Agenda of Albert-Eden Local Board

Albert-Eden Local Board

07 September 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

9 Public Forum 5

9.1 Public Forum presentation - Kit Howden 6

10 Extraordinary Business 6

11 Notices of Motion 6

12 Albert-Eden Youth Board - update and presentation of draft three-year plan 9

13 Auckland Transport Report, Albert-Eden Local Board, September 2016 25

14 New Road Name Approval for an existing pedestrian walkway linking Daventry Street and Herdman Street, Waterview 37

15 Update on the Mount Albert Town Centre Project 43

16 Endorsement of the Final Newton and Eden Terrace Plan for Public Release 49

17 Historic Heritage place evaluations in the Albert-Eden Local Board area 121

18 New Community Lease at 869 New North Rd Mt Albert 131

19 Community Lease Work Programme 2016/2017 137

20 Allocation of upgrades to community facilities budget 141

21 Community Facilities Maintenance Contracts 2017 157

22 Albert-Eden Local Parks, Sports fields and Recreation Activity Renewals Work Programme 2016/2017 177

23 Approval of the Alan Wood corridor naming of parks and bridges 183

24 Panuku Development Auckland Local Board Update 1 January to 30 June 2016 199

25 Performance Report for the Albert-Eden Local Board for the quarter ending June 2016 207

26 Temporary arrangements for urgent decisions and staff delegations during the election period 255

27 Governance Forward Work Calendar 259

28 Governing Body Members' update 263

29 Chairperson's Report 265

30 Board Members' Reports 267

31 Valedictory Speech and Reflections 289

32 Reports Requested/Pending 291

33 Albert-Eden Local Board Workshop Notes 295

34 Consideration of Extraordinary Items

PUBLIC EXCLUDED

35 Procedural Motion to Exclude the Public 305

C1 Notice of Motion - City Rail Link 305

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Albert-Eden Local Board:

a) confirms the ordinary minutes of its meeting, held on Wednesday, 3 August 2016, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

9 Public Forum

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

9.1 Public Forum presentation - Kit Howden

Purpose

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

Executive summary

2. Kit Howden, resident, will be in attendance to deliver a Public Forum presentation regarding his recent attendance at the World Ranger Congress representing New Zealand. Kit would also like to acknowledge the board for his volunteer award.

Recommendation/s

That the Albert-Eden Local Board:

a) Thanks Kit Howden, resident, for his attendance and Public Forum presentation.

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Albert-Eden Local Board

07 September 2016

Albert-Eden Youth Board - update and presentation of draft three-year plan

File No.: CP2016/18703

Purpose

1. To update the Albert-Eden Local Board (the local board) on:

· the activities undertaken by the Albert-Eden Youth Board (the youth board) in 2016

· the youth board’s goals and aspirations for the remainder of 2016, and the next political term

· present the youth board’s draft three-year plan for input and comment.

Executive summary

2. The Albert-Eden Local Board Plan, through its Proud, Connected and Secure Communities outcome has a strategic initiative to ensure young people have a place and voice. This is delivered by enabling the youth board to develop an Albert-Eden Youth Action Plan and youth initiatives.

3. A summary of the activities undertaken by the youth board in 2016 include:

· a recruitment process to appoint new members to the youth board. 30 applications were received and interviews were held for all applicants. Following a review of all applications, 13 people were selected. The new members joined the youth board on 4 May 2016 and an informal induction was held with the local board on 8 June 2016.

· developing a one year action plan to inform a three-year action plan (in progress) to present to the incoming local board

· planned and delivered a leadership hui in conjunction with Whau and Devonport -Takapuna Youth Voice groups resulting in improved relationships across youth voice groups, increased knowledge of Auckland Council and the development of civic engagement project ideas

· held an open meeting to educate young people on the then-proposed Auckland Unitary Plan

· attended a workshop and the YAP Youth Summit to develop ideas and ways for young people to develop better relationships with local boards and the council

· helped to co-design the Auckland Council Parks, Sport and Recreation Youth Summit; four members facilitated workshops at the Summit held at Eden Park for over 100 young people in years 9-10 from schools across Auckland

· laid a wreath and participated in the Mount Albert ANZAC service.

4. A summary of the youth boards goals and aspirations for the remainder of 2016 include:

· form a stronger relationship with the new Albert-Eden Local Board through the development of a partnership agreement.

· complete a fully revised three-year plan to be presented for endorsement by the incoming local board

· implement the youth voice group concepts:

· continue to establish strong relationships with community groups and potential collaborative partners e.g. 'The Place Between' - Dominion Social & Creative Space.

· continue to increase the social media presence of the youth board for the benefit of engaging more widely with local youth around key local board plans and agreements.

5. The youth board are also presenting a draft three-year plan for the local board’s input and comment. The key sections of the draft plan are:

· Developing a strong relationship with local board

· Youth connectedness / connectivity

· Personal Development

· Youth Participation

· Youth Outcomes

Recommendation/s

That the Albert-Eden Local Board:

a) Receive the update from the Albert-Eden Youth Board.

b) Provide feedback on the Albert-Eden Youth Board’s draft three-year plan.

Consideration

Local board views and implications

6. This report provides the local board with an opportunity to provide input and feedback into the youth board’s draft three-year plan.

7. There are no local implications associated with this report.

Māori impact statement

8. The youth board provides opportunities for young Māori living in the local board area to make meaningful connections and engage with young people in the local community, and learn about council democratic processes.

Implementation

9. There are no implementation issues associated with this report.

Attachments

No.	Title	Page
a ⇩	Attachment 1	11
b ⇩	Attachment 2	19
c ⇩	Attachment 3	23

Signatories

Author	Tristan Coulson - Senior Policy Advisor
Authorisers	Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

Albert-Eden Local Board

07 September 2016

Auckland Transport Report, Albert-Eden Local Board, September 2016

File No.: CP2016/18694

Purpose

1. To respond to local board requests on transport-related matters, update the local board on their transport capital projects and to provide information to Elected Members about Auckland Transport (AT) activities in the Local Board area since the last report.

Executive summary

2. This report seeks a decision on the:

· Anderson Park lighting project

· Proposal for a rough order of costs for a pedestrian refuge in Kingsland.

3. This report informs the local board on the following matters:

· Auckland Transport consultations in the Local Board area

· Pedestrian Safety on St Lukes Road

· Point Chevalier to City Fringe Cycleway

· Suffolk Park and Ian McKinnon Cycleway Project

· Local Board Capital Projects

· Customer Services Inquiries

· Pah Road/Manukau Road Transit Lane

· General Issues.

Recommendation/s

That the Albert-Eden Local Board:

a) Receives the Auckland Transport Report, Albert-Eden Local Board, September 2016.

b) Requests Auckland Transport to proceed to construction with the Anderson Park Walkway Lighting project and authorises the release of $197,250 from its transport capital fund for this purpose.

c) Requests Auckland Transport to provide a rough order of costs for a pedestrian refuge at 373 New North Road for the consideration of the new local board.

Comments

Monthly Overview

4. A portfolio meeting was held in August, Items discussed were:

· Updates on transport capital projects

· A proposed pedestrian facility in Kingsland

· Consultations

· Ian McKinnon Cycleway project.

Questions Raised at the August Meeting Board Meeting

Haslett Street/Waima Road Pedestrian Bridge

5. This bridge is an NZTA (New Zealand Transport Agency) asset. AT has asked for an

update on what is proposed here but at the time of writing no update was available.

Ian McKinnon and Suffolk Park Cyclepath

6. The proposed pathway through the park was discussed with Auckland Council Parks before consultation began. A portfolio briefing for both Parks and Transport local board portfolio leads was undertaken in August. More information on the project is provided at the “Ian McKinnon and Suffolk Reserve Cycleway” section of the report.

7. AT gave an overview of the project and its benefits and the alignment of the pathway through the Suffolk Reserve was considered. The portfolio holders feedback included keeping as much open space available in the park for recreation as possible.

8. Parks and AT officers will work together on a preferred alignment, taking the portfolio holders direction into account.

Bus Shelter Screens

9. Adshel is installing advertising screens in bus shelters around Auckland in about 100 locations. A share of the revenue comes back to AT. There is a process for assessing the suitability of a site and an impact assessment undertaken before the screens are installed.

10. Currently the screens feature commercial advertising but in future it is expected that they will also carry public transport information as well. The public transport facilities team will measure the lux levels in the specific situations that were brought to its attention by board members and discuss the results with Adshell.

581 Sandringham Road – Airspace Licence

11. The heritage aspects of the development are assessed by Auckland Council rather than by AT. The canopy width was the subject of discussion by AT as there is a requirement to protect Sandringham Road as a future double decker bus route.

Alberton Road – Local Area Traffic Management

12. AT confirms that the existing planted islands in Alberton Road are not affected by the new speed tables.

Consultation

13. The following consultation was forwarded to the local board transport portfolio holders for comment in the last reporting period. Further details are contained in Attachment A.

· AT is proposing a new footpath connecting to the bus stop in front of the Gladstone Primary School, on Carrington Road.

Resolutions

AE/2015/135 – November 2015 Pedestrian Safety on St Lukes Road

Albert-Eden Local Board requests Auckland Transport to investigate and report back to the Board regarding pedestrian safety on St Lukes Road between Morningside Drive and New North Road, including the intersection of Taylors Road.

14. AT has completed its investigation into providing a pedestrian facility in this location. After a thorough investigation it has been determined that this location warrants a signalised mid-block pedestrian crossing facility, and this project is now progressing towards scheme design and consultation.

15. Consultation is expected to commence within the next few months.

Point Chevalier to City Fringe Cycleway

16. A comprehensive consultation on this project was held earlier this year. At total of 865 submission or responses to the consultation were received. A report on the consultation has been made available to transport portfolio leads and the AT’s Walking and Cycling team is available to discuss these results on request, either in portfolio or with the wider board.

17. AT will now move toward implementing parts of the cycle network taking into account its overall network considerations, its funding partners’ priorities and opportunities to tie in with other projects. For example, routes where there is an opportunity to tie in with scheduled maintenance or other planned projects have been prioritised to reduce costs and disruption to the public.

18. Funding is now available to proceed with investigation and construction of some sections by the end of 2018. One of these sections is the Albert-Eden Local Board area:

· Point Chevalier to Herne Bay (from the intersection of Great North Road and Point Chevalier Road, along Point Chevalier Road, onto Meola Road, up Garnet Road, onto West End Road to the roundabout with Jervois Road): This section was identified in the feedback as a key route, and ties in with planned maintenance on Meola Road.

19. The engagement process for each route will be to first meet with key stakeholders, such as local boards, organisations, property owners and businesses with a strong interest in the proposal, or those who are directly affected, to hear what they think of the designs.

20. Feedback from this engagement will be used to help shape the project going forward. The wider community will then be given an opportunity to provide feedback on any design option(s). Key stakeholders can also provide additional feedback during this period. Once community feedback has been considered, the design for each route will be finalised and the project will move into construction.

Local Board Capital Projects

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

22. The local board’s current Local Board Transport Capital Fund projects are summarized in the table below:

Current Transport Capital Projects

Project	Description	Status	Projected Cost
St Andrews Road Pedestrian Facility	Facilities to improve pedestrian safety when crossing between 131-137 St Andrews Road.	Project set up, currently awaiting resourcing to become available	$18,000
Sandringham Road LED Streetlighting	Customised light poles and LED lighting upgrade	Completed	$120,000
Mount Eden Road LED Streetlighting	Customised light poles and LED lighting upgrade	Under construction	$220,000
Owairaka Park Pedestrian Bridge	Pedestrian bridge	Allocated to 2016/17 budget	$138,000
Mt Albert Train Station Pedestrian Bridge/Stairs	Pedestrian bridge better connecting station to Mt Albert Town Centre	Near completion. Opening event organised for September.	$ 1,200,000 (NZTA Subsidy $550,000)
Cricket Avenue Speed Tables	Traffic calming	Project set up, currently awaiting resourcing to become available	$109,000
Mt Eden/Normanby Intersection Improvements	Road safety improvements to intersection	Consultation results were discussed with portfolio leads and project is proceeding to safety audit and TCC decision.	$169,310
Waterbank/Herdman/Daventry Safety Improvements	Traffic calming	Project set up, currently awaiting resourcing to become available	$114,000
Anderson Park Walkway Lighting	Improved walkway lighting	Firm estimate of costs now received from Parks. Increase from RoC now requested.	$197,250
Truro/Lancing Traffic Calming	Traffic calming	Project set up, currently awaiting resourcing to become available	$89,000
Chamberlain Park Greenway and Bridge	Construction of shared path and bridge	ROC for 2 options developed. Discussion on these in the next term.	-

Financials

Mount Albert Pedestrian Bridge

23. The project to construct and link the bridge is making steady progress towards completion in September. The opening date for the bridge has now been confirmed as 17 September. Invitations to local board members will be sent out once more details are available.

Anderson Park Walkway Lighting-Resolution number AE/2016/32

Albert-Eden Local Board requests that Auckland Transport proceeds to detailed design and provides a Firm Estimate of Cost for the walkway lighting in Anderson Park.

24. A firm estimate of costs has now been completed by Auckland Council Parks for this project. This figure is $197,250 which is an increase from the $188,000 indicated in the rough order of costs.

25. AT now requests that the local board confirm if it wishes to proceed with the project and if so, to confirm the extra funding and construction.

Chamberlain Park Greenway and Bridge

26. AT has prepared a rough order of costs for two options. These have both come in at a significant cost and are unable to be funded in this electoral term. The portfolio leads have advised that this project be left to the consideration of the new board after October.

Mt Eden/Normanby Intersection Improvements

27. As noted above, this project is undergoing a safety audit and it will then proceed to a Transport Control Committee for resolution. As the Albert-Eden Local Board approved this project through to construction in October 2015, this project will only come back to the board for consideration if it the actual construction cost is likely to exceed the firm estimate of costs noted above.

Proposal for a Pedestrian Refuge in Kingsland

28. A request was received from the Kingsland Business Association for a pedestrian facility in the vicinity of 319-375 New North Road, Kingsland. It was previously investigated close to Bond Street but it didn’t proceed due to the loss of parking required.

29. AT has identified a possible location for a pedestrian refuge at 373 New North Road which minimizes parking loss by utilising existing NSAAT (No stopping at all times) restrictions.

30. AT’s minor improvement works prioritisation list for next the financial year is already oversubscribed and this project is unlikely to be built by AT in the near future. It has been suggested that the board may like to look at funding this through its transport capital fund and it is recommended that the board requests a rough order of costs for the pedestrian refuge. The new board could then decide whether to proceed with this improvement in the new term.

Other Matters

Customer Service Inquiries

31. In July, a total of 956 Customer Service inquiries were made to AT’s contact centre regarding issues in the Albert-Eden Local Board area. Of these, 787 cases were resolved and 115 cases were still active on the 1 August, and the rest were either duplicates or rejected (as under AT delegation and referred to Auckland Council) or cancelled later.

Pah Road/Manukau Road Transit Lane

32. Early monitoring of the new T3 lanes on Manukau Road and Pah Road shows a time saving of more than 3 minutes per bus. AT has received positive feedback from public transport users about the improved bus travel times.

33. AT will be conducting monthly monitoring of general traffic and bus journey times. When designing the new layout AT modelled T2, T3 and bus-only lanes. T3 was shown to provide the greatest amount of time saving.

34. AT is also undertaking investigation and design work for the introduction of double decker buses on Manukau Road. Manukau Road is on the frequent bus network, and the number of people taking the bus along this corridor is expected to increase.

35. Currently, on Manukau/Pah Road more than 35 percent of people are in 6 percent of the vehicles at peak times. Prioritising high occupancy vehicles provides the greatest possible time savings for the greatest number of people.

Auckland Transport News

Ian McKinnon Cycleway

36. A new cycleway will cut travel time for the growing number of people cycling into the city centre from west Auckland. AT is seeking feedback on plans revealed today for the Ian McKinnon Drive Cycleway which is a two way, on-road cycleway and a shared path through Suffolk Reserve.

37. The aim is to improve the connection for people cycling into the city from the Northwestern Cycleway and Dominion Road. At the moment, those cycling from the Northwestern Cycleway have to go up to Newton Road and either cross the road at the lights or do a loop around Piwakawaka St. This brings them on to the south side of Ian McKinnon Drive so they have to cross the road again if they are going to the city.

38. The proposal is to extend the cycleway through Suffolk Reserve and for it to continue as a two way cycleway on the city-side of Ian McKinnon Drive. It will also be helpful for those cycling from Dominion Road who will be able to continue on Ian McKinnon Drive and then into the city via Lightpath, Grafton Gully or Queen Street.

39. The number of cycle journeys recorded on the Northwestern Cycleway went up almost 50 percent in May 2016 compared with May 2015 and the number of people cycling into the city centre has doubled in three years.

40. AT is working with project partners Auckland Council and the Government through the NZ Transport Agency and the Urban Cycleways Programme on a $200m programme of cycle improvements in Auckland from 2015 to 2018.

41. Public feedback for Ian McKinnon Dr Cycleway was open until Monday 29 August. For more: https://at.govt.nz/projects-roadworks/ian-mckinnon-drive-cycleway/.

Simpler Fares

42. Simpler Fares were successfully introduced for bus and train users across Auckland on August 14. This is a new zone-based public transport system to make fares simpler and it operates on all bus and train services (except SkyBus). The new zone map has 13 zones, and fares are now calculated according to the number of zones travelled through for the entire journey.

43. Approximately 33 per cent of ATHOP customers will see a fare decrease and for 66 per cent there will be no change.

Consideration

Local board views and implications

Location or Name of Issue	Description	AT Response
View Road and Esplanade Road	Request relates to safety concerns due to the irregular configuration of the intersection and pedestrian crossing opportunities and reported speeding on View Road.	Traffic calming devices have been ruled out. Investigation continues into providing crossing facilities along View Road (between Wynyard Road and Sherbourne Road intersections), in addition to the pedestrian refuge island near Sherbourne Road intersection. These crossing facilities would help address the pedestrian crossing demand on View Road and also encourage a slower speed environment along the route. Investigation into upgrading the View Road / Esplanade Road intersection, continues and will be reported back through portfolio.
Stokes Road/ Owens Rd corner	Dangerous corner near 84a Owens Road where many accidents have been reported.	AT has reviewed both of the corners on Stokes Road and Owens Road for loss of control crashes. To help reduce these AT has improved signage, realigned side islands and ATproposes to add high friction surfacing in both directions for both corners. The high friction surfacing will help vehicles who do travel faster than the intended speed around these bend to stay in control. This work is expected to be completed this financial year.
26 Waterbank Road	Flooding has been reported in this vicinity.	The blocked drain issue along Waterbank Crescent in Waterview is currently in progress to determine whether it is a surface issue or a deeper blockage. Street sweeping will be take place and if the drain itself is blocked, it will be referred to Auckland Council for resolution.
Margaret Street	Footpath repairs after Chorus work left a patched effect.	The Margaret Street section of footpath was constructed in 1992 with broom finish plain concrete. The requirement for utility operators is to reinstate like for like. In time the concrete should fade somewhat to blend in better – black oxide is used to make the footpaths less white.
Martin Avenue	Broken footpath reported.	Issue has been logged.

Attachments

No.	Title	Page
a ⇩	Attachment A - Consultations	33
b ⇩	Attachment B - Transport Control Committee Decisions, August 2016	35

Signatories

Author

Lorna Stewart, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Manager, Elected Member Relationship Unit, Auckland Transport

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

Albert-Eden Local Board

07 September 2016

New Road Name Approval for an existing pedestrian walkway linking Daventry Street and Herdman Street, Waterview

File No.: CP2016/18498

Purpose

1. The purpose of this report is to seek approval from the Albert-Eden Local Board to name an existing but unnamed pedestrian walkway linking Daventry Street and Herdman Street, Waterview.

Executive Summary

2. At the Albert-Eden Local Board meeting held on 1 June 2016 (Item 15), the Local Board proposed the names ‘Vi Campbell Walkway’ and ‘Vi Campbell Lane’ for the unnamed pedestrian walkway linking Daventry Street and Herdman Street, Waterview.

3. Subsequent to that meeting, Land Information New Zealand (LINZ) has advised that the suffix ‘Walkway’ cannot be used and instead suggested the suffixes ‘Way’, ‘Lane’ or ‘Walk’, which have been adopted as alternatives in this report.

4. The name ‘Vi Campbell Way’ has already been assessed against the Auckland Council road naming criteria and was determined to meet all criteria, as summarised in the road naming report submitted to the Local Board at the 1 June 2016 meeting, in relation to a residential subdivision at 60-70 Daventry Street, Waterview, by Housing New Zealand Limited.

5. 12 local iwi were consulted about the appropriateness of the name ‘Vi Campbell Way’ and no objection was raised or alternative names suggested.

Recommendation

That the Albert-Eden Local Board:

a) Considers for approval the proposed road name ‘Vi Campbell Way’ for the pedestrian walkway linking Daventry Street and Herdman Street, Waterview, while noting that the alternative suffixes ‘Vi Campbell Lane’ or ‘Vi Campbell Walk’ also meet the road naming criteria, pursuant to section 319(1)(j) of the Local Government Act 1974.

Comments

6. The pedestrian walkway to be named is located between Daventry Street and Herdman Street, Waterview. The walkway is existing but currently unnamed. As depicted in the attached layout map (Attachment A), the walkway runs between existing residential dwellings to connect Daventry and Herdman Street as a shortcut for pedestrian access.

7. The name ‘Vi Campbell Way’ was initially proposed for a new road created by way of subdivision at 60-70 Daventry Street, Waterview by Housing New Zealand, which was granted consent on 14 July 2015 (Council references R/LUC/2015/1184 and R/REG/2015/1190). The name ‘Vi Campbell Way’ was not selected by the Albert-Eden Local Board for this new road; hence the name is available to be used for the pedestrian walkway in question, as the walkway is only a short distance away from the original subdivision development on Daventry Street.

8. The original road naming application by Housing New Zealand contained the following background to the name ‘Vi Campbell’, which explains its appropriateness to the local area: “‘Vi Campbell Way’ has been chosen in recognition of a tenant that formerly lived in one of the Housing New Zealand dwellings on the Daventry Road site. Mrs Campbell passed away in 2015, but was a prominent member of the Waterview community and actively contributed to many of the local community groups throughout her life”.

9. The proposed road name has been assessed against the criteria set out in the Auckland Council Road Naming Guidelines and meets the criteria.

10. The suffix ‘Way’ can be considered appropriate in the circumstances as ‘Appendix C’ of the Auckland Council Road Naming Guidelines references ‘Way’ as being a short, enclosed road. In this instance, the pedestrian walkway is short and enclosed between residential dwellings on either side.

11. The alternative suffix ‘Lane’ is considered appropriate in the circumstances as ‘Appendix C’ references ‘Lane’ as being a narrow road between walls, buildings, or a narrow country road. Similarly, the alternative suffix ‘Walk’ is also considered appropriate as ‘Appendix C’ references ‘Walk’ as being a thoroughfare for pedestrians. Both suffixes are suitable for the pedestrian walkway in question.

12. New Zealand Post and Land Information New Zealand (LINZ) have commented that the proposed name ‘Vi Campbell Way’ meets their criteria and standards. LINZ also noted that ‘Vi Campbell Lane’ or ‘Vi Campbell Walk’ are both acceptable suffix options for the name of this pedestrian walkway, but that “Walkway” is not a valid suffix, as per Appendix B of the AS/NZS 4819:2011 Standard.

13. As part of the original road naming application presented to the Local Board on 1 June 2016, Housing New Zealand spoke to Lena O’Neil, Mrs Campbell’s surviving sister. Mrs O’Neil was very supportive of the Corporation seeking to commemorate her older sister. She provided a letter of evidence to confirm this and the spelling of her sisters name as “Vi Campbell”.

14. Housing New Zealand also held a Community Consultation Event on 7 May 2016 in Waterview and asked the community to vote on a range of names, including Vi Campbell, Puweto, Traherne, Torea, Aua, Tamure and Tarapunga. The name ‘Vi Campbell’ received the highest number of votes and can therefore be considered as appropriate for use.

15. A map showing the location of the pedestrian walkway is attached.

16. The Auckland Council, by way of the Auckland Council Long Term Plan (2012 - 2022), allocated the responsibility for the naming of new roads and accesways, pursuant to section 319(1)(j) of the Local Government Act 1974, to the Local Boards.

Consideration

Local Board Views

17. The decision sought from the Albert-Eden Local Board for this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

18. The decision sought from the Albert-Eden Local Board for this report is not considered to have any legal or legislative implications.

Maori impact statement

19. Consultation was undertaken by Housing New Zealand with the 12 local Iwi listed for the Albert / Eden Local Board Area, advising of the proposed name and asking for comments and alternative options. Only Nga Maunga Whakahii o Kaioara Development Trust (Ngati Whatua o Kaipara) responded, to say that they referred to and supported the position of Ngati Whatua o Orakei. No objection was raised or alternative names suggested by any of the 12 local iwi contacted, which suggests their support for the name.

20. The decision sought from the Albert-Eden Local Board on this report is linked to the Auckland Plan Outcome, “A Maori identity that is Auckland’s point of difference in the world”. The use of Maori names for roads, buildings and other public places is an opportunity to publicly demonstrate Maori identity.

Implementation

21. The Albert-Eden Local Board will consult Auckland Transport to establish the procedure for installation of signage for the pedestrian walkway, once the new name has been approved.

Attachments

No.	Title	Page
a ⇩	Site and Location Map for Pedestrian Walkway between Daventry Street and Herdman Street, Waterview	41

Signatories

Author

Emerald James - Subdivision Advisor

Authorisers

Ian Smallburn - General Manager Resource Consents

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

Albert-Eden Local Board

07 September 2016

Update on the Mount Albert Town Centre Project

File No.: CP2016/18364

Purpose

1. To note an update on the status of the Mt Albert Town Centre upgrade project and to endorse the developed design layout for the project as progressed to date.

Executive summary

2. A streetscape upgrade (including an off-street car park, and new pocket park) for the Mt Albert Town Centre is programmed to be delivered in 2016/2017.

3. A design and build contract has been awarded to the team of John Fillmore Contracting (JFC), Boffa Miskell Ltd, Envivo Engineers and TPC Engineers to complete the Mount Albert Town Centre streetscape upgrade project.

4. The council has also engaged a mana whenua design professional to work with the design team to incorporate the Mt Albert (Owairaka) narrative that was established by nominated mana whenua for this project.

5. The design proposed by the selected tenderer will be developed to construction drawings with construction expected to start in early November 2016.

6. It is recommended that the Board endorse the developed design for the project (see plans in attachment A).

7. The attached plans have been developed from the concept plan that was approved by the Local Board in February 2016. They will soon be advanced to construction documentation.

Recommendations

That the Albert-Eden Local Board:

a) endorse the developed design drawing Reference A16098_100, Revision B, shown in attachment A, noting that this design drawing will be the basis for advancing physical works.

b) note that council staff will continue to inform the Board and key stakeholders throughout the design and construction process.

Comments

Background

8. The Auckland Plan has identified Mt Albert as a town centre which will experience significant change over the next 30 years. The Albert-Eden Local Board Plan 2014 identifies the renewal of Mt Albert Town Centre as a key project.

9. The Mt Albert Town Centre upgrade project is aligned with an Auckland Transport-led project that is currently under construction; a pedestrian bridge that connects New North Road to the Mt Albert Rail Station.

Developed Design

10. The developed design for the project is shown in attachment A. This package of work continues the concept proposal design outcomes which include:

· widened footpath zone on New North Road

· upgrade to footpath surface

· pocket park on the corner of New North and Mt Albert Roads

· widened footpath on Carrington Rd to improve pedestrian access to the Mt Albert Train Station

· cycling infrastructure on New North and Carrington Roads

· removal of five existing trees on New North Road, to allow for a new carriageway, cycle way and footpath set-out. These will be replaced with 12 or more new trees

· addition of street furniture (lighting, bins, bus shelters and seating)

· revision to on-road car parks, bus stop and loading bay set-out

· upgrade to off-street car park by Mt Albert Tennis Club.

11. Through the design and development of the project, additional elements have been integrated in the contract, which include:

· water sensitive urban design with the use of bio-retention and soak holes in tree pits for storm water management, rain garden, soak hole cartridge filter and tetra traps

· amenity lighting

· bespoke bus shelter (outside 911 New North Road)

· ‘Copenhagen’ cycle lanes (raised cycle lanes)

· upgraded pedestrian laneway (by ASB)

· drinking fountains.

12. In summary, it is recommended that the Albert-Eden Local Board endorse the developed design as it will contribute to revitalising the Mt Albert Town Centre by providing an attractive and safe streetscape, along with environmental and social benefits.

Consideration

Local board views and implications

13. Throughout the project lifespan the project team has obtained guidance and support in the development of the project via regular workshops with the Albert-Eden Local Board and exchanges of information between the project team and the Senior Local Board Advisor.

14. The project design is underway with construction of physical works due to commence early in November 2016.

Māori impact statement

15. The proposed Auckland Unitary Plan shows no areas of significance to mana whenua in the town centre.

16. However, given the town centre is in close proximity to Owairaka - Mt Albert volcanic cone, engagement with mana whenua commenced in December 2015. Based on feedback from mana whenua, the project has engaged an iwi design professional as part of the design team to allow for an integrated design that will align with the mana whenua values and narrative of the area.

17. The project will incorporate the Te Aranga Design Principles into the design and also a narrative and theme by which to base the design concept.

18. The overarching narrative that was established by mana whenua for the project is Te Ahi-kā-a-Rakataura, with sub-themes of gardening (cultivation), wai (spring) and mataaoho (stone). This narrative will be expressed in:

· use of stone recovered from site excavations, in the project design

· use of Māori medicinal planting in garden beds

· native tree planting (to support bird life)

· design of the bespoke bus shelter with Māori cultural patterning.

Implementation

19. Next steps include completing the design work and obtaining consents.

20. Construction is scheduled to begin in early November 2016.

Attachments

No.	Title	Page
a ⇩	Mount Albert Town Centre Developed Design Drawing	47

Signatories

Authors

Susannah Kitching – Development Programmes Lead

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

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

Albert-Eden Local Board

07 September 2016

Endorsement of the Final Newton and Eden Terrace Plan for Public Release

File No.: CP2016/18033

Purpose

1. To seek formal endorsement from the Albert-Eden Local Board for public release and publication of the final draft Newton and Eden Terrace Plan. To note that the Waitematā Local Board will consider the final draft Newton and Eden Terrace Plan at its business meeting on 13 September 2016.

Executive summary

2. Both the Waitematā and Albert-Eden Local Boards are responsible for the endorsement of the content of the final Newton and Eden Terrace Plan. Once approved, the final plan will be developed into a publication for public release and become part of the council’s planning framework for implementation.

3. Preparation of the draft Newton Plan was undertaken from June 2013 to April 2014 and a five week public consultation commenced in April 2014. A summary of the feedback received was released publicly in July 2014.

4. From August to October 2014, the draft Newton Plan was re-scoped and reviewed to include an extended study area into Eden Terrace south of Mount Eden station. A second round of public consultation was undertaken on a revised draft Newton and Eden Terrace Plan from November to December 2014.

5. From August to October 2014, the draft Newton Plan was re-scoped and reviewed to include an extended study area into Eden Terrace south of Mount Eden station, within the Albert-Eden Local Board area. A second round of public consultation was undertaken on a revised draft Newton and Eden Terrace Plan from November to December 2014.

6. The final draft plan includes:

a. details on the local and strategic context

b. identification of challenges to address and development opportunities

c. five key moves and outcomes to respond to challenges and opportunities

d. an implementation plan which outlines projects, delivery partners, timeframes and funding status.

7. Both the Waitematā and Albert-Eden Local Boards are responsible for the endorsement of the content of the final Newton and Eden Terrace Plan. Once approved, the final plan will be developed into a publication for public release and become part of the council’s planning framework for implementation.

8. A copy of the final draft Newton and Eden Terrace Plan is attached to this report (Attachment A). Further minor amendments may occur after the local board business meeting and before publication.

Recommendation/s

That the Albert-Eden Local Board:

a) Approve the final Newton and Eden Terrace Plan, as set out in Attachment A, for document production prior to public release.

b) Delegate authority to Albert-Eden Local Board Chair Haynes and Board Member Easte to approve any minor changes to the final production of the document prior to public release in September 2016.

c) Note that the final draft Newton and Eden Terrace Plan will also be considered by the Waitematā Local Board at its 13 September 2016 local board meeting for approval.

Comments

Background

8. In June 2013, the Waitematā Local Board endorsed the planning process for the development of a local place-based plan for Newton to set out how the area could change and grow over the next 20 to 30 years with a proposed new train station coming in as part of the new City Rail Link project.

9. From June 2013 to April 2014, the council held a number of internal and external workshops with stakeholders and the community to discuss the context of the area and potential opportunities for change to inform the drafting of the plan. Alongside this exercise, research and analysis of plans and projects relevant to the Newton area was undertaken.

10. In April 2014, the Waitematā Local Board endorsed the release of the draft Newton Plan for a five week public consultation.

11. In August 2014, Auckland Transport announced the planned City Rail Link station at Newton would no longer be included as part of the City Rail Link project. Further study revealed that redeveloping and extending Mount Eden Station had distinct benefits beyond the previous ridgeline Newton Station. This change meant that the plan study area needed to be extended south to include the catchment area of Mount Eden station and consequently the draft Newton Plan needed to be revised. The revised study area also included part of the Albert-Eden Local Board area.

12. From September to October 2014, the revised draft Newton and Eden Terrace Plan was prepared and in November 2014 the Waitematā and Albert-Eden Local Boards endorsed the release of the revised draft plan for a five week public consultation.

13. During 2015, council officers were resourced to work on the Proposed Auckland Unitary Plan and work on finalising the Newton and Eden Terrace Plan was suspended temporarily. From April to July 2016, council officers met with internal subject matter experts, iwi, the Uptown Business Association and Waitematā and Albert-Eden Local Boards to discuss the preparation of the final draft plan, and seek further feedback on the key moves and outcomes. Targeted community engagement was also undertaken over this period.

Strategic context

14. The Newton and Eden Terrace Plan is guided by, and implements at the local level, a number of Auckland Council’s strategic policies and planning documents.

15. The Auckland Unitary Plan will be the council’s main land-use planning document setting the regulatory framework for the land contained in the Newton and Eden Terrace Plan study area. Once operative, the Newton and Eden Terrace area will be predominantly zoned as ‘Mixed Use’ with a ‘Town Centre’ zone identified around Upper Symonds Street. The wide range of development and activities provided for under the Mixed Use and Town Centre zones will help enable the development opportunities identified in the final Newton and Eden Terrace Plan, while balancing this growth with retaining the special character business and housing areas in these communities.

16. A primary outcome of this plan is to inform preparation of the next Long Term Plan 2018-2028, and also the next Albert-Eden and Waitematā Local Board Plans funding cycles.

Community and Stakeholder Engagement

17. From 10 April to 14 May 2014, a five week public consultation took place on the draft Newton Plan. Feedback was sought through written representations, an online survey and through four public drop-in sessions.

18. From 19 November to 17 December 2014 a further five-week public consultation was undertaken on the revised draft Newton and Eden Terrace Plan. Similarly, feedback was sought through written representations, an online survey and through four public drop-in sessions.

19. In addition to the above public consultation periods, targeted engagement was undertaken throughout 2014 with the local community, iwi, Uptown Business Association, infrastructure providers, community providers and organisations, council departments and Council Controlled Organisations (CCOs) to discuss the draft plan and obtain their feedback on the draft plan.

20. From April to July 2016 further targeted engagement on the final draft Newton and Eden Terrace Plan was undertaken which included further engagement with council departments, CCOs, iwi, the Uptown Business Association, Newton Central School and the community. A community day took place on 25 June at Lot 23, Minnie Street, Eden Terrace, to raise awareness about the draft final plan and other projects going on in the local area.

Feedback received

21. The majority of respondents to each of the public consultation stages and those from the targeted engagement exercises supported the proposed five key moves.

22. Some common themes that were raised through consultation and engagement included:

· promoting improved connections and links for pedestrians and cyclists within the area and to neighbouring centres

· enhancement of existing parks and better integration with the surrounding area

· improvement of the public realm

· promotion of new community facilities to cater for the growing population

· growth of the area as a distinct business/town centre with its own identity

· development of higher quality housing

· protection of the remaining character and heritage buildings.

23. All of the feedback received has been considered in the development of the final draft plan.

Key components of the final draft Newton and Eden Terrace Plan

24. The final draft Newton and Eden Terrace Plan provides a framework to guide how the area could grow and change over the next 20 to 30 years (see Attachment A) and sets out:

· the purpose of the plan

· a future direction and desired outcome for the area and its contribution to achieving Auckland’s vision to be the world’s most livable city

· the relationship of the plan with the council’s strategic policies and planning documents

· the local context of the area to provide a baseline for future changes

· key opportunities that the plan seeks to address

· the context to the City Rail Link project, the Mount Eden redeveloped station, and a potential Light Rail Transit option

· five key moves and supporting outcomes that respond to the challenges and opportunities of the area

· identification of a number of future development opportunities in the area, and

· an implementation strategy for how the plan will be delivered over the next 30 years, and an implementation plan listing the actions and projects aimed to achieve the desired key moves and outcomes.

25. The final draft plan takes into consideration the direction set by the Auckland Plan, City Centre Masterplan, Auckland Unitary Plan, Waitematā and Albert-Eden Local Board Plans and the City Rail Link project.

26. The key moves respond to the challenges and opportunities facing the area. In particular, key move 5 supports and links the delivery of the City Rail Link to the Newton and Eden Terrace area, which is to “promote the City Rail Link and public transport improvements as the catalysts for new investment and growth in the area”.

27. A number of specific projects and actions have been identified in the implementation strategy. The strategy outlines the timeframes, delivery partners, funding mechanisms, and monitoring and review process. It is a 30-year plan and the implementation strategy is designed to be a ‘living’ document. The strategy will be refined and updated every three years and this process will be aligned with the council’s Long Term Plan (LTP) and Local Board Plan processes to allow consideration of any necessary changes to funding and project prioritisation.

28. The delivery of the plan’s outcomes, actions and projects will require a collaborative approach with the community and iwi, and key delivery partners including the Waitematā and Albert-Eden Local Boards, Auckland Council, CCO’s, Government Agencies, developers and private landowners.

Consideration

Local board views and implications

29. Albert-Eden Local Board members Easte and Haynes, with Waitematā Local Board members Dempsey and Thomas, have represented the Local Boards through the process of developing the draft Newton and Eden Terrace Plan. The project team has met with them on a regular basis to discuss the development of the final draft plan, including addressing any issues that have arisen. The members also attended the public events during community engagement and have been presented with the feedback received.

30. Post community engagement, the Waitematā and Albert-Eden Local Boards were presented with the summary of feedback received and have been engaged in the refinement and development of the final draft plan. Both Local Boards have been supportive of the plan development process and are in a good position to finalise the plan for adoption.

31. The Waitematā and Albert-Eden Local Boards will play a significant role in ensuring that the plan’s aspirations and projects are followed through from investigation to implementation over the next 30 years. This role may take many forms from direct investment in public works to advocating for positive changes to the area.

Māori impact statement

32. In early 2014, the council developed a proposal for iwi involvement in the development of the Karangahape Road and Newton Plans. As part of this proposal, it was agreed that an independent consultant would be commissioned to engage iwi in the development of the two plans and to provide one Māori Heritage report addressing the two areas.

33. From June to August 2014, the council engaged with iwi representatives to understand their aspirations for the area and provide feedback on the draft plan. The iwi representatives were also invited to give feedback and contribute to the preparation of the Māori Heritage report. The council received input and feedback from six iwi including: Ngāti Whātua o Ōrākei, Ngāi Tai ki Tāmaki, Te Akitai Waiohua, Ngāti Te Ata Waiohua, Te Kawerau a Maki and Ngāti Maru. Ngāti Maru prepared its own Māori Heritage report for the Karangahape Road and Newton area. All feedback has been captured into the final Māori Heritage Report and this, alongside Ngāti Maru’s report, has been used to inform the development of the final draft plan.

34. From June to July 2016, the council re-engaged with iwi representatives to discuss previous iwi engagement on the draft plan and the progress made on the plan preparation since 2014. Korero was held with Ngati Maru, Ngāti Whātua o Ōrākei and Ngaati Whanaunga. Ngai Tai ki Tamaki and Te Akitai Waiohua attended a hui in June with council officers and Local Board members. The feedback has been used to further inform the final draft plan.

35. The final draft plan includes a mana whēnua history local context section alongside a number of outcomes and actions supported by mana whēnua in the area. These include (amongst others):

· celebrating and protecting the unique local cultural, Māori and built heritage of the area through collaboration

· new development and place-making initiatives reflect, acknowledge and incorporate Māori cultural values and association, historical narratives and natural landscape elements where appropriate

· recognising and supporting the economic aspirations of Māori

· ensuring on-going engagement with mana whēnua through all stages of future major and public projects

· promotion of native planting.

Council departments and CCOs

36. Information to inform the preparation of the plan has been compiled through discussion with a number of council departments and CCOs responsible for the maintenance and delivery of a range of types of infrastructure. This has included liaison with:

· Plans and Places (Heritage)

· Community Facilities

· Parks, Sports and Recreation

· Auckland Design Office

· Auckland Tourism, Events and Economic Development Ltd

· Auckland Transport

· Watercare

37. Furthermore, the public consultation and targeted engagement with the community has been assisted by Te Waka Angamua (Māori Strategy and Relations); Arts, Community and Events; and Community and Engagement.

38. The achievement of the projects and actions identified in the implementation strategy will depend on strengthening links and coordination of projects with internal departments and the CCOs.

Community and key stakeholders

39. This plan is not just Auckland Council’s vision for the Newton and Eden Terrace area. The final draft plan has included the aspirations of the community and key stakeholders.

40. Consideration has been given to specific impacts that might arise as a result of the implementation of the final plan. In principle, the plan will benefit all sectors of the community by providing the framework to the delivery of strategic and local infrastructure projects to improve the area and helping to achieve more sustainable development. Any possible impacts would arise at the point at which funding is identified and projects are actually delivered.

41. It will be important to continue to engage and connect with the community and key stakeholders so that they can continue to be involved in the future of Newton and Eden Terrace.

Implementation

42. The work of area spatial planning at a local place based level is the responsibility of teams within the Chief Planning Office (CPO) in collaboration with other parts of the council and CCOs. This work is only partly budgeted for in the CPO budget. Thus far, targeted use of external resources for purposes of community engagement, options development or research and plan development has been sourced from allocated budgets within the CPO.

43. Section 9 of the final plan includes an implementation plan which identifies a number of projects and actions to be delivered, whether the actions are funded or unfunded (aspirational), the Local Board’s role, who is the lead or responsible for delivery and the key stakeholders and partners involved. Some actions do not require public funding and need to be delivered by private development. The implementation plan will be a living document and subject to refinement and updating on average every three years to include engagement with key stakeholders and delivery partners. It is flexible in order to recognise that some projects and actions require further work such as additional scoping, consultation, feasibility testing, detailed planning and design, a works programme and/or funding

44. Internal discussions were held with relevant Auckland Transport and Auckland Council departments, CCOs, and Local Board members were also consulted, to determine realistic timeframes for the implementation of the various projects and actions within the implementation plan. Given that it is a 30-year plan, each action has been identified as either on-going (business as usual), immediate (12 months), short term (within 1-3 years), medium term (3-7 years) or long term (7 years or more) actions.

45. The timeframes for the delivery of projects and actions are also influenced by the sequencing and roll out of other plans and budgets, such as the Auckland Unitary Plan, the council’s LTP and Annual Plan, Local Board Plans (3-year review), Auckland Transport work programmes, and other council strategies and action plans. Some of the projects are already budgeted for in the LTP 2015-2025 or the Regional Transport Plan. The council will soon be developing the 2018-2028 LTP and this may have an impact on the prioritisation and funding of projects in the Newton and Eden Terrace area for the next ten years. The City Rail Link will continue to remain a critical budget item as part of the future LTP budget. Where possible, the final plan has prioritised projects in alignment with the delivery and completion of the City Rail Link and redeveloped Mount Eden station.

Attachments

No.	Title	Page
a ⇩	Final Draft Newton and Eden Terrace Plan	57

Signatories

Author

Barbara-Ann Overwater – Principal Planner - Central/Islands

Authorisers

John Duguid - General Manager - Plans and Places

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

Albert-Eden Local Board

07 September 2016

Historic Heritage place evaluations in the Albert-Eden Local Board area

File No.: CP2016/17349

Purpose

To allocate $40,000 OPEX from the Albert-Eden Local Board’s (the local board) Heritage projects budget towards historic heritage place evaluations in the local board area.

Executive summary

1. The Albert-Eden Local Board Plan has a strategic outcome to ensure our heritage is cherished and protected. To support this outcome, the local board has a key initiative to undertake Historic and character heritage surveys that identify buildings of heritage value.

2. In addition, a number of places were identified through the 2012/2013 Albert Eden Heritage Survey. Through the survey, detailed analysis of the Balmoral area was undertaken, including evaluations, with a number of places and areas incorporated into the notified Proposed Auckland Unitary Plan (PAUP). All other suburbs within the local board area were addressed in the thematic Historic Context Statement, with study lists produced, but no formal evaluations undertaken.

3. In 2013/2014, a detailed survey of Pt Chevalier was undertaken, building upon the more general Albert-Eden Heritage Survey. A number of places were evaluated and are proposed to progress as new places through a future plan change (pending a planning analysis).

4. To enable formal evaluations to be undertaken, the local board allocated $50,000 OPEX as part of their 2016/2017 local board agreement towards heritage projects in the local board area. During this process staff advised that the Heritage Unit could support the local board to undertake heritage place evaluations with the allocated budget.

5. In June 2016, staff presented a proposed evaluation list to the heritage portfolio holders for input and feedback. A final draft evaluation list, where eight-to-ten evaluations, costing $40,000 was endorsed at the August 2016 heritage portfolio meeting.

6. Following the allocation of budget, staff will:

· undertake expressions of interest from several built heritage consultancies to place bids on the list of places identified.

· engage the services of several heritage consultants/consultancies required to undertake historic heritage place evaluations of places within the Albert-Eden Local Board area. The project will involve research, site inspections, and evaluations.

· prepare the evaluations using the evaluation template prepared by the Heritage Unit.

7. The indicative timeframe to undertake the evaluations will be from October 2016 to March 2017.

Recommendation/s

That the Albert-Eden Local Board:

a) Allocates $40,000 OPEX from its Heritage projects budget line to support the delivery of historic heritage evaluations in the local board area.

b) Endorses the project brief in Attachment A.

c) Endorses the Heritage Unit officers to undertake a bid seeking expression of interest, and to select the heritage consultants to undertake the evaluations.

Comments

8. The key deliverables of the historic heritage evaluation project are to identify high-priority places through the pre-1944 field study and the Albert-Eden Heritage Survey, which are not presently subject to regulatory historic heritage assessment.

9. To support and deliver historic heritage evaluations, it will involve:

· Site inspections (where possible and necessary)

· Historical research (building upon exiting baseline data where present)

· Physical description of the place

· Comparative analysis

· Assessment against evaluation criteria

· Statement of significance

· Spatial extent of place and proposed text for inclusion in schedule entry (if recommended for scheduling).

Consideration

Local board views and implications

10. The local board allocated $50,000 OPEX as part of their 2016/2017 local board agreement towards heritage projects in the local board area. During this process staff advised that the Heritage Unit could support the local board to undertake heritage place evaluations with the allocated budget.

11. In June 2016, staff presented a proposed evaluation list to the heritage portfolio holders for input and feedback. A final draft evaluation list, where eight-to-ten evaluations, costing $40,000 was endorsed at the August 2016 heritage portfolio meeting.

12. The recommendations within this report fall within the Local Board’s allocated authority, with funding specifically set aside for heritage surveys that identify buildings of heritage value, with a potential cost of $40,000 allocated.

Māori impact statement

13. The historic heritage evaluations focus on built heritage. The evaluations will not involve any assessment of values relating to Mana Whenua significance. No engagement is proposed to be undertaken directly with any iwi group(s).

14. For any places that are subject to co-management, the relevant parties (such as The Tūpuna Maunga o Tāmaki Makaurau Authority) will be contacted at the same time as any other landowner contact is made.

15. As a separate initiative, the Local Board has dedicated funding towards undertaking work relating to identify sites of significance to Mana Whenua.

Implementation

16. The recommendations within this report do not trigger the Auckland Council Significance Policy.

Attachments

No.	Title	Page
a ⇩	Attachment A	125

Signatories

Authors

Cara Francesco - Principal Specialist Built Heritage

Anthony Barnes - Team Leader Pre 1944 Survey

Authorisers

John Duguid - General Manager - Plans and Places

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

Albert-Eden Local Board

07 September 2016

New Community Lease at 869 New North Rd Mt Albert

File No.: CP2016/18578

Purpose

1. To report on the expressions of interest to lease the small building (building two) at the rear of the site and seek approval to grant a community lease at 869 New North Road, Mt Albert.

Executive summary

2. Council owns the property at 869 New North Road on which there are two buildings and a garage used for community activities. The building fronting New North Rd (building one) is the larger with building two at the rear of the site being smaller.

3. Purchased for car parking in 1961 the property is no longer required for that purpose. The two buildings have been used for community group activities since 2003.

4. The occupying groups’ leases have expired and new leases are required. A call for expressions of interest has been undertaken and the applications assessed as part of this process.

5. This report deals with applications to lease the smaller building, building two, at the rear of the site. The building fronting onto New North Rd will be the subject of a later report.

6. Six applications were received to occupy building two that is currently occupied by The Mt Albert Art Group. There were a range of applicants with three providing services to migrant communities. The highest scoring applicant is the Auckland Refugee Community Coalition that is seeking space for community workers and meetings.

Recommendation/s

That the Albert-Eden Local Board:

a) Grant a new community lease to Auckland Refugee Community Coalition Incorporated to occupy building two at 869 New North Road, Mount Albert on the following terms and conditions:

i) Term – One (1) year commencing 1 January 2017 with one right of renewal for one(1) year in accordance with the provisions of the Auckland Council Community Occupancy Guidelines July 2012;

ii) Rent - $1.00 plus GST per annum if requested:

iii) Subsidised maintenance fee - $250.00 per annum; and

iv) A community outcomes plan be negotiated with the group and approved by the Portfolio Holders being attached as a schedule to the lease document.

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

Comments

Property description

7. The property is located at 869 New North Road adjacent to the Mt Albert business area. It is one parcel of land with two main buildings that have been adapted for community activities, together with a garage that is used to store a community patrol vehicle. The site is legally described as Lt 8 DP 51459 and is zoned Business Activity 2. It is owned in fee simple by Auckland Council. (Attachment A Site Plan).

8. The property was purchased in 1961 by Mt Albert Borough Council to allow the building of a service lane behind the properties at 867-901 New North Rd. The purchase was made under the provisions of the Public Work Act 1981.

9. In 2003 Auckland City Council resolved to retain the property for car parking as part of the Mt Albert parking plan although it was not immediately required for that purpose. In 2005 the Eden Albert Community Board asked that in the interim the property be made available for community use. Subsequent advice (March 2016) from Auckland Transport is the property is no longer required for parking.

10. The building at the rear of the site, building two, is the smaller of the two buildings on the site and, is in average condition.

Current Tenant

11. The building is occupied by the Mt Albert Art Group, and gets limited use with the group meeting one day per week for approximately three hours, although the space is available to individual members at other times.

12. The tenants lease has long expired and they continue to occupy on a monthly occupation.

Applications

13. A call for expressions of interest was advertised in February 2015 and November 2015. Applications received are summarised below.

Building 2 (small building at rear of site)

Name	Activity
Auckland Refugee Community Coalition	Refugee resettlement support and integration
Charlotte Museum Trust	Retention and display of lesbian cultural history and events. Information and training for community support
Grey Power	Advocacy for seniors.
UMMA Trust	Office and meeting space - refugee workshops and meetings
Mt Albert Art Group	Painting and sketching group
Roopa Aur Aap Charitable Trust	Family violence counselling & support

14. All applications were assessed against a range of criteria including the suitability and local need for the activity of the proposed lease, available operating hours, reach potential to the community and other associated considerations.

Options for sharing

15. All the applicants indicate they are able to share with others. Bldg 2 is small and opportunities to share are limited or not available because of size, configuration, conflicting hours of operation and storage requirements.

Overview of applicants

16. Six applications were received for building two with the Auckland Refugee Community Coalition having the highest score of 81 per cent.

17. The current occupier of the space, Mt Albert Art Group did not score highly with 63 per cent because of low membership and utilisation. The group was asked if rather than occupying Bldg 2 it could either share building two or use the meeting room in building one. With no response received a second request has been sent. If it agrees to use the meeting room in building one it may require use of the storage spaces for equipment and materials.

18. Three of the applications including the highest scoring applicant (Auckland Refugee Community Coalition, UMMA Trust and Roopa Aur Aap Charitable Trust) are from groups that provide services to migrants. Their services are a growing part of the infrastructure required to support new immigrant communities.

19. Auckland Refugee Community Coalition occupies part of the community centre at 751-773 New North Rd, but wishes to expand its activities and is seeking office space for community workers and meetings.

20. UMMA Trust, currently located at Ferndale House at 830 New North Rd is seeking additional space for meetings and an office space.

21. Roopa Aur Aap Charitable Trust is a counselling service for family violence victims, looking for a facility to meet victims, conduct interviews and workshops.

22. Greypower, an organisation that advocates for seniors also applied. It wants a venue to provide services for its clients and a hub for an over 50s cycle group. This latter activity may require additional onsite storage for bikes.

23. The Charlotte Museum Trust wants to relocate from premises in New Lynn to be closer to its membership. The Trust collects and documents lesbian cultural life and artefacts and provides education and support to the LGBTQ community.

24. Applying the criteria in the assessment process, the Auckland Refugee Community Coalition is the highest ranked applicant. As it is a new group in a new location it is recommended that it be offered a short term lease to ensure its activities and use of the premises is viable. An initial lease period of one (1) year with a renewal of one (1) year is therefore recommended. This term is described in the criteria of the community occupancy guidelines.

Consideration

Local board views and implications

25. The applications were discussed informally at Portfolio meetings in February 2015 and in March and June 2016.

Māori impact statement

26. There are no issues for Maori with this proposal. Community leases generally 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 too many communities, including Maori.

Implementation

27. If the recommendation of the report is adopted for building two the commencement date for the new lease will need to be delayed to provide notice for the existing tenant to vacate. While only one (1) month is required it is recommended that three (3) months is a suitable notice period. This timeframe is provided for in the recommendation.

Attachments

No.	Title	Page
a ⇩	Attachment A - Site Plan	135

Signatories

Author

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Albert-Eden Local Board

07 September 2016

Community Lease Work Programme 2016/2017

File No.: CP2016/16860

Purpose

1. To approve the 2016/2017 work programme for community leases.

Executive summary

2. Community leases are a valuable way in which the council provides support to local community organisations to provide the activities and services aligned with recognised local priorities.

3. Attachment A provides a detailed list of the community leases and licences due for renewal or expiry over the 2016/2017 financial year, in addition to those from previous years’ work programmes which have yet to be completed.

4. Please note that the reporting timeframes indicated in Attachment A are subject to change, as they are initial estimations only. A more strategic planning project is currently underway to more accurately assess lease reporting timeframes and refine scheduling.

Recommendation/s

That the Albert-Eden Local Board:

a) Approve the community lease 2016/2017 work programme as detailed in Attachment A.

Comments

5. Community leases are held by community organisations providing local activities and services such as sports, scouting and arts. For these activities to continue on the council-owned premises by these groups, their expired leases require reporting to decide on continued occupancy.

6. During the reporting of the 2015/2016 work programme last year, staff introduced a bundled approach to more efficiently report community leases. This method streamlined reporting procedures to enable greater numbers of more routine leases to be fast tracked, whilst focusing necessary attention on those more complex leases requiring individualised reporting.

7. The comprehensive list of the community leases to be reviewed in 2016/2017 is provided in Attachment A, which have either expired or are due to expire during the 2016/2017 financial year.

8. To develop a more accurate schedule of reporting, this year the Community Leases team is focusing significant resources during the first quarter from July through to September 2016 to invest in better work programme planning that not only incorporates the backlog of leases brought forward this year, but also the next two years’ work programmes. As such, the timeframes indicated in Attachment A are subject to change following the completion of this strategic planning.

Consideration

Local board views and implications

9. The draft 2016/2017 work programme was considered at a portfolio meeting on 2 August 2016. The views expressed by local board members during the workshop have been adopted in Attachment A.

10. The community lease 2016/2017 work programme supports the achievement of the following 2014-2017 Albert-Eden Local Board Plan priorities:

· A community that values its environment

· Our heritage is cherished and protected

· Proud, connected and secure communities

· Thriving town centres and a growing local economy.

Māori impact statement

11. 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.

12. 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 Albert-Eden local board area.

Implementation

13. Work programme implementation will be reported quarterly to the local board.

14. Further decisions will be requested of the local board for detailed lease approvals either through the bundled reporting approach when applicable, or through individual lease reports as required.

Attachments

No.	Title	Page
a ⇩	Attachment A Community Lease Work Programme 2016/2017	139

Signatories

Author

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Albert-Eden Local Board

07 September 2016

Allocation of upgrades to community facilities budget

File No.: CP2016/18436

Purpose

1. To allocate the Albert-Eden Local Board’s (the local board) $450,000 Upgrades to community facilities – CAPEX budget ($150,000 CAPEX per annum from the 2015/2016 to 2017/2017 financial years), and endorse projects from the $60,000 Upgrades to community facilities – OPEX budget.

Executive summary

2. The Albert-Eden Local Board Plan identifies a strategic initiative to provide upgrades to the four community centres in the local board’s area to ensure that community centres are accessible, meet community need and make better use of the available space and that they provide appropriate programmes for new migrants, youth and older people in particular.

3. To implement this initiative, the local board allocated $150,000 CAPEX per annum from 2015/16 to 2017/18. At its February 2016 workshop, the local board were presented with allocation options to consider for 2015/16, which included:

· improving the customer experience: to enhance the user experience at community centres by providing up-to-date technology (e.g. Wi-Fi, projectors), better signage, suitable storage and quality spaces (e.g. suitable, well-maintained kitchens)

· getting ready for growth: ensuring that our community centres are fit-for-purpose and meet the local need

· available and accessible to all: to provide community centres that are welcoming and accessible spaces for people of all age groups and ethnic backgrounds.

4. The local board informally supported the proposal to improve the customer experience at its February 2016 workshop.

5. The local board has also budgeted $60,000 OPEX for the 2016/2017 financial year, and a further $50,000 OPEX for the 2017/2018 financial year for community facility upgrades.

6. If there is surplus budget following the completion of upgrades to the Epsom and Pt Chevalier community centres, staff recommend to use the remaining budget on improvement projects for the Sandringham Community Centre.

7. Council’s Community Services team recommends that the available budget initially focus on projects and initiatives at the Epsom and Point Chevalier community centres. This approach is recommended because:

· feedback has highlighted that there is an identified need to improve the customer experience at these two centres

· it will maximise the improvement potential at these two community centres, as significant change will be undertaken

· feedback has highlighted that the customer experience at Mount Albert Community and Leisure Centre is positive

· spreading the limited budget across the four centres will restrict / limit the improvement potential.

8. The following table provides a high-level overview of projects to improve the customer experience at the Epsom and Point Chevalier community centres:

Project	Description	Benefit
New and improved at signage outside community centres	Current signage outside both community centres are out-of-date, poorly located and are inaccessible to the public.	Undertaking this project will ensure signage: · reflects the current organisational structure and branding (i.e. the Auckland Council logo) · has correct and up-to-date contact details · is located in highly visible spaces along the respective arterials · is clear to understand and legible.
New and improved directional signage	There is currently no directional signage to inform the public that the centres are nearby	Producing clear, legible directional signage will within close proximity of both centres will: · promote visibility and their location · provide simplified directions to the centres for all transport users (i.e. walking, driving and cycling).
Technology upgrades	To ensure both centres have up-to-date technology which respond to user need and customer expectations	Providing up-to-date technology will significantly enhance the user experience at both centres as it will allow people to use their technology seamlessly at the centre. It will also provide consistency to the public in the technology that’s available at other council community facilities (e.g. libraries). Options for technology upgrade include: · Wi-Fi installation · new and / or improved projectors and · printers with wireless printing enabled · providing computers and tablets that promote learning and knowledge.
Adequate storage space	Insufficient or unsuitable storage space is an ongoing issue for regular hirers and centre operators	Providing safe and adequate storage space will address an issue which is regularly highlighted in customer satisfaction surveys, this issue was also raised during the public consultation phase of the Community Facilities Network Plan. Reconfiguration of the centres may need to be considered to ensure this project meets the desired outcomes.
Quality amenities and spaces	Current amenities and spaces are dated and do not meet community need	Upgrading amenities and spaces, such as kitchens (and associated appliances), meeting rooms and outdoor spaces will significantly improve the user experience at the centres, and also attract new users.

9. Council’s community services and communities facilities teams will work together to further define the scope and provide costings back to the Local Board.

Recommendation/s

That the Albert-Eden Local Board:

a) Endorse the ‘Improving the customer experience’ projects, as outlined in this report, for scoping and costing and requests that Community Facilities staff provide:

(i) the local board with costings and an implementation schedule for the delivery of projects and initiatives to the November 2016 business meeting.

(ii) regular bi-monthly updates to the local board’s Community Facilities and Community Development portfolio holders.

b) Request that the Community Places and Community Facilities teams work with the Epsom and Pt Chevalier community centre managers to provide input, and agree to specific improvement projects at their respective centres for consideration of the Board.

Comments

Background

10. The Albert-Eden Local Board Plan identifies a strategic initiative to provide upgrades to the four community centres in the local board’s area to ensure that community centres are accessible, meet community need and make better use of the available space and that they provide appropriate programmes for new migrants, youth and older people in particular.

11. To implement this initiative, the local board allocated $150,000 CAPEX per annum from 2015/16 to 2017/18. At its February 2016 workshop, the local board were presented with allocation options to consider for 2015/16, which included:

· getting ready for growth: ensuring that our community centres are fit-for-purpose and meet the local need

· available and accessible to all: to provide community centres that are welcoming and accessible spaces for people of all age groups and ethnic backgrounds.

12. The local board informally supported the proposal to improve the customer experience at its February 2016 workshop.

13. Following the workshop, staff advised the local board that this initiative and its allocated budget were unable to be delivered in the 2015/2016 financial year. Subsequently the local board, as part of the Annual Plan process recommended to the Governing Body that the budget be rolled-over to the 2016/2017 financial year.

14. The roll-over of this budget was confirmed at the 13 May 2016 Governing Body meeting (GB/2016/34).

15. This decision, and the local board’s preference to continue allocating CAPEX for community centre upgrades (as per their 2016/2017 local board agreement) for the next two financial years creates $450,000 CAPEX available to support projects and initiatives.

Consideration

16. In February 2016, the local board were presented with options to allocate the budget, which included:

· improving the customer experience

· getting ready for growth

· available and accessible to all.

17. The following table provides a high-level analysis for each option:

Option	Description of option	Benefits	Costs and implications
Improving the customer experience *Recommended option*	To enhance the user experience at community centres by providing up-to-date technology (e.g. Wi-Fi, projectors), better signage, suitable storage and quality spaces (e.g. suitable, well-maintained kitchens).	· This option is consistent with the local board plan’s overarching outcome to ensure community facilities are fit-for-purpose and meet community need. · Responds to feedback received from the 2015 customer satisfaction survey. · Effective use of the limited budget available which will deliver positive outcomes.	· Mt. Albert Leisure and Community Centre does not need to be considered within the scope of this work as its received positive customer feedback. · Propose that this option focuses on two community centres, to maximise the improvement opportunity. · Costings to progress this option are required.
Getting ready for growth	Ensuring that our community centres are fit-for-purpose and meet the local need. Staff have advised that investigative work could be undertaken to determine opportunities, and understand fit-for-purpose issues for the Pt. Chevalier and Sandringham community centres.	· Progressing this option would address and undertake the Community Facilities Network Plan (CFNP) actions 27 and 28^{^[1]} sooner than is currently scheduled^{^[2]}. · This option is consistent with the local board plan’s overarching outcome to prepare and plan for population growth that will occur in the local board area.	· Unclear what benefit an investigation will bring to commonly known issue · Panuku Development Auckland is undertaking a desktop analysis to identify development potential at these sites^{^[3]} · The investigative work to identify fit-for-purpose issues is an OPEX project, while the available budget is for CAPEX projects. · The work would likely have to be undertaken by a consultant as council staff have advised they will not resource CFNP actions 27 and 28 until the network priorities are complete. · There is no available budget to support any consultant fees.
Available and accessible to all	To provide community centres that are welcoming and accessible spaces for people of all age groups and ethnic backgrounds.	· This option is consistent with the local board plan’s overarching outcome to ensure community facilities, parks, and town centres are accessible to everyone.	· An accessibility audit will need to be undertaken to guide CAPEX investment. The audit is yet to be done and would be an OPEX project, rather than CAPEX. · The amount required to successfully implement this option would likely exceed the available budget.

18. The local board informally supported the proposal to improve the customer experience at their February 2016 workshop.

19. Community Services staffs recommend that the available budget initially focus on projects and initiatives at the Epsom and Point Chevalier community centres. This approach is recommended because:

· feedback has highlighted that there is an identified need to improve the customer experience at these two centres

· it will maximise the improvement potential at these two community centres, as significant change will be undertaken

· feedback has highlighted that the customer experience at Mount Albert Community and Leisure Centre is positive

· spreading the limited budget across the four centres will restrict the improvement potential.

20. The following table provides a high-level overview of projects to improve the customer experience at the Epsom and Pt. Chevalier community centres:

Project	Description	Benefit
New and improved at signage outside community centres	Current signage outside both community centres are out-of-date, poorly located and are inaccessible to the public.	Undertaking this project will ensure signage: · reflects the current organisational structure and branding (e.g. the Auckland Council logo) · has correct and up-to-date contact details · is located in highly visible spaces along the respective arterials · is clear to understand and legible.
New and improved directional signage	There is currently no directional signage to inform the public that the centres are nearby	Producing clear, legible directional signage will within close proximity of both centres will: · promote visibility and their location · provide simplified directions to the centres for all transport users (i.e. walking, driving and cycling).
Technology upgrades	To ensure both centres have up-to-date technology which respond to user need and customer expectations	Providing up-to-date technology will significantly enhance the user experience at both centres as it will allow people to use their technology seamlessly at the centre. It will also provide consistency to the public in the technology that’s available at other council community facilities (e.g. libraries). Options for technology upgrade include: · Wi-Fi installation · new and / or improved projectors and · printers with wireless printing enabled · providing computers and tablets that promote learning and knowledge.
Adequate storage space	Insufficient or unsuitable storage space is an ongoing issue for regular hirers and centre operators	Providing safe and adequate storage space will address an issue which is regularly highlighted in customer satisfaction surveys, and was also raised during the public consultation phase of the Community Facilities Network Plan. Reconfiguration of the centres may need to be considered to ensure this project meets the desired outcomes.
Quality amenities and spaces	Current amenities and spaces are dated and do not meet community need	Upgrading amenities and spaces, such as kitchens (and associated appliances), meeting rooms and outdoor spaces will significantly improve the user experience at the centres, and also attract new users.

21. Council’s community services and communities facilities teams will work together to further define the scope and provide costings back to the Local Board.

Wider considerations

22. The local board has also budgeted $60,000 OPEX for the 2016/2017 financial year, and a further $50,000 OPEX for the 2017/2018 financial year for community facility upgrades.

23. The local board also has $39,500 OPEX in its asset based services budget for improvement projects at Pt Chevalier Community Centre. This budget is from the returned funds from the Pt Chevalier Community Centre Society.

24. The local board is also undertaking a project to understand utilisation and equity issues impacting on community leases and halls in the local board area. The scope of this work is to:

· review the current use of community leases and look at opportunities for improved access and better use of available space

· identify the groups using our leases, how they meet community needs, and what help they need. Highlight the services and activities they provide

· understand equity issues of community facility users in the Albert-Eden area (e.g. the amount a venue hire user pay compared to lease holders).

25. The decisions resulting from this report will have no impact on the community leases utilisation project, unless directed otherwise.

26. Community Services staffs have undertaken a review of the community facilities renewal programme to consider whether a holistic, joint approach to upgrade community centres, or bringing forward projects could be undertaken. However, there are no renewal projects being undertaken at the Epsom or Pt. Chevalier community centres for the next three financial years.

Local board views and implications

27. As outlined in the report, the local board informally supported the proposal to improve the customer experience at their February 2016 workshop.

28. There are no immediate implications for the local board at this stage, as this initiative has been budgeted as part of their 2016/2017 local board agreement.

Maori impact statement

29. The proposal to improve the customer experience at the Epsom and Pt. Chevalier community centres will provide a number of positive opportunities for Maori. This can be achieved by providing:

· technology-related initiatives and programmes that are specific to Maori

· storage spaces that are flexible to cater for the needs of community groups who promote Maori identify and culture (e.g. kapa haka groups)

· amenities which promote learning and education opportunities specific to Maori.

Implementation

30. Following endorsement from the local board, staff will:

· provide costings for each project as outlined the table above

· work with community centre managers to determine and agree to specific improvement projects at their respective centres. This will ensure the identified projects are supported by the centre managers, and reflective of community need

· provide regular updates to the community facilities and community development portfolio holders, and develop a timeline for delivery.

Attachments

No.	Title	Page
a ⇩	Summary - Community Facilities – Venues for Hire and Community Houses and Centres, Satisfaction Research, 2014-2015	153
b ⇩	Community Facilities – Venues for Hire and Community Houses and Centres, Satisfaction Research, 2014-2015 (Satisfaction Survey)	155

Signatories

Author

Katrina Morgan - Senior Project Manager

Authorisers

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

Rod Sheridan - General Manager Community Facilities

Albert-Eden Local Board

07 September 2016

Community Facilities Maintenance Contracts 2017

File No.: CP2016/17921

Purpose

1. The purpose of this report is to seek local board feedback on proposed maintenance service specifications where they may have an impact on levels of service for local activities, to inform a Request for Proposal to the supplier market (due to be published in early October 2016).

Executive summary

2. The majority of Auckland Council’s existing contracts to maintain buildings, grounds, open space and parks amenities expire on 30 June 2017. A Request for Proposal process is planned to be underway in October 2016 followed by contract negotiations, to determine new maintenance contracts to take effect from 1 July 2017.

3. The Governing Body is responsible for procurement decisions of major service delivery contracts. Local boards set, and can increase levels of service for local activities subject to minimum levels of service set by the Governing Body.

4. Local boards play a key role in providing input to proposed maintenance service specifications where they may have an impact on levels of service for local activities. This report is seeking feedback from local boards by 23 September 2016 to inform a Request for Proposal to the supplier market, including the following:

· Proposed geographical clusters for community facilities maintenance contracts (Attachment A)

· Proposed service specifications by asset group (Attachment B)

· Smart procurement principles (Attachment C)

· Delivery model options for Gulf Islands (Attachment D)

Recommendation/s

That the Albert-Eden Local Board:

a) Delegates authority to the Chair and Deputy Chair to provide the board’s feedback on the proposed service specifications, local outcomes and the overall structure for new Community Facilities maintenance contracts by 23 September 2016.

b) Provides feedback on the proposed service specifications, local outcomes and the overall structure for new Community Facilities maintenance contracts, including:

· Proposed geographical clusters for community facilities maintenance contracts (Attachment A)

· Proposed service specifications by asset group (Attachment B)

· Smart procurement principles (Attachment C)

· Delivery model options for Gulf Islands (Attachment D)

Comments

Background

5. Auckland Council currently has 38 Community Facilities contracts to maintain buildings, grounds, open space and parks amenities. The majority of these contracts are scheduled to expire on 30 June 2017.

6. A project has been setup to implement new facilities maintenance contracts to serve the Auckland region from 1 July 2017.

7. The Governing Body is responsible for procurement decisions of major service delivery contracts. Local boards set, and can increase (with Locally Driven Initiative funding), levels of service for local activities subject to minimum levels of service that are set by the Governing Body.

8. Local boards play a key role in providing input to proposed maintenance service specifications where it may have an impact on levels of service for local activities.(e.g. “neighbourhood parks – lawns are presented in a way that encourages general walkability and allows for passive recreational activity”)

9. The objectives of this project include implementing:

· standardised contracts, but with flexibility to accommodate local board governance decisions (e.g. change the use of an asset, increase baseline service levels through locally driven initiative funding)

· outcomes that reflect local character and social outcomes (e.g. promote local employment, support local design of facilities)

· Smart procurement outcomes (e.g. sustainability)

· consistency in service delivery across the Auckland region value for money

· improved contract performance and auditing

· improved local board reporting to inform governance decision making

10. A Procurement Working Group consisting of 12 local board chairs has provided regular direction and guidance over the last four months on this project’s strategy and intent.

11. Cluster workshops were held throughout August with all local boards to discuss this project’s intent and direction and obtain informal feedback. Formal feedback is now sought from all 21 local boards by 23 September 2016, on the proposed service specifications, local outcomes and the overall structure for new Community Facilities maintenance contracts prior to finalising a Request for Proposal to the supplier market in early October 2016.

In Scope

12. This will include the following services:

· Cleaning (including all toilets and car parks)

· Facilities management (all buildings including toilets, clocks)

· Green maintenance (parks, gardens, streets, mowing, Healthy Waters green assets)

· Outdoor leisure amenities and equipment (e.g. playgrounds, skate facilities, courts, park structures)

· Hard surfaces (e.g. park paths, boardwalks)

· Beach, coastal assets (beach furniture / paths, boat ramps & seawalls)

· Access management (gates and toilets)

· Loose litter collection

· Pest control (in and around a building)

· Lighting (internal and external amenities)

13. The following specialist services require niche suppliers and will be considered throughout this process, but may be contracted separately to minimise risk in the provision of these services:

· Arboriculture

· Ecological restoration and external / environmental pest control

· Sports fields renovations and upgrades

· Painting

· Pool plants, water features, fountains

Out of Scope

14. Services excluded from this project include general building compliance maintenance work as follows, as existing contracts do not expire for another two years:

· Building Warrant of Fitness management

· Fire evacuation schemes and training

· Fire alarm monitoring

· Fire systems maintenance

· Lift maintenance

· Security systems maintenance

· Small water professional services

· Rubbish collection and recycling from Council buildings

Proposal

15. To maximise economies of scale whilst still providing a local flavour, staff propose to create five facility maintenance contracts across each of the geographical cluster areas outlined in Attachment A.

16. Proposed baseline service specifications defining outcomes expected across a range of asset groups are outlined in Attachment B.

17. Smart procurement outcomes identified as important to local boards, that will be considered in the procurement of each facility maintenance contract are outlined in Attachment C.

18. Council is exploring the possibility of directly engaging Great Barrier and Waiheke maintenance service providers to deliver services on the islands. Proposed procurement models are outlined in Attachment D.

Consideration

Local board views and implications

19. A Procurement Working Group consisting of 12 local board chairs was setup to provide direction and advice over the last four months on this project’s strategy and intent.

20. Workshops were held with each of the proposed geographical cluster groups in August 2016 to outline proposed service specifications, proposed structure of new maintenance contracts and to obtain verbal feedback.

Māori impact statement

21. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi and its broader statutory obligations to Māori.

22. Māori responsiveness requires the collective effort of everyone. Under the new contracts, suppliers will work collaboratively with council to achieve better outcomes with Māori and for Auckland. This will include:

· Building positive relationships with Māori – effective communication and engagement with Māori, developing resilient relationships with mana whenua

· Significantly lift Māori social and economic well-being

· Building Māori capability and capacity.

Implementation

23. A Request for Proposal for facility maintenance contracts is due to be published to the supplier market in early October 2016 with contract negotiations formally concluded in April 2017.

24. A transition period will be in place before new contracts take effect from 1 July 2017 to ensure a smooth implementation.

25. Local boards will have the opportunity to set local performance targets for 2017/2018 as part of the Annual Planning process in early 2017. Staff will provide clear and concise information enabling the local board an opportunity to allocate locally driven initiative (LDI) funding to increase maintenance service specifications between March and May 2017.

26. Facility contract terms and conditions will be negotiated in early 2017 and will enable the ability for local boards to increase local maintenance service levels through the annual planning process each year.

Attachments

No.	Title	Page
a ⇩	Attachment One – Proposed geographical clusters	161
b ⇩	Attachment Two – Proposed service specifications	163
c ⇩	Attachment Three – Smart procurement principles	171
d ⇩	Attachment Four – Delivery model options for Gulf Islands	175

Signatories

Author

Kate Marsh - Financial Planning Manager - Local Boards

Authorisers

Matthew Walker - GM Financial Strategy and Planning

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

Albert-Eden Local Board

07 September 2016

Albert-Eden Local Parks, Sports fields and Recreation Activity Renewals Work Programme 2016/2017

File No.: CP2016/12168

Purpose

1. To approve the 2016/2017 work programme for Community Facilities renewals for the Local Parks, Sports and Recreation activity.

Executive summary

2. Renewals funding is identified at a high level through the long-term plan and a capital works programme is prepared for approval annually. The programme ensures that each council facility can operate to the current level of service articulated in the relevant asset management plan.

3. Attachment A provides the proposed 2016/2017 work programme for Community Facilities, Local Parks, Sports and Recreation, renewals for local board approval.

Recommendation/s

That the Albert-Eden Local Board:

a) approve the 2016/2017 work programme for Albert-Eden Local Board Parks, Sports and Recreation Renewals

b) note that the 2016/2017 funding envelope is indicative to deliver this programme of work and any budget variances (within scope) will be managed within the total region-wide renewals funding envelope.

Comments

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

Community Facilities department

5. Community Facilities is a new department as at November 2015. It brings together some of the responsibilities that used to sit in various teams: Property; Parks, Sports & Recreation; Arts and Community Events; and Libraries and Information.

6. The purpose of Community Facilities department is to build, renew, and maintain community assets including buildings, furniture and fit-out, structures, land, trees, and vegetation. Community Facilities is responsible for local and sports parks, regional and specialist parks, cemeteries, pools and leisure centres, libraries, community centres, venues for hire, arts facilities, and public toilet assets.

Renewals work programme for the local boards

7. Investment in this renewals programme will ensure that council facilities in Albert-Eden remain valuable, well-maintained community assets that continue to meet user expectations. Not undertaking timely renewals will have an undesirable impact on the customer experience and put asset performance at risk, and ultimately increase the cost to maintain the facility.

8. The renewals programme process ensures that the proposed Community Facility renewals work programme (Attachment A) has received extensive input and assessment from business owners, facility users, and Community Facilities staff.

Local board funding policy

9. Renewals projects identified within a local board during a financial year may not match the full funding envelope. This does not mean that new renewals projects will be actioned for the sole purpose of utilising the entire allocated budget. It is important that with limited renewal funding across the region the Community Facilities only allocates funding to assets that require renewal.

10. Staff from within Community Facilities will meet on a regular basis, throughout the year, with local board members to discuss renewals projects. As funding becomes available (through savings or attrition), projects with the highest priority will be presented to the relevant local board for approval. This process excludes work that needs to be actioned immediately for health and safety reasons. These works will be reported to the relevant local board, for their attention, as soon practicable.

11. The 2016/2017 renewals work programme is indicative at this stage to complete the programme of work identified. Community Facilities staff will be in regular contact with the local board to discuss any arising variances to the work programme. Any budget variances will be managed within the region-wide renewals funding envelope.

Consideration

Local board views and implications

12. Community Facilities staff met with local board members at a number of portfolio meetings and attended workshops to discuss the upcoming 2016/2017 renewals work programme.

13. Community Facilities staff will report quarterly to the local board on how the programme is tracking, discuss with the local board any arising key risks, and notify the local board when projects are completed. Regular updates will also be provided through portfolio meetings.

Māori impact statement

14. The Albert-Eden Local Board Community Facility renewals work programme 2016/17 will ensure that all facilities continue to be well-maintained community assets benefiting the local community, including Māori. Parks and open spaces, as well as sport and recreation activity contributes significantly to Māori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua appropriate consultation will follow.

Implementation

15. This work programme will be implemented as part of Community Facilities’ usual business practice.

16. Work programme implementation will be reported quarterly to the local board. The first-quarter report will outline the programme’s delivery schedule.

17. The 2016/2017 Community Facilities renewals work programme for the Local Community Services activity was presented for approval at the June business meeting.

18. Where bundles of assets are presented as projects over multiple years, the assets (listed within each project line) will be renewed in order of priority with as many singular assets being renewed, within the allocated budget, as possible.

Attachments

No.	Title	Page
a ⇩	Albert-Eden Local Board Community Facilities Renewals	181

Signatories

Author

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Albert-Eden Local Board

07 September 2016

Approval of the Alan Wood corridor naming of parks and bridges

File No.: CP2016/13760

Purpose

1. To seek approval of the names of parks and bridges in the Alan Wood corridor.

Executive summary

2. New Zealand Transport Authority’s (NZTA) SH20 Waterview connection project has resulted in significant changes to the Alan Wood corridor. SH20 has been extended into parkland, park boundaries have changed and new bridges have been developed.

3. The Albert-Eden and Whau Local Boards agreed to a naming project prior to NZTA handing over of the corridor at end of their project (see Attachment A). The Albert-Eden Local Board has decision-making authority over the parks and bridges predominantly in their area, and delegated authority to the Parks Portfolio holders to agree, with the Whau Local Board, on the names for Alan Wood Reserve (red area) and the three pedestrian bridges being developed across Te Auaunga-Oakley Creek that encompass land within both board areas.

4. The Parks Portfolio holders confirmed the names for their delegated areas at a joint local board workshop in July 2016. At this workshop the names for the parks and bridges in the Albert-Eden area were discussed and this report recommends that the board name these parks and bridges.

5. The recommendations in this report, along with the decisions by the Parks Portfolio holders will result in Alan Wood Reserve name being retained for both the red and blue areas, with Te reo Māori names for all other parks and bridges. Kūkūwai Park is the name recommended for the yellow area, while Te Whitinga is recommended for bridge 1. The Parks Portfolio holders have approved Mokomoko, Raupō and Tuna Roa as the names for the other three pedestrian bridges.

6. The report also outlines the consultation with the wider community undertaken from late June to mid July 2016. This was based on a short list of names that was developed following engagement with mana whenua and key stakeholders. Feedback was received from 55 people, predominantly through a Shape Auckland survey.

7. Once approval of the names is gained from both local boards stakeholders will be notified of the decisions. This will include NZTA, the Well Connected Alliance and Land Information New Zealand.

Recommendation/s

That the Albert-Eden Local Board:

a) approve the following names for the park areas and bridges in the Alan Wood corridor (outlined in Attachment A):

i. Alan Wood Reserve - for the area in blue

ii. Kūkūwai Park - for the area in yellow

iii. Te Whitinga - for bridge 1.

b) note the delegated decision by the Parks Portfolio holders of the Whau and Albert-Eden Local Boards to name the following shared park areas and bridges in the Alan Wood corridor (outlined in Attachment A):

i. Alan Wood Reserve - for the area in red

ii. Mokomoko Bridge - for bridge 2

iii. Raupō Bridge - for bridge 3

iv. Tuna Roa Bridge - for bridge 4.

Comments

8. Prior to the New Zealand Transport Agency (NZTA) SH20 Waterview Connection project, the Alan Wood corridor consisted of a number of contiguous open spaces accessible to the public. This has substantially changed with land being utilised by NZTA for the tunnel project, the realignment of Te Auaunga–Oakley Creek and and various land disposals, acquisitions and exchanges that have taken place between NZTA and council.

9. A large shared path bridge has been developed across SH20. This is currently referred to as the ‘Hendon Bridge’ (bridge 1). NZTA had advised for operational purposes they will use the name Hendon Bridge but were happy for an additional name to be considered by the community.

10. Three smaller pedestrian bridges are being constructed across Te Auaunga-Oakley Creek. They include a portion of ‘public art’ that forms the bridge rails. The artists, Marc Lenton and Henriata Nicholas, believe the three bridges have been designed to provide a narrative to the stream and should be given names. They put forward the concepts of water, basalt formations and movement to be considered in the naming process.

11. These bridges include:

i. Bridge 2 - approximately 40m bridge from the access way at 108 Methuen Road, where the current tunnel viewing platform is located, across to the shared path.

ii. Bridge 3 - approximately 18m bridge in Valonia Reserve which crosses from the sports fields to the path that surrounds the large storm water pond that meets with the shared path

iii. Bridge 4 - approximately 30m bridge from the access way off 174 Methuen Road across to the shared path.

12. Given these changes to the area, both the Albert-Eden and Whau Local Boards agreed to undertake a formal consultation on the naming process. This has been carried out in preparation for the handover of the corridor at the completion of the NZTA project.

13. Reports to the each local board in September 2015 outlined the process to be undertaken and confirmed the scope of the project. At this time, the Whau Local Board made the decision to retain the name Valonia Reserve.

14. The resolution of the Albert Eden Local Board’s 2 September 2015 meeting noted the decision making allocated to the board covered the following areas:

i. land commonly known as Hendon Park (yellow area in Attachment A map)

ii. Richardson Road wetland (yellow area)

iii. the open space between the motorway and Oakley Creek in the vicinity of Valonia Reserve (blue area), and

iv. Hendon Park bridge (bridge 1).

15. The naming decisions for these areas were to be a whole of board decision.

16. The resolutions also delegated decision making to agree on the names for Alan Wood Reserve (red area in the Attachment A map) and the three smaller pedestrian bridges to the Albert-Eden and Whau Local Board Parks portfolio holders, after a joint local board workshop.

17. Bessie Wood, Alan Wood’s widow, was advised of the local boards’ intentions to review the name of Alan Wood Reserve prior to engagement on the naming project. Alan Wood served as a councillor on the Mt Albert City and Auckland City Councils for 24 years from 1968. The reserve was named after him in 1986. He died in 2004.

The naming process

18. The naming project was initiated with a hui in February 2016 which was attended by local board representatives. Mana whenua with an expressed interest in the project were asked to put forward names to be considered for the parks and bridges. Those attending the Well Connected Alliance’s Community Liaison Group meeting in March 2016 were also asked for any suggestions.

19. A short list of names was developed in consultation with local board members, mana whenua, Te Waka Angamua, the bridge artists, Friends of Oakley Creek-Te Auaunga and the Star Mills Preservation Society. This list comprised of existing and informal names given to the parks, including Alan Wood Reserve. Te reo Māori names were proposed by mana whenua, Friends of Oakley Creek and local board members. Local street names were also proposed as options on the short list. Refer to Attachment B for this short list which includes the meaning of names.

20. Wider consultation on this shortlist was undertaken from late June to 13 July 2016. Notification included:

i. Shape Auckland information and online survey

ii. flyers with a hard copy of the survey delivered to nearly 2,000 residential properties in proximity to the parks

iii. signs erected on the parks

iv. information on the local boards’ Facebook Pages, Neighbourly and the Well Connected Alliance’s newsletter

v. a media release which resulted in articles in the Western and Central Leader.

21. In addition, information on the consultation was provided to Owairaka District School, Owairaka Kindergarten, Mt Albert Residents Association, Mt Albert Historical Society, Avondale-Waterview Historical Society, Friends of Oakley Creek, Star Mills Preservation Society, Springlea Residents’ Association, Marist Saints Rugby League Club and the Mt Albert Ponsonby Rugby Club.

Summary of feedback and decisions

22. Fifty five responses were received through the online and hard copies of the survey and from emails. A summary of the feedback is set out in Attachment C.

23. The Albert-Eden and Whau Local Boards considered this feedback and made decisions on the names at a joint workshop of on 21 July 2016. This workshop covered the areas where a joint decision was required and the areas that were solely Albert-Eden Local Board’s decision.

24. Community preferences for the naming of Alan Wood Reserve (red area) were mixed. The community’s reasons to support the retention of the name included their desire to keep the ties to Alan Wood out of respect and familiarity. The local boards acknowledged that while the area had been through significant change this was one way of maintaining the status quo and historical connection.

25. The Albert-Eden Local Board has also supported naming the blue area as Alan Wood Reserve. This being the open space contiguous with the area in red. The community feedback showed 75 per cent of people wanted to have the same name given to both the red and blue areas.

26. Tuna Roa, an alternate name proposed for Alan Wood Reserve, was also a popular choice. This means long eel. Support for this was based on it being Te reo Māori, the fact eels are native and live in the creek and the long sinuous shape of the reserve. To recognise this support, the Parks Portfolio holders chose to apply this to bridge 4. Community feedback also suggested if this name was not used for bridge 1 it should apply to bridge 4.

27. Kūkūwai Park, meaning’ to hold water’, was the popular choice for the yellow area and was supported by the board at the workshop.

28. Te Whitinga, meaning ‘the crossing’, was the popular choice for bridge 1 and was supported by the board at the workshop. NZTA also supports this name.

29. The three pedestrian bridges across Te Auaunga-Oakley Creek have also been given Te reo Māori names. These were proposed by Ngāti Whātua Orākei and supported by Te Kawerau-a-Maki and Ngāi Tai ki Tāmaki. These are:

i. Mokomoko Bridge for bridge 2. This relates to native copper skinks found in this area.

ii. Raupō Bridge for bridge 3. This relates to bulrush.

iii. Tuna Roa Bridge for bridge 4. This means long eel.

30. Support for these names was based on people’s preference for a name relevant to the heritage and ecological aspects of their area. Some noted these held a deeper meaning, and were fun or catchier names. Support for the alternate names for the bridges based on the adjacent street names was predominantly based on easier geographical association.

Consideration

Local board views and implications

31. The Albert-Eden Local Board endorsed the initiation of this naming project at their 2 September 2015 meeting and applied funding from the SH16/20 joint budget to this.

32. As outlined above the resolutions of that meeting confirmed the decision making responsibilities of the Albert-Eden and Whau Local Boards. The Parks Portfolio holders have been keenly engaged in the project; they attended the initial hui and confirmed the short list of names for consultation.

33. The Parks Portfolio holders made decisions on the shared names at the joint workshop on 21 July 2016. The Whau Local Board formalised their decisions on the naming of the areas where a joint decision was required at their meeting on 17 August 2016. This report establishes a formal record of the Albert Eden Local Board’s decisions as outlined above.

Māori impact statement

34. All mana whenua with an interest in the Albert Eden Local Board were contacted about this project on 18 November 2015. This included Te Runanga o Ngāti Whātua, Ngāti Whātua o Kaipara, Ngāti Whātua Ōrākei, Ngāi Tai ki Tāmaki, Te Kawerau a Maki, Ngāti Tamaoho, Te Akitai Waiohua, Ngāti Te Ata Waiohua, Ngāti Paoa, Ngāti Maru, Ngāti Whanaunga and Ngāti Tamaterā.

35. A hui was arranged on 25 February 2016. A representative of Ngāi Tai ki Tāmaki attended this.

36. Ngāti Whātua Ōrākei proposed the names tuna roa, raupō and mokomoko noting these could be used for the parks or bridges. They noted prior to any work beginning in the corridor, protected copper skinks were moved to a new home and 600 short finned and long finned eels were moved from the old to the new sections of Te Auaunga. These names were supported by Te Kawerau a Maki and Ngāi Tai ki Tāmaki.

37. Following the development of the short list, Ngāti Whātua Ōrākei provided further comment on their preferences for names. In regard to Alan Wood Reserve they noted this could be either Tuna Roa or Alan Wood Reserve in recognition of Alan Wood’s service to the community. They also supported the name Kūkūwai Park for the yellow area and Te Whitinga for bridge 1.

Implementation

38. Following the boards’ decision, those involved in this naming process will be advised of the outcome. The Shape Auckland consultation information will be updated. Relevant council departments will be advised to ensure the website, GIS and asset register etc. are updated. The Well Connected Alliance will be advised for their requirement to install signs throughout the corridor, including at park entrances and along the shared path. Land Information New Zealand will also be requested to update their records.

Attachments

No.	Title	Page
a ⇩	Agreed names for the Alan Wood corridor parks and bridges	189
b ⇩	Alan Wood corridor short list of names	191
c ⇩	Alan Wood corridor naming project - summary of feedback	193

Signatories

Author

Annette Campion - Policy Advisor

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Albert-Eden Local Board

07 September 2016

Panuku Development Auckland Local Board Update 1 January to 30 June 2016

File No.: CP2016/13260

Purpose

1. To give the Albert-Eden Local Board an overview of Panuku Development Auckland. The report also notes any major issues, projects and activities within the Local Board area for the six months 1 January to 30 June 2016.

Background

2. Panuku Development Auckland was established in September 2015 as a result of the merger of two CCOs – Waterfront Auckland and Auckland Council Property Limited (ACPL).

3. Panuku helps to rejuvenate parts of Auckland – from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

4. Comprised of five Directorates, Panuku manages around $1 billion of council’s property portfolio, which we continuously review to find smart ways to generate income for the region, grow the portfolio or release land or property that can be better used by others.

5. Panuku works with government, iwi, not-for-profit and private organisations. We use our skills, knowledge and connections to bring land and resources together to create the best outcome for Aucklanders.

Recommendation/s

That the Albert-Eden Local Board:

a) Receive the Panuku Development Auckland Local Board Update 1 January to 30 June 2016.

Local Activities

Portfolio Management

6. Panuku manages property owned by the council and AT that are not currently needed for service or infrastructure purposes. These are properties that are not immediately required for delivery of a council service or infrastructure development but are being held for use in a planned future project such as road construction, the expansion of parks or development of future town centres.

7. The property portfolio comprises 1447 properties containing 1121 leases as at the 30 June 2016. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres and a large portfolio of residential rental homes.

8. The return on the property portfolio for the period ending 30 June 2016 was above budget with a net surplus to the AC and AT shareholders of $3.9m ahead of budget.

9. The average monthly tenantable occupancy rate for the 6 month period is more than 98% which is above the SOI target of 95%.

Properties Managed in Albert-Eden Local Board Area

10. Panuku Development Auckland currently manages 68 commercial and residential properties within the Albert-Eden Local Board area.

Commercial Properties	64
Residential Properties	4
Total Properties Managed	68

Business Interests

11. Panuku also optimises the commercial return from business interests it manages on council’s behalf. This comprises two forestry enterprises, two landfills and four quarries.

12. There are currently no managed business interests in the Albert-Eden Local Board area.

Acquisitions and Disposals

Acquisitions

13. 14 properties have been purchased this financial year for open space purposes around the region at a value of $29.5m, and 13 properties have been purchased for storm water purposes at a value of $1.3m.

14. No properties were purchased in the Albert-Eden Local Board area during the reporting period.

Disposals

15. To the financial year end 2015/16 Panuku has achieved $55.5m of unconditional net sales against the 2015/16 disposals target of $50.0m for the year.

16. 27 Normanby Road, Mt Eden was transferred to Auckland Transport (AT) and included in a CRL related acquisition project on Mount Eden Road as replacement land for the acquired property.

17. Two areas of land at Hendon Avenue and Great North Road have been transferred to the Crown in relation to the Waterview connection project and motorway widening.

Portfolio Strategy

Portfolio Review and Rationalisation

Overview

18. Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within council’s portfolio that may be suitable for potential sale and development if appropriate. Panuku has a particular focus on achieving housing and urban regeneration outcomes. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

19. July 2015 to June 2016 Target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$40m disposal recommendations	$53,436,750 as at 30 June 2016	These recommendations include $38,334,000 of sites that are identified for development projects.

20. Panuku works closely with the council and AT to identify potentially surplus properties to help achieve disposal targets.

21. July 2016 to June 2017 Target

UNIT	TARGET	COMMENTS
Portfolio Review	$45m gross value recommended for sale	This target includes disposal recommendations and sales for sites that are identified for housing development and urban regeneration projects

Process

22. Once identified as a potential sale candidate a property is taken through a multi-stage Rationalisation Process. The agreed process includes engagement with: the council, CCOs, local board and mana whenua. This is followed by Panuku Board approval, engagement with local ward councillors and the Independent Māori Statutory Board and finally a governing body decision.

Under review

23. Properties currently under review in the Albert-Eden Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

24. PROPERTY

DETAILS

2 Wiremu Street, Balmoral

Leased as a commercial childcare centre. Community Policy & Planning investigated using this site for office and storage space or early childhood learning services but found that it did not require site. Progressed to local board engagement. Various options were investigated. The Albert-Eden Local Board expressed interest in retaining this site for community leasing purposes, but the Community Leasing team did not support this. Property presented to the Finance and Performance Committee in June 2016, which deferred making a decision until the end of 2016 to enable time for a possible location for a senior’s hub to be identified.

Development and Place Shaping

25. Panuku is contributing commercial input into approximately 54 region wide council-driven renewal and housing supply initiatives. The Development directorate drives the implementation phase of the Panuku region wide redevelopment programme.

26. This directorate works across the organisation, with partners and stakeholders over the life of projects. It also champion’s best practise project delivery to achieve best value outcomes within defined cost, time and quality parameters.

27. A high level update on development activities in the Albert-Eden Local Board area as below.

28. Valley & Dominion Road, Mt Eden – The site has previously been identified for mixed-use development retail / apartment development. A presentation was made to the Urban Design Panel in February 2016 where several changes were recommended and these were refined with further input from the Auckland Design Office and Heritage prior to lodging Consent. The Council pre-application meetings have provided mixed views of the proposal, although the Albert Eden Local Board and Dominion Road Business Association are largely positive about the proposal. Resource Consent was lodged in May 2016 for 93 apartments and seven retail units.

29. Panuku is working with a Strategic Broker from the Arts, Community and Events department to facilitate use of some vacant shops on Dominion Road for an art exhibition.

Regional Activities

30. The workload of Panuku has increased significantly with framework planning beginning for the Transform project of Manukau, and the Unlock projects of Northcote and Takapuna. Alongside our business as usual, managing these projects means that Panuku carefully balances its resource planning. Henderson is the next centre that Panuku is considering, and work has begun on a High Level Project Plan for Henderson centre.

31. Alongside the development projects, Panuku continues its business as usual activities, including managing the Council’s non-service property disposal and managing the Westhaven Marina.

32. As expected, workload at Panuku is requiring active management as the number of projects in the Panuku work programme increases. Panuku is developing a master programme so it can effectively spread its resources across projects, control the scope of its programme to ensure it can retain a strong focus on delivery, and to identify where it will require extra resourcing moving forward. Where extra resourcing or funding is required for urban regeneration within transform locations, Council has endorsed the principle of Transform Project expenditure being funded from reinvestment of proceeds from properties which are disposed within those locations.

33. Panuku has continued to form strong relationships with stakeholders; with the communities it works within, Local Boards, the Council family and also with the Government. Mana Whenua engagement activities is significant, with monthly meetings held with all Mana Whenua, and regular one-on-one engagement with Iwi.

Highlights

34. The highlights for the last 6 months were:

a) The Auckland Development Committee approved the High Level Project Plan (HLPP) for Manukau as a Transform location.

b) The Auckland Development Committee also approved the HLPP for Northcote and Takapuna as Unlock locations.

c) The Prime Minister Rt Hon John Key and Madam Chang Laiwa, Chair of Fu Wah, turned the ground at the ground-breaking ceremony for the $200 million, 190-room Park Hyatt hotel being built in the Wynyard Quarter.

d) Including the Park Hyatt hotel, 14 developments are currently underway in the transformation of the Wynyard Quarter, with Willis Bond and Precinct progressing through their respective residential and commercial developments.

e) Panuku has been negotiating a joint venture agreement with The Selwyn Foundation to provide a basis for when it becomes the Community Housing Partner for Auckland Council’s Housing for Older People portfolio subject to public consultation process. A high level project plan to cover the multi-year redevelopment of the network of village sites is being prepared by Panuku, as is the accountability framework. This is being discussed with The Selwyn Foundation. The HLPP will be presented to the Governing Body in August for approval.

f) The development of the Airfields site at Hobsonville is continuing, with infrastructure being developed, including the building of new roads and water ponds. The 20 hectare Airfields site will provide approximately 400 new homes when it is completed. Panuku has finalised a development agreement with A.V Jennings in April 2016 for the development of Airfields stage 1. The site is 1.6ha which will result in the construction of 102 homes, ten percent being affordable. Panuku is also currently discussing with a potential partner the development of the remainder of the 20 hectare site.

g) Panuku Development Auckland was given delegated authority from Auckland Council’s Finance and Performance Committee in March 2016 to seek private sector investment to redevelop the Civic Administration Building. Panuku has identified a preferred proposal to redevelop the building and surrounding land and is working through the details with the selected developer. If negotiations proceed as hoped, Panuku should be able to enter into a development agreement later in the year. The preferred proposal will meet Council’s heritage and design requirements for this iconic building and does not require a financial contribution from Council. There will be a full public announcement outlining the plans for the building and surrounding land once the development agreement is signed.

Future outlook

35. Over the next few months, Panuku will:

a) Continue to develop Framework Plans for Transform Manukau and progress the Northcote, Takapuna and Henderson, HfOP Unlock projects. As part of this work, Panuku will be defining what affordable housing means in relation to the developments that it works on.

b) Work on the HLPP for the Onehunga Transform project is continuing. Panuku is consulting with the New Zealand Transport Agency about the implications on the HLPP from the East-West project route. It is also working with the Ports of Auckland on the transfer of ownership to Panuku of the Onehunga Port. This means that the formation of the HLPP is taking longer than originally anticipated.

c) Start the HLPP process for Henderson town centre.

d) Continue to work with The Selwyn Foundation on establishing the Community Housing Partner for the Housing joint venture for Older People, and to form a development programme for its housing portfolio.

e) Support the Tamaki Regeneration Company to plan and go-to-market process to redevelop the 2,800 social houses that it recently transferred from Crown ownership to TRC. The Council and the Crown are owners of the Tamaki Regeneration Company, and Panuku provides advice to the Council on its shareholder interest. It is working alongside The Treasury (who advise on the Crown’s shareholder interest) to support the go-to-market process which will see the redevelopments which will increase housing from the current 2,800 social houses to 7,500 mixed tenure houses over a 10-15 year period.

f) Oversee the 14 developments currently underway across the Wynyard Quarter. A critical component of this is to work closely with Auckland Transport to ensure that essential roading infrastructure work takes place, and to manage through the impacts of any delays in the AT programme of works on the development programme within the Wynyard Quarter.

Consideration

Local board views and implications

36. This report is for the Albert-Eden Local Board’s information.

37. Panuku requests that all feedback and/or queries you have relating to a property in your Local board area be directed in the first instance to localboard@developmentauckland.co.nz

Māori impact statement

38. Whatungarongaro te tangata, toitū te whenua. Through our collaborative partnership approach, Panuku works with Māori towards: joint strategic outcomes; enabling commercial investment, including partnership in commercial and housing opportunities; contribution the urban fabric through recognition of Māori cultural footprint in design, respect for the environment and broader social outcomes; guiding the nature of our working practice when we embed Māori values in our business at a strategic and operational level. A Goals and Actions plan outline for this work is published on the Panuku Website as part of our Māori Engagement Framework 28 October 2015.

39. In June 2016 Panuku progressed the Goals and Actions plan outline into a business wide Māori Responsiveness Action Plan, detailing at an operational level how we will meet our commitments to Maori. We have additionally agreed a Māori Commercial Relationships Action Plan formalising our processes for encouraging Māori commercial relationships with Panuku.

Local context

40. There are 14 iwi with mana whenua interests in the Albert-Eden Local Board area. Panuku has been engaging with these groups in respect of potential disposals and development sites in the Albert-Eden Local Board area over the past three years.

41. If planning progresses for future Panuku led development in Albert-Eden Panuku will work in collaboration with kaitiaki officers from these tribes towards best care for land and people within our area of influence. This work is understood to enable protection of waahi tapu and the optimum health of the mauri (life force) of the natural environment.

42. We additionally seek opportunities to partner with mana whenua iwi and hapū and other Maori organisations on developments.

Implementation

43. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Author

Sven Mol - Stakeholder Relations Coordinator - Panuku Development Auckland

Authorisers

Toni Giacon - Team Leader Stakeholder and Community Engagement

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

Albert-Eden Local Board

07 September 2016

Temporary arrangements for urgent decisions and staff delegations during the election period

File No.: CP2016/18085

Purpose

1. The purpose of this report is to seek the local board’s approval for temporary arrangements during the election period for:

· urgent decisions

· decisions made by staff under delegated authority from the local board that require consultation with portfolio holders under delegation protocols.

Executive summary

2. Between the last local board business meeting of the current electoral term, and the first business meeting of the new term, there may be decisions needed or routine business as usual to process that cannot wait until after the incoming local board’s first business meeting in the new electoral term.

3. Temporary arrangements are therefore needed for urgent decisions of the local board, and decisions made by staff under existing delegated authority.

4. Between the last business meeting and the declaration of election results (likely to be 13 October), current members are still in office, and can make urgent decisions if delegated to do so. If the board does not have an existing urgent decision-making process already in place, it is recommended that the board delegate to the chair and deputy chair the power to make urgent decisions on behalf of the local board during this period.

5. Following the declaration of results, the current members are no longer in office. New members come into office the day after the declaration of results, but cannot act until they give their statutory declaration at the inaugural meeting. During this period, urgent decisions will be made by the chief executive under his existing delegated authority.

6. All local boards have made a general delegation to the Chief Executive. This delegation is subject to a requirement to comply with delegations protocols approved by the local board, which require, amongst other matters, staff to consult with portfolio holders on certain matters. The most common area requiring consultation is landowner consents relating to local parks.

7. After the election, there will be no local board portfolio holders to consult until new arrangements are made at the first business meeting in the new term. During this time, staff will need to continue to process routine business as usual matters, including routine requests from third parties for landowner approval.

8. As a temporary measure, approval is sought from the local board to allow officers to continue to process business as usual decisions that cannot wait until after the local board’s first business meeting. This is irrespective of the requirements of the current delegation protocols to consult with the nominated portfolio holder on landowner consents.

9. Appointments made by the local board to external bodies will cease on the date of the election. New appointments will need to be made by the local board in the new term.

Recommendation/s

That the Albert-Eden Local Board:

a) utilise the board’s existing urgent decision-making process OR Delegate to the chair and deputy chair the power to make, on behalf of the local board, urgent decisions that may be needed between the final local board business meeting and the commencement of the term of office of new local board members.

b) note that from the commencement of the term of office of new local board members until the inaugural meeting of the incoming local board, urgent decision-making will be undertaken by the Chief Executive under existing delegations.

c) approve that staff, as a temporary measure, can make business as usual decisions under their existing delegated authority without requiring compliance with the requirement in the current delegation protocols to consult with the nominated portfolio holder, from 8 October 2016 until new arrangements are made at the first business meeting in the new term.

d) note that existing appointments by the local board to external bodies will cease at the election and new appointments will need to be made by the local board in the new term.

Comments

10. Current elected members remain in office until the new members’ term of office commences, which is the day after the declaration of election results^{^[4]} (likely to be 13 October 2016).

11. The new members cannot act as members of the local board until they have made their statutory declaration at the inaugural local board meeting^{^[5]}.

12. Following the last local board meeting of the current electoral term, there may be decisions needed or routine business as usual to process that cannot wait until after the incoming local board’s first business meeting in the new electoral term.

13. Temporary arrangements need to be made for:

· Urgent decisions

· Decisions made by staff under delegated authority from the local board that require consultation with portfolio holders.

Urgent decisions

14. Between the last business meeting and the declaration of results (likely to be 13 October), current members are still in office, and can make urgent decisions if delegated to do so. If the board does not have an existing urgent decision-making process already in place, it is recommended that the board delegate to the chair and deputy chair the power to make urgent decisions on behalf of the local board during this period.

15. Between the declaration of results and the inaugural meeting, the current members are no longer in office, the new members cannot act until they give their statutory declaration, and new chairs and deputies will not be in place. During this period, urgent decisions will be made by the chief executive under his existing delegated authority (which includes a financial cap).

Decisions made by staff under delegated authority

16. All local boards have made a delegation to the Chief Executive. The delegation is subject to a requirement to comply with delegation protocols approved by the local board. These delegation protocols require, amongst other things, staff to consult with nominated portfolio holders on certain issues.

17. The most common area requiring consultation is landowner consents relating to local parks. The portfolio holder can refer the matter to the local board for a decision.

18. Parks staff receive a large number of landowner consent requests each month that relate to local parks across Auckland. The majority of these need to be processed within 20 working days (or less), either in order to meet the applicant’s timeframes and provide good customer service, or to meet statutory timeframes associated with resource consents. Only a small number of landowner requests are referred by the portfolio holder to the local board for a decision.

19. Prior to the election, staff can continue to consult with portfolio holders as required by the delegation protocols. However, after the election, there will be no portfolio holders in place to consult with until new arrangements are made at the first business meeting of the local board in the new term.

20. During this time, staff will need to continue to process routine business as usual matters, including routine requests from third parties for landowner approval such as commercial operator permits, temporary access requests and affected party approvals.

21. As a temporary measure, it is recommended that the local board allow staff to process routine business as usual matters without consulting with the nominated portfolio holder, where these matters cannot wait until new arrangements are made in the term.

Appointment to external bodies

22. Appointments made by the local board to external bodies will cease at the election. New appointments will need to be made by the local board in the new term.

Consideration

Local board views and implications

23. This is a report to all local boards.

Māori impact statement

24. These arrangements do not have specific implications for Māori.

Implementation

25. This decision will allow routine matters to be processed during the election period.

Attachments

There are no attachments for this report.

Signatories

Author	Carol McKenzie-Rex – Relationship Manager
Authorisers	Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

[1] The CFNP identifies: Action 27 – Investigate options to improve Sandringham Community Centre to address fit for purpose issues and future population growth. Action 28 – Investigate options to improve Pt. Chevalier Community centre to address fit for purpose issues and future population growth. Both actions are not a network priority.

[2] Staff have advised that that actions 27 and 28 will be undertaken once the network priority actions are complete. The priority actions will take one to three years to deliver.

[3] The analysis has resulted from the local board’s feedback on Panuku’s priority location selection in November 2015.

[4] Sections 115 and 116, Local Electoral Act 2001

[5] Clause 14, Schedule 7, Local Government Act 2002

Chairperson	Peter Haynes
Deputy Chairperson	Glenda Fryer
Members	Helga Arlington
	Lee Corrick
	Graeme Easte
	Rachel Langton
	Margi Watson
	Tim Woolfield

No.	Title	Page
a ⇩	Albert-Eden Local Board Workshop Notes - 10 August 2016	297
b ⇩	Albert-Eden Local Board Workshop Notes - 17 August 2016	299
c ⇩	Albert-Eden Local Board Workshop Notes - 24 August 2016	301
d ⇩	Albert-Eden Local Board Workshop Notes - 31 August 2016	303

Author	Michael Mendoza - Democracy Advisor
Authoriser	Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards