Agenda of Kaipātiki Local Board

Kaipātiki Local Board

10 August 2016

Birkenhead Mainstreet Upgrade Stage 2

File No.: CP2016/15345

Purpose

1. This report responds to the Birkenhead Mainstreet upgrade programme Stage Two element of the Highbury Corner improvements, and seeks the approval of the Kaipātiki Local Board for:

i. endorsement of the Highbury Corner improvements 50% preliminary design; and

ii. confirmation that the Highbury Corner improvements project proceed to detailed design and tender for a physical works construction contract and contract award.

2. The acceptance of a physical works tender and contract award is delegated to staff for approval.

Executive summary

3. Birkenhead is identified as a town centre and area for growth in the Auckland Plan. The transformation of Birkenhead Town Centre is identified in the Highbury Centre Plan (2006) and the Kaipātiki Local Board Plan (2014-2017).

4. A master plan has been developed for the Birkenhead Mainstreet upgrade programme that will be delivered over two stages, and has been confirmed by the Kaipātiki Local Board. The master plan elements are integral to the delivery of the aspirations identified in these plans.

5. Stage One works include the Rawene public car park, Mokoia bus stop extension and Western Entrance upgrades which are all well advanced. Stage Two elements are improvements to Highbury Corner and an upgrade to the Birkenhead Avenue split crossing.

6. The Highbury Corner improvements place this space at the heart of the Birkenhead Town Centre. The improvements seek to support the economic vitality of Birkenhead by reinforcing the town centre as a destination main street shopping area through the focus on prioritising pedestrians, improving connections and significantly increasing footpath areas that create space for outdoor seating and enhanced pedestrian refuges.

7. The design seeks to celebrate Highbury Corner with its location between the Birkenhead Library and Kaimataara o Wai Manawa and is reflected in the quality of the footpaths, landscape and furniture within this upgraded area.

8. The proposed design has been informed by considerable consultation undertaken over a number of years. The Kaipātiki Local Board to now requested to confirm the design (50% preliminary design stage) for Highbury Corner, and to then advance to detailed design and tender for awarding a physical works construction contract.

9. The Long-term Plan (LTP) budget allocation for the Birkenhead Mainstreet upgrade for the 2016/2017 financial year is $1.4 million.

Recommendation/s

That the Kaipātiki Local Board:

a) approve the design of the Highbury Corner improvements as shown on the Beca plans dated 21 July 2016 and attached to the agenda report.

b) endorse proceeding to detailed design and advancing to tender for a physical work contract for the Highbury Corner improvements project.

Background

10. Birkenhead is identified as a town centre and area for growth in the Auckland Plan. This is supported by the Highbury Centre Plan (2006) and the Kaipātiki Local Board Plan (2014-2017) which identifies a range of enhancements to the public realm to be delivered within the Birkenhead Transformation Programme.

11. After a lengthy public consultation process, the Kaipātiki Local Board has identified two specific programmes integral to delivering the aspiration of these plans. The Development Programme Office (DPO) is responsible for the delivery of the following two programmes on behalf of the local board:

· Kaimataara o Wai Manawa; and

· Birkenhead Mainstreet upgrade, Stages One and Two.

12. The local board has confirmed Kaimataara o Wai Manawa as the priority for Birkenhead and a construction contract has been awarded with physical works now well advanced.

13. One of the strategic outcomes of the Highbury Centre Plan and the Kaipātiki Local Board Plan (2014-17) is the delivery of enhanced streetscapes and public spaces to help unlock the potential of the Birkenhead town centre.

14. The local board has considered a master plan for Birkenhead Mainstreet upgrades and has endorsed the delivery of a programme of works under two stages. Further work programmes identified in the master plan will be considered as future funding permits.

15. The Birkenhead Mainstreet upgrade Stage One works include the Rawene Public Car park upgrade, an extension to the Mokoia Road bus stop and the Western Entrance on Mokoia Road. A construction contract was awarded in January 2016 and physical works for all three elements have or are soon to be completed.

16. The Birkenhead Mainstreet upgrade Stage Two elements are:

· improvements to Highbury Corner, and

· an upgrade to the Birkenhead Avenue split crossing.

17. The key objective of these improvements are to create a more attractive and user-friendly public realm that offers an enhanced sense of arrival and strong sense of place while maintaining the functionality and safety of the road corridor, and complementing other Birkenhead initiatives.

18. The DPO has a close collaborative relationship with Auckland Transport on the Birkenhead Mainstreet upgrade. Auckland Transport is project managing delivery of the upgrade on behalf of the Kaipātiki Local Board and Auckland Council which reflects the asset’s location being within the road corridor.

Comments

19. The proposed design will transform Highbury Corner and the surrounding environment including the approaches from Birkenhead Avenue, Hinemoa Street, Rawene Road and Mokoia Road. This supports the overarching concept of improved prioritisation for pedestrians and enhancing the heart of Birkenhead town centre.

20. The project has reached 50% preliminary design phase and, as such, design is to a level that it is able to be confirmed and locked in so as the project can proceed to detailed design for tender for construction. Attached to this report (refer Attachment A) are plans dated 21 July 2016 that outline the design influences and outcomes.

21. Design features include:

· planted gateways at all the approaching roads into Highbury Corner with low height native species;

· a high quality footpath treatment with stone set banding, basalt paving and exposed aggregate;

· high quality street furniture placed throughout Highbury Corner to take advantage of the now generous footpath space which enjoy commanding views towards the Waitemata Harbour;

· a timber deck platform that will surround the existing Norfolk Island pine;

· Nikau palms featuring in the planted areas that will complement the existing annual flower garden beds; and

· rain gardens featuring native planting that will be located before the pedestrian crossing on the Mokoia Road approach to Highbury Corner.

Consultation

22. There has been considerable engagement with iwi, key stakeholders and the community over the last few years with regards to the Birkenhead transformation programme which includes the Birkenhead Mainstreet upgrades.

23. In addition, the Kaipātiki Local Board has specifically consulted with the community in August 2015 on a draft concept design for improvements to Highbury Corner in the Birkenhead town centre.

24. There was a high level of community interest in this project, and in total council received 196 pieces of feedback via five different feedback channels.

25. A number of public drop-in sessions were held at both the Birkenhead Library and the local markets, where people were asked to share their views and discuss the proposed draft concept design with planners and local board members. People were also invited to use a like/dislike sticker chart to express their preferences on the main design aspects. A total of 126 submissions were received online via Shape Auckland, along with 70 hardcopy feedback forms.

26. The results indicate the majority of respondents (approximately 60%) support the direction proposed by the local board for improving Highbury Corner. The Highbury Corner ‘closing the loop’ report (October 2015) summarises the community feedback (refer Attachment B).

27. The proposed design (Attachment A) has been informed by the outcomes of both the public and stakeholder consultation and responds to the issues raised by key stakeholders.

Financial Comments

28. The LTP budget allocation for the Birkenhead Mainstreet upgrade for the 2016/2017 financial year is $1.4 million.

29. During the design phase, an independent quantity surveyor has been engaged to comment on the costs of the Highbury Corner improvements 50% preliminary design, and this approach will be ongoing during detailed design. Prior to going to tender, a final cost report will be obtained and costings will be advised to the Kaipātiki Local Board built environment portfolio holders to confirm that the project can be delivered within the budget allocation.

Consideration

Local board views and implications

30. The development of the 50% preliminary design for Highbury Corner has been in collaboration with the Kaipātiki Local Board built environment portfolio holders.

31. A workshop with the built environment portfolio holders was held on 21 July 2016 to discuss the Highbury Corner upgrade 50% preliminary design and complete this stage of the design process.

32. Reporting will continue to occur to the built environment portfolio holders as to progress with detailed design and to the local board as appropriate.

Māori impact statement

33. Mana whenua were consulted on the Birkenhead Mainstreet upgrade as part of the consultation process in July 2015. A Te Aranga Design Principles Matrix for the Birkenhead Mainstreet upgrade was developed as part of this engagement (refer Attachment C).

34. The incorporation of native planting in the landscape design and its connection to the natural environment of the bush surrounding the Birkenhead town centre reflects the Te Aranga principle of Taiao.

35. The Te Aranga principle of Mauri Tu, focussed on the protection and enhancement of environmental health, is achieved in the streetscape design through the incorporation of rain gardens.

36. A follow up hui will be held on 3 August 2016 at Auckland Transport’s Northern Hui.

Implementation

37. A detailed programme for the Highbury Corner upgrade project is outlined in Attachment D. The project team proposes the following high level programme milestones for the delivery of the Highbury Corner upgrade project:

· finalise detailed design – January 2017;

· complete tender process (procurement, invite tenderers, award contract) – April 2017;

· construction completed – September 2017.

Attachments

No.	Title	Page
a View	Highbury Corner 50% Preliminary Design plans July 2016 (Under Separate Cover)
b View	Highbury Corner Consultation Summary – October 2015 (Under Separate Cover)
c View	Te Aranga Design Principles Matrix for Birkenhead Mainstreet Upgrade (Under Separate Cover)
d View	Highbury Corner Upgrade detailed programme (Under Separate Cover)

Signatories

Authors

Jeremy Pellow - Development Programmes Senior Lead

Authorisers

John Dunshea - General Manager Development Programmes Office

Eric Perry - Relationship Manager

Kaipātiki Local Board

10 August 2016

Migrant Business Support Seminars and Business Clinics

File No.: CP2016/15928

Purpose

1. To provide a report to the Kaipātiki Local Board on the migrant business support seminars and business clinics, and to agree next steps for the implementation of the project.

Executive summary

2. In December 2015 the Kaipātiki Local Board funded a project to support ethnic and migrant-owned businesses (resolution number KT/2015/183) building on work undertaken earlier in 2015.

3. This project sought to further engage with migrant owned businesses and deliver events designed to help meet their business support needs. It was delivered by Raeburn House with involvement of key agencies with an interest in migrant businesses (Inland Revenue Department, Immigration New Zealand, Auckland Council Licensing and Compliance and RightWay accountants).

4. Two business seminars and two sessions of business clinics were delivered. The seminars involved short presentations from Auckland Tourism Events and Economic Development (ATEED), Inland Revenue (IRD), Auckland Council Alcohol licensing and Auckland Council Food licensing and an accountancy practice. One was delivered with Korean translation support and one with Mandarin translation.

5. The same organisations were available for two business clinic sessions where one on one advice could be provided to business owners. Korean and Mandarin translators were also available for these sessions.

6. A number of positive outcomes from the project were delivered. Of note was the level of interest by those attending in starting their own business in Kaipātiki. While the events were targeted at those already in business almost half of attendees were looking to start a business.

7. A number of lessons were also learnt regarding how future projects could be delivered more effectively.

8. The next steps for the project are recommended as further building of the relationship with migrant owned businesses. In particular, delivery of a migrant focused starting a business workshop is suggested alongside the opportunity to get one on one advice afterwards with a range of business support services.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the report produced by Raeburn House (refer Attachment A of the agenda report).

b) allocate $5,000 to support a migrant focused business start-up workshop to meet the needs of migrants looking to start a business (refer Attachment B of the agenda report).

Comments

Background

9. The Kaipātiki Migrant Business Support project is identified in the Kaipātiki Local Economic Development Action Plan. Funding was approved at the Kaipātiki Local Board December 2015 meeting (resolution number KT/2015/183).

The project

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

11. The key objectives were to:

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

· enhance migrant business growth in the Kaipātiki area

12. A process of face to face engagement with migrant owned businesses to outline the project was undertaken and promotional material distributed.

13. Two business seminars and two business clinic sessions were delivered at different times and on different days of the week. IRD, ATEED, Auckland Council Alcohol licensing, Auckland Council Food licensing and RightWay accountants provided presentations at the seminars and staff for the clinic advice sessions.

14. Korean and Mandarin interpreters were used at the seminars and clinics to assist those for whom English was not their first language.

15. The seminars and business clinic sessions were delivered at different times and days of the week to provide more opportunities for business owners busy running their business to attend.

Migrant business owner perspective

16. The following benefits of the events were noted by the business owners contacted and the attendees at the seminars and clinics:

· the project was very useful and helpful, particularly for those looking to start a business;

· some business start-ups came from outside the Kaipātiki Local Board area, but were intending to open a business in the area within the next 12 months;

· food safety and tax topics were of the greatest interest;

· the clinic sessions were the most valued aspect of the project;

· general business advice was the most valued of all clinics but not as a seminar topic; and

· some valued the networking opportunity, for others this was not important.

Service provider perspective

17. The agencies that presented and held clinic sessions were asked to provide feedback on a range of features of the project.

· On the whole the presenters felt they were adequately briefed on the events.

· The venue was felt to be very good in terms of its facilities, location and accessibility to the target audience.

· The timing of the clinics and seminars was generally supported, although a drop off in attendance for the Wednesday evening clinic session was noted.

· The use of the translator was seen as a very positive move by the presenters, although they noted it took a little while for them to adjust their presentational style to allow the translator to translate.

· While the length of both of the seminars was felt to be fine, the shorter second seminar was felt to be better.

· It was noted that the seminar followed immediately by a clinic was a better format than the seminar and clinic on separate days.

· It was noted that clinics should have been by appointment only to minimise the waiting around on the off chance someone walked in, although a shorter period of drop in session at the start of the clinic session was also suggested.

· Clinic slots could have been longer to allow a fuller discussion. It was also noted that it could have been useful to ask the business owners to leave details with the presenters so that they could book the follow up appointments for a time that best suits the customer.

Overall

18. Feedback from the migrant business owners suggests the seminar may have been more valuable form the perspective of someone looking to start a business, and that the opportunity to ask specific questions of experts in the clinic was more valuable.

19. Overall the feedback from the agencies that took part was positive. Agencies welcomed the opportunity to reach out to the community in a different way to traditional approaches. Of particular value was being able to engage with migrant community without language being a barrier.

20. While numbers were lower than hoped, it was felt that the number of attendees could rise if the community was involved in promoting the value of the events.

21. It was also acknowledged that as a pilot there was a lot to be learnt from the events but that there was merit in the approach and that it should be continued.

22. The role of the local board in being proactive to try to support this sector of its business community was also commended.

Possible next steps

23. On the basis of their experience running the pilot, Raeburn House have suggested a future event could be to run topic-specific seminars in Korean and Mandarin languages to meet the specific information needs of those with English as a second language.

24. Starting a new business, food safety and tax were the topics that proved to be of most interest. Clinic appointments could be arranged for after the seminar, and these appointments could be carried out off-site at the business premises at a later date.

Discussion around the choices

25. Food safety and tax were both covered in the April 2016 seminars and clinics. While a more detailed focus on these topics could be of benefit, the migrant business community have had the chance to hear about sources of assistance on these topics. Business start-up was an area not covered, yet a number of attendees were looking for advice on this topic, including some from outside the area looking to establish a business in the area.

26. The ‘Starting Off Right’ workshop for people looking to start a business is a relatively inexpensive event to deliver, and is facilitated by an experienced contractor that has been delivering this service for several years.

27. ATEED could adapt its current business start-up workshop to meet the needs of the migrant business community. Interpreters could be used to assist communication between the workshop deliverer and the migrant audience. The workshop could be delivered in the Northcote area to help increase access to such information to migrants interested in starting a business.

28. Lessons learnt regarding the need for booked appointment slots and allowing for attendees and service providers to make appointments for a later convenient date will be factored in the design of the event.

Consideration

Local board views and implications

29. The findings of the previous two phases demonstrate a need for the project in terms of migrants looking to start a business wanting to attend an event tailored to their needs.

30. In order to provide further support to the migrant business community one of the three topic suggestions above could be delivered as a workshop. Local board support would help facilitate engagement with the migrant community and tailor the intervention to suit delivery to migrants for whom English is not their first language.

31. ATEED, IRD and Auckland Council will contribute their own staff time to the delivery a clinic immediately following the start-up workshop.

Risks

32. The following risks have been identified:

Risk

Likelihood

Impact

Mitigating action

Low attendance

Low

High

While the April 2016 workshops were promoted as business start up workshops, there was interest and attendance by people looking for this type of information. Use of Korean and Chinese speakers and migrant media channels to promote the sessions, make bookings and confirm with business owner closer to the clinic date will help to mitigate the likelihood of low attendance..

Māori impact statement

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

Implementation

34. The next phase of the project will see implementation of a tailored migrant business start-up workshop. The research suggests there is interest amongst the migrant community in attending a start-up workshop and there was interest in this topic from those attending the workshop and clinics held in April.

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

· number attending the workshop;

· numbers rating the workshop as useful / very useful; and

· numbers attending post workshop clinic session.

Attachments

No.	Title	Page
a View	Raeburn House Report (Under Separate Cover)
b View	Migrant Business Start Up project scope (Under Separate Cover)

Signatories

Authors

Jonathan Sudworth - Local Economic Development Advisor, ATEED

Authorisers

Paul Robinson - Local Economic Growth Manager, ATEED

Eric Perry - Relationship Manager

Kaipātiki Local Board

10 August 2016

Kaipātiki Local Board Locally Driven Initiatives Capital Projects

File No.: CP2016/16651

Purpose

1. The purpose of this report is to provide the board with the outcomes of the scoped capital projects, and to seek decisions on which projects are to progress to the next phase of delivery, within an agreed budget envelope.

Executive summary

2. The Kaipātiki Local Board has been allocated $538,371 per annum of locally driven initiative capital expenditure (LDI capex) budget over the first three years of the Long-term Plan 2015-25 (LTP).

3. At its June 2016 business meeting, the board approved a set of local guidelines that established principles for prioritising investment in capital projects (refer Attachment A) and requested council staff to undertake investigation of 23 potential capital projects (refer Attachment B).

4. Council staff have completed scoping and investigation for the requested projects. The outcomes of the investigation were presented to the board at a workshop on 27 July 2016 (refer Attachment C).

5. It is recommended the board approve 19 of the 23 scoped capital projects to progress to the next phase and agree to assign budget totaling $1,604,000 for their delivery. This would result in an amount of $11,113 remaining unassigned from the board’s three year LDI capex budget. Two of the remaining projects are recommended not to proceed but to stay on the list ‘below the line’ with no budget assigned. The other two remaining projects are eligible to be delivered using full renewals budget and therefore are recommended to be removed from the list.

Recommendation/s

That the Kaipātiki Local Board:

a) approve the capital projects summarised below to progress to the next phase of delivery, and agree the locally driven initiatives capital budget assigned to each project:

Project name	Scope	Next phase	LDI Capex Budget
Beach Haven Tennis Centre Court upgrade	Grant towards installation of a new multi-surface turf	Seek funding proposal	$50,000
Beach Haven Tennis Centre Retaining and path	Retaining wall and path at SW corner of outdoor courts	Design and consenting	$15,000
Birkdale Hall Improvements	Enhancements to the hall such as toilet and kitchen renovation, decking and improvements to hall access.	Design and consenting	$200,000
Disabled Chair for Osbourne Pool - Birkenhead	Disabled Pool Lift for the Osbourne Pool in Birkenhead	Purchase and installation	$35,000
Installation of adult fitness equipment in local parks	Five adult fitness stations in Rewi Alley Reserve	Purchase and installation	$80,000
Kaipātiki Community Facilities Trust Vehicle exit	Vehicle exit from Kaipātiki Community Facilities Trust premises to Marlborough Park	Design and consenting	$35,000
Lysander Playground	Play module, basket swing and bollards	Design and consenting	$65,000
Marlborough Park - additional items	Additional play items at Marlborough Park	Design and consenting	$215,000
Monarch Park Entrance way	Enhance the Moore Street entrance to Monarch Park	Design and consenting	$50,000
Monarch Park Toilet	Single pan toilet facility	Design and consenting	$165,000
Netball North Harbour	Grant for improvements to the facility, including roof and window replacement	Seek funding proposal	$175,000
Normanton Reserve - enhancements	Enhancements including nature play provision, bike track marking and path lighting	Design and consenting	$185,000
Northart community room enhancement	Boiling / cold water tap	Purchase and installation	$5000
Northcote Library courtyard canopy	Courtyard canopy installation	Design and consenting	$15,000
Outdoor power supply installation for events	3 phase power on exterior of Marlborough Park hall	Design, consent, tender and construction	$20,000
Raeburn House Acoustic Treatment	Provide acoustic treatment to the three meeting rooms	Design, tender and construction	$14,000
Shade Sails	Installation of shade sail at Lynn Reserve	Design, tender and construction	$30,000
Small Park Top Ups	Budget set aside to allocate to enhance existing park renewal projects when requested	Seek funding proposals	$200,000
Youth Facility Fixtures and Furniture	Fixtures and furniture for the Marlborough Park Youth Facility	Purchase and installation	$50,000
		TOTAL	$1,604,000

b) agree not to progress or assign locally driven initiatives capital budget to the following capital projects at this stage, whilst noting these projects will remain on the list of capital projects for possible consideration at a later date:

Project name	Scope	Reason for not proceeding at this stage
Glenfield Community Centre	Improvements to Glenfield Community Centre	The total project cost is significant in relation to the boards available budget and the other potential funding sources are unknown.
Historic cemeteries interpretation strategy and installation of signage	Interpretation material for the historic cemeteries in Birkenhead and Glenfield	The majority of costs for this project are operational and the source of that funding has not been identified.

c) note the following capital projects have been identified as eligible for renewals budget, and will therefore not be assigned locally driven initiatives capital budget and will be removed from the list of possible capital projects:

Project name	Scope
Kaipātiki Community Facilities Trust Garage and shed replacement	Replace existing garage and shed with new 9x6m garage
Pontoon at Beach Haven Wharf	Recreational pontoon at Beach Haven wharf

Comments

Background

6. The local board funding policy sets out how local boards are funded to meet the costs of providing local activities. As part of the Long-term Plan 2015-2025 (LTP), the governing body established a locally driven initiative capital expenditure (LDI capex) budget for each local board to ensure locally important projects were given appropriate priority. The LDI capex budget is the primary source of discretionary budget for funding the board’s capital projects, and incorporates the funding previously allocated to legacy facility partnership schemes.

7. The LTP includes a LDI capex budget of $10 million per annum to be distributed to the 21 local boards. At the end of 2015, the governing body approved a funding allocation model based on 90 per cent population, 5 per cent depravation and 5 percent land area. This formula is used for all local boards, apart from Waiheke and Great Barrier Local Boards, who receive two percent and one percent of the total amount respectively.

8. Based on the formula described above, the Kaipātiki Local Board was allocated $538,371 per annum of LDI capex budget over the first three years of the LTP. This budget has to be committed by the conclusion of the third year of the LTP, and can be brought forward or deferred within this period as required. The total amount available to the board over the three year period is $1,615,113.

Capital project guidelines and project identification

9. The board had a workshop session on 23 March 2016 on the background and options for the LDI capex budget. From this session, and from feedback received as part of the Annual Plan 2016/2017 consultation, Local Board Services staff developed possible principles for guiding budget allocation. At its June 2016 business meeting, the board adopted a set of local guidelines that outline the investment priorities for the Kaipātiki Local Board’s discretionary capital budgets (refer Attachment A).

10. Running concurrent to the development of the local guidelines was the formation of a list of potential capital projects to be delivered within the first three years of the LTP. The list was compiled from projects identified in the Kaipātiki Local Board Plan 2014-2017 and projects proposed from council staff and local board members. The full list of potential projects was reported to the June 2016 meeting of the board. Due to the large number of projects on the list, the board was requested to prioritise the projects to proceed to scoping. A total of 23 capital projects were approved to proceed to investigation of scope (refer Attachment B).

Investigation and scoping

11. The decision of the board at its June 2016 business meeting was limited to selecting projects to proceed to the scoping phase. It was noted that the projects would come back to the board with further information and analysis prior to proceeding to the next phase of delivery. As part of the scoping exercise, the relevant departments were requested to consider reasonably practical options for delivering the projects. This included cost effectiveness and likely consultation requirements.

12. Council staff from the Community Facilities, Local Parks and Sport and Recreation teams undertook the requested project investigation in June and July 2016. For each council delivered project, a project information form (PIF) was developed. For third party grant projects, staff collected the necessary information to undertake the investigation. The key information obtained from the scoping investigations was presented to the board at a workshop session on 27 July 2016 (refer Attachment C).

Projects to proceed

13. Due to the timeframes required to deliver the number projects, the complexity of some projects, the requirement to commit the budget by the end of the third year of the LTP, and the fact that one of the three years has concluded, it is recommended that the board consider the full three years of budget when selecting projects to proceed and assign budget for their delivery.

14. Based on the information obtained from the scoping investigations, and the feedback from the board at its 27 July 2016 workshop, it is recommended that 19 of the 23 potential capital projects proceed to the next phase, with an assigned budget totalling $1,604,000 to deliver within. Depending on the nature and progress of a project, the next phase may include one or a combination of the following:

· design;

· consenting;

· tendering;

· construction;

· purchase and installation; and / or

· seeking a funding proposal.

15. It is recommended that two of the 23 projects are not approved to proceed to the next phase and are not assigned budget, but stay on the list ‘below the line’. Two further projects are recommended to be removed from the list, as they have been identified as being eligible for being fully delivered using renewals budget.

16. Should these recommendations be approved, an amount of $11,113 would remain unassigned from the board’s three year LDI capex budget allocation.

Consideration

Local board views and implications

17. At its June 2016 business meeting, the local board adopted a set of local guidelines that outline the investment priorities for its discretionary capital budgets (refer Attachment A). The guidelines include the following seven principles to assist in project selection:

· geographic spread of investment across the Kaipātiki Local Board area;

· making the best use of what we’ve got;

· enhancing existing projects to provide additional value in a cost effective manner;

· working in a partnership approach and where possible support community-led projects;

· addressing currently identified gaps and likely future gaps created as a result of a changing and growing Kaipātiki;

· creating a greater cumulative impact by focusing investment in key strategic ‘destinations’; and

· proactive investment that is well planned and realistically deliverable within the required timeframes.

18. It is to be noted that a decision to approve projects to proceed with an assigned budget is required at this point to allow council staff sufficient time to deliver the projects. The approved list of projects will be presented to the incoming board for review early in 2017. The decisions arising from this report will not necessarily bind the incoming board however some projects may already be substantially completed by that time and there may be costs incurred for design or consenting purposes. These sunk costs would be unavailable to be reallocated should the board wish to reprioritise or select new projects.

Māori impact statement

19. The development of facilities and assets provides significant opportunities for Māori; whether as input into the function and design elements of a facility, or simply utilising the asset once it is completed. The Kaipātiki Local Board capital project guidelines reference the board’s commitment to early engagement with Māori when developing capital projects. If the engagement has not commenced already, the board would expect this to be a key activity for the projects selected to proceed.

Implementation

20. Council staff have scoped the capital projects the board approved for investigation in June 2016. Following approval of projects to the next phase with an assigned budget, project managers will proceed as necessary. Where the next phase of work includes construction or installation, the board will not be required to make any further decisions in regards to that project. Where the next phase of work does not include construction or installation, such as projects approved to design and consenting, the board will be required to make a further decision prior to the project proceeding to construction or installation.

Attachments

No.	Title	Page
a View	Kaipātiki Local Board capital project guidelines	77
b View	Projects approved for investigation	81
c View	Presentation of project investigation findings	83

Signatories

Authors	Paul Edwards - Senior Local Board Advisor - Kaipātiki
Authorisers	Eric Perry - Relationship Manager

Kaipātiki Local Board

10 August 2016

Community lease with Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/14860

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; and

· Whau.

Executive summary

2. Auckland Council and Auckland Citizen Advice Bureaux Incorporated (the Bureaux) have negotiated a revised strategic relationship agreement (refer 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 32 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 Kaipātiki 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 as attached to the agenda report (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 as attached to the agenda report (Attachment B) subject to the following terms and conditions:

i) that 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) that the rent will be $1.00 plus goods and services tax per annum;

iii) that 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 as attached to the agenda report (Attachment B) and regional Bureaux sites as attached to the agenda report (Attachment C);

iv) that operational charges for any sites added during the term of the lease be at the rate prescribed by councils Community Occupancy Guidelines in effect at the time of addition, currently $25 per metre squared of space occupied at the time of report writing;

v) that provision is provided to allow for the addition and removal of premises during the term of the lease;

vi) that 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) that 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; and

viii) that all other terms and conditions are met in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Comments

General background

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; and

· 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:

· 30 locations are on council-owned premises with various occupation arrangements in place; and

· two are commercially owned and leased to council.

8. A review of the occupation agreements with the Bureaux identified benefits that would arise if these agreements were brought together as one lease with consistent terms and conditions, aligned with the strategic relationship agreement (SRA), funding agreement (FA) and Long-term Plan (LTP) 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 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; and

· 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 the Kaipātiki Local Board area. Attachment C shows all the Bureaux locations across the region.

13. The two sites listed below are owned by the Crown and are held in trust by council. These leases will require a clause to recognise that the properties may in the future be required for Treaty of Waitangi settlement purposes.

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.

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, thus providing the 32 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:

· accommodation with a defined lease period;

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

· a reduction of 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 decision-making 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 (ABS) budgets and does not need to be topped up by individual locally driven initiative (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 which 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 Kaipātiki Local Board Plan priorities:

· Community facilities, assets and services that are high quality, well managed and meet our communities' needs; and

· Proud, positive communities that embrace the diversity of Kaipātiki.

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 are 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 (Under Separate Cover)
b View	Attachment B Bureaux Sites (Under Separate Cover)
c View	Attachment C Regional Bureaux Sites (Under Separate Cover)

Signatories

Authors

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Kaipātiki Local Board

10 August 2016

Draft Annual Report 2015/2016 - Kaipātiki Local Board report

File No.: CP2016/14666

Purpose

1. This report compares actual activities and performance with the intended activities and level of service set out in the Kaipātiki 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 (Annual Report) is currently being prepared and progressed through an external audit process. In late September 2016 the audit is expected to be completed and the final report will be approved and released to the public. The Annual Report will include performance results for each local board.

3. The local board is required to monitor and report on the implementation of its 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 Annual Report.

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 Annual Report is the first time that council is 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; and

· financial information.

Recommendation/s

That the Kaipātiki Local Board:

a) note 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) receive the draft local board report to be included in the Auckland Council Annual Report 2015/2016.

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

d) delegate 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 its 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
Message from the Chairperson	Legislative requirement to include commentary from the local board on matters included in the report.
The year in review: a. - Financial performance; b. - Key achievements; c. - Key projects; d. - Challenges in our area; and e. - Looking forward.	Snapshot of main areas of interest for the community in the local board area.
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.
Financial information	Legislative requirement to report on financial performance results compared to long-term plan budgets, together with explanations about variances.

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

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

· audit during August 2016;

· report to the Finance and Performance Committee on 22 September 2016;

· report to the Governing Body for adoption on 29 September 2016;

· release to stock exchanges on 29 September 2016;

· publication on 7 October 2016; and

· 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 as part of the message from the Chairperson.

Māori impact statement

12. The Annual Report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan (LTP) 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 View	Draft Kaipātiki Local Board 2015/2016 Annual Report (Under Separate Cover)

Signatories

Authors

Pramod Nair - Lead Financial Advisor

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

Eric Perry - Relationship Manager

Kaipātiki Local Board

10 August 2016

Local Board Services Quarterly Report

File No.: CP2016/13445

Purpose

1. The purpose of this report is to update the Kaipātiki Local Board on various council activities impacting on the achievement of Kaipātiki Local Board Plan 2014-2017 outcomes.

Executive Summary

2. This is the Local Board Services quarterly report for the final quarter of the 2015/2016 financial year. This report updates progress over the full financial year, including achievements in quarter four.

3. This report provides updates structured around the Local Board Plan 2014-2017 outcomes, namely:

· Proud, positive communities that embrace the diversity of Kaipātiki;

· Green open spaces and environments that enable active and healthy lifestyles and protect our natural heritage;

· A connected Kaipātiki through a range of transport links both within and beyond our area;

· Vibrant town and village centres and a thriving local economy; and

· Community facilities, assets and services that are high quality, well managed and meet our communities’ needs.

4. This report provides high level updates. More detailed operational performance and finance information is contained within the Quarterly Performance Report, which is presented as another report on this meeting agenda.

5. An update of local board activities during July 2016 is also provided in this report.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the Local Board Services Quarterly report.

b) allocate $4000 from its locally driven initiatives parks response fund to the Parks department for the design and installation of temporary ‘Skate and Bike Parks in Kaipātiki’ signage.

c) endorse the board's feedback (Attachment E to the agenda report) to Auckland Transport on the proposed parking changes in Northcote Point.

Comments

Local Board Plan outcome quarterly update

6. The Local Government (Auckland Council) Act 2009 requires each local board to develop a local board plan every three years. Local board plans are strategic documents that reflect the priorities and preferences of the community. They guide how the local board:

· makes decisions on local activities and projects;

· provides input into regional strategies and policies; and

· works with other agencies that play a key role in the area, including central government agencies and council-controlled organisations (CCOs).

7. The current local board plan was adopted in October 2014 and covers the subsequent three year period. As the plan is coming up to completing year two of the three years, an update on progress was completed.

8. The following update provides a summary of progress against the key initiatives included in the local board plan, under the heading of the five local board outcomes. Each key initiative will be accompanied by a symbol. The meaning of the symbol is provide below:


Achieved	Substantially achieved	Not achieved but progress made	Not achieved	No result

Proud, positive communities that embrace the diversity of Kaipātiki

People are connected to their neighbours and wider community through placemaking initiatives

9. The local board’s service delivery partner, the Kaipātiki Community Facilities Trust (KCFT), provides administration and support to all placemaking programmes of work in Kaipātiki. Placemaking groups in Bayview, Beach Haven, Birkdale, Monarch Park and Windy Ridge are (or have been) supported by KCFT.

10. Activities of the placemaking groups are determined by the community members involved in the groups. Activities so far include the community-led development of Opaketai Beach Haven Garden, community murals, nature playspace development and community clean-ups. The Birkdale and Windy Ridge placemaking groups have only recently been established. As such, the groups are beginning to become aware of what opportunities there are to explore, and are expected to grow and develop over time.

11. A highlight has been the signing of a memorandum of understanding with the Beach Haven placemaking group in February 2016 regarding the collaborative management of Opaketai Beach Haven Garden.

Strengthen partnership with the Kaipātiki Community Facilities Trust

12. A partnering agreement between the Kaipātiki Local Board and the Kaipātiki Community Facilities Trust was executed at the boards 27 May 2015 community forum. Developing the agreement was a collaborative effort between council staff, trust staff and the chairs of both the trust and the local board. The partnering agreement demonstrates a growth and strengthening of partnership between the two parties.

13. The local board funds KCFT through its locally driven initiatives operational expenditure (LDI) budget. As part of its 2015/2016 Local Board Agreement and associated work programmes, the local board entered into an omnibus agreement funding of $378,000 to KCFT for community development activities, events, economic development for youth and environmental initiatives in line with council’s Thriving Communities Action Plan.

Develop a community-led youth facility

14. The local board has approved the repurposing of Marlborough Park Hall to a youth-focused community facility. This decision was informed by a feasibility investigation produced in consultation with key community stakeholders, current hall hirers, young people, the Kaipātiki Youth Board and the political working party.

15. It has been confirmed that the preferred management and governance option is by a community trust or incorporated society through a funding agreement. An expression of interest process to manage that facility for an initial period of two years has been completed, and the board is expected to select an operator at its September 2016 business meeting.

16. The approved facility design provides the space and flexibility to enable the operation of a multi-purpose youth facility whilst maintaining and enhancing general community use. It retains the existing hall, significantly improves the kitchen and toilet areas, and provides better accessibility to the building through improved links to the reserve.

17. The redevelopment is currently underway and is expected to be completed in November 2016.

18. The full ongoing operational funding required to manage the facility was not sought or secured through the 2016/2017 Annual Plan process as expected. The governing body is expected to review this matter at the 9 August meeting of the Finance and Performance Committee.

Build and grow local events

19. KCFT deliver a number and variety of community events in the Kaipātiki Local Board area. The successful Kaipātiki Summer Fun programme has been expanded to run throughout the year with the introduction of Winter Fun. The Families in Parks, Imagination Playground and Preschool Play events are run most days of the week in parks and community facilities throughout Kaipātiki.

20. The Kaipātiki Movies programme 2015/2016, which is also delivered by KCFT, ran from November 2015 to April 2016. The programme included 12 family-friendly movies, two of which had to be cancelled due to poor weather.

21. The Urbanesia Festival, arranged by the Auckland Council Arts and Culture unit and supported by the local board, had two events scheduled to be delivered in the Northcote town centre on 20 and 21 November 2015. Unfortunately due to poor weather, the events had to be cancelled and were not able to be rescheduled. The uncommitted funds were carried forward for the 2016 Urbanesia Festival.

22. The local board supports long-standing and popular events through partnership with various community groups. These include the Birkenhead Heritage festival, Chinese and Korean New Year, Latin American Film Festival and Christmas parades and events in Birkenhead and Glenfield.

Develop an annual multicultural festival

23. This initiative has not yet commenced.

Advocate for establishing an international artist in residence programme at Chelsea Sugar manager’s house

24. This initiative has not yet commenced.

Integrate public art into key infrastructure projects

25. The Croftfield Lane wetland reconstruction is currently underway and is expected to be completed in August 2016. As well as integrating artistic elements into the landscape infrastructure, council’s Public Art team has also installed a public art sculpture.

26. Kaimatara o Wai Manawa in Birkenhead has integrated many cultural design elements into the structure of the facility. Of particular note is the motif designed by mana whenua artist Reuben Kirkwood that will be sand blasted into the concrete bleachers.

27. An artist led approach was agreed for the park development at Zion Hill. The first stage of this development was completed in May 2016 and included the removal of shrubbery to open up views into the park, whilst celebrating the existing native Kauri and cabbage trees, construction of hard infrastructure (such as the intersecting pathways, concrete walls and seating) and soft landscaping, such as the grass turf and low planting.

28. The local board included integration of public art elements as a key consideration in its local guidelines for developing capital projects.

Work in partnership with community constables

29. The local board encourages a strong and active relationship between its service delivery partner, KCFT, and the community constables. The local board and community constables are both key stakeholders and multiple community networks managed by KCFT.

Active engagement with communities about our projects

30. The community have been provided multiple opportunities to engage in projects the board are developing. Larger projects, such as the Birkenhead transformation, Opaketai Beach Haven Garden and 136 Birkdale masterplanning, have had engagement activities provided both on-site and in locations frequented by local community. Feedback has been sought in person, via written forms and through online surveys on Shape Auckland. Smaller projects, including renewals, have recently begun to increase focus on wider community engagement.

31. Engagement on wider council plans and strategies have been through formal written feedback methods as well as more informal ‘Have your Say’ drop-in sessions.

Other key activities -The following are highlighted within the text of the Kaipātiki Local Board Plan 2014-2017:

Funding for our communities

32. In the 2015/2016 financial year the local board allocated approximately $300,000 of contestable grants to local and sub-regional community groups that provide valuable services to the Kaipātiki community in the areas of community development, events, arts, environment and sport.

33. The local board grant guidelines provide two opportunities for community groups to receive funding. Most applications are made to the local grant fund that has two funding rounds per annum. Smaller initiatives seeking less than $500 are eligible for quick response grants, for whichthere are five funding rounds per annum.

Commemorating our past

34. Australia New Zealand Army Corps (ANZAC) Day commemoration ceremonies are delivered and funded by the local board annually in Birkenhead, Glenfield and Northcote.

35. KCFT have been contracted to prepare and engage community within all aspects of the centenary of World War One (WW100). Themed displays have been installed in the local libraries using mannequins in replica uniform. The displays serve to remind people of the sacrifices taken 100 years ago.

Five ways to well-being

36. The Five Ways to Wellbeing, Ētahi ara e rima ki te ngākau ora, help people stay mentally well. They were created as a result of the New Economics Foundation's foresight project on mental capital and wellbeing research report and are promoted by the Mental Health Foundation of New Zealand. The five actions are:

· Connect, Me Whakawhanaunga;

· Give, Tukua;

· Take Notice, Me aro tonu;

· Keep Learning, Me ako tonu; and

· Be Active, Me kori tonu.

37. The Five Ways to Wellbeing are included as key guiding principles in the partnership and funding agreements between the local board and its community development partner KCFT.

Green open spaces and environments that enable active and healthy lifestyles and protect our natural heritage

Advocate for regional equity of funding for sport

38. To adequately address funding inequities between various sporting codes, decisions need to be made at a regional level. The local board has consistently included this as a key advocacy point to the governing body.

39. The local board has made a commitment at a local level to address funding inequity within its decision-making allocation. An example was the reprioritisation of local sports surface budget in 2014 to replace the turf at Beach Haven Sports Centre with a multisport surface for sports such as tennis, hockey and futsal. In the 2015/2016 financial year, the local board contributed $50,000 to the operational costs of Netball North Harbour, as this facility attracts no council funds for the provision of its playing facilities.

Review toilets, seating, picnicking areas, shade and fitness equipment in parks, and develop or upgrade facilities where appropriate

40. In preparation of the locally driven initiatives capital expenditure (LDI capex) budget, council staff undertook a desktop exercise on the need for toilets, seating, picnicking areas, shade sails, and fitness equipment in parks. The board agreed to scope a number of associated projects and will assign budget to deliver those that are most in need. Another report is on this meeting agenda where decisions are sought on what projects are to proceed.

Review the need for, and develop, facilities in new ‘destination’ parks including Rewi Alley Reserve and Monarch Park

41. The local board agreed to scope potential enhancements to a number of ‘destination’ parks, including Rewi Alley, Monarch Park, Marlborough Park and Normanton Reserve. The board will consider assigning LDI capex budget to deliver those that deliver the greatest outcomes. Another report is on this meeting agenda where decisions are sought on what projects are to proceed.

Review play spaces in parks and develop or upgrade facilities where appropriate

42. In preparation of the LDI capex budget, council staff undertook a desktop exercise on the existing play spaces in parks throughout Kaipātiki. The board agreed to scope a number of play space related projects and will assign budget to deliver those that are most in need. Another report is on this meeting agenda where decisions are sought on what projects are to proceed.

Investigate partnership funding to significant sports clubs

43. This initiative has not yet commenced. Funding applications from significant sports clubs are currently processed in the same manner as other funding applications, from within existing funding mechanisms.

Advocate for the purchase of new open space for parks and reserves where necessary

44. Advocacy for the purchase of new open space for parks and reserves occurs where necessary and on a case by case basis.

Implement the Kaipātiki Connections Network plan

45. The Kaipātiki Connections Network Plan (Connections Plan) was adopted by the board in September 2012. The Connections Plan aims to prioritise connections which provide access to and between parks and ecological corridors and connect the people of Kaipātiki to:

· transport nodes, including busway stations and ferries;

· town and local centres;

· schools; and

· community facilities such as pools and recreation centres.

46. The implementation of the Connections Plan was focused on upgrading existing tracks as well as creating new connections. The Connections Plan included 33 priority projects that were arranged into five priority areas to created two priority ‘loops’. The approach for the first three year work programme was to complete all projects within one priority area and then move onto the next. The initial budget allocated was $3.1 million over 10 years.

47. Implementation to date includes nine out of the 15 projects identified in priority area one, with planning in progress on a further four projects. Three projects outside of priority area one were completed in the 2015/2016 financial year based on their ability to achieve ‘quick wins’. One of the most significant projects is the new connection that provides a direct link from the Birkenhead town centre at the top of Hinemoa Street into the existing track network within Le Roys Bush. This connection was completed in December 2015.

48. In November 2015, the local board agreed to review the Connections Plan to consider developments that have occurred since the plan’s adoption in 2012. The review also plans to address the prioritisation criteria and a potential change in the method of delivering projects fully in each priority area rather than based on individual project priority. The findings from the review will inform work programme priorities for the 2016/2017 financial year onwards. The review is currently underway, and an updated connections plan is expected to be approved late in the 2016 calendar year.

Deliver comprehensive signage and information on our tracks and connections throughout Kaipātiki

49. Renewed entrance and directional signage has begun to be installed across 20 parks in Kaipātiki. The roll out includes a number of separate development and renewal projects that are being delivered together. Many sign locations have been selected as they align with priority park projects in the Connections Plan.

Advocate for the parks ecological contract to ensure effective weed management in our parks and road corridors which minimises agrichemical use

50. One of the local board’s advocacy points to the governing body during the Long-term Plan 2015-2025 (LTP) was to increase the scope of the parks ecological contract to ensure effective weed management/increased resources into biodiversity in Kaipātiki. The local board also did not support the regional proposal to manage weeds using chemical sprays.

51. The local board allocated $54,000 from its locally driven initiatives (LDI) budget to continue to manage weeds in parks utilising mechanical edging methods.

Other key activities -The following are highlighted within the text of the Kaipātiki Local Board Plan (2014-2017):

Looking after what we have

52. The de-silting of the ponds at Onepoto Domain was completed in mid-December 2015. Key outcomes of the project included:

· An approximate total of 1620m³ of silt has been removed.

· The main pond has been deepened to 450mm at the edges and 1200mm in centre.

· Forebays have been constructed on each of the three main inlets.

· A new aeration pump has been commissioned.

· The outlet weir and flap valve facilities were restored and improved, which will help improve pond operation and allow for flushing.

53. A number of parks renewal projects were completed this financial year, including the playgrounds at Little Shoal Bay and Rotary Grove, carparks at Island Bay and Onepoto Domain, and multiple walkway renewals.

Developing 136 Birkdale Road

54. The community-led aspirational masterplan for 136 Birkdale Road was approved by the local board in July 2015. The masterplan was developed by the Parks, Sports and Recreation Design team, in conjunction with key community stakeholders, over the course of a number of workshops in 2015.

55. Stage one development of 136 Birkdale Road was approved in March 2016 following confirmation of project scope to meet available budget. Stage one works are all exterior and include the carpark relocation, and development of a nature-based play space and entrance plaza.

56. The local board agreed to scope potential enhancements to the hall at 136 Birkdale Road and will consider assigning LDI capital (capex) budget to deliver the enhancements that deliver the greatest outcomes.

Northcote sports precinct

57. The development of a sports precinct plan for the sport and recreation facilities surrounding Northcote Road has been commissioned and a draft report was completed in July 2013. A final report has yet to be received by the board, as the draft report required significant amendment in order to meet the needs of the board. It is unclear when this initiative will recommence as it does not currently specified on any department’s work programme.

A connected Kaipātiki through a range of transport links both within and beyond our area

Advocate to Auckland Transport for cycle infrastructure

58. One of the local board’s advocacy points to the governing body during the Long-term Plan 2015-2025 was for the delivery of the Northcote safe cycle route and other on road cycling connections that align with the Auckland regional cycle network.

59. A community-led working group was established to review cycling access and parking at Birkenhead wharf. As part of this review, wider consultation on cycling in Kaipātiki was undertaken. The board supported a number of findings in the subsequent report regarding general cycling infrastructure improvements in the Kaipātiki Local Board and provided these to Auckland Transport in advocacy.

60. At its December 2015 business meeting, the local board allocated $35,000 from its Local Board Transport Capital Fund for cycle safety improvements, such as cycle safe catch pits installed between the Stanley Road / Kaipātiki Road roundabout to the Beach Haven Ferry Wharf.

Improve pedestrian access in partnership with local communities

61. The Connections Plan is the guiding document for walking and cycling connections within the Kaipātiki Local Board area. Progress against the connection plan is included under the key initiative in the above outcome area - ‘Green open spaces and environments that enable active and healthy lifestyles and protect our natural heritage’.

62. Improved pedestrian access has been a key criterion the board has used when providing feedback on transport projects. Examples include the roundabout developments at Beach Haven Road / Rangatira Road and Glenfield Road / Coronation Road, and the formation of a pedestrian crossing on Pupuke Road.

63. The redevelopment of the Rawene car park in Birkenhead significantly improves pedestrian access in the area. The design includes a wide pedestrian walkway on the edge of the car park with a stairway to Mokoia Road at one end and a pedestrian crossing to Birkenhead Library at the other end.

Advocate to Auckland Transport during development of the northern public transport network plan

64. Auckland Transport consulted on its New Northern Bus Network from 2 June through to 13 July 2015. This consultation is the major opportunity for the board to advance its local board plan aim of ‘Our public transport network is affordable, accessible, reliable and efficient – connecting our people to where they need to go’. A small political working party was formed to prepare a submission, which was lodged following endorsement at the board’s July 2015 business meeting.

Advocate to Auckland Transport for improved bus shelter facilities

65. At its August 2014 business meeting, the board delegated the Chairperson and transport portfolio holders to provide feedback on the proposed bus shelter designs, and in particular consideration of heritage bus shelter designs in the Kaipātiki heritage areas.

Advocate to Auckland Transport for fully integrated fares for all public transport modes and improved access to AT HOP card retail outlets

66. The board has consistently advocated to Auckland Transport on fully integrated fares for all public transport modes. The board is particularly interested in the inclusion of ferries in any fare integration due to the Kaipātiki Local Board area’s extensive coastline. The board made the comment in its feedback to Auckland Transport on the New Northern Bus Network that ‘ferries are our rapid transport network’.

Advocate to Auckland Transport for road improvements that reduce congestion and improve safety

67. The local board provided submissions to Auckland Transport on the Beach Haven and Rangatira Road roundabout upgrade proposal and the Safety Improvement on Glenfield/Coronation roundabout proposal.

68. The board is pleased that the Kaipātiki Local Board area is currently receiving significant investment from Auckland Transport in road rehabilitation, footpath renewals, and road surface renewal. The total investment for the 2015/2016 year totals over $6 million.

Other key activities -The following are highlighted within the text of the Kaipātiki Local Board Plan (2014-2017):

Cycling and walking the Harbour Bridge

69. The board supports cycling and walking options over the Harbour Bridge. The local board transport portfolio lead recently spoke to the Finance and Performance Committee regarding the proposal to develop the SkyPath project. The governing body unanimously agreed to proceed with the SkyPath project through a public private partnership proposal (PPP).

70. The board provided feedback to the New Zealand Transport Authority (NZTA) in support of the SeaPath project proposal. This proposal is a key connector to SkyPath for many Kaipātiki residents.

Vibrant town and village centres and a thriving local economy

Further enhance Beach Haven village centre

71. Transformation of the community space at the site of the old Beach Haven post office was completed in October 2015. The improvements include decking, paving, seating, playspace, stage, amenity planting and edible gardens. The name for the community space, Opaketai Beach Haven Garden, blends the options put forward by mana whenua and the Beach Haven Placemaking group.

Improve the main street and develop a bush gateway and lookout on Birkenhead Avenue

72. Stage one projects of the main street improvement, namely the Rawene car park upgrade, extension to the Mokoia Road bus stop and the Western entrance on Mokoia Road, have largely been completed. The one remaining item is the installation of the stairway in the Rawene car park.

73. The Highbury Corner upgrade is stage two of the main street improvement. Consultation on the concept plan was undertaken in late 2015 and was largely supportive of the design outcomes. The board is expected to receive the preliminary design to approve to detailed design and construction at this business meeting. Construction is expected to commence in April 2017.

74. The lookout component of the Birkenhead transformation is called ‘Kaimataara o Wai Manawa.’ The name was gifted by mana whenua to the people of Kaipātiki and translates to the ‘Lookout over the stream and gully system of Le Roys Bush (Wai Manawa)’.

75. Kaimataara o Wai Manawa is currently under construction, with exterior work expected to be completed in August 2016. The interior fit-out of the café is the responsibility of the café operator and will commence following the completion of the exterior. The café fit-out is expected to be completed in November 2016.

76. An opening event is scheduled to take place in September 2016.

Develop a town square

77. This initiative has not yet commenced as a suitable location for a town square has not been identified.

Retain the heritage value of Northcote Point and Birkenhead Point

78. There are no specific projects identified for this initiative.

Develop a town centre plan for Glenfield

79. This initiative has not yet commenced due to unavailability of staff planning resources.

Develop a community/civic space in Glenfield

80. This initiative has not yet commenced, as it would follow the development of a town centre plan for Glenfield.

Develop Lake Road car park

81. This initiative originates from the 2010 Northcote Town Centre Plan. It has not yet commenced as the budget sits within the 2017/2018 financial year and beyond.

82. In late 2015, and since the adoption of the Northcote Town Centre Plan, Northcote has become a priority development location for Panuku Development Auckland (Panuku). At the March 2016 Auckland Development Committee meeting, the high level project plan for Northcote Town Centre was approved. Panuku is in the process of developing a Framework Plan to guide development in Northcote, which may change the priority of the Lake Road car park development project. The framework plan is expected to be completed by October 2016.

Develop the greenway

83. This initiative originates from the 2010 Northcote Town Centre Plan. It has not yet commenced as the budget sits within the 2017/2018 financial year and beyond.

84. Panuku is in the process of developing a Framework Plan to guide development in Northcote, which may change the priority of the Northcote greenway development project.

Create extension to Ernie Mays Road and upgrade Lake Road

85. This initiative originates from the 2010 Northcote Town Centre Plan. It has not yet commenced as the budget sits within the 2017/2018 financial year and beyond.

86. Panuku is in the process of developing a Framework Plan to guide development in Northcote, which may change the priority of the Ernie Mays Road extension project.

Support small local enhancement projects through placemaking

87. The board provides contestable grant funding for small local improvement projects. As many placemaking groups are not legal entities, the board has agreed to consider applications from these groups under the ‘umbrella’ of a group with legal status. KCFT is the board’s preferred organisation for placemaking groups to umbrella under. A recent example is that the board granted the Beach Haven place-making group funding to install signage welcoming people to the area under the umbrella of the Beach Haven Birkdale Residents Association.

Support business improvement districts, business associations and businesses to work together and with Auckland Council on local economic development, planning and events

88. There are two business improvement district (BID) programmes in the Kaipātiki Local Board area; one in Birkenhead and one in Northcote. In June 2016, the management of the BID programme in Northcote was temporarily transferred from the Northcote Mainstreet Association to Auckland Council due to concerns regarding BID programme performance. The Birkenhead BID programme continues to perform well, and in particular is well-regarded for its annual programme of events and level of engagement in the Birkenhead Transformation projects.

Work with ethnic and migrant-owned businesses to develop and support their business offerings in Kaipātiki

89. In December 2014 the Kaipātiki Local Board agreed to fund a pilot project to support ethnic and migrant-owned businesses in the central Northcote area. The project sought to engage with migrant owned businesses and learn more about their business support needs. It was delivered by Raeburn House with involvement of key agencies with an interest in migrant businesses, such as the Inland Revenue Department, Immigration New Zealand, and Auckland Council’s Licensing and Compliance team.

90. A report outlining the findings of the pilot migrant business support project was provided to the local board at its December 2015 business meeting. The project was very successful in positively engaging with migrant business owners and found strong interest among migrant business owners to access business support. Of the 97 businesses contacted, 75 responded and completed the survey. Forty of those businesses responding made an enquiry about business support available, many with interest in more than one area of business (92 enquiries in total).

91. The recommended next step was to continue building relationships with the (greater than 100) migrant owned businesses and deliver a business clinic and drop in advice sessions focused on the identified needs of the migrant owned businesses. The sessions were delivered in April 2016 and a report on their effectiveness is expected at this business meeting.

Deliver the Jobs4Youth programme

92. KCFT is funded to deliver the Jobs4Youth programme. A key component of the programme is the Kaipātiki Jobs4Youth Employment Network. The network currently consists of ten organisations focusing on education, social support or employment.

93. The programme benefits from the strong relationships it has with the local secondary schools. In 2015/2016 the programme received 15 referrals from Northcote College, two referrals from Glenfield College, eight referrals from Birkenhead College and one referral from an alternative education provider. Of these youth, one has gone into full-time employment, one into part-time employment, three are undertaking further training through service providers, and six returned to school with further knowledge of their own pathway into employment.

Community facilities, assets and services that are high quality, well managed and meet our communities’ needs.

Ensure all facilities are fit for purpose and comply with regional standards by implementing effective renewals and maintenance programmes

94. Asset condition data is constantly improving, and the budget required to adequately maintain pools are leisure centres is starting to reflect this. Having sufficient renewals budget has been a key local board advocacy point to the governing body.

95. A project that fell outside the usual renewals budget allocation was the major upgrade of the Glenfield Pool and Leisure Centre. The $2.5 million project was completed in July 2015 and included a significant upgrade to the pool heating and ventilation system, construction of new changing facilities and installation of purpose-built spa and sauna facilities.

Advocate for the redevelopment and extension of Northcote Library

96. The local board continues to advocate for the redevelopment and extension of the Northcote Library despite it not being identified as a regional priority for Libraries. The board considers this library will be in high demand with the planned increase in residents in the Northcote strategic housing area (SHA) and possible town centre upgrades including residential development.

97. Panuku is in the process of developing a Framework Plan to guide development in Northcote, which may change the priority of the Northcote Library redevelopment and extension project.

Ensure community facilities are well maintained by implementing effective renewals and maintenance programmes

98. Asset condition data is constantly improving, and the budget required to adequately maintain community houses and centres is starting to reflect this. Having sufficient renewals budget has been a key local board advocacy point to the governing body. A recent example of completed community houses and centres renewals is the entrance and office replacement at Bayview Community Centre, and the installation of heating and air conditioning units at Birkdale Community House.

Develop asset management plans with appropriate renewals funding

99. One of the local board’s advocacy points to the governing body during the Long-term Plan 2015-2025 (LTP) was to ensure renewals funding is sufficient to effectively manage our assets.

Advocate on behalf of community groups requiring renewals investment in buildings to ensure the buildings are fit for purpose and meet regional standards (including Netball North Harbour and Glenfield Community Centre)

100. One of the local board’s advocacy points to the governing body during the Long-term Plan 2015-2025 (LTP) was to advocate on behalf of community groups requiring investment in facilities, including Netball North Harbour and Glenfield Community Centre, and request council partner with key organisations to support ongoing facility renewals.

101. The local board agreed to scope potential investment into the Netball North Harbour and Glenfield Community Centre facilities. The board will consider assigning LDI capex budget to those facilities. Another report is on this meeting agenda where decisions are sought on what projects are to proceed.

Advocate in support of living wage initiatives

102. The local board supports the principle of a living wage and advocates for its implementation where appropriate. The most recent example was in the local board feedback to the Housing for Older Persons partnering proposal, where the board stated that:

“…it is a fundamental belief of the Kaipātiki Local Board that Auckland Council and its contractors and partners should be committed to paying a living wage to its staff and contractors. It is imperative that an agency providing services to the most needy and vulnerable Aucklanders pay its staff working with these people enough to live on adequately.”

Other key activities -The following are highlighted within the text of the Kaipātiki Local Board Plan (2014-2017):

Our libraries are much valued, with services that go beyond borrowing books

103. Birkenhead Library is working on implementing more community-led programmes. Examples include the Knitwits group and Code Club. The Makerspace programme and digital drop-in sessions, delivered by library staff, have also been very popular. Participation in the Wriggle and Rhyme programme is continually growing, and another session has been added to cope with the increased numbers.

104. Glenfield Library is one of three libraries piloting a “school readiness programme”. This is aimed at pre-schoolers and their families who would not normally engage with libraries. It aims to work collaboratively with partners in the community to achieve positive outcomes for these children. Library staff will shortly undergo training as the programme becomes established.

Action item reports

105. Attached to this report (at Attachments A, B, C and D) are action items from previous meetings of the local board, reported on in the following categories:

· Complete (actions completed);

· Pending (yet to be completed);

· Watching brief (actions requiring oversight but not yet due for completion); and

· Closed (actions no longer able to be completed / no longer relevant).

106. Any actions marked as completed or closed will be moved from the current schedule on receipt of this report by the board.

Monthly update

107. A number of Kaipātiki Local Board workshops and portfolio briefings were held in July 2016. Records of these meetings are attached to separate reports on this agenda.

108. The following cluster/regional workshops took place in July 2016:

· Auckland Development Committee meeting – 4 July 2016;

· Better Local Services Bill submission Chairs workshop – 7 July 2016;

· Auckland Development Committee meeting - 20 July 2016; and

· Local board procurement working group – 21 July 2016.

109. The board’s next workshops are scheduled for 17 and 24 August 2016.

Parks, Sport and Recreation

Skate and Bike Parks in Kaipātiki

110. The BMX pump track in Birkenhead War Memorial Park was opened in July 2016, and is proving to be very popular with a wide range of the Kaipātiki community. A number of users have provided feedback on the conflicting uses – BMX bikes versus skateboards and / or older experienced riders versus young, novice riders. The issues are generally able to be self-managed, however some users would like to be provided with clearer rules of use.

111. The Parks portfolio holders and Parks Advisor have discussed options for managing the above situation, and it was agreed that installation of temporary signage was appropriate in the first instance. Instead of a sign containing a list of rules, it was recommended to have a sign that locates the other skate and bike facilities in Kaipātiki parks and the intended use and users for each facility. It is recommended the temporary signs are installed at each of the seven locations of skate and bike parks in Kaipātiki.

112. The cost to design and install the temporary signage is $3600-$4000. It is recommended the board allocate this amount from out of the locally driven initiatives parks response fund budget of $6000.

Transport

Submission to Auckland Transport on the Northcote Parking Proposal

113. The Environment Court have requested Auckland Transport undertake public consultation on potential parking changes in the Northcote Point area in anticipation of potential effects on the SkyPath project should it proceed.

114. At its 13 July 2016 meeting, the board delegated the lead Transport portfolio holder to prepare and submit feedback on the Proposed Parking Scheme for Northcote Point, in consultation with local board members (resolution number KT/2016/76). It was noted at this meeting that the final board feedback would be submitted prior to the next board meeting, and that the feedback would be presented to this business meeting for retrospective endorsement (refer Attachment E).

Consideration

Local board views and implications

115. The report is presented for the local board’s information; hence the subject matter contains no identifiable implications for the board.

Māori impact statement

116. The Kaipātiki Local Board gave consideration to Māori outcomes throughout the development of the Kaipātiki Local Board Plan 2014-2017; consequently the implementation of the plan has the potential to contribute to positive outcomes for Māori.

117. Mana whenua have been engaged in the Development Programme Office projects in the Birkenhead town centre and Beach Haven. In particular, mana whenua have been engaged in the naming and cultural design elements of Kaimataara o Wai Manawa.

Implementation

118. The report is presented for the local board’s information; hence there are no implementation issues identified in this report.

Attachments

No.	Title	Page
a View	Action Item Sheet - Completed Q4 FY16 (Under Separate Cover)
b View	Action Item Sheet - Pending Q4 FY16 (Under Separate Cover)
c View	Action Item Sheet - Watching Brief Q4 FY16 (Under Separate Cover)
d View	Action Item Sheet - Closed Q4 FY16 (Under Separate Cover)
e View	Feedback on the Northcote Point proposed parking scheme (Under Separate Cover)

Signatories

Authors	Paul Edwards - Senior Local Board Advisor - Kaipātiki
Authorisers	Eric Perry - Relationship Manager

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

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

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

Authors	Andy Roche - Local Board Advisor
Authorisers	Eric Perry - Relationship Manager