Agenda of Kaipātiki Local Board

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i) A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii) A non-financial conflict interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Relationship Manager in the first instance.

4 Confirmation of Minutes

That the Kaipātiki Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 10 August 2016 and the extraordinary minutes of its meeting, held on Wednesday, 24 August 2016, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Kaipātiki 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 Men's Shed North Shore

Purpose

1. The purpose of this deputation is to address the Kaipātiki Local Board regarding the Men's Shed North Shore.

Executive summary

2. Larry Klassen, Chairman and Ross Miller, Treasurer of the Men's Shed North Shore will be in attendance to update the board on the status of the Men's Shed engineering extension, the activities undertaken at the Shed, the trends being experienced, and plans for development of an electronics room.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the deputation from Larry Klassen and Ross Miller of the Men's Shed North Shore.

b) thank Larry Klassen, Ross Miller and the Men's Shed North Shore for their attendance and presentation.

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.

Kaipātiki Local Board

14 September 2016

Community lease for additional premises to The Mens Shed North Shore Trust , Elliott Reserve, Elliott Avenue, Glenfield.

File No.: CP2016/19161

Purpose

1. To grant a community lease for additional premises to The Mens Shed North Shore Trust to enable an extension of its building on Elliott Reserve, Elliott Street, Glenfield.

Executive summary

2. The Mens Shed North Shore Trust (The Trust) occupies part of Elliott Reserve under the terms of a community lease commencing 1 May 2011 for a period of ten years with one ten year right of renewal.

3. The Trust owns its fully insulated TotalSpan shed which serves as a community workshop. It was officially opened in April 2013 and was extended in 2015.

4. The Trust is seeking approval to further extend the building and build a new deck to the rear of the property off the existing lunchroom area. The proposed extension will be of the same design and finish as the existing structure.

5. This report recommends that the Kaipātiki Local Board grant a lease for additional premises for 57m²of Elliott Reserve for an initial term of 4 years and 6 months to synchronise it with the existing community lease.

Recommendation/s

That the Kaipātiki Local Board:

a) grant a lease for additional premises to The Mens Shed North Shore Trust for 57 metres squared being Part Lot 38 DP 46696 (outlined red in Attachment A to the agenda report) Elliott Reserve, Elliott Street, Glenfield subject to the following terms and conditions:

i. term – commencing 1 November 2016 and expiring 30 April 2021 with one ten year right of renewal;

ii. rent - $1.00 per annum; and

iii. all other terms and conditions will reflect those contained in the original community lease to The Mens Shed North Shore Trust dated 20 May 2011.

b) grant landowner consent to The Mens Shed North Shore Trust to extend the building on Elliott Reserve, Elliott Street, Glenfield by approximately 27 metres squared on the western side of the building and to build a deck extending to 30 metres squaredas detailed on plans MSNS-001-1 to MSNS-001-5 dated 14 July 2016 (outlined Attachment B to the agenda report) subject to:

i. the lessee obtaining and adhering to all necessary resource and building consents required;

ii. the proposed works being carried out within the new community lease boundary by qualified trades people meeting all current health and safety requirements;

iii. the proposed extension being built to the same standards and finish as the existing building;

iv. the proposed works being completed in a tidy, efficient and professional manner with as little disruption to other users of the reserve as possible; and

v. any changes to this proposal being notified to Auckland Council and approved by the Kaipātiki Local Board.

Comments

6. The Mens Shed North Shore Trust owns and occupies a 330m² fully insulated TotalSpan shed that was officially opened in April 2013. This is the only purpose built men’s shed in the Auckland region and is a popular and valued community resource.

7. The not-for-profit community workshop offers members an opportunity to socialise and share skills and experience gained in a number of areas including carpentry, welding, wood turning, engineering, electronics and model making.

8. Members have access to specialised equipment and are involved in wide ranging tasks many of which have direct benefit to other community groups and organsiations.

9. Membership has increased steadily however the building is now at capacity for some of the activities undertaken on site.

10. The proposed extension of approximately 27m² will provide a discreet and dust free area for the activities of the members who have an interest in electronics. This cannot be accommodated within the space available in the existing building. The Trust would also like to build a deck to the rear of the building that will be accessed from the lunchroom.

11. Council’s open space advisory staff has indicated that the proposal is an appropriate use of this part of Elliott Reserve and will not conflict with other activities. Council’s arborist met with the Trust on site and is of the opinion that the proposed works are minor in nature and has no objections to the proposed extensions subject to no works being undertaken at any stage within the drip line of the trees.

Consideration

Local board views

12. The Kaipātiki Local Board has been very supportive of the Mens Shed and the proposed extension will further enhance the facility and the services it can offer to the community in the Kaipātiki Local Board area. The matter was discussed at the Community Development and Facilities Portfolio briefing on 10 August 2016. The members present raised no concerns regarding the proposal to grant a lease of additional premises to The Mens Shed North Shore Trust.

Māori impact statement

13. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2015-2025, the Unitary Plan and local board plans.

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

Implementation

15. There are no cost implications for Auckland Council

No.	Title	Page
a⇩	The Mens Shed North Shore Trust, Elliott Reserve	17
b⇩	Proposed extensions	19

Attachments

Authors

Maureen Buchanan - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Signatories

Kaipātiki Local Board

14 September 2016

Sediment Discharge Issues at 20 Park Avenue, Birkenhead

File No.: CP2016/19358

Purpose

1. The purpose of this report is to identify council’s response to the sediment discharge at 20 and 34 Park Avenue, Birkenhead, as requested by the Kaipātiki Local Board at its 13 July 2016 business meeting (resolution number KT/2016/88).

Executive summary

2. This report identifies details of the resource consent granted and the requirements contained within to ensure suitable protection of the receiving environment. It also outlines the nature of complaints raised and how council responded to these issues.

3. In addition, this report provides information in regards to what corrective action was requested by council and how the contractor/developer responded to these request.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the information report on sediment discharge issues at 20 Park Avenue, Birkenhead.

Comments

Consent

4. On 14 January 2013 a resource consent (Attachment B) was granted to Birkenhead Properties Limited to subdivide the site, undertake substantial earthworks over 1.45 hectares and reclaim/pipe nearly 100 metres of the Waiurutoa Stream.

5. A suite of conditions were imposed within the consent to ensure protection of the receiving environment.

6. Of particular note is the requirement for a Construction Management Plan (Attachment C) that includes but not limited to, erosion and sediment control measures to be adopted, control of stormwater and construction noise.

7. Condition 17 included a requirement for the consent holder to construct appropriate sediment control structures prior to the commencement of any works. These are to be up to TP90 standards and in accordance with the Erosion and Sediment Control Plan approved by council. TP90 refers to Technical Publication 90. This document was developed by the Auckland Regional Council and sets a standard for erosion and sediment control during the relevant development stages.

8. Additionally a Traffic Management Plan (Attachment D) was submitted to ensure the safety of other road users and pedestrians during the construction period.

9. Prior to any works being undertaken, the owner’s representative had a requirement to undertake a contamination investigation of the site. At the time of writing, this was recently completed and ongoing testing of imported material continues. All testing to date has indicated no contamination issues exist.

Timeline of complaints/incidents and action

10. In total 11 complaints have been received by council, six of which required corrective action. All corrective actions requested have been adhered to by the consent holder. Attachment A contains a timeline of complaints (as of 30 August 2016) in relation to this development and details of any actions taken by the contractor and/or council in response.

Ongoing Monitoring Plan

11. This construction site is considered a high risk site and as such is on a weekly monitoring regime which will continue. The frequency of monitoring does increase following incidents or extreme weather.

12. Site inspections are carried out by both the Northern Monitoring team and Senior Earthworks Specialists, and these inspections have indicated an overall improvement in the management of the site. The latest compliance scoring reflects this.

13. The consent holder has appointed an ecologist, who is awaiting the test results from the laboratory of water testing. This will be forwarded to council staff for review on receipt, by the consent holder.

14. The Kauri Glen Bush Society have been contacted regarding council’s findings and corrective action and have been invited to seek further information if necessary.

15. The project contractors have to date reacted in a positive way to council’s requirements to improve on site erosion and sediment controls.

16. Minor breaches, such as those relating to the parking condition on 9 March 2016 are not unusual with large construction sites. It is council’s experience that new subcontractors and delivery trucks are not always aware of the parking requirements until they actually breach. This issue is monitored on a regular basis.

17. Staff are currently considering whether escalated enforcement action is necessary following the further incident of mud being washed into drains on 19 August 2016.

18. The Resource Consents Compliance Unit has a graduated enforcement model. This means that staff will help people to comply where possible, such as giving them the opportunity to make small issues compliant. However, if offences are significant, or if the offenders continue to ignore their resource consent requirements, council staff will also take enforcement action, including court action if necessary.

19. The enforcement of the works at this site to date has been in line with this model.

Consideration

Local board views and implications

20. The Kaipātiki Local Board has requested a report on this matter. This report is for the information of the local board in response to that request. The report follows a memo sent to local board members dated 24 August 2016 (Attachment E).

Māori impact statement

21. There was no Maori involvement in the resource consent process or follow up action mentioned above.

Implementation

22. The frequency of site inspections has been set at weekly to ensure ongoing compliance is maintained.

Attachments

No.	Title	Page
a ⇨	Timeline of complaints received and action taken at 20 and 34 Park Avenue, Birkenhead (Under Separate Cover)
b ⇨	Resource Consent decsion for 20 and 34 Park Avenue, Birkenhead (Under Separate Cover)
c ⇨	Construction Management Plan for 20 and 34 Park Avenue, Birkenhead (Under Separate Cover)
d ⇨	Traffic Management Plan for 20 and 34 Park Avenue, Birkenhead (Under Separate Cover)
e ⇨	Memo to Kaipātiki Local Board dated 24th August 2016 (Under Separate Cover)

Authors

Kerry Flynn - Team Leader Northern Monitoring, Resource Consents

Authorisers

Ian Smallburn - General Manager Resource Consents

Eric Perry - Relationship Manager

Signatories

Kaipātiki Local Board

14 September 2016

Adoption of revised Kaipātiki Connections Network Plan 2016

File No.: CP2016/16517

Purpose

1. To obtain approval from the Kaipātiki Local Board for the revised Kaipātiki Connections Network Plan 2016 (the Plan) and for the prioritisation of the projects identified in the Plan to progress to the next phase of the project lifecycle.

Executive summary

2. The Kaipātiki Connections Network Plan (the Plan) was developed and adopted in 2012. The Plan, a high level concept plan, identifies a network of existing and future walking and cycling connections across the Kaipātiki Local Board area, on and off road (within parks and in the road corridor). Implementation of the Plan has been progressed since its adoption in 2012 with 14 projects completed.

3. The Plan was intended to be a living document and to be updated on a regular basis. The Kaipātiki Local Board allocated funding to undertake a review of the Plan in November 2015.

4. The purpose of the review is to ensure the network meets the needs of the community at the time of the update. To ensure the community needs are met, the following aspects were considered:

· guiding documentation;

· recent projects - in the planning or completed; and

· stakeholder feedback.

5. A number of amendments have been made to the Plan based on feedback from stakeholders and staff assessments, with the main amendments being the inclusion of a walking and cycling route through Birkenhead War Memorial Park, and the inclusion of the development of a walkway along the entire coast along Hellyers Creek, from Tui Park to the Kaipātiki Bridge, as priority projects.

6. Projects identified within the Plan were prioritised based on criteria and associated weightings and are proposed to be implemented in order of priority.

7. Current projects are divided into 4 broad phases:

· to progress to consenting and construction;

· planning;

· those not to be progressed; and

· completed projects.

8. The Connections Plan budget is anticipated to be sufficient to progress projects to the next phase, i.e. consenting and construction and planning. However, the available funding is not sufficient to construct projects, which are to be progressed into the planning phase.

9. It is suggested that the Kaipātiki Local Board consider advocating to the Governing Body for additional funding for the implementation of the Kaipātiki Connections Network Plan beyond the 2019/20 financial year.

Recommendation/s

That the Kaipātiki Local Board:

a) approve the revised Kaipātiki Connections Network Plan 2016.

b) approve to progress the projects as per the table below for consenting and construction:

Project #	Project location	Project description	Priority	Connections Plan component	Project to be brought to board for further decision
2	Tuff Crater	upgrade of existing track around perimeter of crater to accommodate a wider range of users	1	$146,000	yes
16	Eskdale Reserve Network	upgrade of existing track along spine to accommodate a wider range of users	2	$238,000	no
3	Tuff Crater	connection between Tuff Crater and Onepoto Domain via Sylvan Ave slip road	3	$30,000	yes
7 C	Kauri Glen Reserve	upgrade of main track through reserve to allow for wider range of users	4	$150,000	yes
8	Le Roys Bush - Fairfax Ave connection	upgrade of existing track to accommodate a wider range of users	5	$30,000	no
36	Dudding Park	new connection across Dudding Park to connect to existing track network in Le Roys Bush	6	$35,000	no
27	Rangatira Reserve	new north-south connection through reserve	7	$165,000	no
28	Rangatira Reserve	upgrade of existing east-west connections through reserve	7	$285,000	no
11	Kauri Point Centennial Park	upgrade of existing walkway from Chelsea Estate Heritage Park to Kendall Bay	8	$45,000	no
		Total		$1,124,000

c) approve allocation of $123,000 from the greenway and walkway development capital budget to progress the projects as per the table below for planning

Project #	Project location	Project description	Priority	Connections Plan component	Project to be brought back to board for further decision
1B	Tuff Crater - Exmouth Road link to over-bridge/ potential Seapath	new connection between Exmouth Road and motorway over bridge/ potential Seapath	1	100%	yes
34	Tuff Crater	new connection into potential Seapath	1	100%	yes
39	Onewa Domain/ Smiths Bush track	upgrade of existing connections through Smiths Bush/Onewa Domain to link into proposed Northcote Safe Cycle Route	2	100%	yes
44	Witheford Reserve	upgrade of existing track network	3	30%	yes
24	Hellyers Creek Reserve - 1	upgrade of existing walking track from Beach Haven Road to Shepherds Park	4	60%	yes
25	Hellyers Creek Reserve - 2	upgrade of existing walking track from Beach Haven Road to Shepherds Park	4	60%	yes
41	Tui Park to Shepherds Park	new connection from Tui Park to Shepherds Park - boardwalk across estuary required	4	100%	yes
42	Hellyers Creek Esplanade to Kaipātiki bridge	new connection from Beach Haven Road via Kahika Point Esplanade and reserve to Kaipātiki bridge	4	100%	yes
37	Birkenhead War Memorial Park	upgrade of existing connection via service road and car parks from Mahara Ave/Highbury Bypass to Recreation Drive/Glenfield Road	5	60%	yes
40	AF Thomas Park	new perimeter pathway around AF Thomas Park to link into proposed Northcote Safe Cycle Route	6	100%	yes
38	Northcote Greenway	new connection from Northcote Town Centre to Akoranga Drive	6	100%	yes
35	Onewa Road connection to Onepoto Domain	new connection from Onewa Road to Onepoto Domain	7	100%	yes
22	Target Reserve	new connection from Target Road to Tawavale Crescent via reserve	8	100%	no
23	Trias Reserve	new connection from Romolus Place to Trias Road via reserve	8	100%	no
43	Kaipātiki Park	upgrade of existing walking connection	9	40%	no
29	Soldiers Bay Accessway	upgrade of existing walkway	10	60%	yes
30	Soldiers Bay wetland	formalisation of connection across Soldiers Bay wetland	10	100%	yes
31	Soldiers Bay accessway to Kauri Park	formalisation of connections from Soldiers Bay accessway to Kauri Park	10	100%	yes
32	Kauri Park	upgrade of existing tracks in Kauri Park	10	60%	yes
33	Kauri Park Fernglen connection	new connection from existing track network in Kauri Park to connect to Fernglen Native Plant Gardens entrance	10	100%	yes
19	Elliot Reserve	new connection from Spinella Drive to Manuka Road via Elliot Reserve playground	11	$20,000	no
20	Elliot Reserve	upgrade existing connection from Spinella Drive to Manuka Road via Elliot Reserve car park	11	$0	no
21	Lancelot Reserve	upgrade of existing walkway in the reserve to allow for pram access	12	60%	yes

d) agree not to progress the following projects at this stage:

Project #	Project location	Project description	Priority	Rationale to not progress the project at this stage
10	Le Roys Bush - connection to Kaimataara o wai manawa	new connection to Kaimataara o wai manawa lookout from newly created Senior Citizens Hall track	do not progress at this stage	link to town centre already established in this area. Do not progress at this stage
18	Glendhu Reserve - new connection	new connection from Glendhu Road to Spinella Drive	do not progress at this stage	low cost benefit due to high cost

e) delegate the Chairperson to authorise any minor editorial or formatting changes required to the Kaipātiki Connections Network Plan 2016 document.

Comments

Background

10. The Kaipātiki Local Board adopted the Kaipātiki Connections Network Plan at its business meeting held 26 September 2012 (resolution KT/2012/310) and subsequently adopted a 3-year work programme for implementation at its business meeting held 10 October 2012 (resolution KT/2012/345).

11. The Plan, a high level concept plan, identifies a network of existing and future walking and cycling connections across the Kaipātiki Local Board area, on and off road (within parks and in the road corridor).

12. The Plan was intended to be a living document and to be updated on a regular basis. The Kaipātiki Local Board allocated funding to undertake a review of the Plan in November 2015 (resolution KT/2015/163).

13. Implementation of projects identified in the Plan has been progressed since its adoption in 2012:

· nine of 15 projects within priority area 1 have been completed;

· four additional projects within this area are in planning; and

· three projects were progressed and completed within other priority areas.

Strategic context

Greenways Plans

14. The Kaipātiki Connections Network Plan was the second greenways plan to be adopted in the Auckland Region in 2012.

15. Generally, greenways plans such as the Kaipātiki Connections Network Plan aim to provide cycling and walking connections which are safe and enjoyable, while also improving local ecology and access to recreational opportunities. To achieve this, greenways may cross existing areas of parkland, and follow street connections between parks.

16. The network typically follows natural landforms such as streams and coasts as well as man-made features such as streets and motorways.

17. Since 2012, many of the local boards in the Auckland Region have progressed the development of greenways plans and plans are now in place for the majority of local board areas.

18. Each board sets their own greenways definition for their respective areas, based around the common aim above.

Greenways Design Guide

19. Auckland Transport and Auckland Council have worked to produce a ‘Design Guide’ for the greenways. While the Connections Plan details ‘where’ the routes are to go, the design guide describes their ‘look and feel’.

20. It details the likely width of connections, the materials to be used, methods of crossing roads, of calming traffic, and it also describes the minimum ecological aspects of the routes.

21. Together, the Connections Plan and the Design Guide will form the backbone of the on-going delivery of projects for the Kaipātiki area, and ensure that the routes connect in a logical manner to all surrounding areas.

The review process

22. The purpose of the review is to ensure the network meets the needs of the community at the time of the update. To ensure these needs are met, the following aspects were considered:

· guiding documentation;

· recent projects - in the planning or completed; and

· stakeholder feedback.

23. The review was undertaken in three phases:

Phase One

· evaluate any shortcomings of the original Plan and assess how they may be addressed within the update document;

· highlight key projects in the area that are relevant to the development of the Plan;

· identify routes or priorities that are now relevant or irrelevant; and

· stocktake/highlight the development of the Plan.

Phase Two

· meet with key stakeholders to review the original network and priorities;

· summarise and evaluate feedback from key stakeholders; and

· update mapping to capture relevant analysis maps, changes to the network and priorities.

Phase Three

· present draft Kaipātiki Connections Network Plan update to the Kaipātiki Local Board; and

· receive feedback and update maps and document.

24. This report presents the revised Plan (refer Attachment A) to the board for approval. It also presents prioritised projects for construction and consenting and planning as identified in the Plan. Furthermore it outlines the approach to and rationale for the prioritisation.

The revised Plan

25. Based on the process outlined above, the following are the main amendments made to the Plan:

· the priority route now includes a connection through Birkenhead War Memorial Park, to create a green walking- and cycling connection from Recreation Drive to Highbury Bypass/ Highbury Town Centre;

· the priority route along Beach Haven now follows the entire stretch of the coast along Hellyers Creek, from Tui Park to the Kaipātiki Esplanade;

· the link across the Tuff Crater mouth, proposed in the 2012 Connections Plan, has been removed in light of the potential development of the Seapath;

· the connection between the newly created track in Le Roys Bush and the viewing platform currently being constructed at Birkenhead Avenue is retained as a project; and

· a connection between Onewa Road and Onepoto Domain via the Esplanade Reserve has been included in the plan for investigation.

26. The concept of a priority route with inner and outer loops is to be retained.

Financial implications

27. Over the next 4 years, there is $1.529 million available for the implementation of the Kaipātiki Connections Network Plan.

28. Not all projects identified within the Plan will be able to be implemented with the available funding. Projects have therefore been prioritised for implementation.

29. Attachment B outlines projects identified in the Plan and splits them into those which can be progressed to consenting and construction and those to be progressed through planning.

30. Attachment B also outlines total cost estimates for the projects (where available), the component of the project to be funded through the Connections Plan budget and the component of the project to be funded through the Renewals Budgets.

31. For projects to be progressed to planning, cost estimates for the planning component of the projects are outlined, with the assumption that this is fully funded through the Connections Plan budget. For the construction phase of the projects in planning, the table outlines the suggested percentage of works to be funded through the connections Plan and Renewals budgets respectively.

32. The Connections Plan component of the cost estimate for projects to be progressed to consenting and construction is $1.124 million and for projects to be progressed through planning approximately $123,000. The overall cost estimate for the Connections Plan component for projects is $1.247 million.

33. A further $911,000 will be required from the renewals budgets to complete the construction of projects in the consenting and construction phase.

34. Overall the available Connections Plan budget is sufficient to progress all projects into the next stage of the project life cycle, consenting and construction and planning respectively. However, there is only minimal budget available to commence construction of projects moving into the planning phase from financial year 2019/20 onwards.

35. Cost estimates for the construction of projects to be progressed into the planning phase will be obtained throughout the planning process.

36. The Kaipātiki Local Board may consider advocating to the Governing Body for additional funding for implementation of the Plan and projects progressed into planning beyond financial year 2019/20.

37. Other funding sources could also be considered, such as utilising the local board discretionary transport fund or locally driven initiatives (LDI) capital funding or working with community partners to obtain external funding.

Consideration

Local board views and implications

38. The implementation of the Kaipātiki Connections Network Plan is one of the key initiatives identified within the 2014 Kaipātiki Local Board Plan, with the desired outcome of having parks and reserves that are connected by a network of walking and cycling tracks.

39. Several workshops have been held with the local board throughout the review of the Plan to gain the board’s feedback about the proposed amendments to the Plan and criteria for project prioritisation. Feedback from the local board has been incorporated into the Plan and the project prioritisation criteria.

40. Overall the Kaipātiki Local Board was supportive of the proposed amendments to the Plan and project prioritisation criteria.

41. The local board will be updated regularly about progress with the implementation of the Plan through workshops and reports.

Māori impact statement

42. No impacts on Māori cultural or historical values are anticipated from the adoption of the Plan. Iwi will be consulted on specific projects identified in the Plan.

Community consultation

43. A workshop was held with community stakeholders Monday 4 April 2016. This was attended by 13 participants, a mix of stakeholders from existing volunteer groups, cycling groups and interested local residents.

44. Participants were taken through a visioning and mapping exercise for the walkway and cycleway network and in addition asked for feedback on specific questions.

45. The feedback gained from the workshop was compiled and assessed by Parks, Parks design and Auckland Transport staff and amendments to the on- and off-road network made where appropriate, as outlined in Section 4 of the Plan.

Implementation

Project prioritisation

46. It is not possible to achieve all connections identified within the network in the short to medium term, using the funding currently available.

47. In the Plan developed in 2012, priority areas for implementation were created and listed in order of priority (1 to 5). Projects were to be completed in one area before moving to the subsequent priority areas.

48. Primary focus was given to connections which provide access to and between:

· parks and ecological corridors;

· town and local centres;

· public transport facilities including busway stations and ferries;

· sites of interest for recreational users such as sites of cultural significance and significant views; and

· areas of high population density.

49. Throughout the implementation of the Plan, project prioritisation moved away from this approach and projects in other priority areas were started to be implemented.

50. As part of the review of the Plan, criteria were developed to help prioritise projects. These are based on the focus areas of the Plan as outlined above, but also include other factors such as alignment with existing track renewals projects within parks, the potential to partner with community stakeholders, the cost- benefit of the project and geographic distribution of projects.

51. The five main criteria for prioritisation are:

· contribution to connecting open space, ecological corridors and the coastal edge;

· contribution to connecting commuters, transport nodes, town centres and schools;

· contribution to connecting communities to points of interest;

· alignment with existing renewals projects; and

· potential for community partnership.

52. All projects identified for implementation have been assessed against the criteria and weightings applied, giving higher priority to projects which support a transport/commuter function.

53. Attachment C outlines all projects identified in the Plan, their priority, the next phase the project will move into and whether projects are to be brought back to the local board for a decision at a later date.

54. Attachment D gives a more detailed description of the criteria and their weightings.

55. Projects are split into four broad phases:

· planning;

· consenting and construction;

· those not to be progressed at this stage based on the prioritisation; and

· completed projects.

56. Based on the broad phasing of the projects, of the 48 individual projects identified in the Plan, nine are to be progressed to consenting and construction, 23 to planning, two are not to be progressed at this stage and 14 have been completed already.

57. A small number of projects are assigned the same priority. This is due to the projects being directly linked with one another and to be progressed as one project.

58. Should the board wish to place higher emphasis on providing a more even geographic spread of projects, it is suggested that the projects at Trias and Target reserves be assigned a higher priority for planning and subsequent construction.

Measuring effectiveness

59. Track counters are to be installed at top four projects to measure current use and use following construction.

No.	Title	Page
a⇨	Kaipātiki Connections Network Plan - Revised Aug 2016 (Under Separate Cover)
b⇩	Project cost estimates	39
c⇩	Project prioritisation	43
d⇩	Project prioritisation criteria	47

Attachments

Authors

Nicki Malone - Parks Advisor Kaipataki

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Signatories

Kaipātiki Local Board

14 September 2016

Pest Free Kaipātiki - Next Steps

File No.: CP2016/18484

Purpose

1. This report provides an update on steps taken to start the implementation of the Pest Free Kaipātiki (PFK) Strategy and Action Plan (the Strategy).

2. The report also outlines the suggested next steps to be taken by the board to support the initial implementation of the PFK Strategy

Executive summary

3. The PFK Strategy is an initiative inspired and suggested by the Kaipātiki Restoration Network (KRN) to better protect and enhance the biodiversity in the Kaipātiki area by substantially reducing pest plants and animals.

4. At its August 2016 meeting the local board endorsed the Strategy and requested a report back on what short term actions the board could take to commence implementation of the PFK Strategy and Action Plan and requested that a board workshop be organised with relevant council managers (resolution KT/2016/94).

5. This report recommends a number of short term actions that the board can take to start to implement the PFK Strategy and associated action plans.

6. At the time of drafting this report the workshop with relevant council managers was being organised for Wednesday 7^th September 2016.

7. The Pest Free Kaipātiki Steering Group is continuing to operate and is being hosted in the board’s meeting room on a monthly basis.

8. The board’s PFK community partners are also considering immediate actions they can take and two organisations are applying for external funding for the Pest Free Kaipātiki Coordinator and Site Restoration roles.

Recommendation/s

That the Kaipātiki Local Board:

a) allocate $4000 from its Environmental Response Fund to the development of a Pest Free Kaipātiki website.

b) delegate the Chief Executive the authority to allocate this funding after consultation with the Pest Free Kaipātiki Steering Group on the most suitable organisation to receive this funding.

c) allocate $6,260 from the Environmental Response Fund to retain the services of CoSynergy to support the Pest Free Kaipātiki Steering Group.

d) delegate the Chief Executive the authority to conclude an agreement with CoSynergy.

e) approve the expenditure of $20,000 from the Parks Volunteer budget for the provision of contractor support for community volunteer groups.

f) re-allocate the $8,000 appropriated to the North-West Wildlink activities to contractor support for pest plant and animal control on:

i) private land adjacent to council land holdings; and

ii) private land that forms part of a Special Environmental Area.

g) allocate $10,000 from the Local Community and Events Budget to the Kaipātiki Project to support the Pest Free Kaipātiki Coordinator role.

h) allocate $10,000 from the Local Community and Events Budget to the Le Roys Bush and Little Shoal Bays Charitable Trust to support the Pest Free Kaipātiki Site Restoration role.

Comments

9. The PFK Strategy and Action Plan sets out a range of actions separated into:

· current year / on-going;

· immediate 1 – 2 years;

· medium 2 – 5 years; and

· long term 5 – 10 years.

10. For the purposes of this report only the current year and immediate actions were reviewed. A number of short term possible actions the board could take to support the implementation of the PFK Strategy and Action Plan were identified and are set out below.

Establish a website where information can be centralised and made available to all

11. This is one of the key actions under objective 1: reduce animal, plant and disease pests, other threats, and restore biodiversity and will support elements of objective 2 increase community awareness, education, involvement and neighbourhood connectivity and elements of objective 3: increase regional strategies and connections, collaboration and ecological linkages.

12. As part of the development of PFK a rough order of costs was identified as $4000 for the website development. It is recommended that the board allocate $4000 to this website development from the board’s Environmental Response Fund. Prior to the development of the website, further work will be required to identify and specify the functionality that it is desirable it has to deliver on the relevant PFK action plan actions. It is suggested that the PFK Steering Group be asked to develop the ‘wireframe’ for the website and identify a community partner to oversee the website development.

13. A non-contestable grant will then be made to that partner to fund the website. It is suggested that as incoming board may not be in a position to allocate the grant to a named organisation until December, that the Chief Executive be delegated the authority to authorise the grant payment.

Retention of CoSynergy’s services

14. One of the key aspects of the PFK action plans is the appointment of the PFK Coordinator. This appointment is responsible for the development and management of many of the key actions across all three objectives. This role is one of the two main foundations upon which success will be built. The development of the PFK Strategy and Action Plan was project managed, facilitated and led by Kym Burke of CoSynergy. Until the PFK Coordinator role can be funded and an appointment made there is risk that momentum will be lost.

15. To mitigate this risk it is suggested that CoSynergy’s services be retained until the end of the calendar year. CoSynergy’s role is anticipated to have two elements; firstly continuing to support and facilitate the PFK Steering Group meetings and secondly organising a ‘report back’ event to close the loop with the stakeholders who attended the community workshop during the preparation of PFK. A budget of $6,260 is required for both elements of this work. This again could be authorised from the board’s Environmental Response Fund.

16. Supporting the website development and retaining CoSynergy’s services will utilise $10,260 of the $12,000 Environmental Response Fund budget.

Contractor Support

17. The other key foundation to the success of PFK will be the Site Restoration Officer role that will provide much of the practical support and advice to both community volunteers and private landowners undertaking PFK actions in their own gardens and properties.

18. In last year’s Parks Volunteer Budget a sum of $20,000 was used to retain the services of a professional contractor experienced in pest control. This contractor supported new volunteer groups with training and undertaking those tasks where specialist equipment or skills were needed. It is proposed to continue this allocation of $20,000 from the Parks Volunteer Budget for the 2016/17 financial year. The limit of this budget is that it is only available for use on parks. This means that sources of potential re-infestation on adjacent private land are not addressed and means that the work undertaken is not as effective as it could be.

19. To address this issue it is suggested that the $8,000 budget allocated to the North-West Wildlink be re-purposed. In the last financial year this budget was used to support ‘beyond the fence’ activities by supplying private land owners with equipment and supplies to undertake pest control. It is recommended that this budget be re-purposed and bundled with the $20,000 volunteer contractor support budget. This combined budget would then be available for the following purposes:

· support for community volunteers undertaking pest animal and plant control on parks;

· providing flexibility to allow the contractor to offer pest animal and plant control on private property adjacent to parks, thus addressing potential sources of re-infestation; and

· support for private land owners with SEAs on their land. The SEAs are the areas with the highest ecological values and their protection and restoration is important to the overall success of PFK.

20. This re-purposing is viewed as providing a more effective use of the available funding. Should the board still wish to offer some support to private landowners undertaking pest animal and plant control then the remaining $1,740 of the Environmental Response Fund could be allocated to that purpose.

Partial funding of Pest Free Kaipātiki Coordinator and Site Restoration Officer positions

21. At the current time the Kaipātiki Project and Le Roys Bush and Little Shoal Bay Reserves Charitable Trust are in the process of applying for grants from third parties to fund the outcomes these roles will deliver. Past experience suggests that philanthropic grants are easier to obtain if an organisation has already obtained part of the funding required for its project. Partial funding of these roles will signal board support and should increase the likelihood of the grant applications being successful.

22. It is recommended that the board consider separate non-contestable grants of $10,000 to the Kaipātiki Project and Le Roys Bush and Little Shoal Bay Reserves Charitable Trust, to be paid from the Local Community and Events Grants fund. At the time of drafting this fund contained $212,000; however, some of this is likely to be allocated at the board’s September 2016 meeting.

23. The adoption of these actions will help to support the implementation of the PFK Strategy in the short term.

Local board views and implications

24. The matters covered in this report have been discussed with the Natural Environment portfolio holders and the board Chairperson and are now brought to the full board for formal consideration.

Māori impact statement

25. Maori are not directly affected by the matters presented in this report; however, the environment is an area of key interest to both mana whenua and maatawaka.

Implementation

26. There is existing budget available within the local board’s Locally Driven Initiatives budget.

27. Following decisions made by the Kaipātiki Local Board at the meeting the recommendations will be implemented with the support of relevant departments.

Attachments

There are no attachments for this report.

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

Signatories

Kaipātiki Local Board

14 September 2016

Update on Graffiti Vandalism Prevention Programme

File No.: CP2016/11053

Purpose

1. This report responds to the local board’s concerns over an increase in the number of graffiti incidents reported, and presents options open to the local board for reducing the number of graffiti incidents in Kaipātiki.

Executive summary

2. In July 2013, Recreational Services Limited was appointed as the graffiti eradication service provider for the northern area. In 2013/2014 and 2014/2015 Auckland Council funded Kaipātiki Community Facilities Trust (KCFT) to undertake graffiti prevention work.

3. From 2015/2016, funding for education prevention for graffiti removal ceased, and the number of council Graffiti Vandalism Prevention staff also reduced from five to two.

4. Graffiti incidents in the Kaipātiki Local Board area increased by 30 percent to 2,230 between July 2015 and June 2016.

5. The graffiti work undertaken by KCFT in 2014/2015 was not included in the results for the number of graffiti incidents in 2014/2015. In 2015/2016 these jobs were completed by Recreational Services and were included in the graffiti incident reporting. The increase in graffiti incidents represents an increase in the number of incidents reported rather than the actual number of incidents occurring.

6. Kaipātiki ranked as the seventh lowest local board area in Auckland for graffiti vandalism in the 2015/2016 financial year. Kaipātiki continues to achieve excellent results in the ambient survey, which measures how free of visible graffiti the local board area is from a member of the public’s perception.

7. At the local board’s request, staff considered the following seven prevention methods to reduce the number of incidents occurring:

· rapid removal;

· environmental design;

· educating property owners;

· educating young people;

· legal graffiti walls;

· urban art projects; and

· offering young artists alternative forms of creative expression.

8. Given that the increase in incidents represents an increase in reporting rather than the number incidents occurring, and considering the area’s high scores for community satisfaction with graffiti removal, staff recommend the local board continue with the current arrangement for a further year and review the statistics for 2016/2017.

Recommendation/s

That the Kaipātiki Local Board:

a) continue with rapid removal through the existing contract as the sole approach for graffiti vandalism prevention in the local board area and review the graffiti incident statistics for 2016/2017.

Comments

Background

9. In July 2013, Recreational Services Limited was appointed as the graffiti eradication service provider for the northern area. Recreation Services Limited was contracted to fulfil the Auckland Graffiti Vandalism Prevention Plan – the purpose of which is to establish a single approach to graffiti vandalism for the whole of Auckland Council and enable the prevention, management and reduction of graffiti vandalism across the region. The plan was approved in July 2012 by the Regional Development and Operations Committee (resolution numbers CS/2012/4 and RDO/2012/47).

10. In 2013/2014 and 2014/2015 Auckland Council also funded Kaipātiki Community Facilities Trust (KCFT) to undertake graffiti prevention work. From 2015/2016, the graffiti vandalism prevention outsourced works and services budget was reduced by $890,000 annually, from the 2015/2016 financial year onwards. Funding to KCFT for graffiti removal ceased, and the number of council Graffiti Vandalism Prevention staff also reduced from five to two.

11. Statistics for the number of graffiti incidents in Kaipātiki increased in 2015/2016. At the Kaipātiki Local Board meeting on 11 May 2016, the local board resolved:

“That the Kaipātiki Local Board:

b) expresses its concern at the 25 per cent increase in graffiti incidents compared to the same period last year and requests officers report back to the 8 June 2016 Kaipātiki Local Board meeting on alternate methods to reduce graffiti instances in the board area” (resolution number KT/2016/42).

12. This report presents:

· advice on the rationale for increased graffiti incidents reported for 2015/2016; and

· options for reducing graffiti incidents in Kaipātiki.

Increased incidents in the 2015/2016 financial year

13. There were 2,230 graffiti incidents in the Kaipātiki Local Board area between July 2015 and June 2016. This is a 30 per cent increase compared to the same period last year and slightly higher than the regional increase in graffiti incidents of 13 per cent as shown in Figure One below.

Figure One: Graffiti incidents in Kaipātiki 2014/2015 and 2015/2016

14. The increase in graffiti incidents represents an increase in the number of incidents reported rather than the actual number of incidents occurring.

15. In 2014/2015, KCFT undertook an element of graffiti removal work as part of their contract with Auckland Council. The graffiti removed by KCFT was not recorded in the graffiti management system ‘StopTags’, and so did not show in data for the number of incidents.

16. In 2015/2016, these jobs were completed by Recreational Services as part of their service contract with council and are now recorded in the ‘StopTags’ system. Because all jobs are now included in graffiti incident reporting, this appears as an increase in graffiti in the Kaipātiki Local Board area. Staff expect this to flatten out or decrease in future years now that consistent reporting is established.

17. The total incidents of graffiti vandalism in the 2015/2016 financial year by local board places Kaipātiki as having the seventh lowest incident rate in the region. Kaipātiki continues to achieve excellent results in the ambient survey, which measures how free of visible graffiti the local board area is from a member of the public’s perception. This is the third equal highest ranking across the region.

18. Figure two below illustrates the ambient survey results which are collected by an independent organisation and are scored out of 100 where 0 indicates extensive graffiti is present and 100 indicates no graffiti present.

Figure Two: Ambient survey results

Alternative graffiti vandalism prevention methods

19. As per the board’s request at its 11 May 2016 meeting, staff have considered alternative methods for reducing graffiti vandalism.

20. Staff have researched the following seven prevention methods available to the local board and the top four have been included in an options table:

· rapid removal;

· environmental design;

· educating property owners;

· educating young people;

· legal graffiti walls;

· urban art projects; and

· offering young artists alternative forms of creative expression.

Option

Cost/ budget/ implementation

Effectiveness in reducing graffiti vandalism

Limitations

1. Rapid removal through existing contract

(status quo)

No cost to the local board

Able to continue to be delivered through current staffing structure

Internationally recognised as the most effective approach to graffiti prevention.

Addresses the key motivation for “tagging” which is to be seen, noticed or recognized.

Consistent approach across Auckland.

It requires a consistent effort.

It doesn’t address the systemic issue.

2. Applying principles of environmental design to hot spot spaces. Practical examples:

· Planting trees and bushes in front of fences and walls

· Installing good lighting

· Activating spaces for better natural surveillance

High cost as it requires changes be made to the environment.

Not budgeted for and would need to be allocated from LDI.

Could not be implemented in current graffiti vandalism prevention staffing structure.

Crime Prevention through Environmental Design (CPTED) is a pragmatic and effective approach to prevent vandalism and crime in particular spaces.

It prevents offenders from perceiving a wall or space as empty and inviting.

Increased surveillance increases risk of being caught.

To be most effective, this approach needs to involve multiple stakeholder groups and incorporate social, environmental and community development strategies

It doesn’t address the systemic issue of vandalism and could displace the issue to a new hot spot area.

3. Educating local property owners about graffiti removal and prevention

Low cost - existing material: Auckland Council already provides information for property owners and community members about how to prevent graffiti and how to report graffiti.

Best practice from the US and UK suggests that this can be effective as part of a broader strategy to prevent graffiti vandalism and can assist community members applying CPTED principles to their own property

Requires property owners to accept the cost of implementation of prevention principles on their own property.

4. Educating young people

Medium cost as it requires ongoing engagement with young people.

Not budgeted for and would need to be allocated from LDI.

Could not be implemented in current graffiti vandalism prevention staffing structure.

Can be effective where the messaging forms part of an integrated and comprehensive approach and are centered on positive relationships.

Can be encouraging of young people to take ownership of an issue that is often identified as a youth problem.

The benefits of school based education programmes can be overestimated.

Studies show education programmes for young people which focus on information about harm or use scare tactics are often ineffective or counter-productive.

One off education sessions are unlikely to lead to positive behavior change.

21. Options two and four would require the local board to reprioritise funding from its local drive initiative (LDI) budget. Funding would need to include implementation and staff costs as the capacity for delivery does not exist within the graffiti vandalism prevention team. Staff do not consider either option likely to yield considerable results for the investment required.

22. Given the rational for the increase provided and the area’s high scores for community satisfaction with graffiti removal, staff recommend the local board continue with the current arrangement as outlined in option one for a further financial year. The board could then review statistics for 2016/2017 to deduce whether increasing graffiti incidents are a problem for Kaipātiki.

Consideration

Local board views and implications

23. The eradication service provider, Recreational Services, will continue to deliver the adopt-a-spot programme in each area and raise awareness of graffiti vandalism issues.

24. The Kaipātiki Local Board has expressed concern in response to the reported increase in graffiti incidents. This report seeks to respond to those concerns.

Māori impact statement

25. The work described in this report does not have specific implications for Māori in Auckland.

Implementation

26. Staff will continue to administer funding and monitor delivery through Recreation Services Limited.

Attachments

There are no attachments for this report.

Signatories

Authors

Brian Taylor - Manager Community Contracts

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Eric Perry - Relationship Manager

Kaipātiki Local Board

14 September 2016

Locally driven initiative capital expenditure grants to Netball North Harbour and Beach Haven Tennis

File No.: CP2016/19169

Purpose

1. To approve grants from the local board’s locally driven initiative capital expenditure (LDI capex) budget to Netball North Harbour and Beach Haven Tennis Club.

Executive summary

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

3. At its June 2016 business meeting, the board approved a set of local guidelines that established principles for prioritising investment in capital projects and requested council staff to undertake investigation of 23 potential capital projects (resolution number KT/2016/63).

4. At its August 2016 business meeting, the board approved 19 capital projects to progress to the next stage of delivery and agreed the locally driven initiatives capital budget assigned to each project (resolution number KT/2016/103).

5. Two of the nineteen projects involve grants to external groups for capital projects. These groups are Netball North Harbour and Beach Haven Tennis Club. The Netball North Harbour grant is for improvements to their facility including roof and window replacement. The Beach Haven Tennis Club grant is towards the installation of a new multi-surface turf. These groups were invited to submit funding proposals, which have been received and assessed by the Sport and Recreation team.

6. Assessment shows that both proposals align with the Kaipātiki Local Board Plan and Sport and Recreation Strategic Action Plan priorities, provide good value for money and address gaps in the provision of fit for purpose sport and recreation facilities.

Recommendation/s

That the Kaipātiki Local Board:

a) approve a capital grant of $175,000 from its locally driven initiative capital expenditure budget to Netball North Harbour Incorporated for costs associated with facility improvements, including roof and new window replacement.

b) approve a capital grant of $50,000 from its locally driven initiative capital expenditure budget to Beach Haven Tennis Club Incorporated for costs associated with the installation of a new multi-surface turf.

Comments

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

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

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

Capital project guidelines and project identification

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

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

Investigation and scoping

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

13. Council staff from the Community Facilities, Local Parks and Sport and Recreation teams undertook the requested project investigation in June and July 2016. For third party grant projects, staff collected the necessary information to undertake the investigation. The key information obtained from the scoping investigations was presented to the board at a workshop session on 27 July 2016

Projects to proceed

14. For the proposed third party grants staff worked with Netball North Harbour and Beach Haven Tennis Club to prepare funding proposals. These proposals were received and assessed by the Sport and Recreation team.

15. These funding proposals used older templates as current council funding applications are online. Beach Haven Tennis Club also attached an additional information sheet to their funding proposal.

Netball North Harbour

16. The Netball North Harbour Centre is located on council owned land at Onewa Domain, 44 Northcote Road, Northcote in the Kaipātiki Local Board area. The Netball Centre has a current 33 year lease until 2040 with a right of renewal for a further 33 years.

17. The centre is a key sub-regional facility with 16,000 members and over 400,000 users annually.

18. The Netball North Harbour building has not received the required preventative maintenance since opening that has led to the building needing major repair work to bring it up to a fit for purpose standard.

19. Since February 2013 Netball North Harbour has engaged professional consultants to prepare a building condition report and obtain quotes for the required work. The required work has been quoted at $585,000 and includes preliminary work, consents, consultancy fees, roof remodeling, wall and window repairs and services.

20. Netball North Harbour has a long history of making their facilities available to the community and other user groups. They do not lock their courts when not in use by netball and have actively encouraged sports such as tennis to use the courts by purchasing tennis nets. Other users of the facility include Volleyball, Futsal, Grey Power, Floral Art, Aglow and Waitemata Health.

Year	Amount	Project	Scheme
2016	$78,000	Annual maintenance	Kaipātiki Local Grants and Community Access Grant
2015	$190,000	Building refurbishment	Community Facility Development Fund
2014	$191,243	Upgrade lights and courts	Community Facility Development Fund

21. Netball North Harbour has previously received grants from Auckland Council as detailed below. Netball North Harbour do not receive any on-going operational support from Auckland Council.

Beach Haven Tennis Club

22. Beach Haven Tennis Club is located on council owned land at Shepherds Park, Cresta Avenue, Beach Haven in the Kaipātiki Local Board area. The Tennis Club has a current 10 year lease until 2022.

23. Beach Haven Tennis Club was established in 1976 and has a membership of 172 (an increase of 20 since 2013).

24. The four tennis courts at Beach Haven Tennis Club need replacing as they have reached the end of their useful life. The subsurface requires extensive remodeling to improve drainage and provide a better quality surface.

25. The aim for the new courts is to provide a multi-sport surface that can be utilised by a number of other sports and users.

26. Beach Haven Tennis Club has received a number of quotes for the upgrade work and are working with preferred suppliers to finalise costs. An estimate for the work to be done is outlined below:

Item	Cost
Repair of subsurface and court yard for improved drainage	$70,000
Astroturf	$85,000 - $110,000
Total	$155,000 - $180,000

27. The club works collaboratively with the local community, and it has school groups using the courts as well as Birkenhead United Football Club.

28. Birkenhead United Football Club is currently and will be in the future a key user of the proposed multi-sport facility. They have a growing membership that currently sits at 1100 (an increase of 240 since 2013) of which 850 are juniors.

29. Beach Haven Tennis Club are currently working with Shepherd’s Park Squash, Birkenhead United Football Club and Auckland Council on the best governance model for Beach Haven Leisure Centre. The multi-sport courts are a key aspect of this project.

30. The club has not previously received any grants from Auckland Council.

Strategic alignment

31. Investment into these projects aligns with Kaipātiki Local Board Plan outcome: “Make the best use of what we have got, through sustainable asset management and working in partnership with the community”

32. Investment into these projects also aligns with Auckland Sport and Recreation Action Plan initiative 8.2: “Promote and prioritise investment into partnerships to provide multisport and multi-use recreation and sport facilities.”

Consideration

Local board views and implications

33. During the prioritisation process, local board views were sought at a workshop held on 27 July 2016. The local board supports the allocation of LDI capex budget to be used as seed money which enables partner organisations to seek additional funding from other sources.

Māori impact statement

34. The upgrade of these facilities will be of benefit to the Maori population of Kaipātiki which is 8.5% according to the 2013 census.

Implementation

35. There is existing budget available within the local board’s Locally Driven Initiatives Capital Expenditure budget.

36. The Sport and Recreation team will support the partnerships by creating funding agreements between Netball North Harbour, Beach Haven Tennis Club and Auckland Council. The agreements will identify clear community access, asset management and maintenance criteria, as well as a requirement that the remaining funding be secured before the grant is released.

Attachments

No.	Title	Page
a ⇨	Netball North Harbour Incorporated funding application (Under Separate Cover)
b ⇨	Beach Haven Tennis Club Incorporated funding application (Under Separate Cover)

Signatories

Authors

Mathew Walsh - Sport and Recreation Advisor

Authorisers

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Kaipātiki Local Board

14 September 2016

Kaipātiki Local Grants: Round One 2016/2017

File No.: CP2016/20010

Purpose

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

Executive summary

2. The Kaipātiki Local Board has set a total community grants budget of $212,000 for the 2016/2017 financial year.

3. Twenty-one applications were received for local grants round one, with a total requested of $167,167.61

Recommendation/s

That the Kaipātiki Local Board:

a) consider the applications listed in the table below and agree to fund, part-fund or decline each application in this round:

Application No.	Organisation Name	Project	Total Requested	Eligible/ ineligible
LG1708-101	Whanau Marama Parenting	Towards the facilitators salary to deliver the free Positive Parenting progamme at the libraries in the Kaipātiki Local Board area between October 2016 to March 2017	$4,200	Eligible
LG1708-103	Literacy North Shore	Towards the costs of tutor fees for the youth programme between January to June 2017	$7,600	Eligible
LG1708-106	Chinese New Settlers Services Trust	Towards the venue hire of the Glenfield Community Centre between October 2016 to September 2017	$5,600	Eligible
LG1708-108	Beach Haven Scout Group	Towards the costs to replace two garage doors at 37 Rambler Crescent, Beach Haven between August to September 2016. *applicant would be paid by reimbursement, upon receiving the completed accountability report for the project.	$3,116	Eligible
LG1708-112	PHAB Association Incorporated	Towards the costs of specialist support staff, ice breaker workshops and facilitation costs between October to April 2017	$5,000	Eligible
LG1708-113	Auckland Regional Migrant Services Charitable Trust	Towards the salary, wages and personnel costs for the project worker; support and supervision, travel, programme costs and operational overheads to establish a “WISE Collective Hub” at De Paul House between October 2016 to September 2017	$27,989	Eligible
LG1708-115	Auckland Kids Achievement Trust – Trading as Graeme Dingle Foundation Auckland	Towards the wages for the “Project K” programme coordinator to run the “Project K programme” at Northcote College between October 2016 to September 2017	$10,000	Eligible
LG1708-114	Urban Ecoliving Charitable Trust	Towards the wages for the lead educator, education assistant and mileage for the Tread Lightly Caravan visit to Sunnybrae School in October 2016	$1,863	Eligible
LG1708-109	North Harbour Triathlon Club Incorporated	Towards the lease of the Birkenhead Pools and Leisure Centre between October 2016 to September 2017	$5,000	Eligible
		Total amount requested:	$70,368

b) consider the multi-board applications listed in the table below and agree to fund, part-fund or decline each application in this round:

Application No.	Organisation Name	Project	Total Requested	Eligible/ ineligible
LG1702-106	Two Lanterns Limited	Towards the costs of an application and scorecard development and an independent verification of the scorecard between July to October 2016	$5,000	Eligible
LG1702-113	English Language Partners - North Shore	Towards the venue hire of the Glenfield Community Centre and the New Zealand Chinese Christian Church between February to June 2017	$11,921.61	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	$17,100	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	$500	Eligible
LG1717-116	North Shore Centre’s of Mutual Aid (CMA) Incorporated	Towards operational costs for two CMA centres for isolated and older people between January 2017 and December 2017	$5,000	Eligible
LG1706-141	Zeal Education Trust	Towards the costs of running lunchtime festivals at Glenfield College, Birkenhead College, Northcote College, Hato Petera College, Birkdale Intermediate, Glenfield Intermediate and Northcote Intermediate between February to June 2017	$9,988	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	$7,000	Eligible
LG1717-117	Emote Trust	Towards production costs to host “Dancing in the Park Christmas Eve” event in December 2016	$2,600	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	Eligible
LG1706-133	Gymnastics Community Trust	Towards the operational costs for the Gymnastics Community Trust between October 2016 to September 2017	$25,000	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	$1,500	Eligible
LG1709-105	Onboard Skate Incorporated	Towards the wages for the delivery of the Skate Safe and Scoot Safe programme at the Birkenhead Skate Park and Marlborough Skate Park between November 2016 to April 2017	$3,690	Eligible
		Total amount requested:	$96,799.61

Comments

4. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme (refer 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; and

· any additional accountability requirements.

6. The Kaipātiki Local Board will operate two local grants rounds for this financial year. The first local grant round closed on 29 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 Kaipātiki Local Board set a total community grants budget of $212,000.

9. It is recommended that the board consider allocating up to 15% of the remaining community grants budget in this grant round.

10. Twenty-one applications were received for this local grant round, requesting a total of $167,167.61

Consideration

Local board views and implications

11. Local boards are responsible for the decision-making and allocation of local board community grants. The Kaipātiki 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 board is requested to note that section 50 of the Community Grants Policy states that council “…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 local grants round one is attached (refer 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 Maori. 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 Maori. There are no organisations applying in this round that have identified as Maori, whilst seven organisations have indicated their project targets Maori or Maori 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 decisions made by the Kaipātiki Local Board regarding round one local grants, Commercial and Finance staff will notify the applicants of the local board’s decision.

No.	Title	Page
a⇨	Kaipātiki Local Grants Programme 2016/2017 (Under Separate Cover)
b⇨	Kaipātiki Local Grants, Round One 2016/2017 application summaries (Under Separate Cover)

Attachments

Authors

Kim Hammond - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Eric Perry - Relationship Manager

Signatories

Kaipātiki Local Board

14 September 2016

Kaipātiki Quick Response, Round Five 2015/2016 and Quick Response Round One 2016/2017

File No.: CP2016/19328

Purpose

1. The purpose of this report is to present applications received for the Kaipātiki Quick Response, Round Five 2015/2016 and Quick Response Round One 2016/2017. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Kaipātiki Local Board has set a total community grants budget of $212,000 for the 2016/2017 financial year.

3. Four applications were received for Quick Response Round Five 2015/2016, with a total requested of $1,743.

4. One application was received for Quick Response Round One 2016/2017, with a total requested of $500.

Recommendation/s

That the Kaipātiki Local Board:

a) consider the applications listed in the table below for Quick Response Round Five 2015/2016 and agree to fund, part-fund or decline each application in this round.

Application No.	Organisation Name	Project	Total Requested	Eligible/ ineligible
QR1608-501	Northart Society Incorporated	Towards the purchase of three teardrop flags between September to June 2017	$500	Eligible
QR1608-502	Northcote Toy Library Incorporated	Towards the subscription and membership cost and annual cost for a post office box between May to August 2016	$310	Eligible
QR1608-504	Whanau Marama Parenting Limited	Towards the costs of postage between June to December 2016	$433	Eligible
QR1608-507	Northcote Baptist Church Community Trust	Towards the venue hire of Northcote Baptist Church, hireage of the petting zoo, bouncy castle and the costs for advertising for the Northcote Baptist Church Light Party in October 2016	$500	Eligible
		Total amount requested:	$1,743

b) consider the applications listed in the table below for Quick Response Round One 2016/2017 and agree to fund, part-fund or decline the application in this round.

Application No.

Organisation Name

Project

Total Requested

Eligible/

ineligible

QR1708-104

North Harbour Triathlon Club Incorporated

Towards the lease of the Birkenhead Pools and Leisure Centre between October 2016 to September 2017

$500

Eligible

Total amount requested:

$500

Comments

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

6. 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; and

· any additional accountability requirements.

7. The Kaipātiki Local Board operates five quick response rounds for each financial year. Quick Response Round Five for 2015/2016 closed on 3 June 2016. The first quick response round for 2016/2017 closed on 29 July 2016.

8. 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.

9. For the 2016/2017 financial year, the Kaipātiki Local Board set a total community grants budget of $212,000.

10. It is recommended that the board consider allocating up to 7% of its community grants budget in these two quick response rounds.

11. Four applications were received in round five 2015/2016, with a total requested of $1,743.

12. One application was received in round one 2016/2017, with a total requested of $500.

Consideration

Local board views and implications

13. Local boards are responsible for the decision-making and allocation of local board community grants. The Kaipātiki 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.

14. The board is requested to note that section 50 of the Community Grants Policy states that council “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.”

15. A summary of each application is attached (refer Attachment B).

Māori impact statement

16. 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 Maori. 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 Maori. There are no organisations applying in these rounds that have identified as Maori, whilst two have indicated their project targets Maori or Maori outcomes.

Implementation

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

18. Following the Kaipātiki Local Board allocating funding for round five 2015/2016 and round one quick response 2016/2017, Commercial and Finance staff will notify the applicants of the local board’s decision.

No.	Title	Page
a⇨	Kaipātiki Local Grants Programme 2016/2017 (Under Separate Cover)
b⇨	Kaipātiki Quick Response Round Five 2015/2016 and Quick Response Round One 2016/2017 application summaries (Under Separate Cover)

Attachments

Signatories

Authors

Kim Hammond - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Eric Perry - Relationship Manager

Kaipātiki Local Board

14 September 2016

Northcote Town Centre Incorporated - Update on Business Improvement District Programme

File No.: CP2016/18433

Purpose

1. To update the local board on the Northcote Business Improvement District (BID) programme and to seek approval for continued interim management until 30 June 2017.

Executive summary

2. Council concern with the Northcote BID programme was bought before the local board at the 22 June 2016 meeting. The resolution from that meeting was to withhold payment of the BID Programme target rate amount for the 2016/17 year (total $120,000) until specific conditions were met.

3. This report updates the local board on the situation 2½ months after that resolution. Northcote Town Centre Incorporated (NTCI) has met some of the conditions required. However documents submitted indicate that ongoing support for the BID programme would be beneficial for members.

Recommendation/s

That the Kaipātiki Local Board:

a) approves the continuation of withholding the 2016/17 Northcote Business Improvement District target rate grant payment until 30 June 2017.

b) approves Auckland Council staff to provide active interim management of the Northcote Business Improvement District programme until 30 June 2017 which includes payment of ongoing contractual commitments and working collaboratively with the Northcote Town Centre Incorporated Executive Committee.

c) requests staff to provide an update report to the February 2017 local board meeting.

Comments

4. Northcote Town Centre Incorporated (NTCI) is an incorporated society operating as a business association. They are responsible for the implementation and delivery of the Northcote BID programme. NTCI has operated as a BID within the Auckland Council BID Partnership Programme since 2011.

5. Officer concerns about the management of the Northcote BID programme were discussed in a workshop with the local board on 3 February 2016. The workshop focused on issues with NTCI governance of the Northcote BID programme, management function and operational matters.

6. A second local board workshop (18 May 2016) discussed the response from NTCI and action steps to resolve concerns about the BID programme and protect paying members.

7. In an extraordinary meeting of 22 June 2016, the board passed the following resolution (resolution number KT/2016/72):

“That the Kaipātiki Local Board:

a) notes its concern that the management of the Northcote Business Improvement District programme has reached this stage and agrees that immediate action is necessary to ensure accountability and prudent stewardship of ratepayer funds.

b) request that the Northcote Town Centre Incorporated meet all the accountability requirements of the operative Business Improvement District Policy (2011) by providing the following information in accordance with section 3.15 (2) of the policy:

i. audited accounts;

ii. an annual report for the previous year;

iii. a strategic plan covering the current three to five year period;

iv. an annual business plan; and

v. a budget for the following financial year.

and adhere to section 3.13 of the Business Improvement District Policy (2011) by showing a clear division between the governance of the Business Improvement District Partnership Programme and its management.

c) requests officers withhold the 2016/2017 Northcote Business Improvement District targeted rate grant payment of $120,000, designated for the Northcote Business Improvement District Partnership Programme until:

i. i. the requirements outlined in resolution b) above are fulfilled; and

ii. ii. officers report back to a formal meeting of the board on progress and recommendations regarding the management of the Northcote Business Improvement District Partnership Programme.

d) requests council officers from the Auckland Council Business Improvement District Team provide interim management of the Northcote Business Improvement District Partnership Programme, including honouring current contractual obligations the Northcote Town Centre Incorporated has entered into under the Northcote Business Improvement District Partnership Programme (such as security contracts) over the 2016/2017 financial year, or until Northcote Town Centre Incorporated are able to meet the requirements of the operative Business Improvement District Policy (2011) as outlined in resolution b) and following the meeting referenced in resolution c).”

8. A council officer met with the chairperson of NTCI on 13 July 2016 to explore how the business association could work towards retaining control of the BID programme. From that meeting it was communicated that:

· council would organise payment of invoices upon receipt of approval from the business association;

· the primary documents outstanding for the BID Programme were planning documents (a strategic plan and a business plan); and

· the separation of governance and managerial responsibilities was an important issue.

9. Following the June 2016 resolutions, NTCI has submitted invoices for payment to Auckland Council. These payments related to existing contractual commitments or agreements in place. Council has paid these invoices out of the target rate grant funding.

10. It is noted that NTCI submitted an invoice for payment for ‘administration support’ that went to an organisation of which the chairperson of the business association was a director and shareholder. Minutes of the next Executive Committee acknowledged this arrangement and approved it.

Documents provided

11. Resolution KT/2016/72 requires NTCI to provide documents to council to show compliance with council’s BID Policy (2011). As of the time of reporting, council is not in receipt of all the documents required.

12. The NTCI chairperson has provided two annual business plans (2015/16 and 2016/17 financial years), which are attached as Attachment A and Attachment B. A strategic plan was also provided and is included as Attachment C.

13. Council officers have reviewed these documents. Attachment A relates to the past financial year ended June 2015. Attachment B, the 2016/17 business plan, relates to how target rate funds will be spent in the current year. The projects identified include:

· event – Chinese and Korean New Year Festival 2017;

· Northcote Central website (previous documents confirms work has commenced on this);

· upgrade of centre lighting as per the Lighting Report;

· increasing security by the addition of two CCTV cameras;

· continuation of work Northcote Town Centre Plan with the local board and council;

· resolving the ground rent review (previous documents confirms work has commenced on this);

· working with ACPL (now Panuku Development Auckland) on freeholding the centre;

· providing a forum for building owners to share view on above projects; and

· appointment of a town centre manager.

14. The 2016/2017 business plan recognises the budget limitation of the association. It is considered light on activities which enhance the Northcote retail sector.

15. The strategic plan (refer Attachment C) has been reviewed against plans developed by other BIDs. The quality of the proposed Northcote strategic plan is unsuitable as a key planning document to guide Northcote’s future. It does however meet the criteria of the resolution relating to the provision of a strategic plan.

16. Officers consider a strategic plan that recognises the environment Northcote operates within, now and in the future, is critical. A clearer recognition of Northcote as a retail centre is important. The process to develop such a plan needs to include opportunities for members to provide feedback and review.

17. The main document still outstanding is the audit of the accounts for the year ended June 2015. Unaudited financial statements have been received by council and are on file.

Separation of governance and operational activities

18. Council staff would like to encourage greater separation between the governance activities of NTCI (the Executive Committee) and operational activities. The example of the NTCI chairperson undertaking administrative duties for the organisation could lead to perceptions of a conflict of interest.

19. Enhancing the governance role of the Executive Committee and the appointment of a town centre manager are two positive steps that can assist Northcote. It would be timely to provide governance assistance to the Executive Committee.

Budget available

20. The budget presented at the 2015 annual general meeting (AGM) for 2016/17 financial year shows target rate income of $120,000 available to provide activities and services identified for the year. The budget must meet existing commitments. These commitments include the security contract ($52,000), security ‘other’ ($3,000), accountancy ($800), website support ($1,400), security capital management services ($5,000).

21. A balance of approximately $58,000 would be available to achieve the remaining activities identified in the 2016/17 business plan provided by NTCI (refer Attachment B). Additional financial support may be available from other funding sources and would be in addition to the target rate income.

22. A BID annual business plan normally aligns with a strategic plan which has been approved by members. There is no current strategic plan for the Northcote BID programme.

Suggested approach

23. NTCI has provided some of the documents required by the local board resolution dated 22 June 2016, but not all. The quality of the proposed strategic plan is poor. Officers are concerned that accepting the documents as provided, and in particular the strategic plan, will not galvanise NTCI towards better economic or governance outcomes.

24. Officers therefore recommend that interim management be provided to NTCI until 30 June 2017. This interim management would:

· develop an action plan for the remainder of 2016/17 and management of activities identified in that action plan. Table One below outlines the range of activities to be considered within the available budget until 30 June 2017.

· The action plan will be a combination of activities identified in the 2016/17 business plan provided by NTCI (refer Attachment B) and other activities important to a BID programme. Not all activities will be achievement due to resource constraints.

· The action plan will utilise the remaining target rate grant funds from the 2016/17 year to pay for activities. The action plan will need to prioritise resources and demand.

· Manage resources to undertake activities identified in the action plan for 2016/17.

Table One – possible activities to be considered for the 2016/17 action plan

Activities from the 2016/17 Business Plan (Attachment B)	Additional activities
Event management (including measurement) of the Chinese and Korean New Year Festival in February 2017	Funding applications (events, other as appropriate)
Finalisation of the Northcote Central website.	Development of a communications plan for the centre (bilingual), undertaking communications activities
Actions for the remainder of the Lighting Report Action Plan for 2016/17	Advocacy with the local board and liaison with stakeholders
CCTV camera actions already committed to	Activities relating to the quality of the membership database
Organise bi-monthly property owner networking opportunities	Organisation of governance support for the Executive Committee
Manage the recruitment of town centre manager	Monthly reporting to NTCI Executive Committee and Auckland Council staff
	The development of a) a strategic plan (3 – 5 year timeframe); and b) a business plan for 2017/18 - year one of the strategic plan timeframe The strategic plan development would include member feedback and input as part of the development process.

Consideration

Local board views and implications

25. Local board views were sought during workshops on 3 February 2016 and 18 May 2016. Officers are acting on the resolutions received from the board’s extraordinary meeting which took place on 22 June 2016.

26. If approved, the recommendations will see Northcote BID programme continuing to be supported by Auckland Council’s BID team to develop governance and operational capabilities. Seeking feedback from members may lead to significant changes to the programme and/ or its continuing existence. There may be losses to the existing Executive Committee membership.

Māori impact statement

27. BID programmes involve all businesses with a defined geographical area and would include any Maori businesses operating within Northcote area that would pay the targeted rate.

Implementation

28. NTCI would retain responsibility for the monthly Executive Committee meetings. The Council’s BID team will assist to identify governance support resources. NTCI would receive a monthly report from the interim management resource.

29. Both parties will collaborate to prepare for the 2016 annual general meeting (AGM).

30. Auckland Council will be responsible for:

· provision of all financial information relating to the target rate grant for the preparation of end of year (June 2017) accounts and audit;

· finalising the 2016/17 action plan, including selecting key activities to be undertaken and identifying resources; and

· ensuring monthly operational reports are provided to the NTCI Executive Committee.

31. Auckland Council will report back to the local board on progress in February 2017.

Attachments

No.	Title	Page
a ⇨	Northcote Annual Business Plan 2015_16 (Under Separate Cover)
b ⇨	Northcote Annual Business Plan 2016_17 (Under Separate Cover)
c ⇨	Northcote Strategic Plan August 2016 (Under Separate Cover)

Signatories

Authors

Gillian Plume - Team Leader BID Partnership

Authorisers

Alastair Cameron - Manager, CCO Governance & External Partnerships

Eric Perry - Relationship Manager

Kaipātiki Local Board

14 September 2016

Kaipātiki Community Facilities Trust Work Programme 2016/2017

File No.: CP2016/19726

Purpose

1. This report presents the Kaipātiki Community Facilities Trust (KCFT) work programme for 2016/2017.

Executive summary

2. The Kaipātiki Community Facilities Trust (KCFT) work programme for 2016/2017 aims to deliver a range of neighbourhood based, community wide programmes and activities including youth programmes, jobs for youth and environmental services.

3. The KCFT work programme aligns with the following Kaipātiki Local Board Plan priorities:

· proud, positive communities that embrace the diversity of Kaipātiki; and

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

4. The Kaipātiki Local Board is being requested to receive the Kaipātiki Community Facilities Trust work programme for 2016/2017 that covers the funding approval of $251,000 from the board’s locally driven initiatives (LDI) operational budget. This approval was made at the board’s July 2016 business meeting as part of the Arts, Culture and Events (ACE) work programme (resolution number KT/2016/77).

5. The community and youth work programme of $243,000 will be monitored by the Community Empowerment Unit (CEU) of ACE, with the Infrastructure and Environmental Services team monitoring the $8,000 allocated specifically to their environmental work programme.

Recommendation/s

That the Kaipātiki Local Board:

a) receive the Kaipātiki Community Facilities Trust work programme 2016/2017 for the board’s information.

b) note that he Kaipātiki Community Facilities Trust work programme 2016/2017 highlights funding where the Kaipātiki Community Facilities Trust acts as the umbrella organisation, and the following activities undertaken for the funding amount of $251,000; which covers:

i. $163,000 operational and community activities;

ii. $50,000 Jobs4Youth;

iii. $30,000 Youth activities; and

iv. $8,000 Environment activities.

Comments

6. The Kaipātiki Local Board and KCFT signed a partnering agreement on 22 April 2015 which outlines how the two entities intend to work together to support Kaipātiki residents and communities to thrive. The two entities have common values and shared interests in community engagement, community led development, placemaking and neighbourhood development. The term of the agreement is for the duration of the current Kaipātiki Local Board Plan (unless either party withdraws) and may be renewed in conjunction with any subsequent Kaipātiki Local Board Plan by agreement of the parties.

7. The KCFT work programme 2016/17 (refer Attachment A) was drafted by KCFT and a workshop was held on Monday 4 July 2016 with local board members and KCFT to discuss the programme.

8. The final work programme was amended following feedback from the workshop, the views of the local board Chairperson the Local Board Services team, Infrastructure and Environmental Services and the Strategic Broker.

9. The work programme covers a range of community activities, community wellbeing initiatives, youth led support and involvement for youth employment, Converge youth event and environmental activities. Funding of $251,000 from the board’s LDI budget has been allocated for these activities.

10. The work programme also highlights the funding where KCFT acts as the umbrella organisation for other entities; such as the marae feasibility study and the Kaipātiki Restoration Network. It also has a summary of activities where KCFT requires external funding to deliver further community projects and programmes.

11. The local board is being requested to receive the detailed Kaipātiki Community Facilities Trust work programme for 2016/2017. Approval for the activity areas was made at the board's 13 July 2016 business meeting as part of the ACE work programme where it was resolved (resolution number KT/2016/77):

“That the Kaipātiki Local Board:

a) approves the 2016/2017 Arts, Community and Events work programme presented as Attachment A to the agenda report, as per the amounts listed in the column ‘FY 16/17’, noting:

ii) any funding agreements are to be provided to and agreed by the Chairperson prior to execution;”

Consideration

Local board views and implications

12. The KCFT work programme aligns with the outcomes listed in the Kaipātiki Local Board Plan, and is in the spirit of the current partnering agreement between KCFT and the local board.

Māori impact statement

13. Improving Māori outcomes is a priority for the local board. This meets the Auckland Plan aspirations to increase targeted support for Māori. KCFT is highly engaged with local Māori and fully supports the potential development of a local marae.

14. The involvement of mana whenua and mataawaka to build the marae will enhance and increase the activities of Māori kaupapa projects that will recognise cultural values that can be shared by the wider community and residents in Kaipātiki.

Implementation

15. Once the KCFT work programme is received, the funding agreement can be completed. The CEU unit and the Infrastructure and Environmental Services team will monitor the key performance indicators (KPI’s) and deliverables in the work programme with quarterly reports from KCFT presented to the local board.

No.	Title	Page
a⇩	Kaipātiki Community Facilities Trust Work Programme 2016/2017	103

Attachments

Authors

Zella Morrison - Strategic Broker, Community Empowerment

Paul Edwards - Senior Local Board Advisor - Kaipātiki

Authorisers

George Makapatama - Manager Strategic Brokers, Community Empowerment

Eric Perry - Relationship Manager

Signatories

Kaipātiki Local Board

14 September 2016

Community Facilities Maintenance Contracts 2017

File No.: CP2016/19299

Purpose

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

Executive summary

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

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

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

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

· proposed service specifications by asset group (Attachment B);

· Smart Procurement principles (Attachment C); and

· delivery model options for the Hauraki Gulf Islands (Attachment D).

Recommendation/s

That the Kaipātiki Local Board:

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

b) provide 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;

· proposed service specifications by asset group;

· Smart Procurement principles; and

· delivery model options for the Hauraki Gulf Islands.

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; and

· improved local board reporting to inform governance decision making.

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

11. Cluster workshops were held throughout August with all local boards to discuss this project’s intent, direction and to 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 and coastal assets (beach furniture / paths, boat ramps and seawalls);

· access management (gates and toilets);

· loose litter collection;

· pest control (in and around a building); and

· 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; and

· 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; and

· 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 Hauraki Gulf 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 chairpersons 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 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; and

· 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 ⇩	Proposed geographical clusters	125
b ⇩	Proposed service specifications	127
c ⇩	Smart procurement principles	135
d ⇩	Delivery model options for Gulf Islands	139

Signatories

Authors

Kate Marsh - Financial Planning Manager - Local Boards

Authorisers

Matthew Walker - GM Financial Strategy and Planning

Eric Perry - Relationship Manager

Kaipātiki Local Board

14 September 2016

Local Board Services monthly report

File No.: CP2016/19728

Purpose

1. The purpose of this report is to provide an update on the key activities of the Kaipātiki Local Board during August 2016, and to provide recommendations for matters requiring attention.

2. The updates in this report relate to the following areas:

· Community Development and Facilities;

· Finance; and

· Policy and Planning.

Executive summary

3. The local board received a report on the potential facility operator for the youth focused facility at Marlborough Park at an extraordinary meeting on 24 August 2016. The board confirmed the Kaipātiki Youth Development Trust (KYDT) as the preferred operator of the Marlborough Park Youth Facility and agreed in principle to a licence to occupy and manage (resolution number KT/2016/110). In order to progress the licence to occupy and manage, the board is required to confirm the granting of a licence to occupy and manage to KYDT.

4. As part of the 2015/2016 Local Grants Round Two, the Kaipātiki Project applied for a total of $65,000 spread across the five northern local boards as a multi-board application to run an EcoFest North event across the five board areas. Due to receiving less funding than hoped, the Kaipātiki Project would like approval to amend the scope to deliver an EcoFest Kaipātiki event, and to use to support wider environmental community engagement activities in the Kaipātiki area.

5. The board was able to carry forward $6000 from the 2015/2016 budget that was originally allocated to the Urbanesia event. The Arts, Culture and Events Services (ACE) team would now like to re-target this funding to identify and fund support for one or two (or more if appropriate) aspiring local event producers.

6. The local board received the findings of a review of the Birkdale Beach Haven Community Project (BBCP) at its April 2016 business meeting. Following consideration of the review and its recommendations, the board resolved to provide a one-off grant of $40,000 to strengthen BBCP (resolution number KT/2016/23). The latest update on the progress of strengthening BBCP has been provided to the local board for its information (refer Attachment A).

7. At its 10 August 2016 business meeting, the board approved a number of capital projects to progress to the next phase of delivery and assigned a budget envelope from its locally driven initiatives capital expenditure (LDI capex) budget. One of the projects was the outdoor power supply for events at Marlborough Park (resolution number KT/2016/103). A quote of $1,632 has been obtained and is within the assigned budget envelope of $20,000. If the board agrees to progress this project based on the quoted amount, the balance of $18,368 will become unassigned and available for reallocation.

8. The Local Board Services 2015/2016 quarter four report was presented at the 10 August 2016 business meeting. This report included a progress update against the Local Board Plan outcomes. After the agenda was produced, it was discovered that four of the key initiatives in the Green open space outcome were accidentally omitted. These initiatives have been included in this report (refer Attachment B).

Recommendation/s

That the Kaipātiki Local Board:

a) agree to cancel the Kaipātiki Local Board Community Forum meeting scheduled for 28 September 2016.

b) grant a licence to occupy and manage to Kaipātiki Youth Development Trust for Marlborough Park Hall, 13 Chartwell Avenue, Glenfield under Section 73(3) of the Reserves Act 1977, subject to the following terms:

i) term – 2 (two) years from the date of the final approval by the Minister of Conservation (or delegate);

ii) rent - $1.00 plus Goods and Services Tax per annum if requested; and

iii) approve all other terms and conditions in accordance with the Reserves Act 1977 and the operative reserve management plan.

c) approve the repurposing of the Kaipātiki Project EcoFest North grant (resolution KT/2016/60) to support the EcoFest Kaipātiki event and other community environmental engagement activities in the Kaipātiki area as summarised below:

Organisation

Funding for

Amount granted

Kaipātiki Project Environment Centre

LG1608-212

Towards costs of an event manager, marketing manager, advertising and publicity for Ecofest Kaipātiki between October 2016 and November 2016 and to support wider environmental community engagement activities within the Kaipātiki area.

$25,000

d) approve the re-purposing of the remaining $6000 originally allocated to Urbanesia for capacity building from the 2015/2016 budget to support the mentoring and participation of selected aspiring local event producers in the Kaipātiki Local Board area.

e) note the update report on the progress of strengthening Birkdale Beach Haven Community Project provided by Tattico Limited (Attachment A to the agenda report).

f) approve the installation of external three phase power at Marlborough Park Hall at a cost of $1,632 being funded by the locally driven initiatives capital budget as summarised below:

Project name	Scope	Next phase	Locally driven initiatives Capital expenditure budget assigned (August 2016)	Locally driven initiatives Capital expenditure required	Project to be brought back for further decision
Outdoor power supply installation for events	3 phase power on exterior of Marlborough Park hall	Installation	$20,000	$1,632	No

g) receive the information on the four key initiatives omitted from the local board services quarter four report for the 2016/2017 financial year.

Comments

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

10. The following regional and sub-regional briefings/meetings took place in August 2016:

· Local Board Members Briefing on Greenways Identity - 1 August;

· Local Boards Independent Hearings Panel Recommendations - 4 August;

· Local Board Cluster Briefing Facilities Maintenance Contracts - 8 August;

· Local Board Chairs Discussion on Street Banners - 10 August;

· Auckland Development Committee Continuation [Recommendations on Unitary Plan] - 11 August;

· Focus Group to provide views on changes to Local Board Work Programming & Quarterly Performance Reports - 22 August; and

· Local Board Chairs Forum – 26 August.

11. The board's next workshop is scheduled for 21 September 2016.

12. The board's next community forum meeting is scheduled to be held on 28 September 2016. It is recommended that this meeting is cancelled due to the proximity of the local body elections. At the time of writing there were no requests to speak at this meeting.

Strategic Updates

Community Development and Facilities

Marlborough Park Hall Licence to occupy and manage

13. The Kaipātiki Local Board received a report on the potential facility operator for the youth focused facility at Marlborough Park at an extraordinary meeting on 24 August 2016. The board confirmed the Kaipātiki Youth Development Trust as the preferred operator of the Marlborough Park Youth Facility (resolution number KT/2016/110).

14. During implementation of the board’s decision, it was discovered that the wording of the resolution, as per the recommendation, had not been updated from an earlier drafting of the report. The ‘agree in principle’ phrase in recommendation b) was used as at the time of writing the earlier draft, the outcome of community consultation on the matter was not known. The consultation resulted in no objections and when the final report was presented to the board the recommendation should have been to grant the licence to occupy and manage.

15. In order to progress the licence to occupy and manage the Marlborough Park Hall to Kaipātiki Youth Development Trust, the board is required to confirm it’s in principle decision of August 2016 with a resolution to grant the licence to occupy and manage.

Kaipātiki Project – EcoFest North Grant

16. As part of the 2015/2016 Local Grants Round Two, the Kaipātiki Project applied for a total of $65,000 spread across the five northern local boards as a multi-board application to run an EcoFest North event across the five board areas. Only the applications to the Kaipātiki and Hibiscus and Bays local boards were successful.

17. At the Kaipātiki Local Board’s 8 June 2016 meeting, the Kaipātiki Project were granted $25,000 for the EcoFest North event (resolution KT/2016/60). The grant was a contribution towards the costs of an event manager, marketing manager, advertising and publicity for Ecofest North between 1 October 2016 to 31 October 2016.

18. The Hibiscus and Bays Local Board chose to tag their funding to an EcoFest event to be held in Silverdale, adjacent to Te Herenga Waka o Orewa marae, working in collaboration with the local marae (resolution HB/2016/102).

19. Due to receiving less funding than hoped, the Kaipātiki Project has amended the scope of the EcoFest North event and is now planning to run an EcoFest Kaipātiki event between 28 October and 6 November. EcoFest Kaipātiki will comprise a series of environmentally themed events across the Kaipātiki area.

20. In the period since the original grant was made the Pest-free Kaipātiki Strategy has also been prepared and the Kaipātiki Project is one of the community participants in that initiative.

21. The Kaipātiki Project would now like to have the flexibility to use the original grant as follows:

· approximately 60% to support EcoFest Kaipātiki, and

· approximately 40% to support wider environmental community engagement activities within the Kaipātiki area. This will provide it with some flexibility to support the Pest-free Kaipātiki objectives, in particular objective two: Increase community awareness, education, involvement and neighbourhood connectivity

22. This proposal has been discussed with the Natural Environment portfolio holders who are supportive of providing the Kaipātiki Project with more flexibility as to how the funding can be invested.

Urbanesia Capacity Building

23. The board was able to carry forward $6000 from the 2015/2016 budget that was originally allocated to the Urbanesia event. This funding was intended to be utilised to support capacity building with one of the local pasifica community organisations, to enable it to participate in the 2016 Urbanesia event. That organisation was unable to commit to the event in the time required.

24. The Arts, Culture and Events Services (ACE) team would now like to re-target the capacity building funding to identify one or two (or more if appropriate) aspiring local event producers and fund mentoring support from Fresh Concept and the Auckland Council programming team and assist with delivering the 2016 event. The ACE team will ask the Kaipātiki Community Facilities Trust for their assistance in identifying suitable individuals and the board may have its own suggestions.

Birkdale Beach Haven Community Project

25. The local board received the findings of a review of the Birkdale Beach Haven Community Project (BBCP) at its April 2016 business meeting. The review focused on the following areas:

· governance;

· funding (and in particular council funding);

· contractual relationship between council and BBCP; and

· how the council might assist BBCP.

26. The review identified the following four key initiatives to strengthen the work of BBCP in the future:

· appointment of a part time adviser for a six month period to work alongside the BBCP board and staff to help in their implementation of the rejuvenation process;

· completing a community engagement process to identify the needs in the community and ensure BBCP aligns to those needs;

· regular reporting to the Kaipātiki Local Board during the rejuvenation period; and

· commitment of adequate funding from the Kaipātiki Local Board to enable the rejuvenation and community engagement exercises and to underpin the delivery of quality community development programmes to the Birkdale and Beach Haven communities.

27. Following consideration on the review and its recommendations, the local board resolved the following (resolution number KT/2016/23):

“That the Kaipātiki Local Board:

a) provides $40,000 from its community response fund to strengthen Birkdale Beach Haven Community Project, enabling Birkdale Beach Haven Community Project to implement immediate recommendations as identified in the report completed by Tattico (Attachment A to the agenda report), namely:

i) undertaking community engagement on and production of a three-year business plan that will assist in determining the needs of the community and how Birkdale Beach Haven Community Project can best deliver to these;

ii) establishment of a senior project coordinator and house coordinator role in each of the two houses governed by Birkdale Beach Haven Community Project; and

iii) easing the pressure of current Birkdale Beach Haven Community Project administration to initiate the resource changes outlined in clauses i) and ii) above prior to the end of the 2015/2016 financial year.”

28. John Duthie of Tattico Limited has been appointed as the part time advisor to BBCP by council’s Arts, Community and Events department. As recommended in the review, regular updates on the progress of strengthening BBCP are provided by the advisor. The latest update is provided for the local board’s information (refer Attachment A).

Finance

Locally Driven Initiatives - Capex

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

30. At its 10 August 2016 business meeting, the board approved to progress 19 projects to the next phase and assigned a budget envelope to each (resolution number KT/2016/103). With some of the more complex projects, the board required a further decision to be made before implementation. One of the main areas of uncertainty is the consenting requirements and any conditions that impact on the project viability.

31. One of the projects approved to progress to the next phase was the outdoor power supply for events at Marlborough Park. The local board resolved the following in relation to this project (resolution number KT/2016/103):

“That the Kaipātiki Local Board:

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

Project name	Scope	Next phase	Locally driven initiatives Capital expenditure Budget	Project to be brought back for further decision
…
Outdoor power supply installation for events	3 phase power on exterior of Marlborough Park hall	Design, consent, tender	$20,000	Yes
…				“

32. The Community Facilities team has obtained a quote from the contractor currently refurbishing the Marlborough Park hall. The cost to supply and install a 3 Phase, 20 amp power outlet has been quoted at $1,632. This amount is within the assigned budget of $20,000. If the board agrees to progress this project based on the quoted amount, the balance of $18,368 will become unassigned and available for reallocation.

Policy and Planning

2015/2016 Quarter four report

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

34. The current local board plan was adopted in October 2014 and covers the subsequent three year period. As the plan is coming up to completing year two of the three years, an update on progress was completed and presented to the local board at its 10 August 2016 business meeting through the Local Board Services 2015/2016 quarter four report.

35. After the agenda for the 10 August 2016 meeting was produced, it was discovered that four of the key initiatives in the Green open space outcome were accidently omitted. The summary of progress against these four omitted key initiatives is included in this report (refer Attachment B). Each key initiative is accompanied by one of the following symbols:


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

Consideration

Local board views and implications

36. This report is largely presented for the local board’s information.

Māori impact statement

37. There are no specific impacts on Māori arising from this report.

Implementation

38. There are no implementation issues arising from the matters in this report.

Attachments

No.	Title	Page
a ⇩	Update report on Birkdale Beach Haven Community Project - September 2016	167
b ⇩	Local Board Plan progress Q4 2015/2016 - omitted initiatives	171

Signatories

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

Kaipātiki Local Board

14 September 2016

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

File No.: CP2016/19300

Purpose

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

· urgent decisions; and

· 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 2016), 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 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 consent relating to local parks.

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

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

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

Recommendation/s

That the Kaipātiki Local Board:

a) 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.

d) note that existing appointments by the local board to external bodies will cease at the election, and that 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; and

· 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 Chairperson and Deputy Chairperson 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 consent relating to local parks. The portfolio holder can refer the matter to the local board for a decision.

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

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

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

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

Appointment to external bodies

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

Consideration

Local board views and implications

23. This is a report to all local boards.

Māori impact statement

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

Implementation

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

Attachments

There are no attachments for this report.

Signatories

Authors

Felicity Prance - Policy Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Eric Perry - Relationship Manager

Kaipātiki Local Board

14 September 2016

Special Exemption (Section 6) Fencing of Swimming Pools Act 1987

File No.: CP2016/18151

Purpose

1. This report seeks decisions on the following applications for special exemption from some of the requirements of the Fencing of Swimming Pools Act 1987 (the Act).

Executive Summary

2. An application for exemption for swimming or spa pools has been received from the owners of:

· 8 Mosman Place, Chatswood; and

· 68 Queen Street, Northcote Point

3. The applications do not comply with the Act. Pool inspectors have inspected the properties and consulted with the applicants. Full assessment reports are attached to this report.

4. The local board must resolve to grant, grant subject to conditions or decline the exemptions sought.

Recommendation/s

That the Kaipātiki Local Board:

a) grant the application for special exemption as sought for 8 Mosman Place, Chatswood with the following conditions:

i. that the spa comply with NZS 8500-2006 Clause (a-k) at all times; and

ii. the spa remain in the same location.

b) grant the application for special exemption as sought for 68 Queen Street, Northcote Point with the following conditions:

i. that the self-closing and self-latching devices on the gate be kept in good working order; and

ii. the glass on the gate be kept in good condition.

Comments

Background

5. Auckland Council pool inspectors have inspected each property for which an application for special exemption from the Act has been received. In each case, the swimming pool fencing does not comply with the Act. The details of the non-compliance are specified in the attachments to this report.

6. The council’s pool inspectors have consulted with the applicants in each case. The applicants have been made aware of the council’s requirements to ensure fencing is compliant with the Act and they have chosen to seek a special exemption from those requirements.

Legislative implications

7. Compliance with the Act is a mandatory requirement for all pool owners unless exemptions are granted by the local board.

8. The Act requires pool owners to fence their pool, or all or some of the immediate pool area including the pool itself. Specific detail on this is contained in the schedule to the Act. If a pool does not have a complying fence it is an offence under the Act, unless exempt.

9. An exemption can only be granted by the local board after a consideration of the particular characteristics of the property and the pool, other relevant circumstances and taking into account any conditions it may impose. Then, only if “satisfied that an exemption would not significantly increase the danger to young children”, can an exemption be granted.

10. The definition of the immediate pool area, which is “the land in or on which the pool is situated and as much of the surrounding area that is used for activities or purposes related to the use of the pool”, is a key consideration for granting an exemption.

11. Where a building forms part of the pool fence and there are doors opening into the pool area, the local board may grant an exemption from compliance with clauses 8 and 10 of the schedule to the Act. It may exempt if it is satisfied that compliance with the Act is impossible, unreasonable or in breach of any other Act, regulation or bylaw and the door is fitted with a locking device that when properly operated prevents the door from being readily opened by children under the age of six years.

12. When granting a special exemption the local board may impose reasonable conditions relating to the property or the pool or reflecting other relevant circumstances. These may include:

a) making the exemption personal to the applicant so that on a sale of the property a new owner will need to apply for a new exemption; or

b) granting the exemption for a fixed term irrespective of changes of ownership.

13. Any exemption granted or condition imposed may be amended or revoked by the local board by resolution. The rules of natural justice would however dictate that this action should not be taken without informing the pool owner and giving them the opportunity to be heard.

Consideration

Local board views and implications

14. Local boards have delegated authority to approve exemptions to the Fencing of Swimming Pools Act.

15. Before making an exemption, the local board must consider:

· the particular characteristics of the property and the pool;

· any other relevant circumstances; and

· conditions it may be necessary to impose.

16. The local board must also be satisfied that the exemption would not significantly increase the danger to young children.

17. The local board may resolve to grant, grant subject to conditions, or decline the application for special exemption.

18. If the application is declined the applicant will be required to fence the pool in accordance with the Act.

Maori impact statement

19. There are no particular impacts on Maori that are different from those of other pool owners.

Implementation

20. The decision must be made by resolution.

No.	Title	Page
a ⇩	8 Mosman Place, Chatswood (Under Separate Cover) - Confidential
b ⇩	68 Queen Street, Northcote (Under Separate Cover) - Confidential

Attachments

Signatories

Authors

Phillip Curtis - Senior Swimming Pool Specialist

Authorisers

Sally Grey - Manager Weather Tightness & Compliance

Eric Perry - Relationship Manager

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

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

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

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

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