Agenda of Hibiscus and Bays Local Board

Hibiscus and Bays 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

8.1 Browns Bay Bowling Club/Sporting Hub Proposal 5

8.2 Metro Park East Hockey Turf 6

9 Public Forum 6

10 Extraordinary Business 6

11 Notices of Motion 7

12 Hibiscus and Bays Local Grants: Round One 2016/2017 9

13 Hibiscus and Bays: Quick Response, Round One 2016/2017 127

14 New agreement to lease and licence to Orewa Surf Life Saving Club for redevelopment of facility at Orewa Reserve 175

15 Hibiscus and Bays Local Board Community Facilities Renewals Work Programme 2016/2017 205

16 East Coast Bays Community Project 2015/2016 Report and 2016/2017 Funding Agreement 209

17 Browns Bay Centre Plan 2016 231

18 Whangaparaoa Business Survey 235

19 Funding for new hockey turf on Metro Park East 303

20 Stanmore Bay Pool and Leisure Centre Senior Admission Fees

This report was not available at the time of printing and will be distributed under separate cover.

21 Panuku Development Auckland Local Board Update 1 January to 30 June 2016 307

22 Community Facilities Maintenance Contracts 2017 315

23 New Road Name Approval for the Proposed Road at Long Bay 335

24 Temporary arrangements for urgent decisions and staff delegations during the election period 349

25 Ward Councillors Update 353

26 Local Board Members Reports 355

27 Record of Workshop Meetings 357

28 Consideration of Extraordinary Items

PUBLIC EXCLUDED

29 Procedural Motion to Exclude the Public 363

C1 Acquisition of Land for Open Space - Silverdale North 363

C2 Sponsorship Proposal 363

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 Hibiscus and Bays Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 17 August 2016, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Browns Bay Bowling Club/Sporting Hub Proposal

Executive Summary

Mr Tim Preston from Browns Bay Bowling Club has requested a deputation to make a presentation on a proposal for a sporting hub on Freyberg Park, Browns Bay.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) thank Mr Preston for his deputation.

8.2 Metro Park East Hockey Turf

Executive Summary

Hibiscus Hockey Trust have requested a deputation to make a presentation on the Metro Park East Hockey Turf.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) thank the Hibiscus Hockey Trust for their deputation.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Hibiscus and Bays Local Board

07 September 2016

Hibiscus and Bays Local Grants: Round One 2016/2017

File No.: CP2016/12563

Purpose

1. The purpose of this report is to present applications received for round one of the Hibiscus and Bays Local Grants 2016/2017. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Hibiscus and Bays Local Board has set a total community grants budget of $365,000 for the 2016/2017 financial year.

3. Thirty-one applications were received for local grants round one, with a total requested of $292,996.13.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) consider the applications listed in Table One and agree to fund, part-fund or decline each application in this round.

Application No.	Organisation Name	Project	Total Requested	Eligible/ ineligible
LG1706-129	Centrestage Theatre Company (Orewa) Incorporated	Towards advertising, technical experience and ticketing expenses for the “Sound of Music” production between October to November 2016	$9,250.00	Eligible
LG1706-111	Stage 51 Limited	Towards the costs of setting up the sound and production of the “Orewa Christmas at the Beach” event in December 2016	$7,000.00	Eligible
LG1706-115	Dance Therapy NZ	Towards the salaries and wages for therapist's and assistant fees, project coordinator, the purchase of equipment and advertising and venue hire of 5 Akoranga Drive, Northcote between September to December 2016.	$4,962.00	Eligible
LG1706-120	Orewa College	Towards the purchase of a piano for the Orewa Arts and Events Centre in December 2016	$8,608.00	Eligible
LG1706-127	Rodney Aphasia Group Incorporated	Towards the salaries and wages for the administrator, cost of venue hire, advertising, purchase of stationery, photocopying, fees for tutors to attend training courses and conferences and mileage between January 2016 to November 2016	$4,000.00	Ineligible
LG1706-128, LG1706-131 and LG1706-139	Mairangi Bay Business Association	Towards the purchase of 20 Christmas wreathes, a banner and publicity costs for the “Buy Local” campaign, costs of advertising, posters, printing of photos, prizes and miscellaneous costs for the “Memories of Mairangi” event between October 2016 to March 2017	$8,900.00	Eligible
LG1706-130	Mairangi Bay Business Association	Towards the costs of traffic management, advertising, hireage of security, rubbish bins, portaloos, fencing, furniture, entertainment and purchase of decorations for the “2017 Food and Wine Festival” in March 2017	$15,000.00	Eligible
LG1706-132	Parent to Parent Auckland	Towards the salaries and wages for the regional coordinator between October 2016 to September 2017	$5,000.00	Eligible
LG1706-136	Hibiscus Coast Youth Council Incorporated	Towards the salaries and wages for youth development staff, youth staff trainers, counsellors, mentors for the “Safe Spaces” programme between October 2016 to September 2017	$45,032.00	Eligible
LG1706-137	Coast Youth Community Trust	Towards the wages and salaries for a youth worker between August 2016 to July 2017	$10,000.00	Eligible
LG1706-142	Recreation Solutions Limited	Towards the costs of the restoration plan for the “Taiaotea Stream and Coastal Forest Community Restoration” project between November 2016 to December 2017	$10,000.00	Eligible
LG1706-112	Main Street Orewa t/a Destination Orewa Beach	Towards the costs of hireage of staging, sound system, accommodation and air travel for performers for the “Boulevard Arts Fiesta”, “Boulevard of Buskers Festival” and “Orewa Beach Sand Castle” competition between February to March 2017	$8,500.00	Eligible
LG1706-116	The Charitable Trust of the Rotary Club of Whangaparaoa	Towards the hireage of fencing, crowd control barriers, portaloos, rubbish bins, sound system and purchase of spare trolley parts for the “2017 Rotary Soap Box Derby” in April 2017	$10,000.00	Eligible
LG1706-117	45 Events (Orewa Beach Series)	Towards the cost of on-water safety between December 2016 to March 2017	$8,500.00	Eligible
LG1706-125	Sanitarium Health and Wellbeing Company	Towards the costs of having four containers delivered and removed from the venue for the 2017 “Hibiscus Coast Sanitarium Weetbix Kids Tryathlon” in March 2017	$5,000.00	Eligible
LG1706-101	Wentworth Sailing & Outdoor Pursuits Club Incorporated	Towards the replacement costs of sails, covers and beach trailers for the existing three 420's boats between October 2016 to April 2017	$6,883.00	Eligible
LG1706-104	OnBoard Skate Incorporated	Towards the costs of skateboard and scooter instructor for the “Skate and Scooter Safe” programme at The Plaza, Whangaparaoa, Browns Bay Skatepark, Red Beach Primary School and Silverdale School between October 2016 to September 2017	$12,520.00	Eligible
LG1706-105	Whangaparaoa School	Towards the installation of a bike and pump track at Whangaraoa School, 3 Ladies Mile, Manly between October 2016 to January 2017	$7,000.00	Eligible
LG1706-113	Bowls Orewa Incorporated	Towards the purchase of a mower between November 2016 to February 2017	$9,000.00	Eligible
LG1706-135	Whangaparaoa Tennis Club	Towards the costs to resurface six tennis courts at Edith Hopper Park, Manly in May 2017	$10,000.00	Eligible
		Total amount requested:	$205,155.00

b) consider the multi-board applications listed in Table Two and agree to fund, part-fund or decline each application in this round.

Application No.	Organisation Name	Project	Total Requested	Eligible/ ineligible
LG1702-113	English Language Partners - North Shore	Towards the venue hire of the New Zealand Hibiscus Coast Community House between February to June 2017	$4,355.13	Eligible
LG1702-122	Auckland North Community and Development Incorporated	Towards the costs of presenters fees, venue hire, mileage and advertising for the “Five Good Ideas” programme between October 2016 to July 2017	$4,000.00	Eligible
LG1706-114	Love Soup	Towards transportation costs, purchase of garden equipment, cleaning supplies, kitchen supplies, groceries for meals and costs for accountant between November 2016 to June 2017	$9,998.00	Eligible
LG1717-106	Age Concern North Shore Incorporated	Towards overheads including rent, power, webpage, computer information services, postage, printing, stationery, Annual General Meeting (AGM) costs, newsletters, volunteer costs, resources for the Chinese group, transport and total mobility scheme assessments from 1 October 2016 to 31 March 2017	$11,400.00	Eligible
LG1701-115	Outline New Zealand Incorporated	Towards the costs to train volunteers for the specialist Lesbian, Gay, Bisexual, Transgender, Intersex and Queer helpline between October 2016 to September 2017	$2,000.00	Eligible
LG1706-141	Zeal Education Trust	Towards the costs of running lunchtime festivals at Orewa College, Long Bay College, Kingsway School, Wentworth College, Murray's Bay Intermediate, Northcross Intermediate, The Corelli School and Whangaparoa College between February to June 2017	$9,988.00	Eligible
LG1708-111	The Korean Society of Auckland Incorporated	Towards the hireage of the North Shore Events Centre and volunteer costs for the “2017 Korean Day” event in April 2017	$600.00	Eligible
LG1717-117	Emote Trust	Towards production costs to host “Dancing in the Park Christmas Eve” event in December 2016	$10,000.00	Eligible
LG1706-133	Gymnastics Community Trust	Towards the operational costs for Gymnastics Community Trust between October 2016 to September 2017	$10,000.00	Eligible
LG1702-104	Badminton North Harbour Incorporated	Towards the costs for replacing the carpet in the entrance, passageway, mezzanine, bar and kitchen at 47 Bond Crescent, Forrest Hill between November to December 2016	$7,500.00	Eligible
LG1717-111	Browns Bay Bowling Club Incorporated	Towards a feasibility study and needs assessment to establish the “Browns Bay Sporting Hub” between October 2016 to March 2017	$18,000.00	Eligible
		Total amount requested:	$87,841.13

Comments

4. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme (see Attachment A).

5. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements

6. The Hibiscus and Bays Local Board will operate two local grants rounds for this financial year. The first local grant round closed on 15 July 2016.

7. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, radio, and community networks.

8. For the 2016/2017 financial year, the Hibiscus and Bays Local Board set a total community grants budget of $365,000.

9. It is recommended that the local board consider allocating up to 40% of the remaining community grants budget in this grant round.

10. Thirty-one applications were received for this local grant round, requesting a total of $292,996.13.

Consideration

Local board views and implications

11. Local boards are responsible for the decision-making and allocation of local board community grants. The Hibiscus and Bays Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

12. The local board is requested to note that section 50 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

13. A summary of each application for the local grant round is attached (see Attachment B).

Māori impact statement

14. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, activities that benefit a wider range of individuals and groups, including Māori. As a guide for decision-making, in the allocation of community grants, the new community grants policy supports the principle of delivering positive outcomes for Māori. There are no organisations applying in this round that have identified as Māori and eight have indicated their project targets Māori or Māori outcomes.

Implementation

15. The allocation of grants to community groups is within the adopted Long-term Plan 2015-2025 and local board agreements.

16. Following the Hibiscus and Bays Local Board allocating funding for round one local grants, commercial and finance staff will notify the applicants of the local board’s decision.

Attachments

No.	Title	Page
a ⇩	Hibiscus and Bays Local Grants Programme 2016/2017	17
b ⇩	Hibiscus and Bays Local Grant Round One 2016/2017 application summaries	21

Signatories

Authors

Kim Hammond - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Lesley Jenkins - Relationship Manager

Hibiscus and Bays Local Board

07 September 2016

Hibiscus and Bays: Quick Response, Round One 2016/2017

File No.: CP2016/18627

Purpose

1. The purpose of this report is to present applications received for round one of the Hibiscus and Bays Quick Response 2016/2017. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Hibiscus and Bays Local Board has set a total community grants budget of $365,000 for the 2016/2017 financial year.

3. Fourteen applications were received in this round, with a total requested of $24,471.00.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) consider the applications listed in Table One and agree to fund, part-fund or decline each application in this round.

Application No.	Organisation Name	Project	Total Requested	Eligible/ ineligible
QR1706-101	The Art Lab (Star Arts)	Towards the hireage of the Estuary Arts Centre, advertising and purchase of materials for the 2016 “Art Lab Youth Shoe in” October 2016	$1,000.00	Eligible
QR1706-106	Violence Free Communities (umbrella organisation for Rowan Trusewich)	Towards the purchase of building and installations materials the ‘Who am I’ project in October 2016	$1,577.00	Eligible
QR1706-104	Respite New Zealand	Towards the cost of advertising and marketing for the “Trinity’s Trott” event in September 2016	$1,400.00	Eligible
QR1706-105	Parent to Parent Auckland	Towards the cost of the seminars between October 2016 to September 2017	$2,000.00	Eligible
QR1706-108	Orewa College	Towards the cost of repainting the interior of the Arts Centre at 76-80 Riverside Road, Orewa in October 2016	$2,000.00	Eligible
QR1706-109	Red Beach Ladies Probus Club	Towards the hireage of the Methodist Church Hall and transportation costs between August 2016 to July 2017 funds to be released retrospectively	$1,200.00	Eligible
QR1706-110	Equestrian 4 Everyone	Towards the farrier and dentist between January to September 2017	$2,000.00	Eligible
QR1706-112	Youthline Auckland Charitable Trust	Towards the purchase of vests between October to December 2016	$1,500.00	Eligible
LG1706-134	A Women’s Heart	Towards the purchase of chairs in October 2016 funds to be released retrospectively	$478.00	Eligible
QR1706-111	Urban EcoLiving Charitable Trust	Towards the wages and salaries for the lead educator, education assistant and mileage for the Tread Lightly Caravan visit to Orewa School in October 2016	$1,966.00	Eligible
LG1706-122	Hibiscus Coast Writers Incorporated	Towards the costs of the hireage of the Kingsway School Junior Campus, equipment hire, koha for keynote speaker and transportation, accommodation and catering for the ‘A readers and writers showcase’ in June 2017	$3,700.00	Eligible
QR1706-103	Special Olympics Hibiscus Coast	Towards the registration fees for the “2016 Trans-Tasman Tournament” in November 2016	$1,850.00	Eligible
QR1706-113	Hibiscus Coast Cricket Club Incorporated	Towards the purchase of modified containers between September 2016 to August 2018	$2,000.00	Eligible
LG1706-140	North Harbour Hockey Association Incorporated	Towards the hireage of Pascoe Courts, purchase of equipment, umpire development costs and wages for the Coordinator between October 2016 to February 2017	$1,800.00	Eligible
		Total amount requested:	$24,471.00

Comments

4. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme (see Attachment A).

5. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements

6. The Hibiscus and Bays Local Board will operate three quick response rounds for this financial year. The first local grant round closed on 5 August 2016.

8. For the 2016/2017 financial year, the Hibiscus and Bays Local Board set a total community grants budget of $365,000.

9. It is recommended that the local board consider allocating up to 7% of the remaining community grants budget in this grant round.

10. Fourteen applications were received for this local grant round, requesting a total of $24,471.00

Consideration

Local board views and implications

13. A summary of each application is attached (see Attachment B).

Māori impact statement

14. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, activities that benefit a wider range of individuals and groups, including Māori. As a guide for decision-making, in the allocation of community grants, the new community grants policy supports the principle of delivering positive outcomes for Māori. There are no organisations applying in this round that have identified as Māori and three have indicated their project targets Māori or Māori outcomes.

Implementation

15. The allocation of grants to community groups is within the adopted Long-term Plan 2015-2025 and local board agreements.

16. Following the Hibiscus and Bays Local Board allocating funding for round one quick response, commercial and finance staff will notify the applicants of the local board’s decision.

No.	Title	Page
a⇩	Hibiscus and Bays Local Grants Programme 2016/2017	131
b⇩	Hibiscus and Bays Quick Response Round One 2016/2017 application summaries	135

Attachments

Authors

Kim Hammond - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Lesley Jenkins - Relationship Manager

Signatories

Hibiscus and Bays Local Board

07 September 2016

New agreement to lease and licence to Orewa Surf Life Saving Club for redevelopment of facility at Orewa Reserve

File No.: CP2016/19215

Purpose

1. To seek approval to vary the Orewa Reserve Management Plan to permit limited overnight accommodation for surf life-saving purposes.

2. To seek approval for Auckland Council to enter into an agreement to lease with the Orewa Surf Life Saving Club for the development, and then grant a lease and licence for the operation, of a new building and watchtower at Orewa Reserve.

3. To approve the renewal of current lease to Orewa Surf Life Saving Club to enable a seamless transition between the current occupation and the agreement to lease above.

Executive summary

4. At its 25 November 2015 business meeting, the Hibiscus and Bays Local Board granted landowner approval in principle for the redevelopment of a new facility for the Orewa Surf Life Saving Club Incorporated. The redevelopment proposal included a new lifeguard tower and building to operate its surf club activities and a commercial restaurant.

5. Resolution number HB/2015/182 also requested staff bring a further report to the local board for final approval of the proposal for Auckland Council to enter into an agreement to lease with the Orewa Surf Life Saving Club to undertake the development, and then grant a lease and licence to operate, the new facility. This report outlines the details of the proposed agreement to lease, lease and licence.

6. The proposed agreement to lease provides five years for the Orewa Surf Life Saving Club to fundraise and complete works, after which occupation and operation would be granted by a lease that includes:

· community leased area identified on the plan as Area 1 (Attachment B);

· a non-exclusive community licence for the curtilage immediately around the new building, watchtower, boat ramp and lawn area between the new building and the sea; and

· commercial leased area for a restaurant identified on the lease plan as Area 2 (Attachment B), with defined conditions should the restaurant be operated by a third party.

7. In order to provide accommodation for the surf life-saving operation at the facility, the Orewa Reserve Management Plan will need to be varied to ensure compliance with the Reserves Act 1977. Staff recommend the local board approve this variation to the Orewa Reserve Management Plan and that public notification of the variation is scheduled to be included with other work on reserve management plans in the local board area.

8. As the proposed lease, new building and restaurant operation are provided for in the Orewa Reserve Management Plan, no public notification of these is required.

9. To enable a seamless transition of occupancy agreements, this report also recommends approving the renewal of the club’s current lease at this time.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) approve a variation to the Orewa Reserve Management Plan to permit accommodation for up to 30 days’ duration for club members, rostered surf life-savers, reciprocal club members, and members of the public participating in surf life-saving programmes subject to public notification in accordance with the provisions of the Reserve Act 1977

b) approve the public notification of the variation to the Orewa Reserve Management Plan to occur as part of the local board’s future work programme to develop, review or amend other reserve management plans in its local board area and prior to the commencement of the new lease to Orewa Surf Life Saving Club

c) approve Auckland Council to enter into an agreement to lease with Orewa Surf Life Saving Club for approximately 834m2 of Orewa Reserve, being Part Allotment 319 Waiwera Parish as indicated on the lease plan (Attachment A) allowing the Orewa Surf Life Saving Club five years to complete the proposed development, such period commencing from the date of the resolution, subject to the following:

i) Orewa Surf Life Saving Club Incorporated securing all funding for the project prior to the commencement of construction works;

ii) Orewa Surf Life Saving Club Incorporated obtaining all regulatory consents required for the development of the facility;

iii) Include qualitative criteria around these conditions into the agreement to lease as outlined in Option 3 (Attachment G)

d) approve Auckland Council to enter into a lease and licence with Orewa Surf Life Saving Club for approximately 834m2 of Orewa Reserve, being Part Allotment 319 Waiwera Parish as indicated on the lease plan(Attachment A) upon the completion of the variation of the Orewa Reserve Management Plan, successful completion of the building project and issue of a code compliance certificate under the Building Act (CCC) on the following terms:

for Area 1 (Attachment B) under Section 54(1)(b) of the Reserves Act 1977:

i) term - 20 years with one 10-year right of renewal

ii) commencement - date immediately following the issue of CCC

iii) rent – $1.00 plus GST per annum if demanded

iv) the community outcomes plan (Attachment C) be approved and attached to the lease document

v) permitting clauses to be included in the lease for limited accommodation for surf life-saving purposes if the variation to the Orewa Reserve Management Plan is approved

vi) all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines 2012

for Area 2 (Attachment B) under Section 54(1)(d) of the Reserves Act 1977:

vii) apply the same terms as Area 1 above except additional specific criteria for the grant of any sublease of Area 2 to a third party as below:

a. sub-lease is permitted under the head-lease

b. third party operator is identified through a publicly contestable process and sub-lease rent is no less than market value

c. should a sub-lease be agreed on these terms, then the rent under the head lease paid by the club to Auckland Council be 2.5% of gross revenue

e) approve the renewal of existing lease to Orewa Surf Life Saving Club by a deed dated 12 March 2008 on the following terms and conditions:

i) Term: 10 years commencing 1 December 2017

ii) Rent: $10.00 plus GST per annum if demanded.

Comments

Orewa Surf Life Saving Club Incorporated

10. The Orewa Surf Life Saving Club Incorporated (the club) has occupied part of Orewa Reserve since 1950, with various additions and renovations being made to the building in the 1970s and 1990s. By a deed dated 12 March 2008, the club’s current 10-year term is up for renewal on 30 November 2017 and allows for a right of renewal for a further 10 years. The annual rental under this lease is $10.00 plus GST per annum if demanded.

11. This renewed lease will, by operation of law, automatically be surrendered between Auckland Council and the club with the grant of the new lease and licence (as anticipated by the agreement to lease). If the Building is not completed as anticipated by the agreement to lease, the new lease and licence will not be granted and the club may remain in occupation under the terms of the renewed lease.

12. The current configuration includes clubrooms and external storage containers (Attachment D). The new development proposal comprises a new watchtower and two-story building (Attachment E) to meet the growing needs of its members and guests.

13. Current club membership exceeds 1000 and spans all age groups. Main activities include training for active lifeguards as well as volunteering, recreational and social opportunities for members and guests.

14. As stated by its constitution, the primary objectives of the club are to:

“promote, develop and deliver surf lifesaving as a charitable service and prevent drowning and injury of those swimming and undertaking activities at beaches and other aquatic environments by providing lifesaving, patrol services and other programmes and services at Orewa Beach and at other locations as determined by the Club for the safety and recreation of the general public.”

15. Accommodation is proposed by the club for up to 30 days’ duration for club members, rostered surf life-savers, reciprocal club members, and members of the public participating in surf life-saving programmes. A small fee will be charged to cover the expenses associated with providing this accommodation in single-sex dormitory style bunk rooms.

16. Accommodation is sought by the club as it is integral to its primary objectives under its constitution. Historically accommodation has been informally permitted only for rostered surf life-savers from sunset to sunrise during the surf life-saving season. However, the wider accommodation requirements are consistent with the modern concepts of surf life-saving activities and their overall function.

Land Use and the Orewa Reserve Management Plan (ORMP)

17. The land occupied by the club currently and in its development proposal is legally described as Part Allotment 319 Waiwera Parish, defined by SO 22295 and located on Hibiscus Coast Highway.

18. Part Allotment 319 forms part of the Orewa Domain Recreation Reserve and is held by the Crown through the Department of Conservation as a classified recreation reserve. It is currently vested in council in trust for recreation purposes. The activities of the club comply with the land’s classification under the Reserves Act 1977.

19. The club’s proposal has been assessed against the Orewa Reserve Management Plan, (the Plan) which contemplates a lease to the club and its operation of a restaurant within its leased area. The proposal for surf life-saving accommodation, however, was not contemplated in the plan and would require a variation for the accommodation to be granted.

20. Subject to the club providing further details about the treatment of the western façade, the visual and amenity effects of the proposed new building are considered less than minor, and as such the local board granted landowner approval in principle by resolution number HB/2015/182.

Agreement to Lease and Licence

21. To enable the club to lodge applications for building consent and funding, the club seeks an agreement to lease consisting of:

· A term of five years for the club to seek the remaining funding and consents, demolish existing facilities and complete works for the new building, watchtower and landscaping;

· A community lease and licence for the operation of the clubrooms, commercial restaurant and watchtower, respectively, on completion of works as evidenced by the issue of a certificate of building code compliance and certificate of public use;

22. The terms of the agreement are currently being drafted and negotiated between the club and council officers. Though agreement on the details of most components of the agreement has been reached, two remaining conditions remain outstanding:

· Conditions applied to the building and landscaping detailed plans; and

· Rent for the commercial lease for the restaurant operation.

Negotiation Outstanding: Detailed Design Conditions

23. Condition (b) of landowner approval granted in principle under HB/2015/182 requires the club to provide details of the type of finished treatment envisaged for exterior panels of the western façade prior to the local board agreeing to grant an agreement to lease. This was to satisfy the local board that the visual and amenity effects of the building would be less than minor (as required by the Plan).

24. The club has provided these visual representations of the finished treatment (Attachment F).

25. Following the granting of resource consent, council staff and the club have been discussing agreement to lease conditions which will ensure that the detailed design of the building (and surrounding landscaping) meets the requirements of the Plan.

26. During these discussions, the club advised that they would not accept detailed design conditions in the agreement to lease as they would conflict with their resource consent conditions. However, advice from the Resource Consents department is that the resource consent is flexible, requiring the surf club development to be in general accordance with the architectural and landscape plans submitted by the club.

27. Three options are available for resolving this impasse (detailed in Attachment G):

(i) Rely on standard agreement to lease wording (the club’s preferred option)

(ii) Add design-led criteria into the agreement to lease (wording proposed by council staff)

(iii) Add qualitative criteria into agreement to lease (compromise between options (i) and (ii))

28. While council staff recommend the clarity that option (ii) would provide at the detailed design stage, an acceptable alternative would be to have a less prescriptive and more qualitative condition (option (iii)) about the expected design of the building and the external landscaping works.

29. Council staff do not support option (i) as it provides minimal direction to the club of council’s expectations of the final design of the building and poses an increased risk for disputes when implementing the agreement to lease. If option (i) was preferred by the local board, the application would need to be publicly notified under the Reserves Act 1977 as the proposal does not provide certainty that the final design will conform with the criteria in the Plan.

Negotiation Outstanding: Commercial Lease Rent

30. The local board makes the final decision on what rent (if any) should be charged for the commercial component of the lease. It should do so having regard to the objectives it is trying to achieve through the grant of the lease, the impacts (if any) on the wider community, impacts on other commercial businesses, and the impacts and costs of administering the lease.

31. The club’s objectives in operating a commercial restaurant from its premises are consistent with council’s empowered community objectives, namely encouraging and empowering community organisations to operate more sustainably through commercial activities that help reduce the funding burden on ratepayers. Because a commercial concession has a positive economic value to the club (and a negative one to council, in the sense of other opportunities for the site that are foregone), the local board should approach the rent-setting from a principled and common-sense standpoint so that its decision will remain acceptable to community for the duration of the lease (up to 30 years).

32. The following methodology may be helpful to the local board in considering what rent is appropriate. If the lease were being granted to a profit-making business, council would expect to recover a full market rent so that the proceeds could be applied by council back into public outcomes on the reserve as required by the Reserves Act 1977. The basic business case for an “empowered community” commercial lease is that the club itself will apply surplus revenues directly towards those outcomes. The discount on the market rent should therefore be commensurate with the level of community outcomes the club will provide, and the local board can expect that the club will give appropriate undertakings in that regard. A three-way split may be a useful rule-of-thumb:

(a) Club benefits: The first third of the rent could be discounted to reflect the club-related community outcomes that will be achieved. Restaurant income will help fund the development of the facility (through repayment of loans) and help fund ongoing club operations which have a strong benefit to community club-members and their families. Where club membership is open to all-comers, and the club activities take place on and enhance the culture of the reserve, this is a public benefit that Council can legitimately support.

(b) Community benefits: The second third of the rent could be discounted to reflect the community benefits that will be achieved, in the sense of outreach and community services activities beyond the club membership. These might include water safety education, leadership and self-reliance training for “nippers” and schools, and the very important lifeguard services provided by the club from its premises.

(c) Reserve benefits: The remaining third of the rent should be paid for the benefit of the reserve itself. There is a cost to maintaining the reserve, and limited opportunities to derive revenue from it. Therefore it is appropriate that some rent be paid, especially to retain accountability to the local community and to ensure that some financial discipline remains on the concession holder (in this case, the club). This also helps demonstrate fairness to other competing businesses in the area which pay full private sector rents.

33. The commercial rent in this case is a ground-lease only, not a premises lease because the club itself is funding the development of the facility. One third of that ground lease is likely to be a modest amount. Valuation advice could be obtained to assist, but anecdotally it seems that the club’s proposal of 2.5% of gross revenue is in the right vicinity. The remaining issues are what revenue that should be based on, with the club suggesting rent would only be payable if it formally sub-leased the restaurant to a commercial operator. But otherwise the club could operate the restaurant itself without paying any rent.

34. Following a workshop with the local board on 31 August 2016, it was indicated that to enable the empowerment of the club to operate sustainably, only a nominal rent ($1.00 per annum if requested) would be sought where the restaurant is operated directly by the club. Should the club sub-lease or contract a third-party for the operation of the commercial restaurant, however, this sub-lease would be based on market rent being paid to the club by the third party and Council in turn recovering a modest 2.5% of gross revenue as commercial rent from the club. Selection of the third party operator would also require a tender process. These third party conditions are supported to ensure fair and transparent practice for any sub-lease selection and operation.

Consideration

Local board views and implications

35. The local board is the allocated authority for reserve management plans and to approve community leases and licences. A workshop was held on 31 August 2016. Local board members attending the workshop indicated strong support for the project.

Māori impact statement

36. The consultation document on the project went out to the 14 identified mana whenua on 19 August 2016. Feedback from this consultation process will be further advised in due course, including at this business meeting, to which an invitation was extended to iwi to speak.

37. At the time this report is being written, Council has received four responses from mana whenua:

i. Te Patukirikiri Iwi deferred to other iwi with stronger ties.

ii. Ngai Tai ki Tamaki, Te Runanga o Ngati Whatua and Ngati Whanaunga have replied with queries currently under discussion prior to confirmation of response. Ngai Tai ki Tamaki indicates support for the licencing to the surf club and will require a site visit to assess any works before formalising the consultation response.

iii. Iwi that Council has yet to receive a response from include:

· Ngati Wai

· Ngāti Manuhiri

· Ngāti Whātua o Kaipara

· Ngāti Whātua o Ōrākei

· Te Kawerau a Maki

· Te Akitai Waiohua

· Ngāti Te Ata Waiohua

· Ngāti Paoa

· Ngāti Maru

· Ngāti Tamaterā

38. There is currently no Treaty settlement redress proposed over the Orewa Domain Recreation Reserve. However, given the general paucity of Crown land available in Auckland, all Crown land in the region may be considered for Treaty settlement purposes. The Office of Treaty Settlements has not ruled out at this point that a specific proposal might not arise while there are still unsettled claims in the area.

Implementation

39. Resource consent for the proposed building was granted 15 July 2016. Further work is required for detailed designs and building consents.

40. Public notification of the variation to the Orewa Reserve Management Plan will be undertaken as part of a larger body of work to amend reserve management plans undertaken by the local board. This will ensure that the costs of this process which are borne by the local board will not be solely for the purposes of this single change. This variation to the Orewa Reserve Management Plan will need to be undertaken prior to the club’s new lease for the redeveloped premises commencing.

No.	Title	Page
a⇩	Leased and Licensed Areas	183
b⇩	Community and Commercial Leased Areas	185
c ⇩	Community Outcomes Plan	187
d ⇩	Current Configuration	191
e ⇩	Proposed Configuration	193
f ⇩	Finished Treatment Examples	199
g ⇩	Building and Landscape Options	203

Attachments

Signatories

Authors

Toto Vu-Duc - Manager Community Leases

Matthew Ward - Team Leader Parks and Open Space Specialists (North/West)

Authorisers

Rod Sheridan - General Manager Community Facilities

Lesley Jenkins - Relationship Manager

Hibiscus and Bays Local Board

07 September 2016

Hibiscus and Bays Local Board Community Facilities Renewals Work Programme 2016/2017

File No.: CP2016/14216

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, dated 7 September 2016, provides the proposed 2016/2017 work programme for Community Facilities, Local Parks, Sports and Recreation, renewals for local board approval.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) approve the Community Facilities: Renewals Work Programme 2016/2017 – Local Parks, Sport and Recreation(Attachment A, dated 7 September 2016)

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.

5. Investment in this renewals programme will ensure that council facilities 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.

6. The renewals programme process ensures that the proposed Community Facility renewals work programme (Attachment A, dated 7 September 2016) has received extensive input and assessment from business owners, facility users, and Community Facilities staff.

Consideration

Local board views and implications

7. Council staff will report quarterly to the local board on how the programme is tracking, and discuss with the local board any arising key risks and notify the local board when projects are completed.

Māori impact statement

8. The Hibiscus and Bays Local Board Community Facility renewals work programme 2016/2017 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

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

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

11. The 2016/2017 Community Facilities Renewals Work Programme for the Local Community Services activity was presented for approval at the June 2016 business meeting.

12. 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 ⇩	Hibiscus and Bays Renewals Work Programme 2016/2017	207

Signatories

Authors

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

Lesley Jenkins - Relationship Manager

Hibiscus and Bays Local Board

07 September 2016

East Coast Bays Community Project 2015/2016 Report and 2016/2017 Funding Agreement

File No.: CP2016/17925

Purpose

1. To receive the East Coast Bays Community Project year end accountability report for the 2015/2016 year and approve the draft schedule to the 2016/2017 funding agreement.

Executive summary

2. The East Coast Bays Community Project has submitted their accountability report for their 2015 /2016 funding agreement covering the period 1 July 2015 to 30 June 2016 (Attachment A).

3. The local board has approved consolidated funding for East Coast Bays Community Project of $88,000. This funding is allocated as follows:

· $66,000 is available for the operational grant (including Summer Fun)

· $17,000 is for a range of events

· $5,000 is nominated as a contingency amount.

4. A draft schedule to the 2016/2017 funding agreement based on the 2015/2016 deliverables is attached (Attachment B).

5. Staff recommend the local board approves the draft schedule to the 2016/2017 funding agreement.

6. The chairperson and community portfolio holder of the local board will meet with members of East Coast Bays Community Project Trust to discuss and confirm strategic priorities for inclusion in the final 2016/2017 schedule.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) receive the 2015/2016 accountability report (Attachment A, dated 7 September 2016, named Schedule 1) for the East Coast Bays Community Project

b) approve the draft Schedule 1 to the 2016/2017 funding agreement for the East Coast Bays Community Project to deliver activities and events.

Comments

Background

7. Members of the East Coast Bays Community Project Trust (ECBCP) attended a workshop of the Hibiscus and Bays Local Board on 22 July 2015. At that workshop, the local board chairperson and community portfolio holder agreed to meet with the chairperson and deputy chairperson of ECBCP to discuss opportunities for further strategic alignment and for greater clarity on priority deliverables for the 2015/2016 year.

8. The ECBCP 2015/2016 funding schedule contained commitments to a number of activities that aligned with local board outcomes.

9. ECBCP’s strategic priorities include:

· contributing to the development of strong community networks within East Coast Bays and building on the strong identify of our community

· facilitating neighbourhood development through place-based projects

· encouraging all sectors of the community to participate in the project’s activities

· promoting harmonious and healthy community relations and encouraging new immigrants to feel part of the community

· providing support for cultural and ethnic groups and encouraging cultural diversity

· supporting community groups needing assistance and encouraging communication, networking and sharing of resources between groups.

10. ECBCP serves an area with a population of 43,785 (approximately 50 per cent of the local board area), from Campbells Bay in the south to Okura in the north. Within this geographical area significant localities have undergone high density new growth.

11. The local board indicated that any changes arising from these new areas of development needed to be captured by research. Point Research has been engaged to undertake a Community Needs Assessment of the East Coast Bays subdivision area. The findings will be shared with and considered by both Hibiscus and Bays Local Board and the ECBCP to identify any gaps in provision.

Performance against the 2015/2016 Funding Agreement Objectives

12. In line with the recommendations in the 2014 Community Development on the North Shore report, two action points have been achieved:

· the local board and the ECBCP governance groups have met to adopt a partnering approach

· funding to the project has been consolidated to provide greater financial certainty and flexibility.

13. The ECBCP continues to deliver a comprehensive programme of events and activities that bring together local groups, performers and businesses. This programme achieves community development outcomes by:

· providing enjoyment of the local amenities

· encouraging socialisation and reducing a sense of isolation

· working collaboratively to make the events and programmes a success.

14. The ECBCP assesses the effectiveness of its range of activities, services and events and has drawn on available information and research to ensure its activities reflect the needs of the community.

15. Staff assessment and analysis of the 2015/2016 accountability report shows the project is:

· remaining responsive to demographic changes

· taking advantage of mentoring offered to strengthen the governance model

· working alongside youth organisations to help them create sustainable links and to become more strategic in their focus

· maintaining links with Maori groups such as Te Herenga Waka o Orewa now that contact has been initiated and meetings held.

Funding Agreement and Schedule for 2016/2017

16. The local board chairperson and community portfolio holder are working with the ECBCP chairperson and deputy chairperson to finalise the 2016/2017 draft schedule.

17. The current format for funding reflects a consolidation of operational and programmes funding. It includes:

· $66,000 for core operating and programme costs (including Summer Fun events)

· $17,000 for regularly funded events

· $5,000 contingency.

Consideration

Local board views and implications

18. The local board values the work of the ECBCP and wishes to support the work that contributes to achieving the outcomes identified in the Hibiscus and Bays Local Board Plan 2014.

19. The draft schedule to the 2016/2017 funding agreement for the ECBCP more clearly reflects the relevant Hibiscus and Bays Local Board outcomes. It also addresses the following points considered in the local board meeting of 19 August 2015:

· demographic changes

· strengthening the governance model

· working with youth organisations

· initiating links with Māori groups

· outreach into new pockets of development.

20. The approved budget for the ECBCP 2016/2017 funding year is consistent with the funding received in 2015/2016.

Māori impact statement

21. In 2012 the COMET profile of the Hibiscus and Bays Local Board area indicated that the percentage of the population that was Māori was seven percent in Hibiscus Coast and four per cent in East Coast Bays.

22. ECBCP has initiated a relationship with Te Herenga Waka o Orewa to explore opportunities to share, promote and work together.

23. Regular contact with Te Herenga Waka is scheduled to plan and support future fundraising activities.

24. ECBCP does not have specific programmes based on delivering to Māori as yet but some of their events, networks and programmes are attended by Māori.

Implementation

25. The chairperson and community portfolio holder of the local board will meet with the chairperson and deputy chairperson of ECBCP Trust to discuss strategic priorities for inclusion in the final 2016/2017 schedule.

26. The draft schedule will be reviewed by the local board chairperson and portfolio holder and ECBCP Trust. When the schedule has been finalised and agreed, approval of funding for 2016/2017 can be confirmed.

No.	Title	Page
a⇩	ECBCP 2015/2016 Accountability Report	213
b⇩	ECBCP Draft Schedule 2016/2017	225

Attachments

Authors

Brian Taylor - Manager Community Contracts

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Lesley Jenkins - Relationship Manager

Signatories

Hibiscus and Bays Local Board

07 September 2016

Browns Bay Centre Plan 2016

File No.: CP2016/18109

Purpose

1. To consider feedback to and approve the final Browns Bay Town Centre Plan 2016.

Executive summary

2. Over the past twelve months the Browns Bay Centre Plan has been in development including consultation with key stakeholders and the local community. The objectives for the Plan are to:

i. create vibrant walkable and cycle friendly environments that enhance economic viability.

ii. Provide civic and cultural amenities that integrate the town centre with community life.

iii. Celebrate Brown Bay’s natural setting and sustainability.

iv. Expand choices available to the community with new options for housing, jobs, shopping, recreation and transportation.

v. Create places that promote community such as a lively town centre, Village Green and parks and reserves.

3. The Browns Bay Centre Plan proposes a number of key projects focused upon the above objectives that will require further project development, liaison with landowners and budget allocation in the future to progress to implementation.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) receive the feedback on the draft Browns Bay Centre Plan

b) direct staff to make amendments to the Browns Bay Centre Plan 2016 in accordance with the feedback received

c) enter into discussions with Auckland Transport and other key stakeholder groups to agree a staged implementation plan that prioritises the movement of pedestrians and cyclists on the approach to the town and town centre area

d) enter into discussions with Panuku Development Auckland to encourage a review of council-owned assets in Browns Bay and the future role they may play in the development of the town

e) delegate to the local board chairperson the authority to confirm the final changes, including minor editorial changes to the Browns Bay Centre Plan document

f) request that the final document be designed and finalised for distribution to key stakeholders and placement on the local board and council websites.

Comments

4. The Browns Bay Centre Plan (the Plan) was commissioned by the Hibiscus and Bays Local Board on the 17 September 2014, Resolution HB/2014/185 from the discretionary operating funds of $20,000. The draft Plan was approved by the Hibiscus and Bays Local Board on the 20 April 2016, Resolution HB/2016/52 for the purpose of engagement with key stakeholders and public consultation to obtain feedback in May and June 2016.

5. An accessibility report was commissioned by the Hibiscus and Bays Local Board to work alongside the Plan and was approved on the 20 April 2016, Resolution HB/2016/60 from the Local Planning and Development Response Fund of $4,500.

6. The purpose of the Plan is to outline improvements to the town centre that may be prioritised for funding in the next Long-term Plan and in partnership with Auckland Council and Council Controlled Organisations.

7. The Plan objectives to guide future development can be summarised as follows:

i. Create vibrant walkable and cycle friendly environments that enhance economic viability.

ii. Provide civic and cultural amenities that integrate the town centre with community life.

iii. Celebrate Browns Bay’s natural setting and sustainability.

iv. Expand choices available to the community with new options for housing, jobs, shopping, recreation and transportation.

v. Create places that promote community such as a lively town centre, Village Green and parks and reserves.

8. The area considered in the Plan encompasses a 1.4km radius of the town centre to include a cycle catchment and an 800m and a 400m radius of the town centre to include pedestrian catchments. This provides a compelling case to improve the quality of pedestrian and cycle movement in the town.

9. The draft Plan was discussed with key stakeholders during a meeting hosted by the Browns Bay Business Improvement District and at an open day that provided an opportunity for the community to provide feedback. Feedback from both of these events has been taken in to consideration and incorporated in the Plan.

10. Based on all the feedback received and consideration of the Plan objectives the key projects are:-

i. Develop a Management Plan for Community buildings and Village Green

ii. Develop a detailed plan in liaison with Auckland Transport (AT) for the enhancement of Inverness Road as space that may be used for events in conjunction with the amenity offered by the Village Green

iii. Liaise with AT concerning the development of a Transport Management Plan that addresses all transport related issues in getting to, staying within and moving around the town centre

iv. Consider improvements to the pedestrian and cycle environment of the town. A key first stage of this is addressing the safe and convenient movement of pedestrians and cyclists across Beach Road and incorporation of identified routes into the Auckland Cycle Network

v. Review of the council-owned assets in the town to determine if they can be used to further enhance the economic, social and physical quality of the town to the benefit of its residents and visitors

vi. Promote the concept of enhancement of the Taioatea stream as detailed in the concept design works by Boffa Miskell and incorporate within the Local Board’s ‘Greenways’ project.

11. The recommendations signal some initial actions to progress the objectives in the short-term. Longer term objective delivery will need to be discussed with the relevant council department(s) and their support confirmed.

12. The Plan (as amended by feedback received) was presented to council (Plan and Places, Infrastructure, Environmental Services, Community Empowerment unit) staff and representatives from Auckland Transport on the 29^th August 2016. Feedback was provided on the extent to which some of the objectives may raise expectations in the community and signal improvements which may not be priorities for the council or Auckland Transport. It was acknowledged that the plan had not had significant input in its development due to resourcing constraints and in relation to the proposed Unitary Plan and other work commitments.

13. Local Board Services staff and the consultant agreed to raise the points raised by staff to the local board and recommend some consequential changes to better reflect that some objectives and initiatives are “potential” rather than proposed. However, that does not preclude the local board from advocating for key objectives or priorities within the final plan.

Consideration

Local board views and implications

14. During development of the Plan, workshops have been held with the local board to enable discussion on future priorities, planning and zoning, town centre development, community facilities, car parking and open spaces.

Māori impact statement

15. All iwi with an interest in the East Coast Subdivision area have been sent a copy of the draft plan requesting them to indicate their interest in providing feedback.

Implementation

16. The final Plan will be promoted to guide future development of the Browns Bay Centre and to promote discussions with Auckland Council and Council Controlled Organisations, the Browns Bay Business Improvement District as well as residents, other stakeholders and developers.

17. The final Plan will be re-designed and branded in accordance with council’s guidelines so that the document can be uploaded to the local board and council’s website and provide a printed version of the Plan for distribution to stakeholders, council staff and the community.

Attachments

At the time the agenda went to print the Browns Bay Centre Plan was unavailable. This will be distributed separately.

Signatories

Authors	Leigh Radovan - Local Board Advisor
Authorisers	Lesley Jenkins - Relationship Manager

Hibiscus and Bays Local Board

07 September 2016

Whangaparaoa Business Survey

File No.: CP2016/16998

Purpose

1. To receive the Whangaparaoa Business Survey report conducted in May-June 2016.

Executive summary

2. A business survey was conducted for the Whangaparaoa Peninsula to provide baseline information for discussions related to forming a business association. Results of the survey showed relatively strong support for a better organised and resourced organisation.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) Accept the Whangaparaoa Business Survey Report Final dated 14 June 2016.

Comments

3. Council staff have been in discussion with members of the Whangaparaoa business community for the past two years regarding the feasibility of creating a business association for the Whangaparaoa Peninsula. Representatives from the organisation Whangaparaoa 2030 and the local board thought that an understanding of current business dynamics was necessary to inform these discussions.

4. At their meeting of 16 March 2016 the local board approved funding of $23,000 for a business survey of the Whangaparaoa peninsula. (Resolution HB/2016/30)

5. The survey was undertaken in May 2016 and received 240 responses. In the process of administering the survey a new database of 380 businesses was created.

6. The survey gathered data on business mix, strengths and weaknesses of Whangaparaoa as a business location, opportunities for improvement, competing areas, and it gauged interest in forming an association to represent businesses.

7. There was a positive reaction to the idea of forming an organisation, with 61% of respondents saying they were very or somewhat interested in seeing an organisation formed. Only 6% said they were not at all interested. The full survey report is Attachment A of this report.

8. A major issue that emerged was the issue of poor access. This is the chief disadvantage that Whangaparaoa has in relation to other growing centres like Silverdale, Albany and Orewa that are more visible and accessible. Penlink was seen as an essential part of the answer to this problem, along with increased promotion.

9. The survey results provide a baseline of information that will help the community with their outreach efforts to strengthen the business community and the Whangaparaoa peninsula in general. The business database will ensure that outreach to businesses is as comprehensive and inclusive as possible.

Consideration

Local board views and implications

10. Hibiscus and Bays Local Board allocated $23,000 for a business survey at their meeting of 16 March 2016 from the 2015/2016 Locally Driven Initiatives budget line “Local Planning and Development – BIDs for Silverdale and Whangaparaoa.” (Resolution HB/2016/30)

11. The results of the survey were presented at a local board workshop on 22 June 2016. The presentation is Attachment B of this report.

Māori impact statement

12. The Whangaparaoa area has a lower proportion of Māori ethnicity, 5%, as compared with 10% for the Auckland region (2013 Census). Māori will be impacted as business and property owners, employees, and customers to the same effect as other Aucklanders.

Implementation

13. There are no implementation steps or issues.

Attachments

No.	Title	Page
a ⇩	Whangaparaoa Business Survey Report Final	237
b ⇩	Whangaparaoa Business Survey Presentation	269

Signatories

Authors

Steven Branca - BID Partnership Advisor

Authorisers

Alastair Cameron - Principal Advisor CCO Governance and External Partnerships

Lesley Jenkins - Relationship Manager

Hibiscus and Bays Local Board

07 September 2016

Funding for new hockey turf on Metro Park East

File No.: CP2016/18351

Purpose

1. To consider the grant of $50,000 to the Hockey Hibiscus Trust for the development of new multi-purpose hockey turf on Metro Park East.

Executive summary

2. The Auckland Regional Hockey Facilities Strategy 2014-2031 identifies the need to develop more hockey facilities across the region to meet growing demand. The Metro Park East hockey turf is the highest priority in the strategy.

3. In November 2014, Hockey Hibiscus Trust (trust) was granted land-owner approval and an agreement to lease for the development of a multi-purpose hockey turf at Metro Park East.

4. The $3.2 million project includes:

· Stage 1 - full sized multi-purpose turf with lights marked for hockey

· Stage 2 - half-sized multi-purpose turf with lights marked for multiple sports

· Stage 3 - simple changing rooms and toilet facilities with a small meeting room

5. Working with the Auckland Regional Hockey Facilities Working Group on the implementation of the regional strategy, Auckland Council has committed funding of $1.6 million to the total project spread across the stages, conditional upon the trust raising the balance of funding.

6. Stage one of the project is quoted at $1.686 million and the trust has a funding shortfall of $260,000. The trust has submitted a funding plan which involves council bringing forward $100,000 from stage two to stage one, raising $110,000 from funding applications and seeking a $50,000 grant from the local board.

7. The development of sport facilities at Metro Park East is included in the Hibiscus and Bays Local Board Plan under the outcome “Easy access to recreation options and open space”.

8. The development of the multi-purpose hockey turf will deliver a wide range of benefits:

· increased sport participation due to the improved accessibility of sport facilities and provision of an all weather multi-sport turf facility. The turf will provide for opportunities for hockey, football, futsal, tennis, youth programmes and school physical education.

· growth in hockey participation of an estimated 600 new players

· improved health and well-being through the local community playing more sport

· strengthened social cohesion from specific youth oriented community programmes

· greater community connections and interaction via multi-sport club.

9. The local board could consider a grant of $50,000 from the 2016/2017 Hibiscus and Bays Local Board Locally Driven Initiative Capital Fund. The project will deliver good benefits for the local community and a grant from the local board will enable stage one to proceed over the summer of 2016/2017.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) Allocate $50,000 from the 2016/2017 Hibiscus and Bays Local Board Locally Driven Initiative Capital Fund as a capital grant to the Hockey Hibiscus Trust for the development of a multi-purpose hockey turf at Metro Park East.

Comments

10. In 2014, Counties Manukau Hockey Association, Auckland Hockey Association and North Harbour Hockey Association and Hockey New Zealand released the Auckland Regional Hockey Facilities Strategy 2014-2031. This report was a comprehensive assessment of the demand and supply of hockey turfs in the Auckland region. In response to growing player participation, significant population growth combined with current undersupply of facilities in the Auckland region, the strategy identifies the need for seven more hockey turfs over the next 20 years.

11. The development of a turf at Metro Park East was identified as the highest priority in the regional strategy and is supported by all three regional hockey associations and the national body.

12. The rationale for the high priority for a hockey turf at Metro Park East is based on:

· Large geographic gap with no full-sized hockey turfs on the Hibiscus Coast. All current hockey players need to travel 25km plus to reach Rosedale Park in Albany.

· There are lower hockey participation levels in the Hibiscus Coast area due to the time and cost associated with travelling to current available hockey facilities. Research indicates a potential for 600 new youth hockey players once a local facility is available.

· Demand for hockey facilities across the North Shore already exceeds supply with shortfall of 27%.

· There are no multi-purpose turf facilities in the Hibiscus Coast area, meaning winter sport is subject to the impact of weather on grass sport fields.

· There is wide-spread support for a multi-purpose sport turf at Metro Park East from 15 schools and other community groups.

· Hibiscus Coast and Bays population is projected to grow by over 25,000 people by 2031 which will create additional demand for sporting facilities.

13. In response to the regional strategy, Auckland Council confirmed through the Long-term Plan 2015-2025 a budget provision for the development of more hockey capacity within the Sport Infrastructure Development programme. In assessing the need for more hockey capacity, it was calculated at a regional level, 55 per cent can be equated to demand resulting from growth as opposed to a gap in current provision.

14. In agreement with the Auckland Regional Hockey Facilities Working Group, the council has committed funding of 55 per cent towards priority projects from the regional strategy focused on increasing hockey capacity.

15. For Metro Park East a contribution of $1.6 million to the total project cost is available spread across the project stages and conditional upon the trust raising the balance of funding.

Hockey Hibiscus Trust

16. Hockey Hibiscus Trust (the trust) was formed in August 2011 to develop hockey facilities on the Hibiscus Coast and promote hockey activity in the area. The trust plans to become a replica model of the North Harbour Hockey Association which is based on clubs, players and hockey activity being under a separate entity to the owner of facilities.

17. In November 2014 the trust was granted land-owner approval and agreement to lease for Metro Park East, for the development of a multi-purpose hockey turf facility.

18. The trust received earthworks resource consent for levelling of the existing ground and the establishment of a suitable subgrade platform. This work was completed as a preliminary stage in 2015/16. The facility resource consent application was granted on 16th May 2016.

19. The trust has signed a non-binding contract with Tiger Turf which confirms the price and deliverables for the project. The trust has engaged the services of an independent project manager to oversee the project and the contractor. A detailed project plan has been prepared to guide the development of the project.

20. The project is unique for the development of the first eco-turf in New Zealand which requires significantly less water in its operation. This will reduce operating costs and have less environmental impact. In addition, the eco granules used in the shock-pad under the turf carpet will be manufactured from old and uplifted carpets thereby avoiding this waste going to landfill.

	Prelim	1. Full Turf	2. Half Turf	3. Amenities	Total
Project costs	452,000	1,686,000	822,000	220,000	3,180,000
Trust fundraising	248,000				248,000
Auckland Council	204,000	996,000	400,000		1,600,000
NZCT		200,000			200,000
VMJ Loan		230,000			230,000
DMB Trust			200,000
Confirmed funding	452,000	1,426,000	600,000	0	2,378,000
Funding gap	0	260,000	222,000	220,000	702,000
Funding plan
Auckland Council		+100,000	-100,000		0
Lion Foundation		50,000	25,000		75,000
HB Local Board		50,000			50,000
Pledges		60,000			60,000
Lotteries			250,000		250,000
NZCT			47,000	153,000	200,000
Foundation North				50,000	50,000
Other gaming				17,000	17,000
Total to raise		260,000	222,000	220,000	702,000

21. The trust has made significant progress in the funding of this ambitious project, with securing the final portion of funding the last component to enable the project to proceed. The table below summarises the cost of the project stages, funding secured, funding gap and the plan to secure the remaining funding. The trust and staff are confident the funding plan is achievable.

Consideration

Local board views and implications

22. This report seeks consideration by the local board to grant the trust $50,000 towards the development of the first stage of the project.

23. In considering the grant, the local board may want to consider the following project benefits:

· Increased participation in sport and recreation through the provision of local accessible sport facilities.

· More opportunity for people to take up hockey, with a potential growth of over 600 new hockey players from the local area who currently don’t play due to the cost and travel time to current closest hockey facility.

· Greater access for a range of sports to an all-weather multi-sport turf facility which will increase the variety of sporting opportunities in the growing area.

· Improved health and well-being through local community playing more sport. This includes increased fitness and the benefit of social interaction.

· Stronger communities and social cohesion including specific youth oriented community programmes delivered at the turf.

· Strengthened community connections through the local multi-sport club which provides opportunities for volunteering and community interaction.

· The opportunity to build partnerships between schools and the community by providing community access to education facilities and vice versa.

24. The Hibiscus and Bays Local Board chairperson and sport and recreation portfolio holder have been involved in discussions with the trust and staff around the funding plan for the implementation of this project.

Māori impact statement

25. In 2013, Māori make-up 5.8 per cent of the Hibiscus and Bays Local Board area population. The multi-sport turf will provide a wide range of opportunities including hockey, football, futsal, tennis, youth programmes and school physical education that will enable local Māori to participate in sport and recreation.

26. Ngati Manuhiri has been consulted during the resource consent process for which a Kaitiaki Assessment Report was prepared. The report stated the resource consent application would not require further involvement from Ngati Manuhiri.

Implementation

27. Should the local board support the recommendation to grant $50,000 to the trust, the requirements and outcomes for the grant will be included within the Funding Agreement between Auckland Council and the trust. This will set out the council’s requirements for draw-down of the grant, which will be subject to confirmation of all funding for stage one before construction can commence. Payments will be made as progress payments to assist with cash-flow purposes.

28. Subject to the confirmation of all funding, stage one is planned to commence construction at the start of the summer construction period around October 2016 and should be completed early in 2017.

Attachments

There are no attachments for this report.

Signatories

Authors

Anita Coy-Macken - Team Leader Provision

Ken Maplesden - Team Leader Local Partnerships

Authorisers

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Lesley Jenkins - Relationship Manager

Hibiscus and Bays Local Board

07 September 2016

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

File No.: CP2016/13261

Purpose

1. To give the Hibiscus and Bays Local Board an overview of Panuku Development Auckland 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 Council Controlled Organisations – Waterfront Auckland and Auckland Council Property Limited.

3. Panuku Development Auckland 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 Hibiscus and Bays 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 Auckland Transport (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 council and AT shareholders of $3.9m ahead of budget.

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

Properties Managed in Hibiscus and Bays Local Board Area

10. Panuku Development Auckland currently manages 67 commercial and residential properties within the Hibiscus and Bays Local Board area.

Commercial Properties	54
Residential Properties	13
Total Properties Managed	67

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 Hibiscus and Bays Local Board area.

Acquisitions and Disposals

Acquisitions

13. Fourteen 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 Hibiscus and Bays 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. No properties were sold in the Hibiscus and Bays Local Board area.

Portfolio Strategy

Portfolio Review and Rationalisation

Overview

17. 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

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.

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

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

19. 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, Council Controlled Organisations, local board and mana whenua. This is followed by Panuku Board approval, engagement with local ward and the Independent Māori Statutory Board and finally a governing body decision.

Under review

20. Properties currently under review in the Hibiscus and Bays 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.

PROPERTY	DETAILS
8 Hiwi Crescent, Stanmore Bay	Acquired for the Whangaparaoa Road Widening Project. Released by Auckland Transport in 2015 as no longer required for its current or future transport purposes. The rationalisation process commenced in May 2016. An expression of interest was received from Parks and Recreation Policy and Community and Social Policy, requesting six months to investigate if this site should be retained as parks. Request was accommodated. Local board and iwi engagement will be undertaken if rationalisation process is to progress.
n/a East Coast Road, Redvale	6521m² strip of land that the adjoining landowner has enquired about purchasing. Internal consultation was undertaken in February 2016. No expressions of interest were received. Local Board and iwi engagement to be undertaken.
19 Anzac Road, Browns Bay	Car park site that was released by Auckland Transport as no longer required for its infrastructure requirements. Rationalisation process commenced in August 2015. No alternative service uses identified. Hibiscus and Bays Local Board requested by way of resolution that Panuku defer progressing the proposed divestment of this site. This request was accommodated and further engagement with the Hibiscus and Bays Local Board is to be undertaken regarding this site.
36 Hibiscus Coast Highway, Silverdale	Subject to legacy sale resolution, but numerous council stakeholders interested in further reviewing potential future use options. Rationalisation of this property was put on hold pending completion of the Silverdale Centre Plan. Following completion of the Silverdale Centre Plan, an expression of interest was received from Parks and Recreation Policy and Community and Social Policy stating that site was required to be retained as park. Site is currently being transferred back to service property portfolio.
601 Beach Road, Rothesay Bay	Small parcel of land with public toilet facilities. Public toilets to be decommissioned and included in adjacent commercial development. Part of site is required for service lane. The rationalisation process commenced in May 2015. No alternative service uses were identified and feedback received was supportive of divestment. Site was approved for sale by the Finance and Performance Committee in May 2016.

Housing for Older People

21. Council owns and operates 62 villages across Auckland to provide rental housing to older people in Auckland. The Housing for Older People (HfOP) Project is a council initiative that involves procuring a third party provider to partner with council in delivering the rental housing service.

22. Following the approval by the Panuku Board on 8 December 2015, the Auckland Development Committee noted that HfOP would be an Unlock project for Panuku and that Panuku would prepare a High Level Project Plan (HLPP) that provided the foundation for Panuku to develop and reposition the portfolio to better the needs of older people in Auckland.

23. These two initiatives would achieve council’s objectives to grow, develop, and improve the quality of housing for older people.

24. On December 21 2015, council announced that The Selwyn Foundation will be its preferred joint venture partner to manage the HfOP portfolio. The selection of Selwyn being subject to public consultation, due diligence, contract preparation and completion of the business planning process. It is in this context that Panuku has been negotiating a joint venture agreement with Selwyn.

25. A HLPP to cover the multi-year redevelopment of the network of village sites is being prepared by Panuku. The HLPP seeks council approval to delegate authority for Panuku to progress the development aspect of the HfOP Project. The HLPP will be presented to Council in August 2016 for approval.

26. The following HfOP village is located within the Hibiscus and Bays Local Board area:

Village	Address	Number of units
Torbay Flats	2 Wairere Road, Torbay	18

Development

27. 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.

28. 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.

29. A high level update on development activities in the Hibiscus and Bays Local Board area as below.

30. 20 Link Crescent, Whangaparaoa – Panuku Development Auckland is pleased to confirm that McConnell Property have obtained resource consent for the subdivision of 20 Link Crescent at Stanmore Bay awarded 16th June 2016 incorporating consultation dating back to 2002. Panuku Development Auckland took the site to market late last year, appointing McConnell Property as its development partner. McConnell Property has secured resource consent which will see the site transformed into a 60 Lot residential subdivision including a 2700m2 public reserve and children’s playground. Panuku settled on the transaction 30th June 2016. McConnell Property are working through the detail and plan to see works commence in October 2016, whereby construction of the first homes will begin in mid-2017. The development is to be marketed as Mariner Rise and will consist of 2, 3 and 4 bedroom homes with a mix of terrace and standalone homes with a focus on design quality. The sections have been on sold to group housing companies who are responsible for constructing homes in accordance with the plans as contained in the resource consent. The civil works will improve the ability for the development of the proposed family centre on the 8 Link Crescent site in the future.

31. D’Oyly Reserve - In addition a resource consent has been granted for the partial daylighting of D’Oyly Reserve. As previously indicated this “side-project” came about as a way of addressing the unavoidable stream and wetland loss from developing 20 Link Crescent with the project moving to delivery Stormwater are to take the lead and progress the community consultation and complete the required design work in collaboration with the wider Council family to enable the works to commence as soon as practicable. It is a condition of the 20 Link Crescent resource consent that the bottom section of the D’Oyly Reserve daylighting project is completed within two years of stream works commencing at 20 Link Crescent. This project has proven to be a tangible demonstration of the benefit of the private sector, council departments, Panuku and mana whenua working together.

Regional Activities

32. 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.

33. 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.

34. 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.

35. 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

36. 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) 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.

f) 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

37. 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

38. This report is for the Hibiscus and Bays Local Board’s information.

39. 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

40. 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.

41. 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

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

43. If planning progresses for future Panuku led development in Hibiscus and Bays 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.

44. We additionally seek opportunities to partner with manawhenua iwi and hapū and other Māori organisations on developments.

Implementation

45. There are no implementation issues.

Attachments

There are no attachments for this report.

Authors

Sven Mol - Stakeholder Relations Coordinator - Panuku Development Auckland

Authorisers

Toni Giacon - Team Leader Stakeholder and Community Engagement

Lesley Jenkins - Relationship Manager

Signatories

Hibiscus and Bays Local Board

07 September 2016

Community Facilities Maintenance Contracts 2017

File No.: CP2016/17899

Purpose

1. 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 Hibiscus and Bays Local Board:

a) Delegates authority to the Chairperson and Deputy Chairpesrson to provide the local 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 2016 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	319
b ⇩	Attachment Two – Proposed service specifications	321
c ⇩	Attachment Three – Smart procurement principles	329
d ⇩	Attachment Four – Delivery model options for Gulf Islands	333

Signatories

Authors

Kate Marsh - Financial Planning Manager - Local Boards

Authorisers

Matthew Walker - GM Financial Strategy and Planning

Lesley Jenkins - Relationship Manager

Hibiscus and Bays Local Board

07 September 2016

New Road Name Approval for the Proposed Road at Long Bay

File No.: CP2016/17840

Purpose

1. To approve a new road name for the new road provisionally known as Glenvar Ridge Road at Long Bay.

Executive summary

2. Auckland Council has road naming guidelines that set out the requirements and criteria of the council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming for the Auckland Council.

3. Following assessment against the road naming criteria, the following road names were determined to meet the road naming guideline criteria.

· Te Ara Piki Kaka Road

· Maramatanga Road

· Hiringa Huanui Road

· Glenvar Ridge Road.

Recommendation/s

That the Hibiscus and Bays Local Board:

a) Approve either of the proposed road names Te Ara Piki Kaka Road, Maramatanga Road, Hiringa Huanui Road or Glenvar Ridge Road for the new road created at Long Bay in accordance with section 319(1)(j) of the Local GovernmentAct 1974.

Comments

4. The Auckland Council Road Naming Guidelines allowed that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name for the local board’s approval.

5. The new road will extend from opposite the Long Bay Baptist Church in Glenvar Road to the western boundary of the lower Long Bay development site. It will provide a direct route to the Long Bay area and an easier alternative access to Long Bay Regional Park.

6. The applicant has proposed the following names for consideration for the road created for the future developments at Long Bay:

Proposed New Road Name	Meaning
Te Ara Piki Kaka Road	Climb the ridge or ridgeline.
Maramatanga Road	Enlightenment or understanding.
Hiringa Huanui Road	Pathway of inspiration.
Glenvar Ridge Road.	Indication of the road's location.

Figure One: Location and Layout of new Road

7. The location of a proposed road name has been identified as of significance to mana whenua.

8. The Auckland Council, by way of the Auckland Council Long-term Plan (2012 - 2022), allocated the responsibility for the naming of new roads, pursuant to section 319(1)(j) of the Local Government Act 1974, to local boards.

10. The applicant’s proposed road names have been assessed against the criteria set out in the Auckland Council road naming guidelines.

11. As all four names comply with all the criteria of the road naming guidelines, it is recommended that one of them be approved as the name of the new road created for the future developments at Long Bay.

12. NZ Post was contacted by Auckland Transport via email on 29 April 2016 for verification that the four road name options met NZ Post guidelines and requirements for a new road name. NZ Post responded by email on 6 May 2016 that there should be no issues caused by the use of any of the proposed names.

Consideration

Local board views and implications

13. The decision sought from the Hibiscus and Bays Local Board for this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

Māori impact statement

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

15. Local Iwi groups were consulted regarding the road naming process and encouraged to suggest road names for public consultation and local board consideration. Ngāti Whātua o Kaipara suggested Te Ara Piki Kaka and Ngati Whatua o Orakei supported this name. Ngāti Manuhiri suggested Maramatanga and Hiringa Huanui.

16. It was agreed with Mana Whenua that the provisional name - Glenvar Ridge Road will also be included as the fourth name for public consultation and local board consideration.

17. Auckland Transport had provided an opportunity to Ngāti Whātua o Kaipara and Ngāti Manuhiri to present their recommended names to the Hibiscus and Bays Local Board before any decision is made by the local board.

18. Local residents (Attachment A) were invited to express their feedback on the four road name options from 14 July 2016 to 29 July 2016. A total of 88 submissions were received from the public during this time. A breakdown of their feedback is in the table below:

	Strongly Support	Support	Total Support	Neutral	Against	Strongly Against	Total Against
Te Ara Piki Kaka Road	6	2	8	6	13	61	74
Maramatanga Road	6	12	18	15	11	44	55
Hiringa Huanui Road	4	3	7	10	17	54	71
Glenvar Ridge Road	65	6	74	6	4	4	8

19 The final decision of the local board will be communicated to the local residents in the public consultation close out letter from Auckland Transport.

Implementation

20. The Resource Consenting Team is involved in ensuring that appropriate road name signage will be installed accordingly once an approval is obtained for the new road name.

No.	Title	Page
a⇩	Public Consultation Boundary Map	339
b⇩	Public Consultation Letter	341
c⇩	Glenvar Ridge Road Location	343
d⇩	Feedback Form	345
e⇩	Public Consultation Feedback Summary	347

Attachments

Signatories

Authors	Sreekanth Vidhyadharan – Principal Engineer
Authorisers	Jonathan Anyon – Manager Elected Member Relationship Unit

Hibiscus and Bays Local Board

07 September 2016

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

File No.: CP2016/17900

Purpose

1. 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 local board does not have an existing urgent decision-making process already in place, it is recommended that the local board delegate to the chairperson and deputy chairperson 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.

Recommendations

That the Hibiscus and Bays Local Board:

a) utilise the local board’s existing urgent decision-making process OR Delegate to the chairperson and deputy chairperson 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. Staff record and report any decisions back to the local board at the first business meeting of 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^{^[1]} (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^{^[2]}.

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. Staff should record any decisions made in this period and report any decisions to the first business meeting of the local board.

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

Authors

Felicity Prance - Policy Advisor

Authorisers

Carole McKenzie-Rex – Relationship Manager

Lesley Jenkins - Relationship Manager

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

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

Chairperson	Julia Parfitt, JP
Deputy Chairperson	Greg Sayers
Members	David Cooper
	Janet Fitzgerald, JP
	Gaye Harding-Kirikiri
	Gary Holmes
	Lovisa Rasmussen
	Lisa Whyte

Portfolio	Description	Local Board Members
Local planning, policy and governance	Relationship with governing body, Chairs meeting, protocols, code of conduct, local area plans, structure plans, Unitary Plan, RUB, plan changes	Julia Parfitt –Chairperson Greg Sayers - Deputy Chairperson
Arts and culture	Arts centres, art programmes	Greg Sayers – Lead Julia Parfitt -Alternate
Events	General oversight of events programme music in parks, movies in parks	Greg Sayers and Julia Parfitt
Community services and facilities	Community development and safety, grants and funding, community facilities, community houses, community leases, Youth Connections	Julia Parfitt –Lead Janet Fitzgerald - Alternate
Youth	Local board Youth Forum, Youth Representative	Lovisa Rasmussen – Lead Gaye Harding-Kirkiri - Alternate
Libraries		Lisa Whyte –Lead Gaye Harding-Kirkiri - Alternate
Recreation services	Pools, multi-sport facilities	Gaye Harding-Kirkiri – Lead Lisa Whyte - Alternate
Parks	Reserve management plans, park usage, leasing on parks, liaison with parks staff on land owner approval	David Cooper –Lead Julia Parfitt –Alternate Janet Fitzgerald – Lead Lovisa Rasmussen - Alternate
Built and natural environment	Heritage, infrastructure (including stormwater, wastewater, water), environmental programmes, conservation and biodiversity, biosecurity, waste minimisation	Janet Fitzgerald – Lead Julia Parfitt - Alternate
Economic Development	Economic development plans, developing ATEED relationship, broadband	Gary Holmes – Lead Gaye Harding-Kirkiri -Alternate
Street environment and town centres	Gateways and mainstreet upgrades, Urban design champion	David Cooper and Gary Holmes – Leads Janet Fitzgerald -Alternate
Transport		David Cooper – Lead Gary Holmes – Alternate Janet Fitzgerald – Lead Greg Sayers - Alternate
Regulatory, bylaws and compliance	Bylaw policy feedback	Gaye Harding-Kirkiri -Lead Julia Parfitt -Alternate
Resource consent applications	Input into notification decisions for resource consent applications	Gary Holmes – Lead Janet Fitzgerald - Alternate
Communications and engagement	Media, stakeholder and community engagement including iwi relationships, Hibiscus and Bays Youth Voice and YAP	Julia Parfitt – Lead Lovisa Rasmussen -Alternate
Finance	Budget overview, financial prudence and reporting, local board funding policy	Lisa Whyte – Lead Julia Parfitt - Alternate
Civil defence/ emergency management		David Cooper –Lead Greg Sayers -Alternate
Urban Design Champion		Gary Holmes – Lead Janet Fitzgerald - Alternate

Authors	Vivienne Sullivan - Local Board Democracy Advisor
Authorisers	Lesley Jenkins - Relationship Manager