Agenda of Ōrākei Local Board

Ōrākei Local Board

04 August 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

8.1 Deputation - East City BMX 5

9 Public Forum 5

10 Extraordinary Business 6

11 Notices of Motion 6

12 Colin Maiden Park Precinct Master Plan

This report was not available at the time the agenda was printed and will be circulated as soon as possible.

13 Michaels Avenue Stage Three Southern Section Concept Plan 7

14 Community lease with Auckland Citizens Advice Bureaux Incorporated 17

15 Funding Agreements and Licences to Occupy and Manage for the Community of St Lukes, St Heliers Community Centre, Glendowie Hall, Meadowbank Community Centre and Tahapa Hall 49

16 2015/2016 Lease Workplan - Expediated Renewal and Review of Ongoing Lease Management 59

17 Community Lease Work Programme 2016/2017

This report was not available at the time the agenda was printed and will be circulated as soon as possible.

18 Ōrākei Local Board Tree Protection Grants Programme 63

19 Local board feedback on the Local Government Act 2002 Amendment Bill 69

20 Local board input on the proposed National Policy Statement on Urban Development 73

21 Auckland Transport Update - August 2016 77

22 ATEED Six-Monthly Report to the Ōrākei Local Board 103

23 Chairperson's Report 115

24 Board Member Report - Kit Parkinson 127

25 Board Member Report - Ken Baguley

This report was not available at the time of printing and will be tabled at the meeting.

26 Board Member Report - Kate Cooke 131

27 Board Member Report - Troy Churton 133

28 Board Member Report - Colin Davis 135

29 Board Member Report - Mark Thomas 139

30 Governance Forward Work Calendar 141

31 Resolutions Pending Action 145

32 Local Board Workshop Record of Proceedings 151

33 Ōrākei Local Board Achievements Register 155

34 Consideration of Extraordinary Items

PUBLIC EXCLUDED

35 Procedural Motion to Exclude the Public 165

C1 Tagalad Reserve, 11a Marau Crescent, Mission Bay - Mission Bay Tennis Club - New Licence to Spark New Zealand Trading Limited 165

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the minutes of the Ōrākei Local Board meeting, held on Thursday, 7 July 2016, be confirmed as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Deputation - East City BMX

Purpose

Jude Eades will be in attendance to present to the Board on the East City BMX Club.

Recommendation/s

That the Ōrākei Local Board:

a) thank Jude Eades, East City BMX for her attendance and presentation to the Board.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Ōrākei Local Board

04 August 2016

Michaels Avenue Stage Three Southern Section Concept Plan

File No.: CP2016/15525

Purpose

1. To report the outcomes of further consultation since the 7 April 2016 local board meeting on updated draft concept options for stage three of the Michaels Avenue Reserve master plan and to recommend a final concept plan for adoption by the Ōrākei Local Board.

Executive summary

2. A master plan for the development of Michaels Avenue Reserve was adopted by the Maungakiekie Community Board in 2008 and two of the four stages of development have been implemented.

3. Updated concept plan options for the third stage of development were developed in consultation with key stakeholders. Public feedback on these options was sought in November and December 2015.

4. There was no clear public preference for either of the options, although the option with a central playground and consolidated parking provision was the most popular.

5. Key concerns expressed in feedback included domination of the park by organised sports, issues with the proposed new amenities/clubrooms building, safety of the proposed shared path and parking/traffic management.

6. A draft plan was presented to the board at the7 April 2016 business meeting, but further consultation with key stakeholders was requested prior to adoption of the plan.

7. A final draft concept plan for stage three has been prepared that includes a central playground, consolidation of parking provision near Michaels Avenue, a shared walking/cycling path through the southern part of the reserve only, and new tree and groundcover planting.

Recommendation/s

That the Ōrākei Local Board:

a) adopt the Michaels Avenue Reserve Concept Plan of South Section, dated June 2016, as set out in Attachment A (page 4) to this report.

Comments

8. A master plan for the development of Michaels Avenue Reserve in Ellerslie was developed by Auckland City Council in 2007. Extensive consultation on a draft master plan was undertaken at that time and a final master plan was adopted by the Maungakiekie Community Board in 2008.

9. Implementation of the masterplan was divided into four stages:

- the first stage included new artificial turf soccer and training fields and was completed in 2013

- the second stage was completed in early 2016 and included the realignment and sand carpeting of the lower fields, and new cricket nets. Resource consent to install lights on the lower fields was granted in February 2016.

- the third stage of development includes the reconfiguration of car parking provision, improvements to pedestrian and vehicle circulation, and the creation of an ‘activity hub’ in the centre of the reserve. Implementation of this stage is intended to coincide with construction of a new clubroom and amenities building planned by the Ellerslie Sports Club.

- the fourth stage will include improvements in the northern part of the park around the wetland.

10. In preparation for implementation of stage three, the approved master plan was updated and two options were developed in consultation with key stakeholders.

- Draft Option A was based on the 2008 master plan, but incorporated the current design for the clubroom/amenities building and a shared walking/cycle path through the reserve.

- Draft Option B proposed alternative locations for additional parking and a central location for the playground.

11. Public feedback on the two options was sought in November and early December 2015 in the form of an online survey and an open day that was held on the reserve on 22 November.

12. There was a good level of public input during the consultation period, with 83 online or hard copy surveys submitted and two written submissions from the Ellerslie Sports Club (ESC) and Michael Park School respectively. 43 adults attended the open day and over 85 ‘sticky note’ comments were received on the day.

13. A draft concept plan based on Option B was presented to the 7 April 2016 business meeting of the local board. The board resolved to defer the consideration of the Michaels Avenue Stage Three Concept Plan to a future meeting pending further consideration of all submissions received, including the public forum presentations that were made prior to the meeting.

14. Further consultation with key stakeholders was undertaken and a workshop with the board was held on the 9 June 2016.

15. Following consideration of the public feedback and public forum presentations as well as further consultation with key stakeholders, a final draft concept plan for stage three has been developed (see Attachment A). This plan has been sent to the ESC, the Ellerslie Residents Association and the Friends of Michaels Avenue Reserve for their information.

16. The changes that have been made to the plan following further consideration of the feedback are:

- The shared path route has been amended to enter the reserve at the main Michaels Avenue Reserve entry, following around the lower playing fields to Arron Street.

- The footprint of the playground has been reduced to allow a more generous circulation space between the amenities building, the clubrooms and the artificial playing fields to the north.

- The correct extent and name of the YMCA Early Childhood Education Centre is shown on the plan.

17. The final draft plan is primarily based on draft Option B, with a central playground location and consolidation of parking provision near the Michaels Avenue entry. The key features of the plan are:

- Provision for a new amenities building and ESC clubrooms building set into the bank leading down to the lower fields. This building would replace the existing changing rooms and public toilets in the centre of the park and the existing clubrooms within the YMCA building.

- The lower storey of the building is intended to comprise changing rooms, toilets and storage, and the upper storey will house the ESC.

- Relocation of the existing playground to the central ‘activity hub’ once the existing amenities building is removed.

- Redevelopment of car parking provision on the reserve, with enlarged and reconfigured car parks throughout the central area of the park. Overall the number of car parks would increase from 104 to 121.

- Improvements to pedestrian safety at the Elwood Place entry, with a dedicated footpath, improved sight lines and removal of access way parking.

- Construction of a shared walking and recreational cycling path in the southern part of the reserve, linking Michaels Avenue with Arron Street.

- New planting of trees and groundcovers on the retained grass banks either side of the new amenities building, and around the new playground and car park areas.

Local board views and implications

18. Local Board representatives were involved in the development of the draft concept plan options for stage three and the outcomes of public consultation were discussed at Local Board workshops on 11 February and 9 June 2016. The views of the Local Board have shaped the final draft concept plan.

Māori impact statement

19. Consultation with iwi on the Michaels Avenue Reserve Master Plan was carried out in 2007, and further engagement will be undertaken during the next stages of developed and detailed design for this project.

Implementation

20. Timing for the development of the toilets and changing rooms is dependent on the Ellerslie Sports Club obtaining funding and resource consent for the amenities/clubrooms building as the construction of the two elements of the building should be delivered concurrently.

21. Improvements to pedestrian safety at the Elwood Place entry and the design and implementation of the shared path could be implemented independently of other proposed developments. It is recommended if funding becomes available these improvements form the first phase of concept plan implementation.

Attachments

No.	Title	Page
a View	Michaels Avenue Stage Three South Section Concept Package	11

Signatories

Author

Pippa Sommerville - Parks Advisor - Ōrākei

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Ōrākei Local Board

04 August 2016

Community lease with Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/14836

Purpose

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

· Albert-Eden

· Devonport-Takapuna

· Henderson-Massey

· Hibiscus and Bays

· Howick

· Kaipātiki

· Māngere-Ōtāhuhu

· Manurewa

· Maungakiekie-Tāmaki

· Orākei

· Ōtara-Papatoetoe

· Papakura

· Puketāpapa

· Rodney

· Upper Harbour

· Waiheke

· Waitākere Ranges

· Waitematā

· Whau

Executive summary

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

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

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

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

Recommendation/s

That the Ōrākei Local Board:

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

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

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

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

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

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

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

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

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

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

Comments

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

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

· Assist those who are unable to express their needs effectively

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

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

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

· Two are commercially owned and leased to council.

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

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

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

· Inform and empower people

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

· Contribute to the development of regional social policy

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

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

Premises Background

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

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

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

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

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

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

Options

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

· Accommodation with a defined lease period

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

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

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

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

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

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

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

Consideration

Local board views and implications

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

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

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

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

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

· Well-built community centres, enhanced libraries and well-designed neighbourhoods shaped by the community.

Māori impact statement

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

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

Implementation

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

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

Attachments

No.	Title	Page
a View	Attachment A Strategic Relationship Agreement	23
b View	Attachment B Bureaux Site	43
c View	Attachment C Regional Bureaux Sites	45

Signatories

Author

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Ōrākei Local Board

04 August 2016

Strategic Relationship Agreement

Serving Our Communities Together

Auckland Council and Auckland Citizens Advice Bureaux

A. Background and Purpose

Auckland Council and Auckland Citizens Advice Bureaux Inc. (ACABx) have a robust relationship, based on the long-standing relationship between local Bureaux and the legacy councils. Both organisations wish to reflect this existing goodwill in a framework to guide their relationship and the achievement of their shared vision, and further manifest this trust and mutual respect through development of a formal partnership and shared work programme. This agreement also provides for council funding for Citizens Advice Bureaux (CABx) services through ACABx and related accountabilities.

B. Shared Vision

Auckland Council and ACABx have agreed that they will work together to provide local communities with high quality information, advice, referral and client advocacy services that:

§ are accessible and responsive to the needs of our diverse communities

§ inform and empower people

§ encourage people to be actively involved in shaping their communities and the city

§ contribute to the development of regional social policy.

C. Roles and Responsibilities

Both organisations play roles in delivering on the shared vision:

Auckland Citizens Advice Bureaux (ACAB) Inc.

The aims of ACABx are:

To ensure that individuals do not suffer through ignorance of their rights and responsibilities, or of the services available; or through an inability to express their needs effectively.

Me noho matāra kia kaua te tangata e mate i tāna kore mōhio ki ngā āhuatanga e āhei atu ana ia, ki ngā mahi rānei e tika ana kia mahia e ia, ki ngā ratonga rānei e āhei atu ana ia; i te kore rānei āna e āhei ki te whaputu i āna hiahia kia mārama mai ai te tangata.

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

Kia tino whawāhi atu ki te auahatanga o ngā kaupapa-ā-iwi me ngā ratonga-ā-rohe, puta noa hoki i te motu.

ACABx:

An Incorporated Society, established in June 2012 with the following purposes:

§ to provide an organisational framework and support structure which enables a co-ordinated service to members related to funding from, and other support arrangements with, Auckland Council and other bodies.

§ to work with Auckland Council on the development of the strategic direction for the provision of the Citizens Advice Bureau services within the Auckland Council area.

Auckland’s Citizens Advice Bureaux (CABx) are members of ACABx and democratically elect a board to fulfil the above purposes. In turn, ACABx and all Auckland CABx are members of Citizens Advice Bureau New Zealand (CABNZ). CABNZ supports bureaux to meet membership standards which underpin their service and influences development of social policies and services at a national level.

CABx provide information, advice, referral and client advocacy services via face-to-face, telephone and online contact. Currently, there are 12 Bureaux comprising 31 Auckland service sites, with over 900 trained volunteers fielding close to 302,000 enquiries per annum, 75 percent of this service is delivered face-to-face.

Auckland Council:

A unitary authority with purposes, functions, powers and duties as set out in the Local Government Act 2002 and amendments, and other Acts including the Local Government (Auckland Council) Act 2009.

Support for CABx strongly aligns with the vision and strategic direction of the Auckland Plan and the Empowered Communities Approach endorsed by the Regional Strategy and Policy Committee on 4 June 2015.

Key roles in this relationship include, but are not limited to:

§ brokering and facilitation

§ co-ordination and planning

§ networking and access to information, knowledge and other key decision makers

§ advocacy

§ Kaitiakitanga/guardianship role (in terms of both the City and its people)

§ engagement with local communities.

In terms of this agreement Auckland Council also takes on the role of a funder.

Both organisations agree to support each other where possible, including reasonable acknowledgement of each other’s logos where appropriate.

Guiding Principles of working together

Both organisations acknowledge a commitment to the concept of partnering and agree to:

§ work in such a way that promotes goodwill, good faith and trust, recognising and respecting each other’s ways of working and obligations to their organisation and wider stakeholders

§ commit to continuously seek to improve what we do in partnership through sharing good practice

§ support the achievement of each other’s outcomes where possible and work constructively and collaboratively to achieve shared outcomes

§ acknowledge and celebrate success and the achievement of mutually shared outcomes

§ work together to actively support the Treaty of Waitangi/Te Tiriti o Waitangi

§ actively promote social inclusion and embrace Auckland community diversity

§ share information to improve understanding of local communities and inform council social policy development.

D. Managing the Relationship

Both organisations agree to:

§ meet a minimum of four times a year to progress their shared outcomes

§ develop a shared work programme including a range of initiatives at both strategic and operational levels that is reviewed on an annual basis

§ ensure the maintenance and ongoing development of a strong and healthy MASTER CW LOGO relationship.

E. Resourcing MASTER CW LOGO

The financial and non-financial resources of each organisation will be used to support the achievement of individual and shared outcomes, including resourcing and capacity to invest in relationships and partnering processes.

Key non-financial resources include:

§ staff, elected member and volunteer time

§ knowledge, information, advice and networks.

Auckland Council has agreed to fund ACABx for the provision of Auckland CABx services for the two year period 2016-2018 because CABx are:

§ well established and have recognised expertise

§ critical to fulfilling council goals

§ involved in activities in which council has a key interest

§ healthy, viable and sustainable organisations.

F. Review

Both organisations are mutually accountable for delivering on this agreement, and reporting progress to each other and to third parties. This strategic relationship agreement will be reviewed at the end of one year from the date of signing.

G. Signatories

The common seal of Auckland Citizens Advice Bureaux Inc. was affixed in the presence of the Chairperson /Representative (***) and a Board Member (***) on …………………….2016.

ACABx Chairperson/Representative Auckland Council

ACABx Board Member Auckland Council officer with delegated authority

SCHEDULES

1. Shared vision

2. Protocols and Processes to Support the Relationship

3. Biennial Work Priority Areas

· Shared Outcomes and Key Work Priority Areas

4. CAB Services in 2016/2018

Schedule 1. Shared Vision

Auckland Council and ACABx have agreed they will work together to provide local communities with high quality information, advice, referral and client advocacy services that:

§ are accessible and responsive to the needs of our diverse communities

§ inform and empower people

§ encourage people to be actively involved in shaping their communities and the city

§ contribute to the development of regional social policy.

Schedule 2. Protocols and Processes to Support the Relationship

The scope of this relationship

This Agreement is not intended to extend to the day-to-day operation of local bureaux. In relation to the local boards – local CABx relationship, the focus is on local services.

Table one: Identified activities within this agreement

In scope	Out of scope
Regional funding relationship including monitoring and reporting	Local, supplementary funding to CABx through local boards
Overview of CABx accommodation and multi-site lease arrangements	Property issues associated with local CABx
Co-ordinating cross-council relationships with ACABx (e.g. Libraries)	The operational relationships between council departments and local CABx
Research using aggregated data and information to inform policy development that address issues facing CAB clients	Access to or sharing of data that may compromise client privacy, or other confidential matters (etc.)
Support for ACABx and CABx to develop capacity and services to effectively respond to the changing face of Auckland	Specific funding arrangements outside of the ACABx grant

Auckland Council Governing Body – ACABx Relationship

This strategic relationship is between ACABx and Council’s Governing Body, with a focus on ensuring both Council and ACABx have an Auckland wide focus and best practice principles to achieve the most effective and responsive service for the people of Auckland.

The Governing Body (which consists of an elected mayor and 20 councillors) focuses on big picture, region-wide strategic decisions, and it is the Governing Body who holds the decision-making role in relationship to the regional ACABx relationship.

Strategic Relationship Management

Both organisations recognise that many people, at both political, governance and operational levels, will be involved in achieving the goals and priorities that form the basis of this agreement. For clarity, and to facilitate and strengthen the strategic relationship between both organisations, the Community Empowerment Manager for Auckland Council and the Board Chair ACABx are identified as the key people with oversight responsibilities for the successful implementation of this agreement.

Funding

Auckland Council Governing Body has agreed to provide funding through the Long-term Plan 2015-2025. Funding has been agreed for 2016-2018 to support the operation of CABx across Auckland and the agreed work programme.

Funding will be in accordance with the terms and conditions of the Funding Agreement attached as Appendix One. The term of this agreement is for two years. A negotiated right of renewal at the completion of this agreement for a period of three years followed by a further three years is conditional on delivery of the agreed biennial work programme for 2016-2018 and approval by the Auckland Council Regional Strategy and Policy Committee.

Relationship between local boards and local CABx

Local boards are a key part of Auckland's governance, enabling local representation and decision making on behalf of local communities. There are 21 local boards throughout the Auckland region from Rodney to Franklin.

Local boards have a significant and wide-ranging role that spans most council services and activities. Local boards represent their communities, make decisions on local matters including local facilities, provide local leadership and support strong local communities. Local boards provide important local input into region-wide strategies and plans including those of the council-controlled organisations (CCOs).

Relationships between local boards and local CABx are at different stages of development, which reflect their specific local situation. Some local boards have more than one CABx in their area, and some local boards are serviced from their neighbouring local board area. However, the local board is a primary stakeholder in any local CABx. The local board’s role includes decision-making in relation to locations and leasing of community facilities, many of which accommodate local CABx. The local CABx role is to provide local information, advice, referral and client advocacy services to meet the needs of the local community. The intention of this Agreement is to support development of successful long-term local board-local CABx relationships for mutual benefit. There will continue to be different relationships in different local board areas, reflect their specific local context, preferences and priorities.

The process for successful collaboration between local boards and local CABx

To fulfil the intent of this strategic relationship agreement the following actions will be undertaken:

· To promote information sharing, local CABx will report to their relevant local board on a quarterly basis on service usage and other matters of interest (emerging trends and local issues). This may be done as a cluster in a local board area. The expectation is that as part of this reporting process local bureau will give an annual presentation at a local board meeting at least once a year.

· To develop and maintain the relationship between local boards and local CABx, regular meetings will be set up for the purpose of sharing emerging trends. The frequency and format of those meetings should be agreed with the local board Chair and/or the local board portfolio lead.

· Regular meetings will provide for CABx to contribute to empowering and enabling communities and improve service delivery.

· Each local board – local CABx will focus on relationship development and implementation will be designed to build on local strengths and successes and respond to the specific needs of the local area and its community.

The key outputs of successful collaboration between local boards and local CABx

The key outputs of a successful collaboration include:

§ Reporting to local boards e.g. on service usage and other matters of interest

§ Informal updates and check-ins

§ Opportunities to provide input into future local community development and CABx service development

§ Opportunities for co-location or location in Auckland Council-owned facilities.

Each local board – local CABx relationship development and implementation will be designed to build on local strengths and successes and respond to the specific needs of the local area and its community.

Auckland Libraries’ Relationship with ACABx

Local libraries and local CABx have good established relationships. Libraries provide access to information, CABx provide facilitated access to information and unique advice tailored to the situation of the client. The intention of this agreement is to strengthen and develop relationships between Auckland Libraries and ACABx in order to strengthen areas for working together.

This will include:

Twice-yearly meetings, incorporated into the general meeting schedule, will include a senior manager in Libraries and an ACABx representative to share information, build relationships, and develop effective mechanisms for addressing matters over which the services need to co-operate, particularly within co-located facilities. It is expected that local libraries via the Community Library Manager will also be in relationship with their local CABx.

Reporting

As part of each organisation’s annual planning process, elected/board members and staff of both organisations will come together for a workshop each year. This workshop will be an opportunity to discuss shared issues and projects related to the setting of forthcoming work programmes.

Regular meetings (four to six annually) will be held to support the joint relationship and achievement of the shared work programme. These meetings will focus on:

§ Reviewing progress against the work programme, including timeframes, outcomes and resourcing

§ Sharing information, issues and opportunities and ensuring delivery of the shared work programme

§ General relationship strengthening

§ Celebrating successes

Conflict Management

Both organisations are committed to address any issues that may arise by communicating honestly and openly and at an early stage.

However, if necessary, the Chief Executive of Auckland Council and the ACABx Board Chair, or their delegates, agree to meet and work through any serious issue or conflict in a sensible and practical manner.

If a resolution is not reached via this process, both parties will participate in mediation with a mutually acceptable mediator appointed if necessary by the Chairperson of LEADR NZ Inc. (Lawyers Engaged in Alternative Dispute Resolution).

Evaluation

Both organisations are committed to evaluate and review performance, not only in terms of shared work programmes (via achievement of key milestones and outcomes noted in the shared work programme), but also the effectiveness of this relationship agreement. The latter evaluation will be built into the annual workshop between both organisations and a broader biennial relationship review undertaken as part of the development process of any further agreement between the parties.

Schedule 3. Biennial Work Priority Areas

· Shared Outcomes and Key Work Priority Areas

As noted in this strategic relationship agreement, the Auckland CABx and local councils have worked together for many years and both organisations acknowledge the contribution that each has made.

This agreement reflects a partnering way of working, which is also reflected in the biennial work priority areas with key resourcing to support shared projects over the two-year period identified in Auckland Council’s Long-term Plan 2015-2025 and ACABx Strategic Plan.

Work Priority Areas for the 2016-2018 period include:

§ Partnering –clarifying the Council-ACABx relationship framework in practice

§ Annual work programme development–refining the annual joint programme of work that will progress our shared outcomes

§ Policy development–enabling a process for ACABx to contribute to council’s social policy development

Additional priorities can be incorporated to the biennial work programme, providing there is shared agreement and careful consideration of resourcing implications.

BIENNIAL WORK PROGRAMME FOR 2016/2017 – 2017/18

Objectives	Parties Involved	Outputs
1. Partnering Support development of the collaborative relationship and partnering as a fundamental way of working. Define approach and language to build upon this agreement and to be built into ongoing agreements.	ACABx representatives and Community Empowerment Unit (CEU), Auckland Council staff	Partnering language and approach developed collaboratively and clearly articulated and documented by ACABx and council by June 2017.
2. Annual work programme development Acknowledging both parties are working toward outcomes to contribute to positive social change at a local and regional level – refine the joint programme of work. Year one – Work collaboratively to define approach and tools that ensure the value and outcomes of ACABx work is communicated and measured working towards a better articulation of the value that CABx provide to Auckland communities. Build capability to address network provision, including development of tools to ensure ACABx and CABx responsiveness to : · growth in service need or provision particularly relating to vulnerable communities · demographic change · information exchange needs · digital service provision Year two – Test and apply approach to be completed and reviewed at the end of year two.	ACABx representatives and CEU staff	Co-develop via regular meetings a model of gathering and analysing, information and communicating the impact of CABx in the community. Co-develop model that will capture both quantitative (how much did we do), and qualitative (how well did we do it?) and impact (what changed as a result) data. Agree model by June 2017 for application in 2017-18 year by ACABx. Co-develop and agree approach and tools for responding to the changing needs of Auckland’s communities to be tested in 2017-18 year by ACABx. From June 2017 apply model of capturing, reporting and communicating impact and responsive network provision. March-June 2018 collaboratively review application of the model.
3. Policy development – analyse and interpret statistics, case studies, anecdotal evidence, knowledge and experience to share to support policy development enabling positive social change within Auckland’s communities.	ACABx and CABx representatives, CEU, RIMU, Community and Social Policy staff	Co-develop an approach to ensuring information is shared effectively and communicated in a way that is valuable for all parties. AC will work with ACABx so that relevant ACABx information is received and distributed across Council and informs Council policies and practice. Approach to be developed and confirmed by June 2017 and applied in the financial year 2017-18.

Ōrākei Local Board

04 August 2016

CABx services are provided at the following sites as well as through 0800FORCAB (0800367222) and www.cab.org.nz.

The following table denotes the service as at May 2016. Hours of operation are subject to change.

CAB Site	Address	Weekdays		Saturdays	Local Board
Albany (Agency of Browns Bay)	Upper Harbour Local Board Office 3 Kell Drive, Albany	Mon	12.00pm - 2.00pm		Upper Harbour
Avondale	Carpark behind Avondale Library 93 Rosebank Road, Avondale	Mon-Fri	9.30am - 1.00pm		Whau
Birkenhead	Birkenhead Library Building Cnr Rawene Road and Hinemoa Street, Birkenhead	Mon-Fri	9.00am - 4.30pm		Kaipatiki
Botany (Agency of Pakuranga)	25I Town Centre Drive, Botany Town Centre, East Tamaki	Mon-Fri	9.30am - 1.00pm		Pakuranga
Browns Bay	2 Glen Road, Browns Bay	Mon-Fri	9.00am - 4.30pm		Hibiscus and Bays
CAB Language Link (Not funded by AC)	521D Mt Albert Road, Three Kings	Mon-Fri	9.00am - 4.00pm		Puketepapa
Central Auckland	First Floor, Central Auckland Library 44-46 Lorne Street, Auckland CBD	Mon-Thu	9.30am - 4.30pm	10.00am - 12.00pm	Waitemata
Central Auckland		Fri	11.00am – 3.00pm	10.00am - 12.00pm	Waitemata
Eden-Albert	Adjoining Mt Albert Library Building 82 St Lukes Road, Mt Albert	Mon-Fri	9.00am - 4.00pm		Albert-Eden
Glen Eden	Glen Eden Library Complex Cnr Glendale Road and Glenmall Place, Glen Eden	Mon-Fri	9.00am - 4.30pm		Waitakere Ranges
Glen Innes	Plunket Rooms 100 Line Road, Glen Innes	Mon-Fri	9.00am - 4.00pm	9.30am – 11.00am [Legal Advice Clinic by appointment only]	Maungakiekie-Tamaki

CAB Site	Address	Weekdays		Saturdays	Local Board
Glenfield	Glenfield Library Building 90 Bentley Avenue, Glenfield	Mon-Fri	9.00am - 4.30pm		Kaipatiki
Grey Lynn-Ponsonby	Grey Lynn Community Centre 510 Richmond Road, Grey Lynn	Mon-Fri	9.00am - 4.00pm	9.00am – 4.00pm	Waitemata
Helensville	27 Commercial Road, Helensville	Mon-Fri	10.00am - 3.00pm		Rodney
Henderson	11 Trading Place, Henderson	Mon-Fri	9.00am - 4.30pm		Henderson-Massey
Hibiscus Coast	Orewa Community Centre 40-46 Orewa Square, Orewa	Mon-Fri	9.00am - 3.30pm	10.00am - 1.00pm	Hibiscus and Bays
Mangere	Shop 17, Orly Avenue Mangere Town Centre	Mon-Fri	9.00am - 4.00pm	9.30am - 12.30pm	Mangere-Otahuhu
Manurewa	Library Complex 7J Hill Road, Manurewa	Mon-Fri	9.00am - 4.00pm	9.00am - 11.00pm	Manurewa
Massey	Massey Library Building Cnr Don Buck Road and Westgate Drive Massey	Mon-Fri	9.00am - 4.30pm		Henderson-Massey
Mt Roskill	Mt Roskill Library Building 546 Mt Albert Road, Three Kings	Mon, Wed, Thu	9.30am - 4.00pm	10.00am – 12.00pm	Puketepapa
Mt Roskill	Mt Roskill Library Building 546 Mt Albert Road, Three Kings	Tue, Fri	9.30am - 1.00pm	10.00am – 12.00pm	Puketepapa
New Lynn	New Lynn Library Building 3 Memorial Drive, New Lynn	Mon-Fri	9.00am - 4.30pm	10.00am - 1.00pm	Whau
Northcote	Northcote Library Buildings 5 Ernie Mays Street, Northcote	Mon-Fri	9.15am - 3.30pm		Kaipatiki
Onehunga	Onehunga Community Centre and Library Building 83 Church Street, Onehunga	Mon, Tue, Thu, Fri Wed	9.30am - 4.00pm 9.30am – 5.15pm	10.00am - 12.00pm	Maungakiekie-Tamaki
CAB Site	Address	Weekdays		Saturdays	Local Board
Otahuhu (Agency of Mangere)	Toia Precinct, 30-34 Mason Avenue, Otahuhu	Mon-Fri	10.00am – 2.00pm		Mangere-Otahuhu
Otara	Shops 1 and 2, 46 Fair Mall Bairds Road, Otara Town Centre	Mon-Fri	9.00am – 4.00pm	9.00am – 12.00pm	Otara-Papatoetoe
Pakuranga-Eastern Manukau	Pakuranga Library Building Aylesbury Street, Pakuranga	Mon-Fri	9.00am - 4.30pm	9:30am - 11:30am	Howick
Panmure-Ellerslie	Panmure Community Centre 7-13 Pilkington Road, Panmure	Mon-Fri	9.30am – 12.45pm		Maungakiekie-Tamaki
Papakura	4a Opaheke Road Papakura	Mon-Thu	9.00am - 4.30pm		Papakura
Papakura	4a Opaheke Road Papakura	Fri	9.00am – 4.00pm		Papakura
Papatoetoe	35a St George Street, Papatoetoe	Mon-Fri	9.00am - 4.00pm	9.00am – 12.00pm	Otara-Papatoetoe
Remuera-Eastern Bays	4 Victoria Avenue, Remuera	Mon-Fri	9.00am - 5.00pm		Ōrākei
Sylvia Park	Shop N230, Level 1, Sylvia Park Mall 286 Mt Wellington Highway, Sylvia Park	Mon-Fri	9.00am - 4.30pm	10.00am – 12.00pm	Maungakiekie-Tamaki
Takapuna	Takapuna Community Services Building 7 The Strand, Takapuna	Mon-Fri	9.00am - 4.30pm		Devonport-Takapuna
Takapuna	Takapuna Community Services Building 7 The Strand, Takapuna	Thu	7.00pm – 8.30pm		Devonport-Takapuna
Waiheke	141 Ocean View Road, Oneroa, Waiheke	Mon-Fri	9.00am - 1.30pm	9.00am - 12.00pm	Waiheke
Wellsford	Wellsford Community Centre 1 Matheson Road, Wellsford	Mon-Fri	10.00am - 3.00pm		Rodney

Ōrākei Local Board

04 August 2016

Funding Agreements and Licences to Occupy and Manage for the Community of St Lukes, St Heliers Community Centre, Glendowie Hall, Meadowbank Community Centre and Tahapa Hall

File No.: CP2016/15632

Purpose

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

Executive summary

2. The current funding agreements and licences to occupy and manage for St Lukes Presbyterian Church, St Heliers Community Centre and Glendowie Hall and Meadowbank Community Centre House Incorporated and Tahapa Hall, expired on 30 June 2016. This report seeks a decision from the Board on future funding, the terms of the agreements and approval of the licences to occupy and manage.

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

· an annual agreement;

· a three year term;

· a five year term.

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

5. A three year term is recommended for the St Lukes Presbyterian Church and the Meadowbank Community Centre House Incorporated. A five year term is recommended for the St Heliers Community Centre and Glendowie Hall. These groups are stable, experienced organisations and have received regular funding over many years. They provide audited annual reports, deliver expected outcomes, and report on time and to the expected standard.

Recommendation/s

That the Ōrākei Local Board:

a) approve a funding agreement with St Lukes Presbyterian Church for the years 2016-2019, terminating on 30 June 2019, for the operation of The Community of St Luke.

b) approve funding for St Lukes Presbyterian Church of $21,880 per annum to be adjusted in accordance with council’s agreed inflationary mechanism, once confirmed.

c) approve a funding agreement and licence to occupy and manage with St Heliers Community Centre for the years 2016-2021, terminating on 30 June 2021, for the operation of the St Heliers Community Centre and Glendowie Hall.

d) approve funding for the St Heliers Community Centre and Glendowie Hall of $66,474 per annum, to be adjusted in accordance with council’s agreed inflationary mechanism, once confirmed.

e) approve a licence to occupy and manage to the St Heliers Community Centre for Glendowie Hall at 83 Crossfield Road, Glendowie, being Lot 214 DP 43378 (as per Attachment A - site plan of Glendowie Hall), with the following clauses:

i) Term – 5 years commencing 1 July 2016;

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

f) approve a funding agreement and licence to occupy and manage to the Meadowbank Community Centre House Incorporated for 2016-2019, terminating on 30 June 2019, for the operation of the Meadowbank Community Centre and Tahapa Hall.

g) approve funding for Meadowbank Community Centre House Incorporated of $49,885 per annum to be adjusted in accordance with council’s agreed inflationary mechanism, once confirmed.

h) approve a licence to occupy and manage to the Meadowbank Community Centre House Incorporated for Meadowbank Community Centre at 29-31 St Johns Road Meadowbank, being Lot 1 DP 166537 and Tahapa Hall at 22 Tahapa Crescent, Meadowbank, being Lot 1 DP 318605 (as per Attachment B - site plan of Meadowbank Community Centre and Attachment C - site plan of Tahapa Hall), with the following clauses:

i) Term – 3 year commencing 1 July 2016;

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

Comments

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

7. Local boards exercise oversight of community centres, houses and hubs. Where the facilities are operated by community organisations, local boards approve the funding, Licence to Occupy and manage and the term of these arrangements.

8. Staff have developed a simple criterion for guiding decision making regarding the term of agreements.

(a) 1 year term

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

(b) 3 year term:

An experienced organisation delivering a stable operation or an established organisation with significant change in the membership/governance.

A multi-service organisation delivering high service outcomes.

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

Allocating funding for FY 2016-17 and beyond

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

Recommended funding for community centres
Community Group	Term of agreement (from 1 July 2016)	Total to be allocated	Purpose of funding	Rationale
St Lukes Presbyterian Church	Three year	$21,880 per annum, to be adjusted in accordance with council’s agreed inflationary mechanism, once confirmed.	To deliver the proposed work programme at the Community of St Luke	The Community of St Luke has been in operation since 1978 and has approximately 70,500 visitors per annum. Activities cater for all ages and stages. The centre is an experienced organisation delivering a stable operation, with one manager working 26 hours per week. It has a committee with proven management expertise and delivers reports in a timely manner. The organisation delivers on local board outcomes and has alignment between its operation and governance.
St Heliers Community Centre and Glendowie Hall	Five year	$66,474 per annum, to be adjusted in accordance with council’s agreed inflationary mechanism, once confirmed.	To deliver the proposed work programme at the St Heliers Community Centre and Glendowie Hall.	The St Heliers Community Centre has approximately 110,000 visitors per annum. They have operated the Glendowie Hall on behalf of council since 2012. The Glendowie Hall has approximately 60,000 visitors through its doors per annum and caters to all ages and stages. There is one manager. This is a multi-service organisation which consistently delivers high service outcomes. The St Heliers Community Centre provides a large number of quality community programmes and services which align to local board outcomes. In 2007, St Heliers Community Centre received a grant which enabled re-development of the facility. Since completion of the refurbishment in March 2015, there has been a considerable increase in utilisation of spaces. The organisation has a strong and sustainable level of governance and financial expertise.
Meadowbank Community Centre House Incorporated	Three Year	$49,885 per annum, to be adjusted in accordance with council’s agreed inflationary mechanism, once confirmed.	To deliver the proposed work programme at the Meadowbank Community Centre and Tahapa Hall	The Meadowbank Community Centre has occupied its council owned site since 1984. The centre has approximately 61,102 visitors per annum and caters to all ages and stages. There is one manager. The centre is an experienced organisation delivering a stable operation, and the committee has proven management expertise, as demonstrated by the delivery of reports in a timely manner and alignment with local board outcomes. It also has alignment between daily operation and governance.

Terms and conditions of funding agreements, and ongoing monitoring

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

Consideration

Local board views and implications

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

Māori impact statement

13. St Lukes Presbyterian Church, St Heliers Community Centre and Meadowbank Community Centre House Incorporated endeavour to improve well-being among Māori within the work programmes they deliver. Council staff continue to work with these centres to support and build capability to enhance well-being and outcomes for Māori.

Implementation

14. Following decision making, staff will finalise the agreement with the operating groups.

Attachments

No.	Title	Page
a View	Site Plan of Glendowie Hall	53
b View	Site Plan of Meadowbank Community Centre	55
c View	Site Plan of Tahapa Hall	57

Signatories

Author

Jennifer McKay - Place Manager – Ōrākei & Waitematā

Authorisers

Graham Bodman - General Manager Arts, Community and Events

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

Ōrākei Local Board

04 August 2016

2015/2016 Lease Workplan - Expediated Renewal and Review of Ongoing Lease Management

File No.: CP2016/15757

Purpose

1. To seek the Ōrākei Local Board approval to grant community lease renewals for two community organisations included in the 2016/2017 work programme.

Executive summary

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

3. This report includes details of fast-tracked lease renewals. In every case the group has an existing right of renewal and has met the obligations of its lease during its previous term. Staff recommend that these leases be renewed.

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

Recommendation/s

That the Ōrākei Local Board:

a) approve the renewal of leases to the following community organisations (as per Attachment A), on the existing terms and conditions:

Group and location

Renewal term and rent

Glendowie Tennis Club, 1 Forfar Road, Churchill Park, Glendowie

1^st renewal of 5 years, $500 rent per annum

01/01/2016 – 31/12/2020

The Girl Guides Association Incorporated, 87 Patteson Avenue, Mission Bay

1^st renewal of 5 years, $250 rent per annum

01/10/2015 – 30/09/2020

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

Comments

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

6. Given the scale of the programme, staff have adopted a new approach to operational delivery, which aims to increase productivity whilst supporting good governance. The new approach was previously presented to the board in a report on 3 December 2015. The approach simplifies procedures to enable a large number of more routine leases to be fast-tracked, whilst focusing necessary attention on those community leases that are more complex.

7. There are three routine categories of work being advanced.

· The renewal of existing leases

· The award of new land related leases

· The award of new building related leases.

8. Attachment A includes the details of the lease renewals for the Glendowie Tennis Club and The Girl Guides Association Inc. Mission Bay. Both leases are of a routine nature and it is recommended that these renewals be approved.

Consideration

Local board views and implications

9. Staff provided an update to a meeting of the Local Board Chairs on 28 September 2015, which identified the scale of the community lease workload at a network level and introduced a programme approach to help deliver the work this year.

10. The content of this report has been discussed with the local board portfolio holder, including the rationale applied to the assessment of routine and more complex leases.

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

Māori impact statement

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

Implementation

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

Attachments

No.	Title	Page
a View	Attachment A, Ōrākei Community Lease Renewals Schedule	61

Signatories

Author

Tai Stirling – Property Lease Advisor

Authorisers

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

Rod Sheridan - General Manager Community Facilities

Ōrākei Local Board

04 August 2016

Ōrākei Local Board Tree Protection Grants Programme

File No.: CP2016/15696

Purpose

1. To present the Ōrākei Local Board with criteria for a pilot tree protection grants programme for 2016/2017.

Executive summary

2. The Ōrākei Local Board has allocated funding from its 2016/2017 LDI budget for the protection of notable trees as part of its grants budget. The Board recognises that trees, whether identified for protection or not, are significant contributors to the amenity and character of the Ōrākei Local Board area.

3. This report proposes a Ōrākei Local Board Tree Protection Grants programme for approval which is intended to provide owners of all notable trees within the Ōrākei Local Board area access to grants to support tree works that support the long term health and retention of notable trees.

4. The eligibility criteria, scope of the works supported, exclusions and details of the grant programme operation are provided in this report.

Recommendation/s

That the Ōrākei Local Board:

a) agree to undertake a one year pilot programme to incentivise the retention and maintenance of scheduled trees and other trees or groups of trees deemed to be notable based on the Ōrākei Local Board’s eligibility criteria to minimise the loss of amenity provided by trees in the Ōrākei Local Board area.

b) adopt the 2016/2017 Ōrākei Local Board Tree Protection Grants Programme and attached criteria.

c) agree to set aside up to $15,000 from the Community and Events Grants budget for this pilot Tree Protection Grants programme.

Comments

Background

5. Amendments to the Resource Management Act in 2012 and 2013 removed blanket protection of urban trees and required councils to specifically identify trees or groups of trees for protection. District Plans are required to provide certainty to landowners by requiring trees to be protected to be clearly described and identified. Trees which are not listed are not subject to any removal controls.

6. Following the Ōrākei Local Board resolution OR/2016/38 supporting Member Churton’s proposal to incentivise the retention and maintenance of non-scheduled trees to minimise the loss of trees from the Ōrākei Local Board area, options for an incentive scheme have been investigated.

7. The criteria for the proposed Ōrākei Local Board Tree Protection Grants Programme have been developed considering legacy council tree protection incentives, current council grant processes and best practice and input from council resource consent arborists.

Eligibility criteria

8. It is recommended that the Ōrākei Local Board Tree Protection Grants Programme be offered to homeowners owners within the Ōrākei Local Board area who have notable trees on their property. Notable trees are defined as trees scheduled in the Proposed Auckland Unitary Plan and non-scheduled significant landscape trees.

9. Providing access to a grant to homeowners with either a scheduled tree or significant landscape tree on their property will avoid a perception of inequity from homeowners required to adhere to conditions of scheduling and not having access to incentives.

10. Incentive options for significant landscape trees are supported by Council arborists as providing incentives to support the maintenance and retention of these trees will ensure a continual cycle of trees maturing to potentially meet the requirements for scheduling. Eligibility criteria for the proposed Ōrākei Local Board Tree Protection Grants Programme are based on criteria for assessing trees for scheduling.

11. Eligibility criteria take into account:

· Age and Health

· Character or Form

· Size

· Visual and neighbourhood amenity contribution

12. A detailed description of each eligibility criteria and score has been circulated for the Board’s information and comment and is provided in Attachment A.

13. For potential inclusion in the Proposed Auckland Unitary Plan scheduling a tree is required to score above 20. With eligibility for the proposed Ōrākei Local Board Tree Protection Grants Programme including significant landscape trees an assessment score of 15 is recommended.

14. The proposed Ōrākei Local Board Tree Protection Grants Programme supports work on private land, applications must be made by the property owner and no more than one application per annum per tree can be submitted.

15. Given grants are allocated to private homeowners there is risk that if properties are subsequently sold significant landscape trees could be removed. To diminish this risk it is recommended that grants allocated through Ōrākei Local Board Tree Protection Grants Programme have a condition that grant recipients would be required to repay funding should the property be sold within 12 months of grant allocation.

Work supported by tree protection grants

16. As the proposed Ōrākei Local Board Tree Protection Grants would be focused on ensuring tree retention and maintenance, it is recommended that eligible work be limited to that which will ensure the long-term health of the tree. The type of work supported includes

· Pruning for safety

· Pruning for form

· Soil environments improvements i.e. mulching with compost, in ground vertical mulching and soil aeration.

17. It is recommended that work solely to improve the outlook from the property, enhance property values, for the protection of built structures or for trees on public land is not supported by the Ōrākei Local Board Tree Protection Grants Programme.

18. Tree work must be completed by a qualified arborist and as part of the application process the tree will be inspected by a council arborist.

19. Applicants can apply for up to 50 per cent of the cost of work or a maximum of $2,000, whichever is lower, and must supply a quote for work as part of their application. Grants will be paid via a reimbursement process with recipients required to complete tree work before the grant payment is made.

Delivery of tree protection grant programme

20. For the 2016/2017 financial year funding rounds and the application process for the Ōrākei Local Board Tree Protection Grants Programme will be aligned with Ōrākei Local Board Grants programme quick response funding rounds 2 and 3.

21. Applications will be assessed with subject matter expert input from council arborists and funding recommendations will be presented to the local board within the same timeframe as quick response grant applications.

Consideration

Local board views and implications

22. This report seeks the view of the Board. Criteria and operation of the pilot Ōrākei Local Board Tree Protection Grants Programme will be reviewed and reported to the Ōrākei Local Board alongside the annual update for the local boards community grants programme.

Māori impact statement

23. All grant programmes should respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations or individuals delivering positive outcomes for Māori.

24. It is recognised that positive environmental outcomes are interwoven with Māori outcomes. The proposed Ōrākei Local Board Tree Protection Grants Programme provides an opportunity for Ōrākei Local Board area residents to undertake tree maintenance and protection work which positively affect the mauri of the local environment.

Implementation

25. Budget has been allocated for the proposed Ōrākei Local Board Tree Protection Grants Programme in the Ōrākei Local Board 2016-2017 community grants programme.

26. Targeted advertising and promotion of the Ōrākei Local Board tree protection grants will be developed for potential applicants across the Ōrākei Local Board area.

Attachments

No.	Title	Page
a View	Ōrākei Local Board Tree Protection Grants Programme	67

Signatories

Author

Fran Hayton - Environmental Grants and Incentives Manager

Authorisers

Jennifer Rose - Operations Support Manager

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

Ōrākei Local Board

04 August 2016

Local board feedback on the Local Government Act 2002 Amendment Bill

File No.: CP2016/15687

Purpose

1. To provide an opportunity for local boards to formally provide feedback on the Local Government Act 2002 Amendment Bill.

Executive summary

2. The Local Government Act 2002 Amendment Bill (No. 2) (also known as the Better Local Services Bill) has been referred to the Local Government and Environment Select Committee.

3. Submissions to the Bill close on 28 July 2016 although Auckland Council has been granted an extension so the Regional Strategy and Policy Committee can approve the submission at their 4 August 2016 meeting. With the extension, local boards have until 2 August to provide formal feedback which will be attached to the agenda item at the Regional Strategy and Policy Committee meeting.

4. The Regional Strategy and Policy Committee resolved at its meeting on 7 July 2016 to set up a political Working Party to work with staff on the submission, comprised of councillor’s George Wood, Arthur Anae, Penny Webster, Wayne Walker and a member of the IMSB.

5. A Regional Strategy and Policy Committee workshop on the Bill was held on 7 July 2016 with all local board chairpersons invited. The workshop discussed the Bill generally and discussed implications for Auckland Council and the Auckland region in order to discuss what submission points should be made.

6. The proposed Bill will mainly affect Auckland Council in three ways:

a. The scope and process of reorganisation

b. Performance measures of Council and CCOs

c. Altered size and powers of the Local Government Commission (Commission)

Recommendation/s

That the Ōrākei Local Board:

a) endorse the tabled feedback on the Local Government Act 2002 Amendment Bill.

Comments

Background

7. The Local Government Act 2002 Amendment Bill (No. 2) (also known as the Better Local Services Bill) has been referred to the Local Government and Environment Select Committee.

8. Through the Bill, central government seeks to improve the delivery of infrastructure services and good governance through a greater variety of arrangements.

9. Submissions have been called for and close on 28 July 2016. Auckland Council has been granted an extension so the Regional Strategy and Policy Committee can approve the submission at their 4 August 2016 meeting. Local boards have until 2 August to provide feedback in order for it to be considered at the Regional Strategy and Policy Committee meeting.

10. The Regional Strategy and Policy Committee resolved at its meeting on 7 July 2016 to set up a political Working Party to work with staff on the submission, comprised of councillor’s George Wood, Arthur Anae, Penny Webster, Wayne Walker and a member of the IMSB.

11. A workshop with the Regional Strategy and Policy Committee on the Bill was held on 7 July 2016. Local board chairs were invited to this workshop.

12. At the workshop officers gave an overview of the Bill and the implications for Auckland Council and the Auckland region were discussed.

13. The proposed Bill will mainly affect Auckland Council in three ways:

a. The scope and process of reorganisation

b. Performance measures of Council and CCOs

c. Expanded size of the Commission

Scope and process of reorganisation

14. A major focus of the Bill is altering the process for reorganisation of Councils and CCOs. There will be a two stage process to any reorganisation where the feasibility and effectiveness of proposed reorganisation is first investigated. If the Commission decides to proceed with a reorganisation, it adopts a reorganisation plan. After further steps in the process (which may include a poll) reorganisation takes effect through a reorganisation implementation scheme.

15. Any ‘person, body or group’ can make an application to the Commission for a reorganisation investigation, which the Commission may agree to initiate. The Commission may initiate its own investigations and the Minister of Local Government can also ask them to. There is a new process for local authority-led reorganisation.

16. The Bill makes provision for ‘multiply owned’ CCOs where a CCO is owned by more than one local authority.

17. The Bill stipulates that reorganisation applications currently before the Commission (which the Commission has notified of its decision to assess, but has not yet completed a draft proposal) would be dealt with under the proposed new process in the Bill if enacted. The intention is that the Bill be enacted later this year or early next year. It is likely then, that consideration of the applications in Northern Rodney and Waiheke Island will be dealt with under the amended legislation.

Performance measures of Council and CCOs

18. The Bill extends powers under the Local Government Act 2002 for the Minister of Local Government and the Secretary of Local Government to set performance measures. Under the Bill, the Minister could make regulations to set parameters and benchmarks to assess performance and rules for performance measures. This includes ‘corporate accountability information’ (which is not currently set) that may need to be incorporated into Long Term Plans.

Expanded size of Local Government Commission

19. The Commission will have greater accountability and responsibility to the Minister for Local Government. The number of commissioners will increase to a minimum of three and a maximum of five.

Dispute process

20. The dispute process from the Local Government Act 2002 is retained; however are some changes proposed to the scope of the Commission’s powers. The Commission would no longer have the discretion to decline to investigate a reorganisation dispute where it is ‘frivolous’.

Consideration

Local board views and implications

21. Local board chairpersons were invited to the Regional Strategy and Policy workshop to discuss what submission points should be made.

22. The purpose of this report is to seek local board feedback which will be attached to the Auckland Council submission at the Regional Strategy and Policy committee.

Māori impact statement

23. The reorganisation of local authorities is an issue that can impact Māori. The Bill includes requirements that the Commission consult with iwi, the Minister of Treaty Settlements and the Attorney-General to ensure there are no unintended consequences in this regard from reorganisation.

24. The Independent Māori Statutory Board (IMSB) are providing input into the submission. The Political Working Party set up to work with staff on Auckland Council’s submission includes a member of the IMSB.

Implementation

25. There are no implementation issues as a result of this report.

Attachments

There are no attachments for this report.

Signatories

Author	Wayne Brown - Lead Strategic Advisor Strategic Scanning
Authoriser	Karen Lyons - Manager Local Board Services

Ōrākei Local Board

04 August 2016

Auckland Transport Update - August 2016

File No.: CP2016/16050

Purpose

1. To provide an update on transport matters for the information of the Ōrākei Local Board on transport issues in the Ōrākei Local Board area currently being addressed by Auckland Transport’s Elected Member Relationship Manager.

Executive summary

2. This report covers matters of specific application and interest to the Ōrākei Local Board and its community and matters of general interest relating to Auckland Transport (AT) activities or the transport sector.

3. In particular, this report provides information on:

· Updates on the Transport Capital Fund

· Resolutions

· Ellerslie Parking Issues

· Update on the Glen Innes to Tamaki Drive Shared Path

· Public Transport Fare Changes

· Quarterly Report

Recommendation/s

That the Ōrākei Local Board:

a) receive the ‘Auckland Transport Update – August 2016’ report.

Comments

A1. Local board transport capital fund (LBTCF)

4. The Ōrākei Local Board’s funding allocation under the LBTCF is $549,949 per annum.

5. The Board is currently oversubscribed to this fund and projects will need to be reconsidered following the election.

6. The Board’s active projects are included in Table 1 below (NB: ROC = rough order of costs; FEC = firm estimate of cost):

Table 1:

ID#	Project Description	Progress/Current Status
419	Colin Maiden Park Shared Path	03/16 · Feasibility and detailed design are underway. · This project is intended to provide safe off road connection for pedestrians and cyclists through Colin Maiden Park, from College Road to Merton Road. · Auckland Transport understands this project has potential implications for land use surrounding the proposed path. This project has been given priority. 4/16 There is no update, further information is expected for the May Report. 06/16 Presentation of initial findings was made to the board on 26/5/16.This included the need to increase the amount allocated to this project by $10,000, allowing a geo-technical survey of the land to accurately identify preferred path options. This will take the total cost of the project to $40,000. 7/16 Preliminary designs have been provided to the Board for feedback. Once this has been received, AT will be in a position to provide the ROC 8/16 AT is unable to provide a ROC at this stage as it is still working through the feedback
296	Ōrākei Station Secure Bike Parking	6/16 This project is ready to be tendered, however additional costs have been identified with electrical wiring to ensure security for the bike racks. Auckland Transport requests the Board to consider increasing the project allocation of funding from $30,000 to $37,000. 7/16 This project is currently out to tender and is expected to be awarded in July 2016. 8/16 Tender has been awarded and project will begin in August 2016 and completed early September 2016.
109	Mission Bay Streetscape Upgrade	03/16 Contract between all parties has been signed and detailed design tender is currently underway. 04/16 Consultation has begun on this project. AT will report the results of this consultation when available. 6/16 Local businesses have provided AT with feedback on the layout of the dining and pedestrian access. This is being considered in the final design which is currently underway. 7/16 No further updates at this time. 8/16 AT called a meeting to discuss project risks and costing following detailed design. There are indications that there will be an increase to the project cost although AT are currently reviewing project designs to find savings.
494	Upland Road Footpath	8/16 A new footpath on the east side of Upland Road is currently in detailed design stage
498	The Landing Entrance	8/16 Redesign the entrance to The Landing at Okahu Bay on Tamaki Drive for safety and ease of access for users. This project is at internal consultation and detailed design stage.
499	Remuera Streetscape Upgrade	8/16 Extend the footpath on Remuera at the intersection of Victoria Ave and Clonbern Road. At internal consultation and detailed design stage, also awaiting funding savings from completed projects to secure the full amount of funding.
500	St Heliers Library Streetscape Upgrade	8/16 Develop a plan to create a more open environment outside the St Heliers Library, manage safety issues from old trees and seats. Currently being scoped for viability.

Resolutions

7. Resolution item 24 – 7 May 2015

That the Ōrākei Local Board:

n) requests that Auckland Transport urgently resolve its position with the Clonbern Road carpark so that local businesses can plan ahead knowing that the present level of public car parking will be retained and hopefully expanded under any redevelopment proposal being considered.

f) requests that Auckland Transport give the Ōrākei Local Board and Remuera Business Association an update on future options for the Clonbern Road carpark.

8. Auckland Transport response:

10/2/16 Update: Auckland Transport (AT) and Pānuku Development Auckland (PDA) are working together on a proposal to integrate a public carpark within a mixed use development that supports the Remuera town centre, including its’ parking needs. Both organisations will work closely with the Local Board and Remuera Business Association to progress delivery of a development on the site that delivers a parking facility to replace the existing, which requires extensive work.

4/8/16 Under ATs Procurement Policy it is required enter into a “ Participation Agreement “ with the other party which outlines the intent of the Parties to proceed with more detailed planning, design and costings. This document is now awaiting final sign off by the other party (expected by end July) prior to going to the AT executive for approval.

9. Resolution item 12 – 3 March 2016

That the Ōrākei Local Board:

f) requests confirmation whether point 37 in the Auckland Transport report is (‘the Ōrākei Local Board’s view will be considered during the consultation on any proposed schemes’) why the Ōrākei Local Board was not consulted on the proposed ‘Share the Path’ campaign.

c) requests confirmation at its April 2016 business meeting as to when speed issues identified in the suburb of Ōrākei will be reviewed and when the Ōrākei Local Board can expect a report on Auckland Transport’s findings and suggestions.

10. Auckland Transport response:

f) Auckland Transport considers the views of the Local Board for schemes or designs and regularly meets with the Board through the Transport portfolio lead and in workshops. However, Auckland Transport does not consult Local Boards on campaigns as they are an operational process.

c) Auckland Transport reported in April 2016 that this project was delayed due to staff changes in the team required to deliver this work. Auckland Transport will be able to report back to the Board in the new electoral term.

11. Resolution item 18 – April 2016

That the Ōrākei Local Board:

g) requests that Auckland Transport provide a transport management plan for the Central Business District (CBD) to provide our community with information as to how to move through the CBD during the construction of the City Rail Link.

12. Auckland Transport response:

g) Auckland Transport is unable to provide the Traffic Management Plan (TMP) for the City Rail Link, this is a dynamic, operational and highly technical document that is not available to the public. AT is committed to communicating with users of the CBD to provide them with updates to changes. Communication channels include, signage around the CBD, Facebook, website, radio and print media as required. AT advises that public transport is the most effective way to access the CBD over the next 5 years.

13. Resolution item 22 – July 2016

That the Ōrākei Local Board:

a) requests that Auckland Transport provide a further update on the Meadowbank Pony Club safety and location issues regarding the Glen Innes to Tamaki Drive Shared Path at the Ōrākei Local Board business meeting noting the tabled correspondence received between the Meadowbank Pony Club and New Zealand Transport Agency.

14. Auckland Transport response:

a) Auckland Transport has received a copy of the correspondence referred to in this resolution. AT has been informed that this matter is a tenancy issue and that we are not to be involved. AT has stated to all parties involved that there is a conditional agreement for the pony club to relocate to AT land, however at this time, the required conditions are unable to be met.

15. Resolution item 36.2 – July 2016

That the Ōrākei Local Board:

a) requests Auckland Transport to report to the Board’s August 2016 business meeting detailing why it started peer reviewing certain reports when the proposal relating to 22 Peacock Street, Glendowie, clearly does not satisfy vehicle crossing and encroachment licence policy or guidelines.

b) requests Auckland Transport to suspend any further peer assessments relating to 22 Peacock Street, Glendowie, until the further resolution of the Board in August.

16. Auckland Transport response:

a) Auckland Transport (AT) is unable to respond specifically to the issue at 22 Peacock Street as any comment in public may be perceived as potentially prejudicial to Auckland Council’s decision to grant, or not, a resource consent. However, AT would like to take the opportunity to discuss generally the process that has prompted the above resolution. The overall decision about the outcomes of resource consents lies with Auckland Council, then applications are made to AT for any required licences. AT receives resource consents from Auckland Council and is required to provide expert comment on transport impacts. AT circulates these consents to internal stakeholders and subject matter experts, on occasion due to capacity or in-house technical ability, AT requests external organisations to review documents.

Vehicle crossing and encroachment licences are usually, although not always, a recommendation of a resource consent. They may be applied for in conjunction with a resource consent but as the cost to apply for such licences is $1000, applicants may wait until they have an indication of whether the resource consent will be granted.

b) Auckland Transport cannot suspend work on a resource consent at the request of a Local Board. All instructions regarding applications being suspended must come from the resource consent team at Auckland Council. Once again, AT is not able to speak directly to the application for 22 Peacock Street, Glendowie.

Ellerslie Parking Plan

17. The Ellerslie Residents Association, through the Ōrākei Local Board Transport Portfolio holder, presented Auckland Transport with a parking design plan for the Ellerslie Town Centre.

18. Auckland Transport has undertaken several site visits to assess this plan.

19. Transport has assessed that there is a need to do a full parking survey of Ellerslie, as it has noticed changes in parking patterns and increased usage. This survey will be conducted in August 2016.

20. Auckland Transport will develop a new proposal for Ellerslie in line with its parking policy and based on the results of the survey, noting that if the survey shows greater than 80 per cent demand, paid parking may be part of the proposal.

Glen Innes to Tamaki Drive Shared Path

21. The first stage of the Glen Innes to Tamaki Drive shared path will be open to the public in September 2016.

22. There will be a formal opening to be scheduled mid-September 2016, the Board will be informed of this event when further information is available and the Transport Portfolio Leads and the Chairs of the Ōrākei and Maungakiekie Tamaki Local Boards will be invited to attend.

Public Transport Fare Changes

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

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

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

Quarterly Reports

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

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

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

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

Consideration

Local board views and implications

30. The Ōrākei Local Board’s views will be considered during consultation on proposed project schemes.

Implementation

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

Attachments

No.	Title	Page
a View	Report from AT departments on what they have done in each local board area over the past quarter	83
b View	Report on Travel wise Schools activities	97
c View	The Transport Controls Committee report	99
d View	Report on Advocacy Initiatives	101

Signatories

Author

Melanie Dale – Elected Member Relationship Manager , Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit, Auckland Transport

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

Ōrākei Local Board

04 August 2016

Board Member Report - Kit Parkinson

File No.: CP2016/15325

Purpose

1. To update the Ōrākei Local Board Members on portfolio activities and projects, and other activities since the last Ōrākei Local Board meeting.

Recommendation/s

a) That the report be received.

b) That the Board request officers to immediately progress the option of granting a community lease over the Council owned property at 400 St Johns Road (previous Scarborough Yard site) to Meadowbank Pony Club and Riding for the Disabled.

Portfolio Lead: Parks, Reserves and Recreation Facilities

Alternate Portfolio Holder: Infrastructure (Non Transport)

Other Appointments: Tāmaki Estuary Environmental Forum member; Ngāti Whātua Ōrākei Reserves Board member; Tūpuna Maunga o Tāmaki Makaurau Authority member; Ōrākei Basin Advisor Group Member; Mission Bay-Kohimarama Residents Association member; Mission Bay Business Association; Lunn Avenue/Stonefields business area; Friends of Madills; Friends of Kepa Bush; Friends of Waiatarua; Friends of Tahuna Torea

Significant points from monthly Board workshops and briefings

2. OFC reopening of fields for community was scheduled to happen on Monday 4th July 2016 but unfortunately this date was not achieved. The fields still remain closed at the writing of this report.

3. Meadowbank Pony Club lease or site renewal seems to have taken a negative turn. The Meadowbank Pony Club has had a meeting with Keith Morris from NZTA, their Principal Property Manager who communicated that it was NZTA's intention to cancel the Pony Club lease. They do intend to offer them a new lease, however on a considerably reduced footprint in order to accommodate the construction works of Section 2 and at this stage the pony club is not clear on any of the proposed terms. Craig Glover from the Mayor’s office is organising for a letter to be sent to the Directors of NZTA and to arrange a meeting between the Mayor and Keith Morris.

4. The new owners of the Bike Hire Mission Bay have been removed from their leased car park on Tamaki Drive by Auckland Transport (AT). The commercial service they offer is important to visitors to Tamaki Drive and if the Board can assist them in finding a suitable location in an area that does not have a bike ban, it would be advisable to do so.

I have had discussions with the AT rep and Parks Officers on lease possibilities including:

· Lease of a car park space in Selwyn Reserve

· Directing the owners to find a commercial lease

· An option of positioning them at 30 Tamaki Drive (Tamaki Yacht Club and 5 Knots)

Portfolio activities for the month

July 11 Pourewa Creek Recreational Reserve Management Plan hearing

July 12 Urban Polo Event Meeting

Parks portfolio monthly catch-up

Ōrākei Sports and Well-Being Centre meeting

July 14 Leases Portfolio update

Ōrākei Local Board Workshop

July 18 Tūpuna Maunga o Tāmaki Makaurau Authority Hui 21

July 20 Urban Polo site meeting Shore Road Reserve

July 21 Environment and Infrastructure catch-up

July 22 Mana Whenua and Council meeting

OFC meeting with Council re site opening

July 26 Colin Maiden Park precinct master plan User meeting

OLB database meeting

OBAG meeting

The Landing user meeting

July 27 Parnell cricket club AGM

July 28 Finance Update

OLB Chair/Deputy meeting

Ōrākei Local Board Workshop

July 29 Resource Consent Hearing: 69 Merton Road & 82 College Road, St Johns

Attachments

There are no attachments for this report.

Signatory

Author

Kit Parkinson – Ōrākei Local Board Councillor

Date: 25 July 2016

Ōrākei Local Board

04 August 2016

Board Member Report - Colin Davis

File No.: CP2016/15342

Purpose

1. To update the Ōrākei Local Board Members on portfolio activities and projects, and other activities since last reported.

Recommendation/s

a) That the report be received.

b) That staff report to the Board on the provision of access points (as previously requested by the Board during the development of plans for the Trail) to and from the Stonefields Heritage Trail and adjacent properties, in addition to the Warehouse site, in Lunn Avenue where the trail and the properties are almost level, which will benefit those properties from pedestrian access to and from the trail as well as being an added amenity for the residents of Stonefields and others accessing this unique heritage trail.

Portfolio Lead: Environment and Infrastructure; Heritage; Libraries (joint)

Other (alternate portfolio holder): Transport; Regulatory, Bylaws and Compliance; Civil Defence and Emergency Management; Local (non sports) Parks (joint)

Environment and Infrastructure

There was a pollution incident on 8 July at Martyn Wilson Reserve in Shore Road. Council staff attended. Sediment discharge was entering the stream from an outlet pipe that was attached to four separate stormwater pipes. Three of four manholes were able to be checked. Checks were also made to locate any earthworks that may have discharged on that day, but nothing was found. No further action was taken due to lack of evidence and information. If the source of the discharge is found immediate enforcement action is likely.

Wai Care has been working with students from –

· Remuera Intermediate School who had sessions on healthy streams as part of their Science topic “Living World”. The students learnt about their local stream, a tributary of the Pourewa Creek, the functions of a healthy stream and the threats to biodiversity within urban streams. They have also learnt about the water monitoring tests and the importance of collecting water monitoring data. Students were able to explore the stream, carry out the chemical parameters and macro-invertebrate collection and identification. They have found large numbers of Banded Kokopu of various sizes. Since then the school Enviro group has continued the water quality monitoring of the Pourewa Creek. The pollution hotline was called after one testing session as there was a foam discharge in the stream which was tracked to the stormwater drain in a carpark. The ASB Centre staff were notified of the incident and educated about only pouring rainwater down outside drains.

· St Joseph’s Primary School who have also been learning about streams. They had a focus on erosion and how to help their local stream. They have also been learning about how to monitor water quality and have been undertaking regular monitoring of the Pourewa Creek also.

· Kohimarama School who have been learning about water quality monitoring and the importance of stream health with the aim of monitoring the water quality of the stream in Madill’s Farm.

· Meadowbank Primary School who were also introduced to water quality monitoring and samples were taken from their school gully.

· Glendowie Primary School who undertook monitoring at the stream in Roberta Reserve near their school. The group is doing a project on water pollution in the area and wanted to find out about the water quality of the local stream. The students are presenting their results at a school exhibition and are hoping to continue to monitor the water quality of the stream regularly.

Wai Care also assisted members from Ngati Whatua Ōrākei with monitoring the water quality of 6 small streams on the Whenua Rangatira in Ōrākei. The monitoring is part of a study of the environmental health of the Whenua Rangatira. The results will inform the baseline water quality and the group hopes to monitor the streams at least once per year to record any changes in the water quality as a result of restoration activities over the years to come.

The Council’s Closed Landfill and Land Contamination Response Team continues to monitor reserves in the Ōrākei Ward which were former landfills. The Board’s portfolio holders have been briefed on the Team’s work. Testing is being done at Glendowie Reserve as part of the usual monitoring of former landfill sites to test for leachates and gas. The testing is comprehensive and involves bores at strategic places in the reserve. Testing so far indicates little risk to the reserve, neighbours and the Tamaki Estuary. Monitoring is also being undertaken at Ngahue Reserve where the long-term discharge consent expires in December 2017 and is likely to be renewed; and Tahapa Reserve where landfill gas monitoring is being undertaken for data collection purposes.

Heritage

As a member of the Council’s WWI Centennial Memorial Working Party, which reports to the WWI Commemoration Political Steering Group, I attend regular meetings of both.

Restoration Heritage Searchlight Emplacements – Tamaki Drive

No further action since the last meeting on the actual restoration. Apparently a resource consent is now required for the removal of the unsightly leaning power pole and sagging lines behind searchlight emplacement no. 3 and the undergrounding of those lines. Until that is approved no further works can be carried out on this emplacement.

I have provided the list of resources used for my text of the sign to the Council’s assigned heritage researcher who is obtaining the appropriate photographs I’ve suggested to illustrate the text.

Dingle Dell

I met parks staff on site to find the appropriate location of the sign near the Long Drive entry points to the reserve. I also pointed out the location of the needed sign at the presently unmarked entry point in Fern Glen Road for the Winifred Huggins Walkway.

Stonefields Heritage Trail

Resource and building consents have been approved. Construction works were tendered and have been evaluated. Tender negotiations are now complete. The construction contract is to be signed and a construction programme prepared. It is anticipated that construction works will start in August/September with a probable completion date of January/February 2017. This will be a challenging and complex project and contractors are going to use cables and harnesses to deliver a large part of the work. This together with iwi input will make the project a unique and regionally significant project.

The only disappointment so far is that only one access point to the Warehouse development site has been provided. The Board had expected other access points would be negotiated with owners of other properties in Lunn Avenue where the trail and the properties are almost level, which will benefit them from pedestrian access to and from the trail as well as being an added amenity for the residents of Stonefields and others accessing this unique heritage trail. It would be a shame if this opportunity is not pursued.

The Stonefields Residents Association committee has resolved to ask Council staff to keep the committee informed of progress, through the Board’s representative, on a monthly basis.

Libraries

Patronage is steady at both the Remuera and St Heliers libraries. Each library is very active in providing not only the traditional library services but also a wide variety of events, authors’ talks, and sessions for all age groups. I attended the excellent talk, hosted by Remuera Heritage, at the Remuera library by noted military historian Herb Farrant on the battle of the Somme.

I was surprised to learn that it appears the resolution of commendation passed by the Board on 2 June 2016 to the staff of the St Heliers Library has not been received by them.

Civil Defence and Emergency Management

The Board received a briefing at a recent workshop on a warning system for residents in the event of tsunami or other emergencies.

Local (non sports) Parks

It is understood that the new public toilets adjacent to the Madill’s Farm playground are now to be installed in late July/ early August 2016.

Activities since 23 May 2016

As well as assisting with a range of citizens’ enquiries, I have also attended the following to date:

28 June an on-site meeting with Board member Parkinson, residents and Parks staff at the Glover Park playground. The residents had expressed concern at the lack of fencing at the playground. After some discussion it was agreed that some extra fencing would be installed and the dog drinking basin be relocated. It was clear that some dog owners are not keeping their dogs from wandering into the playground in contravention of the dog bylaw.

4 July meeting re a proposed soapbox derby.

4 July the events portfolio holder’s briefing.

4 July the St Heliers Village Association’s executive meeting.

5 July the Mission Bay/Kohimarama Residents Association AGM.

7 July the Ōrākei Local Board business meeting.

7 July the illustrated talk, hosted by Remuera Heritage, at the Remuera library by noted military historian Herb Farrant on the Battle of the Somme.

12 July the regular scheduled Ōrākei Local Board parks portfolio holders’ briefing.

12 July on-site meeting with Parks staff re the Dingle Dell signs.

12 July a meeting with Ngati Whatua Ōrākei representative re a proposal to develop part of the Ōrākei Domain.

14 July the Ōrākei Local Board workshop various topics.

14 July the Ōrākei Community Association’s AGM.

16 July the executive meeting of Auckland Netball.

18 July the St Heliers/Glendowie Residents’ Association.

20 July the meeting of the Stonefields Residents’ Association.

21 July the Ōrākei Local Board’s environment and infrastructure portfolio holders’ briefing.

22 July Grace Joel Retirement Village as guest speaker on heritage relating to the history of St Heliers and environs.

Attachments

There are no attachments for this report.

Signatory

Author

Colin Davis, Ōrākei Local Board of the Auckland Council

Date: 22 July 2016

Chairperson	Desley Simpson, JP
Deputy Chairperson	Kit Parkinson
Members	Ken Baguley
	Troy Churton
	Kate Cooke, JP
	Colin Davis, JP
	Mark Thomas

Ōrākei	Remuera Eastern Bays	4 Victoria Avenue, Remuera	$500	$1	$1,453	$954
Ōrākei	Auckland CABx office at Remuera Eastern Bays	4 Victoria Avenue, Remuera		$1	$1,025	$1,026

Author	Suzanne Weld – Senior Local Board Advisor
Authoriser	Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Author	Kim Lawgun - Democracy Advisor
Authoriser	Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards