Agenda of Albert-Eden Local Board

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 Albert-Eden Local Board:

a) Confirm the minutes of its ordinary meeting, held on Wednesday, 6 July 2016, including the confidential section, 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 Albert-Eden 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 Field allocation at Nixon and Warren Freer parks

Purpose

1. To deliver a presentation to the board during the Public Forum segment of the business meeting.

Executive summary

2. Mitch Herceg, Central United Football Club, will be in attendance to deliver a Public Forum presentation regarding field allocation at Nixon and Warren Freer parks.

Recommendation/s

That the Albert-Eden Local Board:

a) Thanks Mitch Herceg, Central United Football Club, for his attendance and Public Forum presentation.

9.2 Presentation from Auckland Rugby Football Union

Purpose

1. To deliver a presentation to the board during the Public Forum segment of the business meeting.

Executive summary

2. Andrew Dalton, Chief Executive Officer, Auckland Rugby Football Union, will be in attendance to deliver a Public Forum presentation outlining the association’s recent activities.

Recommendation/s

That the Albert-Eden Local Board:

a) Thanks Andrew Dalton, Chief Executive Officer, Auckland Rugby Football Union, for his attendance and Public Forum presentation.

9.3 Public Forum - Aotearoa Martial Arts Academy

Purpose

1. To deliver a presentation to the board during the Public Forum segment of the business meeting.

Executive summary

2. Stephen Freundlich, Charlie Tamati and James Brown, Aotearoa Martial Arts Academy, will be in attendance to deliver a Public Forum presentation regarding their group’s activities over the past 12 months and to explore future opportunities for new community leases to help meet the group’s need for larger accommodation.

Recommendation/s

That the Albert-Eden Local Board:

a) Thanks Stephen Freundlich, Charlie Tamati and James Brown, Aotearoa Martial Arts Academy, for their attendance and presentation during Public Forum.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Albert-Eden Local Board

03 August 2016

Auckland Transport Update - August 2016

File No.: CP2016/15922

Purpose

1. The purpose of this report is to update the Board on the current status of its Local Board Transport Capital Fund and projects, respond to resolutions made by the Board and issues raised by board members and, provides information on matters of specific application and interest to the Albert-Eden Local Board.

Recommendation/s

That the Albert-Eden Local Board:

a) Receive the Auckland Transport Update – August 2016 report.

Comments

Albert-Eden Local Board Transport Capital Fund (LBTCF)

2. The Albert - Eden Local Board has $664,933 per annum of discretionary funding for transport-related capital projects.

3. The Board’s current Local Board Transport Capital Fund projects are summarised in the table below:

Project	Description	Status	Projected Cost
St Andrews Rd Ped Facility	Facilities to improve pedestrian safety when crossing between 131-137 St Andrews Road.	Project set up, currently awaiting resourcing to become available	$18,000
Sandringham Road LED Streetlighting	Customised light poles and LED lighting upgrade	Completed	$120,000
Mount Eden Road LED Streetlighting	Customised light poles and LED lighting upgrade	Under construction	$220,000
Owairaka Park Pedestrian Bridge	Pedestrian bridge	Allocated to 2016/17 budget	$138,000
Mt Albert Train Station Pedestrian Bridge/Stairs	Pedestrian bridge better connecting station to Mt Albert Town Centre	Under construction. Due to cost increases an additional allocation of up to $100,000 has been requested from the Boards Capital Fund.	$ 1,200,000 (NZTA Subsidy $550,000)
Cricket Avenue Speed Tables	Traffic calming	Project set up, currently awaiting resourcing to become available	$109,000
Mt Eden/Normanby Intersection Improvements	Road safety improvements to intersection	Proposal out for consultation.	$169,310
Waterbank/Herdman/Daventry Safety Improvements	Traffic calming	Project set up, currently awaiting resourcing to become available	$114,000
Anderson Park Walkway Lighting	Improved walkway lighting	Rough order of cost provided March 2016. With Parks for design.	$188,000
Truro/Lancing Traffic Calming	Traffic calming	Project set up, currently awaiting resourcing to become available	$89,000
Chamberlain Park Greenway and Bridge	Construction of shared path and bridge	ROC for 2 options developed	-

4. See below for a financial update of expenditure against the Local Board Capital Fund as at 21 July 2016.

Discussion

Quarterly Reports

5. Local Boards have been telling us that the quarterly reports are too long and contain too much regional material. Therefore Auckland Transport has decided to trial supplying the material from the Quarterly Report in a different way. Instead of a separate report, the relevant material will be incorporated as an attachment to each local board’s monthly report.

6. Therefore information about the works different Auckland Transport groups have carried out in the local board areas will be available as an attachment to the monthly reports. Going forward, Auckland Transport will be able to supply the Transport Control Committee (TCC) resolutions on a monthly basis as this will make this material much more timely and relevant.

7. The local board advocacy initiatives will be reported on in October and March each year. These changes should help to smooth out the information flow to local boards and ensure the material being reported on, is as timely as possible.

8. In addition to this material, Auckland Transport will circulate the quarterly report we prepare for the Governing body by email to local board chairs and transport portfolio leads. (This report can go on local board agendas if requested and, covers major regional projects, public transport patronage figures, road maintenance activity and financial performance).

9. The following are attached to this report:

i. Attachment A – Report from Auckland Transport departments on what they have done in each local board area over the past quarter

ii. Attachment B – Report on Travelwise Schools activities

iii. Attachment C – The Transport Controls Committee report (From henceforth this will be a regular monthly attachment)

Response to Resolutions

Resolution number AE/2015/152

“d) requests Auckland Transport to;

iii) to monitor the effects of implementation of the Mt Eden Residential Parking Zone on the area and in neighbouring streets and to report the results of this monitoring to the Board in a timely manner.”

10. Letters outlining the next stage in implementation are being sent out to all affected residents. Applications for permits will open on the 22nd of July.

Board Consultations

11. Consultation documents for the following proposals have been provided to the Albert-Eden Local Board for its feedback. As the Board’s transport portfolio holders provide feedback on the Board’s behalf, the material below is included for general information purposes only.

581 Sandringham Road - Airspace licence

12. The owners of 581 Sandringham Road are building a new restaurant on the property. The development contains plans for a canopy which extends from the front of the building over the footpath. The owners have applied for an airspace encroachment licence from Auckland Transport.

13. The feedback from Transport Leads on behalf of the Board was supportive of the proposal.

Onslow Road - Kea Crossing & Speed Table

14. Auckland Transport was seeking feedback on a proposal to provide a safer crossing facility on Onslow Road. This proposal included:

i. Relocating the existing speed table closer to Sandringham Road intersection

ii. Installing a kea crossing at the proposed location for the speed table that will operate during school hours. This treatment includes new side islands at the kerb.

iii. Installing No Stopping At All Times (NSAAT) restrictions on both sides of the proposed kea crossing and speed table and extend the existing P5 restrictions across the former speed table location.

15. There was no objection to the proposal.

Alberton Ave – Local Area Traffic Management

16. Auckland Transport was seeking feedback on a proposal to install two speed tables on Alberton Ave, and upgrade the existing pedestrian refuge on Alberton Ave at its intersection with Mount Albert Road, in Mount Albert.

17. The feedback from Transport Leads on behalf of the Board was:

i. To question the need for the vegetation islands on both sides on the basis that while it narrows the road and makes it more attractive, they are not great for cyclists and increase the overall cost and ongoing costs. The preference would be to have these removed and just keep the design simple and uncluttered, making it easier for all.

ii. That the dragons teeth will be painted across the whole speed table in accordance with the latest version of Auckland Transport Code of Practice (ATCOP) standards.

18. Upon further investigation Auckland Transport determined to remove the side islands from the proposed raised tables and install the speed tables in accordance with the latest version of ATCOP standards.

St Leonard’s Road Local Area Traffic Management

19. Auckland Transport was seeking feedback on a proposal to install five new speed humps along St Leonards Road and making road marking improvements at the intersections of Mount Eden Road and St Andrews with St Leonards Road, in Mt Eden.

20. The feedback from Transport Leads on behalf of the Board was that the red lines outlined in the proposal aren’t required as in the context of the area it would be a one-off situation

21. Auckland Transport determined to remove the red lines from the proposal in line with the Boards feedback. Instead we will have a large red band with SLOW in white as the marking for the threshold treatments.

General Information Items

AT HOP monthly pass changes 1 July 2016

22. Current Auckland Transport HOP bus and train monthly passes will no longer be available for purchase from 1 July 2016. They will continue to be accepted for travel until midnight 30 July 2016.

23. A new $200 all zones AT HOP monthly pass will be introduced for bus and train travel from 31 July 2016. From 1 July to 30 July 2016 this new all zones monthly pass will be sold at an introductory price of $140.

24. These changes are being made in preparation for the introduction of the new Simpler Fares zonal system in July/August 2016. Further information about Simpler Fares will be available soon.

25. The new all zones monthly pass will work the same way as the current monthly passes i.e. cannot be used on ferries, you must tag on and off for each leg of your journey, is loaded onto an AT HOP card.

26. Under the upcoming Simpler Fares system existing fare stages will be replaced with simpler fare zones. The majority of current single zone monthly pass users travel a distance that will be within two Simpler Fares zones (a two zone adult AT HOP fare will be $3.10) and would have to travel more than 45 journeys in a month using HOP money stored on their AT HOP card to pay more than $140.

Public Transport Fare Changes

27. Auckland Transport is introducing a new zone-based public transport system to make fares simpler. The new Simpler Fares system for all bus and train services starts on 14 August 2016 (excluding SkyBus).

28. The new zone map has 13 zones and fares will be calculated according to the number of zones travelled through for the entire journey.

29. With an AT HOP card it’s simpler for bus and train journeys, with a single fare being charged for each journey, even if you take several buses or trains to get to your destination. This will become increasingly important as Auckland Transport rolls out the New Network for public transport over the next two years, beginning with South Auckland in October 2016. The New Network aims to be much simpler and easier to understand and use. It will be better connected and generally more frequent, and the new fare system will help customers to make the most of it.

Digital Advertising Screens

30. Auckland Transport, together with media supplier QMS (www.qmsmedia.co.nz), are installing a series of digital advertising screens across the network. This is the first stage of Auckland Transport’s digital advertising implementation. The first digital screens are being installed at Britomart Transport Centre, Newmarket Train Station and Akoranga Bus Station.

31. The purpose of the trial is to confirm the design and technology incorporated into the screens are appropriate for use across the public transport network. The prototype screens are displaying adverts on an 8 second loop, including a link to a survey being run by AT from 29th June – 24th July to gauge public reaction.

32. Other smaller format screens are planned for locations in ferry terminals, car parks, and bus and train stations.

A big response to SuperGold switch to AT HOP

33. Following a 2015 Ministry of Transport review of the SuperGold card public transport scheme, SuperGold cardholders will be required to use smartcards as smartcard technology, such as the AT HOP card in Auckland, become available. SuperGold cardholders need to buy an AT HOP card and load a SuperGold concession to enjoy the SuperGold public transport concession in Auckland from 1 July 2016.

34. An estimated 90,000 Supergold cardholders use public transport in Auckland and so far the vast majority has changed to AT HOP cards with SuperGold concessions loaded or have begun the process.

35. All SuperGold cardholders in Auckland received a letter from the Ministry of Social Development reminding them of the change and how to make the switch. Additionally, Auckland Transport continues to use its mobile registration unit to help SuperGold cardholders make the switch to AT HOP.

36. Those seniors who do not yet have an AT HOP card should visit www.at.govt.nz/supergold for more information or call 0800 AT GOLD (0800 28 4653) to request an information pack.

One year - almost three million extra trips

37. The roll-out of electric trains on the Auckland rail network from Papakura to Swanson was completed on 20 July 2015. In the past year Auckland’s trains have travelled 3.8 million kilometres and added a staggering 2.9 million passenger trips. There are now just under 17 million passenger trips for the year, an annual increase of 20 percent. This compares to when Britomart opened in July 2003 with just three million annual passenger trips.

38. Following the replacement of the diesel trains, punctuality for services has also improved from 82 to 96 percent.

39. For more information on Auckland’s rail services: https://at.govt.nz/bus-train-ferry/train-services.

Attachments

No.	Title	Page
a View	Report from Auckland Transport departments	15
b View	Report on Travelwise Schools activities	31
c View	The Transport Controls Committee report	33

Signatories

Author

Ben Halliwell – Elected Member Relationship Manager , Auckland Transport

Authorisers

Jonathan Anyon - Manager Elected Member Relationship Unit, Auckland Transport

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

03 August 2016

Draft Annual Report 2015/2016 - Albert-Eden Local Board report

File No.: CP2016/14632

Purpose

1. This report compares actual activities and performance with the intended activities and level of service set out in the Local Board Agreement 2015/2016. The information is prepared as part of the local board’s accountability to the community for the decisions made throughout the year.

Executive summary

2. The Auckland Council Annual Report 2015/2016 (AR) is currently being prepared and progressed through an external audit process. In late September, the audit is expected to be completed and the final report will be approved and released to the public. The AR will include performance results for each local board.

3. The local board is required to monitor and report on the implementation of the Local Board Agreement for 2015/2016. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009. These requirements include providing comment on actual local activities against the intended level of service, and for the comments to be included in the AR.

4. The 2015/2016 local board agreements formed part of the Long-term Plan 2015-2025 (LTP). The performance measures included in the LTP changed significantly from the previous LTP. This AR is the first time that we are reporting back externally against these new performance measures.

5. The attached report is proposed for approval by the local board. The report includes the following sections:

- Message from the chairperson

- The year in review

- How we performed

- Financial information.

Recommendation/s

That the Albert-Eden Local Board:

a) Notes the monitoring and reporting requirements set out in the Local Government (Auckland Council) Act 2009 and the draft local board information proposed for the Auckland Council Annual Report 2015/2016.

b) Receives the draft local board report to be included in the Auckland Council Annual Report 2015/2016.

c) Approves the message from the chairperson, which provides the local board’s comments on local board matters in the Annual Report 2015/2016.

d) Gives authority to the chairperson and deputy chairperson to make typographical changes before submitting for final publication.

Comments

6. The local board is required to monitor and report on the implementation of Local Board Agreement 2015/2016. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009, as follows:

Section 23 monitoring and reporting

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

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

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

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

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

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

8. This report focuses on the formal reporting referred to in Section 23 above. Attachment A provides the draft local board information for inclusion in the Annual Report 2015/2016. The report contains the following sections:

	Section	Description
a)	Message from the chairperson	Legislative requirement to include commentary from the local board on matters included in the report.
b)	The year in review a. - Financial performance b. - Key achievements c. - Key projects d. - Challenges in our area e. - Looking forward	Snapshot of main areas of interest for the community in the local board area.
c)	How we performed	Legislative requirement to report on performance measure results for each activity, and to provide explanations where targeted levels have not been achieved.
d)	Financial information	Legislative requirement to report on financial performance results compared to LTP budgets, together with explanations about variances.

9. Local board comments on local board matters in the annual report will be included in the Annual Report as part of the message from the chair.

10. The next steps for the draft Annual Report are:

· Audit during August 2016

· Report to the Finance and Performance Committee on 22 September

· Report to the Governing Body for adoption on 29 September

· Release to stock exchanges on 29 September

· Publication on 7 October

· Copies of the Annual Report will be provided to the local board offices, Auckland Council libraries and council service centres.

Consideration

Local board views and implications

11. Local board comments on local board matters in the Annual Report will be included in the Annual Report as part of the message from the chair.

Māori impact statement

12. The Annual Report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan over a 12-month period. This includes engagement with Māori, as well as projects that benefit various population groups, including Māori.

Attachments

No.	Title	Page
a	Draft 2015/2016 Annual Report (Under Separate Cover)

Signatories

Author

Audrey Gan - Lead Financial Advisor Local Boards

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

03 August 2016

Central West Community Needs Assessment and Facilities Investigation

File No.: CP2016/11775

Purpose

1. To present the findings of the Central West Community Needs Assessment and Facilities Investigation and seek support to progress with the next stage of developing a strategic case for change for potential new investment in community facility provision.

Executive summary

2. The Community Facilities Network Plan adopted by Auckland Council in 2015 identifies three priority actions for the central-west area:

· investigate the replacement of the Avondale Community Centre

· investigate the need for leisure space in Whau including use of Avondale College Stadium

· investigate the provision of pool space from Mt Albert/Mt Eden to Glen Eden and resolve the long term future of Mt Albert Aquatic Centre.

3. In order to deliver on the above actions staff undertook the following:

· a community needs assessment

· a facilities investigation

· an outcomes analysis

4. The study area incorporates all of the Whau Local Board area, a substantial part of the western side of the Albert-Eden Local Board area and a small part of the eastern edge of the Waitakere Local Board area. The geographic scope of the aquatic component of the needs assessment includes the wider catchment of the Mt Albert Aquatic Centre.

5. The community needs assessment was conducted by an independent party and identified the following key needs:

· opportunities for authentic connections and gatherings to address feeling of isolation and foster community cohesion particularly new migrants, seniors and young parents

· services to support employment and training opportunities particularly for young people

· more recreation and leisure activities for families and safe and affordable local activities for children and young people.

6. The needs assessment also identified a range of barriers to participation which include issues relating to accessibility, cost, and awareness of existing services and facilities.

7. The facilities investigation, also conducted by an independent party, identified:

· there is some capacity within existing facilities to address community needs in the short to medium term through a series of service and programme improvements and minor building modifications

· some facilities have design and condition issues which limit their ability to support council outcomes for community and arts services

· there are gaps in the existing network of aquatic and recreation facilities which means that current service levels are below council provision guidelines in parts of the study area

· high growth projected for New Lynn and Avondale is likely to put increasing pressure on existing facilities.

8. The outcomes analysis was conducted by Auckland Council staff. Findings appear to support the identified limitations of current services to address needs and the facility gaps identified through the independent research.

9. A range of options for service and minor facility improvements have been identified that address some of these needs, particularly in the short to medium term.

10. The findings suggest further provision would be required to meet council’s adopted provision guidelines and service outcomes and to address current and future needs including:

· spaces to deliver community services in Avondale to replace the current facility (1-3 years)

· local spaces for recreation and aquatic services in Whau (optimal location New Lynn) (1-5 years)

· continued long-term aquatic services in Mt Albert (5-10+ years).

11. Determining how to provide increased provision of services in an optimal and cost effective way (including assessing the option of maintaining the status quo) requires further investigation. This will be done through the preparation of a strategic case, which will include identifying appropriate options, cost /benefit and options analysis, site identification, determining capex/opex implications and assessing the risks and trade-offs associated with different options.

12. Assessing investment options as a package, rather than as individual developments will enable the best alignment of services, potential locations and efficiencies for development and operational delivery.

13. The 2015-2025 Long Term Plan has budget provision of $5.033 million for a new Avondale Community Centre and $6.610 million for leisure provision in Whau, both allocated in the 2017/2018 financial year. There is currently no budget for the provision of new aquatic or library facilities in the area.

14. The strategic case will help inform consideration of the adequacy of existing budgets to support council’s strategic priorities and desired outcomes for community services across the area as part of preparation of the 2018 Long Term Plan.

15. This work will enable staff to provide advice to decision-makers on the level of investment required and the outcomes this will deliver.

Recommendation/s

That the Albert-Eden Local Board:

a) Receive the findings of the Central West Community Needs Assessment and Facilities Investigation.

b) Consider the opportunities identified in this report for improving existing facilities, programmes and services proposed in the Albert-Eden local board area in the preparation of the next local board plan.

c) Note that the opportunities identified in this report for improving existing facilities, programmes and services will be provided to the relevant departments of council for consideration as part of future service delivery and asset management planning for community facilities.

d) Support progressing with a strategic case for change including options analysis, site assessment, and estimating cost implications for budgeted and potential new investment.

Comments

Background

16. Preliminary research conducted through the development of the Community Facilities Network Plan (the network plan) identified a number of facility issues in the central west and as a result, three priority actions were prioritised:

· investigate the replacement of Avondale Community Centre to address condition issues and the need for expansion of the in Avondale Library

· investigate the need for leisure space in the Whau area, recognising current community use of Avondale College Stadium and considering opportunities for integration with other community facility provision

· investigate the provision of pool space in the western corridor from Mt Albert/Mt Eden to Glen Eden to address gaps in provision and population growth. At the same time resolve the long-term future of Mt Albert Aquatic Centre, which either needs to be replaced on a new site or redeveloped on the existing site.

17. Although not a priority, the following action for the Whau area, has been included within the scope of this project to provide for integrated and coordinated delivery of the network plan, and efficient use of resources:

· investigate options to address fit for purpose issues and community needs in relation to growth for New Lynn Community Centre and Library.

18. In 2017/2018 of the Long Term Plan, $5.033 million is identified for a new Avondale Community Centre and $6.610 million is identified for leisure provision in Whau.

19. The needs assessment and facilities investigation involved a staged approach consisting of:

· Stage 1 - a community profile

· Stage 2 – community needs assessment

· Stage 3 – facilities investigation

· Stage 4 – outcomes analysis.

20. The findings of the investigations are summarised below. The full findings are provided in detail in the summary research report in Attachment A.

Stage 1 - Community Profile

21. The community profile provides baseline information to inform subsequent stages of work and to develop an engagement approach for the community needs assessment. The full Community Profile document is attached at Attachment B.

22. The needs assessment identified the following key characteristics of the study area:

· an aging population base

· high ethnic diversity with increasing numbers of the population who identify as Asian

· socio-economic variation across the study area with pockets of high deprivation

· population growth, particularly around New Lynn and Avondale.

23. The findings of the community profile were used to develop an engagement approach for the community needs assessment. A sample of people across the demographic groups and geographic area of study were targeted to participate. Over 1000 took part in the study.

Stage 2 – Community Needs Assessment

24. The community needs assessment involved quantitative and qualitative research to obtain a sense of residents’ perceptions of needs, opportunities and preferences with regard to community space. A sample of people across the demographic groups and geographic area of study were targeted to participate. Over 1000 took part in the study.

25. The full Community Needs Assessment document is attached at Attachment C.

26. Key community needs identified included the following themes:

· Connection and isolation: high resident mobility and feelings of isolation amongst some population groups throughout the study area, particularly newcomers, migrant families with young children and older adults. People wanted authentic opportunities to connect with their communities.

· Economic development and employment: employment was a major concern throughout the study area. Young people in particular want opportunities to enhance skills through programmes and activities and unemployed residents want access to training and work opportunities.

· Sport, recreation and leisure activities: authentic opportunities to connect. Families want more family oriented activities, safe activities for children and women and sports and arts that are local and free.

27. Other findings not within the scope of this study related to:

· Quality of the natural environment: Some felt that high deprivation environments in particular are not well resourced such as Kelston, Glen Eden, parts of Owairaka and Avondale.

· Quality of the built environment/urban design: Residents want to be involved in any planning from the earliest stages and want quality urban design.

· Safety: Concerns around crime and antisocial behaviour, pedestrian safety and cycle safety.

· Transport: Traffic congestion and overcrowded buses.

28. A number of barriers to participating in community programmes and activities were identified and included:

· Lack of awareness: by newcomers and young people in particular.

· Cost: to accessing aquatic, recreation and community centre programmes and activities.

· Overcrowding: at aquatic facilities, particularly Westwave and at peak times and during school holiday.

· Opening hours: evening or outside daylight hours for young people, women and some cultural groups.

· Accessibility: getting to activities and programmes, especially for those with mobility issues, older adults and young people.

· Cultural: limited separate swimming sessions for men and women, range of acceptable swimwear, times and locations of services and activities.

Stage 3 – Facilities Investigation

29. The facilities investigation assessed the network of facilities in the area (council and some non-council) including the condition, usage, capacity, programmes and services). The full Facilities Investigation document is attached at Attachment D.

30. The facility investigation has identified the following provision issues relating to gaps and growth in the study area.

Community, arts and library

· condition issues at Avondale Community Centre resulting in a closure of some spaces and reduction of staff has resulted in the deterioration of services from a once well performing community space

· visitation to community centres is primarily from within a 5km radius, and further reduction of services or closure of the Avondale Community Centre would result in a gap in the network and further reduce local community provision

· New Lynn Community Centre has some design constraints limiting its use as a performing arts space and its recreation space

· some community spaces are under-used due to lack of awareness, and services and programming that do not respond to local needs

· the informality of some partnerships for local use of arts and community spaces creates uncertainty around long-term provision of these non-council spaces

· population increase is likely to be most significant in New Lynn and Avondale increasing the potential demand and putting pressure on existing services, programmes and spaces.

Recreation, leisure and aquatic

· there are gaps in the range of activities provided and the times which recreation services are available within the study area primarily due to the limited public access to Avondale College Stadium

· the user profile for recreation services in the study area is more limited than recreation users in other areas due to limited access and predominant long standing bookings at Avondale College Stadium

· there is limited access to outdoor covered spaces for group recreation and leisure activities

· there is a gap in recreation provision in the south-west of the study area where users need to travel further than 10km to access recreation services

· there is a relatively low level of participation in aquatic services across the study area, especially by young people across the Whau

· there is a lack of teaching space associated with aquatic services

· aquatic facilities in and around the study area are operating at capacity at peak times

· there is a gap in aquatic provision in the central and south-west of the study area where users need to travel further than 10km to access services

· Mt Albert Aquatic at times operates at capacity and current users could not be accommodated by other aquatic facilities in the network

· there is a continued long-term need for aquatic provision in the Mt Albert area to service the current and future population base of the area

· population increase is likely to be most significant in New Lynn and Avondale further increasing the population base that has reduced access and low participation in recreation and aquatic services.

Consideration

Stage 4 – Outcomes analysis

31. The outcomes analysis assessed how well the current service offering delivers against the range of council outcomes sought and identified options for improving that service offering. The full outcomes analysis is attached in Attachment E.

32. The Auckland Plan, associated strategies and Community Facilities Network Plan identify a number of aspirations and outcomes associated with the delivery of community services, programme and facility provision.

33. The analysis of these priorities and outcomes against the findings of the facilities investigation suggest that current levels of service in the study area do not achieve council’s strategic outcomes (as stated above) or meet community needs.

34. Addressing the gap between current provision and council outcomes could be achieved through a combination of service responses and access to spaces to deliver services.

35. Staff developed a range of potential responses and options through an analysis process that involved cross-council staff workshops, logic mapping and assessment of their likely effectiveness in delivering a range of outcomes. The criteria included:

· Strategic alignment: how the option aligns with the outcomes and objectives of the local board plans, the Community Facilities Network Plan, the Auckland Plan and other council strategies and policies

· Community need: how well the option would support needs identified through the community needs assessment, specifically – connection and isolation; economic development and employment; sport, recreation and leisure activities

· Best practice and innovation: whether the option supports best practice approaches for community services and council’s empowered community approach

· Value for money: high-level cost-benefit assessment of the likely benefit to the community for the cost to rate payers

· Response to growth: how well the option will support projected growth in the area.

Potential service improvement responses

36. The following potential service improvement responses have been identified:

Community service responses

· maximise use of existing facilities by simplifying access and providing targeted programmes and services (particularly in Kelston)

· work with youth and seniors to co-design programmes and activities that will meet their needs

· fill programme gaps through pop-up, temporary spaces and brokering use of privately owned spaces

· modify New Lynn community centre to support performing arts provision and recreation and monitor future requirements for library services to support growth

· develop formal partnerships with other community facility providers and coordinate programme delivery (community and arts)

· a community empowered approach to identify ways to communicate what’s on offer.

Recreation and leisure service responses

· targeted programming at Avondale College Stadium for more diverse use

· extended programmed hours to maximise after school and weekend opportunities

· more activities in covered outdoor areas

· a community empowered approach to identifying activities for meaningful connections particularly for new residents, seniors and young parents

· work with other agencies to fill programme and service gaps and broker community use of additional space to provide targeted services.

Aquatic service responses

· extended or new partnership opportunities with schools (New Windsor and Kelston Girls, Avondale and Glen Eden Intermediate Schools)

· targeted swim times for women and young people.

Potential infrastructure responses

37. To support the delivery of services, the following areas within the catchment require further consideration:

Service area need

Potential Response

Community, library and arts

· spaces to deliver community and arts (and potential library) services in Avondale (1-3 years)

Recreation/leisure and aquatic

· spaces for local recreation and aquatic services in Whau (optimal location New Lynn)

· maintaining local levels of aquatic services in Mt Albert (5 – 10+ years).

38. Determining how to provide services through assets in the most optimal and cost effective way (including assessing the option of maintaining the status quo) requires further investigation and is the recommended next step.

Next steps

39. The identified potential service and programming improvements for existing facilities will be provided to the relevant operation staff for consideration as part of future service delivery and asset management planning.

40. The full needs assessment and facility investigation reports will also be provided to relevant operations and planning groups within council and Council Controlled Organisations to assist with future planning and service delivery (for example, Spatial Priority Area planning and to inform the work of the Community Empowerment team).

41. Council staff will prepare a strategic case for the potential responses in Whau in 2016/2017 and in Mt Albert from 2017/2018. The strategic case will include:

· an evaluation of options to provide access to additional spaces for service provision and their feasibility

· identification and assessment of potential sites for facilities where this is the preferred solution

· cost estimates including likely capital budget requirements and operational costs including cost options for third party/outsourced operations

· estimated timeframes for service delivery.

42. The findings from this work will be reported to the local boards. If a capital or operational funding shortfall is identified for current funding provision or new funding is required, a report will be provided to the governing body for consideration as part of the next long-term plan process. If existing funding is sufficient the local board has allocated decision making on next steps.

Local board views and implications

43. The Albert-Eden Local Board plan includes initiatives:

· for more opportunities for more people to enjoy our parks and reserves

· to provide community facilities that meet the recreational and social needs of our communities

· to investigate options for building a new council owned aquatic facility in our area to meet the community’s long term sport and recreation needs.

44. The local board has supported undertaking the needs assessment, particularly in relation to assessment of aquatic needs across the study area.

45. Staff have met with the local boards throughout the needs assessment process and workshopped the findings and options with the board in June 2016.

Māori impact statement

46. Information regarding the central west needs assessment was sent to the mana whenua for the study area with an invitation to meet and discuss the issues. Te Rūnanga o Ngāti Whātua (Ngāti Whātua) accepted the invitation and a discussion was held with a representative. Previous feedback to council from Ngāti Whātua was also reviewed.

47. The comments provided by Ngāti Whātua included concerns for the natural environment and an interest in being involved in the planning, design and development of any facilities from the earliest stage.

48. Approximately two hundred young people, whanau and groups participating in the resident research and 5% of the respondents to the on-line survey identified as Māori. The comments provided were consistent with the rest of the community feedback and have been included in the analysis.

49. The study area has a lower number of people identifying as Māori than the Auckland average (8.2% compared to 10.7%). Improvements to facilities and services are likely to benefit Māori along with the community generally.

Implementation

50. There is $5.033 million in 2017/2018 of the 2015-2025 Long Term Plan for a new Avondale Community Centre and $6.610 million for leisure provision in Whau. There is no budget provision for new aquatic or library facilities.

51. The preparation of a strategic case will identify whether the current budget provision for community and leisure services in the Long Term Plan is sufficient.

52. Investigation of service, programming and minor facility improvements at existing facilities will require further discussion with staff in relation to wider work plan priorities.

Attachments

No.	Title	Page
a View	Central West Summary Report	51
b View	Central West Community Profile	83
c View	Central West Community Needs Assessment	129
d View	Central West Facilities Investigation	171
e View	Outcomes and responses analysis	237

Signatories

Authors

Karen Eisenhut - Principal Policy Analyst

Antonia Butler - Principal Policy Analyst

Authorisers

Rob Cairns - Manager Parks and Recreation Policy

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

03 August 2016

Community lease with Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/14815

Purpose

1. To seek approval to grant a community lease for multi-premises to Auckland Citizens Advice Bureaux Incorporated. Premises are located in nineteen local board areas as follows:

· Albert-Eden

· Devonport-Takapuna

· Henderson-Massey

· Hibiscus and Bays

· Howick

· Kaipātiki

· Māngere-Ōtāhuhu

· Manurewa

· Maungakiekie-Tāmaki

· Orākei

· Ōtara-Papatoetoe

· Papakura

· Puketāpapa

· Rodney

· Upper Harbour

· Waiheke

· Waitākere Ranges

· Waitematā

· Whau

Executive summary

2. Auckland Council and Auckland Citizen Advice Bureaux Incorporated (the Bureaux) have negotiated a revised Strategic Relationship Agreement (Attachment A) and a new Funding Agreement which was approved by the Regional Strategy and Policy Committee 7 April 2016.

3. This provides an opportunity for the existing thirty two occupation agreements, inherited from legacy councils, to be surrendered and replaced with a multi-premises lease. The initial term of the lease would be for two years with two rights of renewal each being for a three year period.

4. The change to a multi-premises lease has been discussed with the Bureaux who have welcomed the initiative as it would simplify their administration and enhance budgeting.

5. There have been meetings with most local boards with Bureaux premises who were overall supportive of the multi-premises lease.

Recommendation/s

That the Albert-Eden Local Board:

a) Approve the surrender of all leases and accommodation agreements to Auckland Citizens Advice Bureaux Incorporated and other associated societies of the Bureaux, within the respective local board area as specified in the Schedule of Bureaux Sites (Attachment B).

b) Approve a new multi-premises lease to Auckland Citizens Advice Bureaux Incorporated for the premises within the respective local board area specified in the Bureaux Sites (Attachment B) subject to the following terms and conditions:

i) The lease term will be two (2) years commencing 1 July 2016 with two (2) three (3) year rights of renewal, with a final expiry of 30 June 2024, if all rights of renewal are exercised.

ii) Rent will be $1.00 plus GST per annum.

iii) Auckland Citizens Advice Bureaux Incorporated will be responsible for all operational charges for each site throughout the term of the lease, as set out in the Schedule of Bureaux Sites (Attachment B) and Regional Bureaux Sites-(Attachment C).

iv) That operational charges for any sites added during the term of the lease be at the rate prescribed by the community occupancy guidelines in effect at the time of addition, currently $25/m² of space occupied.

v) Provision is provided to allow for the addition and removal of premises during the term of the lease.

vi) Provision to allow Libraries, where the space occupied by the Bureaux is required for library purposes, to relocate the Bureaux to another area within the same building upon six months’ notice.

vii) The community outcomes plan provision be amended to refer to the revised strategic relationship agreement objectives to develop specific community outcomes between the Bureaux and each local board.

viii) All other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Comments

6. On 20 September 2012 the Bureaux was incorporated under the Incorporated Societies Act 1908. The aim of the Bureaux is to:

· Ensure that individuals do not suffer through ignorance of their rights and responsibilities;

· Assist those who are unable to express their needs effectively;

· To exert a responsible influence on the development of social policies and services, both locally and nationally.

7. Currently, the Bureaux and its associated societies occupy 32 premises provided by council throughout Auckland. All these have varying agreements in respect of the terms and conditions:

· Thirty are council-owned premises with various occupation arrangements in place;

· Two are commercially owned and leased to council.

8. A review of the occupation agreements with the Bureaux identified benefits that would accrue if these agreements were brought together as one lease with consistent terms and conditions, aligned with the Strategic Relationship Agreement (SRA) and Funding Agreement (FA) and Long-term Plan funding rounds.

9. Under the SRA, the Bureaux have agreed to meet local community objectives by providing communities with high quality information, advice, referral and client advocacy services that:

· Are accessible and responsive to the needs of our diverse communities;

· Inform and empower people;

· Encourage people to be actively involved in shaping their communities and the city;

· Contribute to the development of regional social policy;

· Collaborate with Auckland Council on the development of the strategic direction for the provision of the Citizens Advice Bureau services.

10. Relationships between local boards and local Bureaux are at different stages of development. The SRA supports development of successful long-term local board-Bureaux relationships by increasing information sharing between the board and Bureaux through quarterly and annual reports on service usage and emerging local issues.

Premises Background

11. The Bureaux and its associated societies have agreed to surrender existing occupation contracts and to enter into a regional multi-premises lease identifying the separate sites occupied by the Bureaux.

12. Attachment B lists the Bureaux premise(s) for inclusion in this local board area. Attachment C Regional Bureaux Sites shows all the Bureaux locations across the region.

13. Two sites listed below are owned by the Crown and held in trust by council as noted in the table below, these leases will require a clause to recognise that the properties may in the future be required for Treaty of Waitangi settlement purposes. These sites are:

Local Board Area	Building Name	Location
Maungakiekie-Tāmaki	CAB Office	100 Line Rd Glen Innes
Kaipātiki	Library building	5 Ernie Mays St Northcote

14. Three sites are unclassified local purpose reserves. These sites can be leased pursuant to section 61 (2A) of the Reserves Act without the need to classify or advertise. The details of each will be placed on a schedule of sites to be classified subsequently. The sites are:

Local Board Area	Building Name	Location
Maungakiekie-Tāmaki	CAB Office Plunket Rooms	100 Line Rd Glen Innes
Waiheke	CAB office building	141 Ocean View Rd Oneroa
Whau	New Lynn Library Building	3 Memorial Drive

Options

15. This report proposes that all council managed premises for the Bureaux be granted under a multi-premises community lease providing the thirty two sites with a common lease document with standard terms and conditions. A multi-premises lease will enable more efficient, consistent and streamlined lease management. Importantly it will provide the Bureaux with the following:

· Accommodation with a defined lease period;

· Known costs to further assist their budget planning and financial controls;

· Reduce both the Bureaux and council’s administrative costs thereby assisting the former to focus on their primary outcomes.

16. The regional premises meet the current service delivery needs of the Bureaux. No asset delivery study has been undertaken, but will be as part of the work programme in the SRA between council and the Bureaux. The proposed lease accommodates this future asset study by allowing for more streamlined addition and removal of premises to meet both the changing accommodation and business needs of the Bureaux.

17. Some sites are currently under consideration by local boards regarding configuration of current space or relocation to other premises. These are Panmure, Sylvia Park, Glen Innes, (Maungakiekie-Tāmaki Local Board) and Glen Eden (Waitākere Ranges Local Board).

18. The proposed multi-premises lease will allow for a more flexible optimization of the network while retaining local boards delegated authority.

19. This proposal was developed in consultation with the Arts Community and Events Department, Legal Services, and Corporate Finance and Property and in close working relationship with the Bureaux.

20. The local board can alternatively choose not to adopt the proposed recommendation, where its respective Bureaux will be omitted from the multi-premises agreement and managed as individual leases. The multi-premises agreement can still be entered into by supporting local boards and progressed without the participation of all, though this would significantly reduce the efficiencies to be gained by the approach.

Consideration

Local board views and implications

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

22. Local Board budgets will be affected by the proposed change to rental and operational fees. However, the change is related to asset-based service budgets and does not need to be topped up by individual LDI funding for local boards showing a negative effect. Conversely, Local Boards receiving more revenue will not have ability to spend the additional funds showing in their accounts. Budgets will be adjusted at the first review in August to manage this.

23. A portfolio meeting has been held with most local boards and they were presented with the proposal for a multi-premises community lease. General acceptance of the approach for a multi-premises lease was indicated and no concerns were raised.

24. There are no local board risks identified for the proposal as it allows for a more networked and flexible management of the premises while retaining local boards delegated authority.

25. The SRA supports the achievement of the following 2014-2017 Local Board Plan priorities:

· Proud, connected and secure communities.

Māori impact statement

26. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2012-2022, the Unitary Plan and Local Board Plans.

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

Implementation

28. The multi-premises community lease will outline consistent terms and conditions for each of the Bureaux

29. There are no significant cost implications for Auckland Council.

Attachments

No.	Title	Page
a View	Attachment A Strategic Relationship Agreement	253
b View	Attachment B Bureaux Site	271
c View	Attachment C Regional Bureaux Sites	273

Signatories

Author

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

03 August 2016

Delegated feedback on the draft Housing for Older People Partnering Proposal

File No.: CP2016/15494

Purpose

1. The purpose of this report is to inform the Board of the delegated feedback made on the draft Housing for Older People Partnering Proposal.

Executive summary

2. The draft Housing for Older People Partnering Proposal (the proposal) was considered at the Albert-Eden Local Board’s 6 July 2016 business meeting, where it was resolved as follows:

Resolution number AE/2016/142

That the Albert-Eden Local Board:

a) Notes that the Housing for Older People Partnering proposal highlights the absence of any dedicated council-owned pensioner housing located in the Auckland isthmus.

b) Supports in principal the development of and the additional housing for older people.

c) Delegates authority to the Chair and Deputy Chair to finalise a submission on the Housing for Older People Partnering Proposal.

3. This report and the attachment are provided to complete the feedback cycle by ensuring all Board members are aware of the Board’s feedback.

Recommendation/s

That the Albert-Eden Local Board:

a) Note the delegated feedback on the draft Housing for Older People Partnering Proposal.

Comments

4. Auckland Council owns 1,412 Housing for Older People units at 62 sites across north, south and west Auckland.

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

6. The proposal suggests that council:

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

ii. delegates to Panuku the authority to work with the third party community housing provider to redevelop the portfolio under a framework arrangement

iii. adopt a new policy on to apply to all decision-making on the proposal.

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

i. improve the quality of housing - the CHP will be able to access the Income-Related Rent Subsidy (IRRS) from central government to help improve and develop the portfolio

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

8. The Governing Body approved a consultation document at its meeting on 25May 2016 which forms the basis consultation in June 2016.

9. As part of the engagement process, local boards were requested to provide formal feedback on the proposal and associated policy.

Consideration

Local board views and implications

10. The comments included in Attachment A reflect the Board’s views and priorities regarding the proposal.

Māori impact statement

11. The new CHP will have a role in giving effect to outcomes directed by the council’s Māori Responsiveness Framework. This includes recognition and protection of Māori rights and interests within Tāmaki Makaurau and addressing and contributing to the needs and aspirations of Māori.

Implementation

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

Attachments

No.	Title	Page
a View	Albert-Eden Local Board feedback on the Housing for Older People Partnering Proposal	279

Signatories

Author	Tristan Coulson – Local Board Advisor, Albert-Eden Local Board
Authoriser	Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards