Scheme will support the key actions to:

· Improve access to new and existing school sport and recreation assets

· Promote and prioritise investment into partnership facilities

· Deliver access to a recreation centre and swimming pool network across Auckland

· Implement the sport code facility plans

· Address equity of access to facilities

c) The Te Whai Oranga - Māori Sport & Recreation Plan, developed as an action of the Auckland Sport & Recreation Strategic Action Plan will guide prioritisation of activities to increase Māori participation in sport and recreation and improve Māori health and well-being.

d) I am Auckland – the Children and Young Peoples Strategic Action Plan outlines Auckland Council’s region-wide commitments to children and young people in Auckland. Specific to the Community Access Scheme is the key priority area of:

Auckland is my playground:

This means: We provide a range of opportunities for sport, recreation, arts and culture, which are easy for children and young people to take up.

Whilst the priorities for funding from the scheme will be set regionally, the increased access will be provided locally. This means the Community Access Scheme will also support delivery on sport and recreation participation priorities from ASRSAP at the local level such as:

· Meet the needs of local diverse communities

· Providing a range of easily accessible and safe activities for children and young people

· Encourage active communities and use of active transport methods

Principles

The following principles will guide decision-making:

· A focus on outcomes

Enabling community access through grants is a means, not an end in itself. We will invest in facility access based on the outcomes for sport and recreation participation and improving equity of access to facilities geographically, to low participant communities, and by opening up opportunities to more sports/recreation activities and supporting facilities to provide community access.

· Sustainable facilities

Investment levels will be assessed to ensure financial sustainability of facilities offering community access whilst not creating a long term dependency on funding from the community access scheme. We will work with recipients to ensure investment meets the outcomes desired and can be reduced over time as the facility or activity becomes more viable.

· Fairness and equity of opportunity

The Community Access Scheme allocates funding from a limited pool of funding, part of which is finite. Our grants will be targeted to the achievement of particular outcomes and priorities set out in the scheme’s eligibility and prioritisation criteria. We will also recognise legacy commitments to community access funding where these investments still align with our strategic priorities.

· Make the best use of resources

We will maximise the recreation and sport benefits for Aucklanders within the resources available, making the best use of every dollar spent to deliver good value and high quality experiences.

· Be inclusive

When making investment decisions we will recognise the recreation and sport preferences of all Aucklanders, taking into account the diverse make-up of our communities including different ethnicities, ages, abilities and socio-economic status.

· Enabling Māori outcomes and valuing Te Ao Māori

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:

o Engage effectively with Māori to identify investment opportunities to increase access

o Provide appropriate capacity building support to those invested in to support increased Maori participation in sport and recreation

Scope and eligibility

The Community Access Scheme is primarily targeting regional gaps in sport and recreation facility provision and/or improving equity of access through local solutions. For organisations to be eligible for investment, they must propose a solution to meet an identified need in the Sport Facility Network Plan and/or Community Facility Network Plan or demonstrate improving equity of community access.

The scheme is complementary to the Regional Grants Programme that provides for grants to regional organisations providing sport and recreation opportunities and investment in strategic partnerships with organisations that coordinate and build the capability of the sector. At the local level, local boards also have the discretion to provide funding support to local sport and recreation providers and facility operations.

Who is scheme targeted at

The investment will be targeted primarily at facility providers such as community trusts, marae, and schools, tertiary institutes, sports clubs and sports centres. Private sector providers will also be considered in some circumstances. Investment may also be made in regional or national sporting associations where a gap in provision or equity of access issues exists in a code. There may be times when these associations are best placed to distribute the funding to get the most equitable impact from the investment.

What we will fund

Investment will be made in facilities to:

· fill a specific gap in sport provision as identified in the Sport Facility Network Plan by providing an operating subsidy or contract for service to increase access to certain prioritised sport and recreation activities or targeted populations

· optimise and increase the use of existing facilities by providing an operating subsidy or contract for service where it is required to expand the range of uses and open up access for community use

· support the start-up phase of multisport facilities by providing a finite and reducing operating subsidy to maximise their use.

What we will not fund

Access to sports fields and sports field maintenance will not be funded. The Sports Field Capacity Development Programme identifies gaps in provision and sports field development priorities. Where partnership opportunities exist to fill these gaps there is an opportunity for Council to partner with external providers through providing maintenance services, refurbishments and other support to secure and support access.

Prioritisation criteria

We will prioritise investment where:

· there is an identified geographic gap in the provision of council recreation facilities

· the Sport Facility Network Plan identities a priority action to respond to current sport facility needs

· new and emerging sports can be accommodated

· there is a potential to address an identified equity of access issue

· barriers to access can be greatly reduced eg: cost, cultural, physical, transport

· partnerships with other organisations are leveraged and multi-use of facilities can occur

· outcomes for Maori sport and recreation participation will be improved

· priority outcomes of partners in the sector such as Sport NZ and Aktive Auckland Sport & Recreation can be impacted eg: participation rates for:

o young girls (10-18)

o young people(5-18) in lower socio economic areas

o Asian people, particularly Indian

o Pacifika people, particularly Samoan

Investment approaches

The scheme contains two distinct types of investment: direct investment into eligible facilities for a period of time and investment made as a result of targeted expressions of interest to fulfil priority gaps, may be one-off or over a period of time.

Direct investment

Auckland Council will enter into multi-year funding relationships with a small number of identified eligible facility providers including those under legacy agreements (where they continue to be eligible) that best deliver the outcomes of the scheme, align to the principles and address the priority criteria.

Targeted expressions of interest

On a three yearly basis, expressions of interest may be called to address targeted facility access issues for example in a geographic area, for a type of facility or to increase access to a particular sport and recreation activity or targeted populations. This may result in multi-year funding agreements being put in place to support access or one off grants for a specific purpose.

Monitoring and evaluation outcomes

Outcomes achieved through investment via the Community Access Scheme will be monitored through standard Funding Agreements with all organisations. These will contain a regular reporting approach and key performance indicators (KPI’s) to measure community access impact. Measures will cover:

· Auckland Plan targets for sport and recreation

· Participation rates of targeted populations

· Māori outcomes for sport and recreation

· Value for money

· Satisfaction levels of customers and/or participants

· Diversity of activity on offer

· Affordability and accessibility

Local boards will have input into setting targets and KPI’s for organisations invested in, in their local board area.

Waitematā Local Board

14 June 2016

Funding Agreement for Kelmarna Gardens Community Trust Incorporated

File No.: CP2016/11859

Purpose

1. This report seeks funding from the Waitematā Local Board’s 2015/2016 Community Response Fund and Friends of Parks and Advisory Groups budget for operational support for Kelmarna Community Garden Trust Incorporated.

Executive summary

2. Kelmarna Gardens is a city farm and organic community garden located on Hukanui Reserve, 12 Hukanui Crescent, Herne Bay.

3. The gardens were established 33 years ago in 1981.

4. Kelmarna Community Garden Trust Incorporated hold a current Community Lease with Auckland Council with negotiated community outcomes and measures and a final expiry date of 2025.

5. The Trust made a submission to the Waitematā Local Board annual budget 2016-2017 seeking to secure funding.

6. Staff met with the Trust and support providing funding to build on the work the Trust has undertaken in the past 14 months to move the gardens into a more sustainable future.

Recommendation/s

That the Waitematā Local Board:

a) Allocates a total of $20,000, $17,000 from its Community Response Fund and $3,000 from its Friends of Parks and Advisory Group’s budget for an operational grant to Kelmarna Community Garden.

b) Delegate the scope and KPI’s in the agreement to the community portfolio in consultation with the Strategic Broker.

Comments

7. Kelmarna Gardens is a city farm and organic community garden located on Hukanui Reserve, 12 Hukanui Crescent, Herne Bay.

8. The gardens were established 33 years ago in 1981 by organic gardener Paul Lagestedt.

9. The Original objective was to encourage the use of waste and marginal urban land, for recycling community organic waste, and growing food to promote better nutrition, education, employment, and beautification of the environment.

10. In 1983 the Trust was formed and took over the responsibility to support the development of the project.

11. In the period from 1983 to 1992 there was co-operation between local, regional and central government, to provide financial support, subsidised training programmes and advice.

12. Kelmarna Community Garden Trust Inc. (the Trust) hold a current Community Lease with Auckland Council for the gardens which commenced 10 February 2015 and expiries 9 February 2020 and has one 5 year renewal with a final expiry date of 2025.

13. Through the Community Lease agreement the Trusts community outcomes measures include:

· Making available educational opportunities for school and other groups to visit the gardens

· Collaborate and oversee community inclusive non-profit organisations or individuals to provide garden operations and activities

· Maintain or increase garden users and visits from current 2013 levels

· Advertise and hold community 1 community event per year to encourage community participation and promote garden.

· Report of plans of continual development of the garden and site area

· Continue to work towards organic certification and stay consistent with organic practices

14. The gardens are open to the public seven days per week.

15. The gardens provide vegetables for the wider community on a koha basis, and also for a shared lunch for up to 15 people each day.

16. From 1993 to 27 February 2015 Unitec and Framework Trust operated a sub-lease on the gardens which contributed significantly to the operations and financial management of the gardens.

17. Since Frameworks sub-lease ended the Trust has been focused on future plans including development of a strategic plan, raising community awareness of the gardens, connection with the community needs work undertaken by the Grey Lynn Residents Association and how the gardens can contribute to those needs.

18. Over the past 14 months the Trust has worked on the it’s governance, social media and marketing, fundraising, events, policies, volunteering, a garden redevelopment plan and established relationships with a number of community groups and businesses in the local area.

19. The Trust made a submission to the Waitematā Local Board annual budget 2016-2017 seeking to secure funding of $62,000 to support the ongoing operational requirements of the gardens while the Trust is stabilising management and direction of the gardens.

20. Staff met with the Trust and support providing funding to build on the work the Trust has undertaken in the past 14 months to move the gardens into a more sustainable future. Community Empowerment staff met with the Trust and support providing one-off funding to build on the work the Trust has undertaken in the past 14 months to move the gardens into a more sustainable future which will include:

· Expanding on the business planning and operational plan work that has started.

· Capacity and capability support for the Trust.

· Development of a toolkit and for the education programmes for schools and community groups.

· Investigation into social enterprise model for greater sustainability and to help with future redevelopment of the site.

Consideration

Local board views and implications

21. The Kelmarna Community Garden Trust contributes to the following Local Board outcomes:

· Strong communities that are inclusive, vibrant and engaged

· The Natural environment is respected and enhanced

· Quality parks, open spaces and community facilities created for people to use and enjoy

22. The Kelmarna Community Garden Trust also aligns to the Waitemata Local Boards Low Carbon Action plan outcomes.

Māori impact statement

23. During the Community Lease application process in accordance with the provision of the Reserves and Conservation Acts:

· Council staff undertook iwi consultation and advertising as prescribed by the Acts.

· Twelve iwi groups were consulted and an advert was placed in the Auckland City Harbour News.

· Two iwi groups indicated they had no objections to the leasing, and another group called for additional information but did not respond further

· No Further responses to the advertisement were received.

Implementation

24. The scope and outline of the plan, which will be developed by Kelmarna Community Garden Trust in collaboration with the Waitemata Local Board and Strategic Broker will need to outline the roles and responsibilities, consultation and engagement and reporting expectations.

25. A funding agreement will be developed with the Kelmarna Community Garden Trust Inc and will include the agreed scope.

Attachments

There are no attachments for this report.

Signatories

Authors	Shamila Unka - Strategic Broker
Authorisers	Judith Webster - Relationship Manager

Waitematā Local Board

14 June 2016

Adoption of Local Board Agreement 2016/2017

File No.: CP2016/10526

Purpose

1. This report seeks adoption of local content for the Annual Plan 2016/2017, including a Local Board Agreement 2016/2017, a message from the chair, 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 a local board agreement 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, the 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 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 Waitematā Local Board:

a) adopts local content for the Annual Plan 2016/2017 (Attachment A), including:

i. a Local Board Agreement 2016/2017

ii. a message from the chair

iii. local board advocacy

iv. local activity budgets

v. local performance targets

b) adopts Local fees and charges schedules for 2016/2017 (Attachment B)

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 Chair’s message at the front of the local board agreement;

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) agrees that the Chair 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 chair, local board advocacy, local activity budgets and local performance targets are required today 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 recommends that the local board delegates authority to the Local Board Chair to make final changes if necessary.

Signatories

Attachments

No.

Title

Page

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

Local fees and charges schedule 2016/2017

Attachments

No.	Title	Page
a View	Waitemata Local Board Agreement	141
b View	Waitemata Fees and Charges 1617	157

Signatories

Authors

Mark Purdie - Lead Financial Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Matthew Walker - GM Financial Strategy and Planning

Trina Thompson - Senior Local Board Advisor - Waitemata

Waitematā Local Board

14 June 2016

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

File No.: CP2016/09978

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 Waitematā 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 Waitematā Local Board:

a) approves the Waitematā 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, Playscape, Greenway and walkway, 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 2016/2017 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	Waitematā PSR Work Programmes 16_17	163

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

Judith Webster - Relationship Manager

Waitematā Local Board

14 June 2016

Waitemata Local Board Arts, Community and Events Work Programme 2016/2017

File No.: CP2016/10948

Purpose

1. This report presents the Arts, Community and Events (ACE) 2016/2017 Waitematā 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 Waitematā Local Board aligns with the following 2014-2017 Waitematā Local Board Plan priorities:

· quality parks, open spaces and community facilities created for people to use and enjoy

· strong communities that are inclusive, vibrant and engaged

· the natural environment is respected and enhanced

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

6. Also included for approval are:

· funding of $5,000 to the Auckland District Council Of Social Services to facilitate the inner city network steering group

· delegate approval and finalisation of project scopes to the relevant portfolio holder to approve the funding to community groups, in order to implement the 2016/17 Community Empowerment Unit work programme (except for those matters separately approved).

Recommendation/s

That the Waitematā Local Board:

a) approve the 2016/2017 Arts, Community and Events work programme (Attachment A),

b) approve the funding of $5,000 to the Auckland District Council Of Social Services to facilitate the inner city network steering group

c) delegate approval and finalisation of project scopes to the relevant portfolio holder to approve the funding to community groups, in order to implement the 2016/17 Community Empowerment Unit work programme (except for those matters separately approved).

Comments

7. The ACE work programme for 2016/2017 has been developed using a co-ordinated 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 Waitematā Local Board plan 2014-2017.

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

· quality parks, open spaces and community facilities created for people to use and enjoy; including community gardens, community centres and arts centres

· strong communities that are inclusive, vibrant and engaged; through community-led planning and placemaking activities

· the natural environment is respected and enhanced; with a focus on recycling

9. The ACE work programme 2016/2017 for the Waitematā 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 implementing the Waitematā Accessibility Plan, supporting the facilitation of the Inner City Network and establishing a network of community groups interested in community gardens, food production and sustainability initiatives

· Arts and Culture: This includes providing shared studio and maker space at Studio One Toi Tu through supporting the facility’s operational expenses, delivery of the ‘Pop’ project and providing funding support to the second phase of the Hauora Gardens project

· Events: This work programme includes a range of community events such as delivering the Myers Park Festival, the Parnell Festival of Roses and providing funding for a free community event to celebrate Christmas

· Community Places: This includes supporting the Grey Lynn Community Centre with additional funding, provision of community venues for hire and associated activities at those venues and the customer-centric online booking tool for venues.

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 central community recycling centre project (led by the Community Empowerment unit) is an example of the Empowered Communities Approach. The unit will partner with Waste Solutions to increase the capacity of community groups. One of the aims is for a community enterprise to successfully tender for a contract to the run the facility.

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. Also included for approval are:

· funding of $5,000 to the Auckland District Council Of Social Services to facilitate the inner city network steering group

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 mana whenua, mataawaka and marae, in our everyday work.

Implementation

18. 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	Waitematā ACE Work Programme 16_17	185

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Judith Webster - Relationship Manager

Waitematā Local Board

14 June 2016

Local Board input into the Empowered Communities Approach Progress Update Report

File No.: CP2016/11845

Purpose

1. To provide an opportunity for local boards to formally feedback on the progress and implementation of the Empowered Communities Approach to date.

Executive summary

2. On 4 June 2015, the Regional Strategy and Policy Committee approved the implementation of the Empowered Communities Approach.

3. The Community Empowerment Unit was established to lead and operationalise the Empowered Communities Approach. The unit became operational on 1 October 2015.

4. In March 2016, the Regional Strategy and Policy Committee received its first update on the transition and implementation of the new structure and approach.

5. Local board views are being sought to inform the July 2016 progress update report to the Regional Strategy and Policy Committee.

6. This report provides an opportunity for the local board to formalise its views on progress made to date.

Recommendation/s

That the Waitematā Local Board:

a) Approve the feedback on the progress and implementation of the Empowered Communities Approach to date.

Background

7. The Mayor’s Proposal for the Long Term Plan 2015 – 2025 (LTP) included developing an Empowered Communities Approach to the work of Auckland Council and sought changes to the community development function as follows:

· To transition delivery to a more empowered community approach;

· To move away from direct delivery (and therefore save overheads) and fund community groups to deliver more;

· For local boards to play a much more active role by allocating more funding through the boards.

8. The Budget Committee approved the proposal on 7 May 2015. It resolved to:

a) Note that an Empowered Communities approach will be implemented during the 2015/2016 financial year with detail of the proposed Community Development and Safety model to be presented to the Regional Strategy and Policy (RSP) Committee on 4 June 2015;

b) Note that the associated savings target of $1.6 million in 2015/2016 and $2.0 million per annum each year thereafter, until 2025, has been included in the budget and that any necessary review of implementation and related budget can be undertaken as part of the Annual Plan 2016/2017 process.

(Resolution number: BUD/2015/18

9. On 4June 2015, the Regional Strategy and Policy Committee resolved to:

a) Endorse the implementation of the ECA which will result in a new operating model for the Community Development and Safety unit;

b) Request that progress against outcomes, implementation of the structure and operation of the model be reviewed and reported back to the Regional Strategy and Policy Committee in February and July 2016;

c) Endorse that additional funding to deliver locally driven initiatives be considered as part of the 2016/2017 Annual Plan.

(Resolution number: REG/2015/41)

10. The Empowered Communities Approach provides clear strategic direction for a whole of council shift to working in ways that are more empowering of communities.

The approach:

· provides a framework to enable council to deliver services in a more effective and empowering way;

· supports community-led development and builds on the Thriving Communities’ Action Plan Ngā Hāpori Momohi (April 2014);

· involves a shift away from direct service delivery to supporting community-led initiatives, with a view to embedding a new way of working across the council family;

· encourages flexibility to meet the varying requirements of communities and local boards, rather than taking a ‘one size fits all’ approach.

11. The Community Empowerment Unit was established to lead and operationalise the Empowered Communities Approach. The unit became operational on 1 October 2015.

Progress update report

12. In March 2016 the Regional Strategy and Policy Committee received an update on the progress of the implementation of the new structure, the operational model and outcomes of the approach to date. Staff will be presenting a further update to the Committee in July 2016.

13. This report provides an opportunity for the local board to formalise its views on progress to date of the implementation of the approach to inform the July 2016 Regional and Strategy update report.

Three year evaluation

14. The Empowered Communities Approach is being evaluated over a three year period. An evaluation plan is currently being developed.

15. To ensure a good spread of data and input from a variety of viewpoints and experiences (elected members, community groups and staff), the local boards’ views captured during this process will also help inform the baseline and formative phase of the wider three year evaluation.

Consideration

Local board views and implications

16. Local board feedback will help inform the report to the Regional Strategy and Policy Committee in July 2016 on the progress and implementation of the Empowered Communities Approach to date.

17. Local boards are providing feedback on the following questions:

· What do you see working well in the initial stages of the roll out of the Empowered Communities Approach?

· In the future, how would you know that the Empowered Communities Approach is working well in your local board area?

· What has been the impact of transitioning into an Empowered Communities Approach for your local board area?

· What do you see as the key barriers to the implementation and uptake of the Empowered Communities Approach?

· How can the Community Empowerment Unit ensure that the approach is embraced by the whole of council for the betterment of the community?

Māori impact statement

18. The council’s Māori Responsiveness Framework has guided and shaped the Empowered Communities Approach.

19. Te Waka Angamua (TWA) is involved in the cross-council evaluation reference group.

20. The Community Empowerment Unit is also developing more enabling and responsive ways of working with mana whenua, mataawaka, marae and Māori organisations across the region to nurture community-led development initiatives.

Implementation

21. The Empowered Communities Approach will continue to be implemented and evaluated with the model being operational in the 2016 /2017 financial year.

Attachments