Agenda of Devonport-Takapuna 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 Devonport-Takapuna Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 21 March 2017, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

9 Public Forum

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

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.

Devonport-Takapuna Local Board

11 April 2017

Panuku Development Auckland Local Board Six-Monthly Update 1 September 2016 to 28 February 2017

File No.: CP2016/25241

Purpose

1. To give the Devonport-Takapuna Local Board an overview of Panuku Development Auckland. The report also notes any major issues, projects and activities within the local board area for the six months 1 September 2016 to 28 February 2017.

Background

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

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

4. Comprised of five directorates, Panuku manages around $1.5 billion of council’s property portfolio, which is continuously reviewed to find smart ways to generate income for the region, grow the portfolio or release land or property that can be better used by others.

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

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the Panuku Development Auckland – ‘Local Board Update 1 September 2016 to 28 February 2017’ report.

Local Activities

Portfolio management

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

7. The property portfolio comprises 1,437 properties containing 1,119 leases as at 28 February 2017. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres and a large portfolio of residential rental homes.

8. The return on the property portfolio for the period ending 31 December 2016 was above budget with a net surplus to Auckland Council (AC) and Auckland Transport (AT) shareholders of $3.9m ahead of budget.

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

Properties managed in the Devonport-Takapuna Local Board area

10. Panuku Development Auckland currently manages 23 commercial and 4 residential properties within the Devonport-Takapuna Local Board area.

Commercial Properties	23
Residential Properties	4
Total properties managed	27

11. During the reporting period Panuku worked with the board and various council departments on retaining the holiday park on the northern end of Takapuna Beach Reserve.

12. The local board resolved on 21 February 2017 to progress with a 20+10 year external lease model for the holiday park. The resolution gave council officers and Panuku staff a clear pathway to work on. Whilst the board has indicated its desire to have a new operator in place on or before February 2018, council must first consult with the public to gauge public opinion on having this kind of operation in place over part of the subject reserve for the proposed lease term.

13. The public consultation process will be run in accordance with section 54 of the Reserves Act 1977. This is a requirement as the holiday park activity is inconsistent with the Takapuna Beach Reserve Management Plan adopted in 2013.

14. Subject to the outcome of the consultation process, Panuku will subsequently run a commercial expression of interest process to secure a new operator for the holiday park.

Business interests

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

16. There are currently such no managed business interests in the Devonport-Takapuna Local Board area.

Portfolio strategy

Optimisation

17. The 2015-2025 Long-Term Plan reflects a desire of council to materially reduce or slow down expenditure and unlock value from assets no longer required, or which are sub-optimal for service purposes. In response to this, prior to the establishment of Panuku, ACPL developed a new method of dealing with service property called ‘optimisation’.

18. Asset optimisation deals with “service property”. This business arm is self-funding, it maximises efficiencies from service assets, and maintains levels of service whilst releasing property for sale or development. A key element of optimisation is that the sale proceeds are locally reinvested to advance approved projects and activities on a cost neutral basis. It does not include the Auckland Transport portfolio. Panuku continues to advance this programme of work, and includes the development of a cross-council project to coordinate and execute asset sales and optimisation.

Portfolio review and rationalisation

Overview

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

Performance

20. July 2016 to June 2017 target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$75 million disposal recommendations	$35.5 million as at 28 February 2017	These recommendations include $13.25 million of sites that are identified for development projects.

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

22. July 2017 to June 2018 target

UNIT	TARGET	COMMENTS
Portfolio Review	To be determined as part of the statement of intent with AucklandCouncil.	The target will include disposal recommendations and sales for sites that are identified for housing development and urban regeneration projects.

Process

23. Once identified as a potential sale candidate a property is taken through a multi-stage rationalisation process. The agreed process includes engagement with, the council, CCOs, the relevant local board and mana whenua. This is followed by Panuku Board approval, engagement with local ward councillors and the Independent Māori Statutory Board and finally a Governing Body decision.

Under review

24. Properties currently under review in the Devonport-Takapuna Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the Governing Body.

PROPERTY	DETAILS
1/328 Lake Road, Hauraki	Acquired by North Shore City Council in 2010 for the purpose of Lake Road widening and Esmonde Interchange Project. Transferred from Auckland Transport (AT) to ACPL in April 2015 as surplus to AT’s requirements. The rationalisation process commenced in December 2015. This site is subject to a cross lease and Panuku are working with AC Legal to understand and address Council’s legal obligations.
2 Forrest Hill Road, Forrest Hill	Presented to the Finance and Performance Committee in August 2016. The Finance and Performance Committee resolved that this site be retained. Panuku are liaising with Council’s Finance and Parks teams to regarding the book value transfer and the ongoing operational budgets required for the transfer to the Parks portfolio.
4 Blomfield Spa, Takapuna	Residual land that was acquired by the Takapuna City Council in 1969 from the Crown for the purpose of a service lane Property transferred from AT to the ACPL in April 2015 as surplus to AT’s requirements. The rationalisation process commenced in August 2015. No alternative service uses were identified during the internal consultation. The site was reviewed by the council Parks department who found that there is no gap in the provision of neighbourhood parks or civic spaces nearby and property has a limited function as a neighbourhood park for people living in the area. Local board engagement commenced in 2015. Panuku have advised that this property is due to be considered by the Finance and Performance Committee at its 23 May 2017 meeting.

Acquisitions and disposals

25. Panuku manages the acquisition and disposal of property on behalf of Auckland Council. Panuku buy’s property for development, roads, infrastructure projects and other service needs. Panuku manage the sale of properties that are surplus to council requirements. These properties may be sold with or without contractual requirements for development.

Acquisitions

26. 12 properties have had purchase agreements signed this financial year for open space purposes around the region at a value of $19.1million, and three properties have been purchased for storm water purposes at a value of $16.2million.

27. Two properties had purchase agreements signed in the Devonport-Takapuna Local Board area during the reporting period.

28. Panuku undertakes acquisitions for Auckland Council Parks and Healthy Waters under delegation from Council’s Chief Executive. Panuku does not unilaterally decide what properties to buy and when but rather follows a directive to manage the commercial transactions following committee approval to purchase a particular property. A prerequisite of the committee resolution is reporting to the Devonport-Takapuna Local Board.

29. All land acquisition committee resolutions contain a confidentiality clause due to the commercially sensitive nature of ongoing transactions, and thus cannot be reported on while in process.

Disposals

30. For the eight months to February 2017 the Panuku disposals team has achieved $17.94 million of unconditional net sales proceeds from the sale of 10 properties against the 2016/17 disposals target of $20 million for the year. The disposals target is agreed with council and is reviewed on an annual basis.

31. No properties were sold in the Devonport-Takapuna Local Board area.

Housing for older people

32. Council owns and operates 1,412 units located in 62 villages across Auckland to provide rental housing to older people in Auckland. The Housing for Older People (HfOP) Project is a council initiative that involves procuring a third party provider to partner with council in delivering the rental housing service.

33. Following the approval by the Panuku Board on 8 December 2015, the Auckland Development Committee noted that HfOP would be an ‘Unlock project’ for Panuku and that Panuku would prepare a high level project plan (HLPP) that provided the foundation for Panuku to develop and reposition the portfolio to better the needs of older people in Auckland.

34. The HLPP was approved by the Panuku Board in August 2016.

35. On 21 December 2015, Council announced that The Selwyn Foundation will be its preferred joint venture partner to manage the HfOP portfolio. Panuku has been negotiating a joint venture agreement with Selwyn. The joint venture company (JVCo) will deliver the service and improve the housing portfolio.

36. A community housing provider (CHP) application was submitted to Ministry of Business innovation and Employment (MBIE) by the JVCo on 20 December 2016.

37. Auckland Council has delegated Panuku to lead the development programme. A HLPP is being prepared by Panuku to cover the multi-year redevelopment of the network of village sites.

38. The following HfOP villages are located within the Devonport-Takapuna Local Board area:

Village	Address	Number of units
Belmont Court	107-111 Lake Road, Belmont	27
Cockayne Court	16 Cockayne Crescent, Sunnynook	22
Handley Court	16 Handley Avenue, Narrow Neck	6
Peggy Phillips Village	72 Dominion Street, Takapuna	44
Stratford Court	7 Stratford Avenue, Milford	30
Preston Court	8-36 Preston Avenue, Belmont	33
Fraser Court	17b Fraser Road, Narrow Neck	12
Kings Court	65 Lake Road, Devonport	12
Alma Court	33a Alma Road, Milford	19
Cambria Court	33 Vauxhall Road, Devonport	12
Dallington Court	15 Dallinghoe Crescent, Milford	24
Gordon Court	1 Gordon Avenue, Forrest Hill	21
Pupuke Court	36 Taharoto Road, Takapuna	12

Development

39. Panuku is contributing commercial input into approximately 50 region wide council-driven renewal and housing supply initiatives.

40. Panuku works with partners and stakeholders over the life of projects. It also champions best practise project delivery to achieve best value outcomes within defined cost, time and quality parameters.

41. A high level update on the Unlock Takapuna priority location is provided below:

Unlock Takapuna

42. Central Takapuna was identified by the ADC in October 2015 as one of the key commercial centres where intervention to bring about urban renewal was appropriate.

43. In November 2015 the Panuku Board approved the high level project plan (HLPP) for Unlock Takapuna. This was subsequently presented to the ADC on 10 March 2016 where it was endorsed. The ADC resolutions give Panuku the mandate to lead the development of the Anzac Street carpark, related links to Hurstmere Road and the Gasometer carpark between Northcroft and Huron streets to achieve urban renewal, housing and community outcomes.

44. A key requirement of the HLPP approval in respect of this council land is to ensure AT is satisfied with the transport arrangements incorporated in the land’s development. AT is seeking to maintain the current amount of off street car parking across the Gasometer and Anzac Street sites and is also seeking to make provision for its ability to provide additional parking over the next 30 years. The details for how this can be provided are being investigated by AT and Panuku.

45. The Devonport-Takapuna Local Board established the Greater Takapuna Reference Group (GTRG) in early 2016. The GTRG, is a group which has a wide range of community interests, and presented to the local board on 6 December 2016 its vision statement and proposed ‘success factors’ for a desirable Takapuna. The GTRG will also be presenting its recommendations to Panuku and providing feedback on Panuku’s community engagement plan.

46. At a meeting with the local board on 8 December 2016, the need for well-coordinated and effective community engagement was emphasised as a key priority. Panuku is working with the Local Board Services staff, Auckland Council and AT staff to coordinate community engagement across a number of projects occurring in Takapuna. These are the Panuku Unlock project, Hurstmere Road streetscape upgrade, Hurstmere Road intersections upgrade and the Devonport-Takapuna Local Board Plan. Panuku will continue to work closely with the local board as it implements this community engagement plan.

Regional activities

47. Good progress has been made in Panuku priority development areas, with HLPPs being worked on for Onehunga, Papatoetoe, Avondale and Henderson. In Manukau and Northcote, leading on from the council’s approval of the HLPP, framework plans (which are more detailed plans on the development of the locations, including reference plans for each development site) have been developed.

48. Often it is the smaller projects that can make a huge difference in a community over a relatively short period – the placemaking activities, the development of public space, or the optimisation of Council properties. Panuku is identifying these projects, and a key focus will be on delivering more of these projects within the locations that we work.

Highlights

49. The highlights for the last six months were:

· Sir John Wells ended his term as Chair of the Panuku Board in November. Sir John has had a long association with the council family, including being Chair of ACPL prior to its amalgamation into Panuku. Richard Aitken was appointed Chair to replace Sir John.

· Roger MacDonald was appointed as the Chief Executive of Panuku, and he started in the role in November. Roger originates from the United Kingdom, and has delivered large scale urban redevelopment projects across the world, such as in Africa, the Middle East and the UK.

· The Panuku Board agreed that Barrowcliffe Place, Manukau is a “pilot project” to form a consortium comprising a community housing providers (CHP), with mana whenua partner(s) and other suitable development and funding partner(s), to develop the site. The aim will be to deliver a mix of market and affordable housing where sustainable and accessible design components will be tested.

· The first tenants have moved into the Mason Brothers building in the Wynyard Quarter. The building is part of stage one of Precinct Properties’ programme of developing the commercial sites in the Wynyard Quarter. The development of 12 Madden Street, which Auckland Tourism, Events and Economic Development (ATEED) have taken the head lease for the establishment of GridAKL, will be completed in July 2017.

· Stage Two of the Hobsonville airfields development was tendered, and a preferred tenderer has been selected after a number of tenderers submitted strong bids. The due diligence process is underway. The 9.9 hectare site will see 500 homes of mixed typology constructed.

· Lot 1, 187 Flat Bush Road was also tendered and a development agreement has been signed. 30 homes will be constructed on the 1.9 hectare site, with construction commencing within a year of the sale.

· The ASB Waterfront Theatre was opened on 22 September 2016. Panuku (on behalf of Auckland Council) provided the site, contributed to the funding and provided design review and oversight for the project. The theatre is a key component of the activation of the Wynyard Quarter.

· The Water Edge Symposium was held in November, with invited waterfront experts attending from the USA, Asia, Europe and the Pacific. As well as discussing international case studies, the symposium workshopped ideas about how to develop the Onehunga/Manukau harbour water edge, and this thinking is feeding into the planning for the Onehunga Transform project.

· The Silo Park Summer Programme has seen thousands of people visit the waterfront over the summer period, to enjoy the night markets, catch movies at the Silo Cinema, and enjoy the various forms of entertainment on offer, cementing the waterfront as the place to be in Auckland over summer.

· After an audit of Panuku against ACC’s Workplace Safety Management Practices external accreditation, Panuku attained Tertiary standard, reflecting its commitment to continual improvement in health and safety.

Future outlook

50. Over the next few months, Panuku will:

· Formalise the joint venture between the council and The Selwyn Foundation (JVCo) to manage the Housing for Older People portfolio and tenants with legal agreements being negotiated and community housing provider registration being prepared. JVCo will take over the management of the Housing for Older People portfolio in July 2017.

· The lease of the Panuku office accommodations expires in mid-2017. Options are being considered, and it is likely that it will be more cost effective for Panuku to move to a modest-quality building in the central business district (CBD) rather than remaining in its current building.

· Tawera Group is marketing residential apartments to gather pre-sales for the redevelopment of the Civic Administration Building, which is part of the Civic Quarter development. This follows on from the signing of the development agreement between Panuku and the Tawera Group.

· Panuku is working on a refresh of the Waterfront Strategy, which will frame future development within the CBD waterfront area. This work will be reported to the council in March 2017, with draft framework plans reported in May 2017.

· Panuku has been reviewing how to improve the transparency of its Board meetings and interactions with the media. Panuku will hold as many of its monthly board meetings in the open as possible. A public-excluded session will be held at each meeting to discuss confidential matters. Agendas for each meeting will continue to be posted on the Panuku website (panuku.co.nz) prior to the meeting. Board papers (with confidential information redacted) will also be posted online. Members of the public will be invited (via the Panuku website) to present to the Board on issues relevant to Panuku.

· All media enquiries will be responded to in a timely fashion and all information is shared with the media unless it is of a confidential nature. Major projects are outlined on the Panuku website and all key documents (such as the annual report and the project plans for development locations) are available online.

Consideration

Local board views and implications

51. This report is for the Devonport-Takapuna Local Board’s information.

52. Panuku requests that all feedback and/or queries relating to a property in the local board area be directed in the first instance to localboard@developmentauckland.co.nz

Māori impact statement

53. Tāmaki Makaurau has the highest Māori population in the world with one in four Māori in Aotearoa living here.

54. Māori make up 12% of the region’s total population who mainly live in Manurewa, Henderson-Massey, Papakura, Ōtara-Papatoetoe, Māngere-Ōtahuhu and Franklin. Māori have a youthful demographic with 50% of Māori in Tāmaki Makaurau under the age of 25 years. 5% of the Māori population in the region are currently 65 years and over.

55. There are 19 mana whenua in the region, with 15 having indicated an interest in Panuku lead activities within the Devonport-Takapuna Local Board area.

56. Māori make up 5% of the Devonport-Takapuna Local Board population, and there is one marae located within the local board area.

57. Panuku work collaboratively with mana whenua on a range projects including potential property disposals, development sites in the area and commercial opportunities. Engagement can be on specific individual properties and projects at an operational level with kaitiaki representatives, or with the Panuku Mana Whenua Governance Forum who have a broader mandate.

58. Panuku will continue to partner with Māori on opportunities which enhance Māori social and economic wellbeing.

Implementation

59. There are no implementation issues.

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna Local Board Area - Panuku managed property list	17

Signatories

Authors

Sven Mol - Stakeholder Relations Coordinator - Panuku Development Auckland

Authorisers

Toni Giacon - Team Leader Stakeholder and Community Engagement

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 April 2017

Windsor Reserve playground renewal and upgrade

File No.: CP2017/02793

Purpose

1. To seek approval from the Devonport-Takapuna Local Board for the ““Bean’s Beacon”” concept design for the playground renewal and upgrade at Windsor Reserve.

2. To request allocation of $235,000 from the Devonport-Takapuna locally driven initiatives (LDI) capital fund in order to upgrade the Windsor Reserve play space.

Executive summary

3. The Windsor Reserve playground has reached the end of its asset life and is now in need of renewal.

4. In a February 2016 workshop, council Parks staff and the Devonport-Takapuna Local Board identified Windsor Reserve as requiring a playground that is at a regional scale to cater for the number of visitors and tourists that frequent Devonport, particularly due to its proximity to the Auckland CBD.

5. The “Bean’s Beacon” concept design for Windsor Reserve playground provides an imaginative design that caters to local children and visitors alike, while also celebrating a local iconic landmark and reserving views from the new library and the streets. The concept design is provided in this report and as Attachment A for the board’s approval.

6. Public consultation on the proposed “Bean’s Beacon” concept was undertaken at Windsor Reserve by way of two open days. The majority of feedback was in support of the play space location, size, targeted age range and style.

7. The feedback from the consultation determined that 52% of respondents opposed the removal of the oak tree which was at that time part of the proposal. As a result of the feedback, the concept design was altered to ensure the oak tree can remain unharmed while the playground is built around it.

8. Iwi were consulted and respondents have indicated support for the concept design.

9. A budget of $435,000 is estimated to be required to deliver the “Bean’s Beacon” concept design.

10. Renewal funding of an estimated $200,000 will be required to renew the Windsor Reserve playground in a like-for-like manner. Implementation of the upgrade of the play space using the “Bean’s Beacon” concept design will require an additional $235,000 on top of renewal funding.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the “Bean’s Beacon” concept design for the playground renewal and upgrade at Windsor Reserve as presented as Attachment A to the agenda report; and

b) allocate $235,000 of its locally driven initiatives (LDI) capital budget towards the Windsor Reserve playground renewal project in order to enable delivery of an upgraded play space.

Comments

11. The Windsor Reserve playground has reached the end of its asset life and is now in need of renewal.

12. Due to a large number of visitors and tourists regularly going to Devonport, as well as being so close to the Auckland CBD,council staff and the Devonport-Takapuna Local Board identified this site to be suitable for play space upgrade.

Design Focus Group

13. A focus group of community representatives was formed to discuss the design of the play space at Windsor Reserve.

14. The focus group consisted of representatives from the Devonport Business Association, the Devonport Library, local mums, Devonport Primary School, preschool, play centre, a Devonport-Takapuna Local Board member and community coordinators.

15. Two high level concepts were initially discussed by the focus group:

· Option one: Victorian theme; and

· Option two: “Bean’s Beacon” theme.

16. The key outcomes from the focus group were:

· a preference for the “Bean’s Beacon” theme;

· a preference for widening the age range;

· a desire for the open lawn area to remain;

· good information required about tree health and impact of playground on potentially impacted trees;

· a preference for the entire park to be designed, not just play space;

· preference for shade, but also support for natural shade;

· support for the footprint size to be larger; and

· some support for fencing or containment if possible.

“Bean’s Beacon” concept design

17. The resulting “Bean’s Beacon” concept design provides an imaginative design that has the potential to be an iconic landmark on this important reserve that caters to local children and visitors alike.

18. The “Bean’s Beacon” concept plan that was undertaken by Opus NZ is below.

19. The concept design includes the following play elements:

· obstacle course;

· water play;

· pony rocker;

· climbing net;

· slides;

· young children’s play wall;

· rope net;

· swings; and

· “Bean’s Beacon” tower.

20. A developed design of the “Bean’s Beacon” tower concept is included as Attachment A.

21. The surrounding landscape elements have also been included to better integrate the play space with the rest of the park.

22. The thermal overlay on the above image is of an oak trees root ball. This is discussed further in the below public consultation section below.

Public consultation

23. Consultation was undertaken by way of a survey at Windsor Reserve that requested feedback on the proposal to redevelop the Windsor Reserve children’s play space with the “Bean’s Beacon” concept.

24. There were 34 written responses to the survey and a summary of the feedback is below:

· 86% of respondents agreed the location and size of the proposed concept was appropriate;

· 83% agreed the proposed playground was targeted to an appropriate age group; and

· 80% agreed that the style of the design is appropriate for the site, with many also commenting on particularly liking the “Beans Beacon” theme and water play aspects.

Oak tree

25. There is an oak tree between the two sections of existing play space at Windsor Reserve.

26. In the concept design that was consulted on with the public, the oak tree was considered for removal in order to cater for a larger play space.

27. The feedback from the consultation determined that 52% of respondents opposed the removal of the oak tree. The feedback also included many strongly held views about the historic nature of the tree.

28. As a result of the feedback the concept design was altered to ensure the oak tree can remain unharmed, while the playground is built around it.

29. In the concept plan undertaken by Opus NZ (item 18) the thermal overlay identifies the roots of the oak tree. This information allows for the “Bean’s Beacon” and slides foundations to be constructed without damaging the root system of the tree.

30. Support will be required from consenting arborists during the project delivery phase of this design.

Other feedback received

31. Many comments were also received requesting:

· provision of shade for the playground;

· support for a fence around the playground; and

· an upgrade the toilets at Windsor Reserve.

32. Shade is currently provided by the trees surrounding the playground.

33. Fencing was not included in the design due to the cost implications; however the design has been undertaken in a way that creates more natural barriers to the road side from the play space. Parents managing the children’s access to the roadways have been supported by the location of preschool activities in the design, planting buffers, seating for parents close to their children, climbing nets for older children between the trees to reduce speedy access to the road by pre-schoolers.

34. An upgrade of the toilet at Windsor Reserve can be considered for future capital works programmes.

Consideration

Local board views and implications

35. The Devonport-Takapuna Local Board has been involved in the design process with a representative from the board being in the design focus group for the play space.

36. The board identified in a workshop with council staff in February 2016 that the Windsor Reserve play space should be upgraded to cater for the large number of visitors and tourists that come to Devonport, as well as the local children.

37. The concept design and associated cost was then presented to the board in a workshop on 14 February 2017.

38. The board was supportive of the concept design and signalled indicative support to fund the upgrade of the playground from its locally driven initiative (LDI) capital budget.

Māori impact statement

39. Thirteen iwi were invited to attend regular hui at three monthly intervals to discuss projects developing in the Devonport-Takapuna Local Board area. The concept ideas, the size of the proposed play space and later the concept design were all presented at these hui over a period of time.

40. Ngāti Paoa provided feedback that the design was appropriate to the character of the space and the numbers of tourists arriving at Devonport by ferry. The upgraded play space is one of a number of play spaces which will provide a range of play and experiences for the māori community in Devonport, and Auckland wide.

Implementation

41. A total budget of $435,000 is estimated to be required to deliver the “Bean’s Beacon” concept design.

42. Renewal funding of an estimated $200,000 will be required to renew the Windsor Reserve playground in a like-for-like manner, to be delivered in financial year 2017-2018.

43. Implementation of the upgrade of the play space, using the “Bean’s Beacon” concept design, will require an additional $235,000, on top of the renewal funding.

44. The Devonport-Takapuna Local Board has three options available to them at this stage.

· Option one: to allocate $235,000 of its locally driven initiative (LDI) capital budget to enable the upgrade of the Windsor Reserve play space.

· Option two: if the board is unable to allocate locally driven initiative (LDI) capital funding the existing playground can be renewed on a like-for-like basis. The concept design will require redesigning to fit within the budget, although can still be based on a “Bean’s Beacon” design theme.

· Option three: if the board is unable to allocate locally driven initiative (LDI) capital funding at this stage, but would still like the playground to be upgraded, the renewal of the playground could be postponed to allow time to identify where the additional $235,000 could be sourced. This option could potentially result in the closure or removal of a number of play items in the short to medium term, in order to prevent asset failure as they come to the end of their life.

45. Community Facilities staff recommend option one, so as to both continue to provide a useable play space at Windsor Reserve, but also to increase the current level of service to better cater for both the Devonport community and its many visitors.

Attachments

No.	Title	Page
a ⇩	Bean's Beacon play- developed design	25

Signatories

Authors

Kaitlyn White - Renewals Coordinator

Authorisers

Eric Perry - Relationship Manager

Rod Sheridan - General Manager Community Facilities

Devonport-Takapuna Local Board

11 April 2017

Business Improvement District (BID) Programme Annual Report to Devonport Takapuna Local Board

File No.: CP2017/04003

Purpose

1. This report provides information to the Devonport-Takapuna Local Board regarding accountability for Business Improvement District programme targeted rate grant funding for the three business associations operating BID programmes in the board’s area.

2. The report is a requirement of the Auckland Council BID Policy (2016), which came into effect on 1 July 2016.

Executive summary

3. The 2016 Auckland Council BID Policy was developed to encourage improved governance of BID committees and management, which will improve financial methods, programme delivery and transparency to their members.

4. This report indicates the Devonport-Takapuna Local Board area business associations’ compliance with the BID Policy. Information presented is based on documents submitted by the BIDs to council’s BID team to date.

5. The report recommends that the local board should recommend to the governing body to strike the targeted rate for the BID programmes in their area in the coming financial year, based on their compliance with the policy.

6. The BIDs covered by this report are operated by:

· the Devonport Business Association;

· the Milford Business Association; and

· the Takapuna Beach Business Association.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) recommend to the Governing Body to strike the targeted rate for the Devonport business improvement district (BID) programme for the 2017/18 financial year, and include this amount in the 2017-2018 Annual Plan;

b) recommend to the Governing Body to strike the targeted rate for the Milford business improvement district (BID) programme for the 2017/18 financial year, and include this amount in the 2017-2018 Annual Plan;

c) recommend to the Governing Body to strike the targeted rate for the Takapuna business improvement district (BID) programme for the 2017/18 financial year, and include this amount in the 2017-2018 Annual Plan.

Comments

7. The Auckland Council Business Improvement District (BID) Policy 2016 outlines the principles behind the council BID programme, and outlines the process for establishing, expanding, and terminating BIDs, as well prescribing standards and guidelines for operating BIDs. Accountability requirements are a key part of these standards. Attachment A provides a description of key elements of the BID programme.

Local board allocated decision-making

8. Local boards are allocated a number of governance and decision-making responsibilities. One of these is annually recommending BID programme targeted rates to the Governing Body to allow collection of targeted rate revenue for business associations that operate BID programme’s. This action assures that the local board and their BIDs are in alignment on their goals for town centre development in their respective areas.

9. Approval of specific dollar amounts of BID targeted rates for each BID rests with the Governing Body as part of its approval of the 2017-2018 Annual Plan.

10. A number of local boards provide additional funding to local BIDs but accountability for that funding is additional to the requirements under the BID Policy. If a local board makes an additional grant to a BID, the accountability requirements pertaining to that grant should be agreed as part of that grant process, and are not included in this report.

Compliance with BID Policy

11. The Auckland Council BID Policy 2016 is the means for council to ensure accountability for targeted rate funding by requiring regular reporting. Specifically, BIDs are required to provide council the following documents as approved at their annual general meeting (AGM):

· A current strategic plan – This shows that the BID has carefully considered medium to long term opportunities and has allocated resources to accomplish priorities;

· Signed audited accounts for the most recently completed fiscal year (required only every two years for smaller BIDs) - Provide assurance that the BID is managing its members’ targeted rates funds responsibly;

· A report on the year just completed. – evidence that their programmes address priorities outlined in the strategic plans and benefit ratepayers;

· A business plan for the coming year – Forward planning, based on the strategic plan, sets one-year goals;

· An indicative budget for the following year – the Auckland Council Annual Plan requires targeted rates be identified a year in advance to coincide with the Annual Plan process which sets all rates; and

· Programme agreement between each BID and council – This embodies basic parameters of the council/ BID relationship. It is renewed every three years, or a term mutually acceptable to council and the BID. A new programme agreement is required this year to conform to the new BID Policy.

12. All Devonport-Takapuna Local Boards area BIDs are in compliance with the BID Policy for the year 2016-2017 for the purpose of striking the BID targeted rate in the Annual Plan for 2017-2018. The level of compliance by the three Devonport-Takapuna Local Board area business associations is indicated in Attachments B - D.

Consideration

Local board views and implications

13. Recommending that the governing body strike the targeted rate for the BIDs in the Devonport-Takapuna local board area means that these BID programme’s will continue to raise funds from targeted rates on ratepayers in their district, and provide services in accordance with their members’ priorities as stated in their strategic plan.

Māori impact statement

14. This decision will have no adverse effects on, or particular benefits to, the Maori population.

Implementation

15. If the local board accepts the recommendations of this report, it will recommend to the Governing Body that the targeted rates for each BID will be struck as stated in the 2017-2018 Annual Plan. The Governing Body will approve specific dollar amounts for each BID as part of its approval of the Annual Plan.

Attachments

No.	Title	Page
a ⇩	Key Elements of BID's Programme	33
b ⇩	Devonport BID's Compliance Table	35
c ⇩	Milford BID Compliance Table	37
d ⇩	Takapuna BID's Compliance Table	39

Signatories

Authors

Steven Branca - BID Partnership Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 April 2017

Devonport-Takapuna Quick Response Round Four 2016/2017 grant applications

File No.: CP2017/04832

Purpose

1. The purpose of this report is to present applications received for the Devonport-Takapuna Quick Response Round Four 2016/2017. The local board is required to fund, part fund or decline these applications.

Executive summary

2. The Devonport-Takapuna Local Board has a set a total community grants budget of $278,000 for the 2016/2017 financial year.

3. A total of $190,035 been allocated under round one of the local grants and one, two and three quick response rounds in the 2016/2017 financial year.

4. The Devonport-Takapuna Local Board has a balance of $87,965 to be allocated for the remaining local grants round two and quick response rounds four and five in the 2016/2017 financial year.

5. Nine applications were received for Quick Response Round Four 2016/2017, with a total amount requested of $15,386.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) consider the applications listed in the table below for Quick Response Round Four 2016/2017, and agree to fund, part fund or decline each application in this round:

Application No.	Organisation Name	Project	Total Requested	Eligible/ ineligible
Qr1702-401	Lake House Trust (trading as Lake House Arts Centre)	Towards a heat pump for the staff office in the heritage building	$2,000	Eligible
QR1702-404	Takapuna Grammar School Rowing Club Incorporated	Towards upgrading and replacing the safety equipment including flotation belts and vests and bow lights	$1,040	Eligible
QR1702-405	Pacific Culture and Arts Exchange Center Limited	Towards venue rental and promotion for an art exhibition at the Bruce Mason Centre	$2,000	Eligible
QR1702-408	Young Singers in Harmony	Towards costs for the “2017 National Secondary School Convention” for barbershop singing at the Bruce Mason Centre	$2,109	Eligible
QR1702-410	Devonport Schools Waterwise Society Incorporated	Towards the costs of new wetsuits and buoyancy aids for marine safety programmes	$1,737	Eligible
QR1702-412	North Harbour Triathlon Club Incorporated	Towards the costs of the newsletter for the North Harbour Triathlon Club Incorporated between 1 May 2017 to 29 December 2017	$700	Eligible
QR1702-414	New Zealand Dance Advancement Trust	Towards costs of printing material for billboards and flyers and live translators for the pre-talk show for the “Kiss the Sky” production between 29 June to 1 July 2017.	$2,000	Eligible
QR1702-416	Devonport Community House	Towards the wages of a van driver for a transport service for older people in Devonport.	$2,000	Eligible
QR1702-421	Youthline Auckland	Towards costs for driving lessons for young people on the North Shore between 1 May to 30 September 2017	$1,800	Eligible
		Total	$15,386

Comments

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

· local board priorities;

· lower priorities for funding;

· exclusions;

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

· any additional accountability requirements.

7. The Devonport-Takapuna Local Board will operate five quick response rounds for this financial year. Applications for this quick response round closed on 10 February 2017.

8. Community grants programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletter, Facebook pages, council publications, radio and community networks.

9. The Devonport-Takapuna Local Board has a set a total community grants budget of $278,000 for the 2016/2017 financial year.

10. A total of $190,035 has been allocated under round one of the local grants and one, two and three quick response rounds in the 2016/2017 financial year.

11. The Devonport-Takapuna Local Board has a balance of $87,965 to be allocated for the remaining local grants round two and quick response round four and five in the 2016/2017 financial year.

12. Nine applications were received for Quick Response Round Four 2016/2017, with a total amount requested of $15,386.

Consideration

Local board views and implications

13. Local boards are responsible for the decision-making and allocation of local board community grants. The Devonport-Takapuna 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. Local boards are requested to note that section 50 of the Community Grants Policy states the following:

“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 to Attachment B).

Māori impact statement

16. The provision of community grants provide opportunities for all Aucklanders to undertake projects, programmes and activities that benefit a wide range of individuals and groups, including Māori. As a guide for decision-making in the allocation of community grants, the Community Grants Policy supports the principle of delivering positive outcomes for Māori.

17. There are no organisations applying in this round that have been identified as Māori and one application has indicated their project targets Māori or Māori outcomes.

Implementation

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

19. Following Devonport-Takapuna Local Board decisions on Quick Response Round Four, Commercial and Finance staff will notify applicants of the local board’s decisions.

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna Grant Programme 2016/2017	45
b ⇨	Devonport-Takapuna Quick Response Grants 2016-2017 Applications (Under Separate Cover)

Signatories

Authors

Marion Davies - Community Grants Operations Manager

Authorisers

Jennifer Rose - Operations Support Manager

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 April 2017

Local Board Services monthly report - April 2017

File No.: CP2017/05174

Purpose

1. The purpose of this report is to provide members with an overview of recent Devonport-Takapuna Local Board activity. This report recommends:

· the allocation of unspent 2016/2017 financial year budgets; and

· granting land owner consent for a memorial seat at Killarney Park.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) allocate $113,000 from the Community response fund; Parks, Sport and Recreation response fund and Planning response fund to fund the following projects:

i. $24,000 towards a play space audit of the local board area;

ii. $15,000 towards a sun smart audit of play space audit of the local board area;

iii. $24,000 towards a signage audit of the local board area;

iv. $30,000 towards a discretionary grant for the Rose Centre; and

v. $20,000 towards a discretionary grant for the Devonport Business Association.

b) stipulate that the discretionary grant for the Rose Centre include the following conditions:

i. that the Rose Centre must present a business case for the local board to approve by July 2017, which outlines proactive measures to avoid any further ongoing debt; and

ii. that the Rose Centre must report back to the local board on a quarterly basis with details as to how they are mitigating their debt issues throughout the 2017/2018 financial year.

c) request that a review of the governance and management of the Rose Centre be undertaken by council’s Arts and Culture unit, and that this be included in the local board’s 2017/2018 work programme.

d) grant land owner consent for a memorial seat at Killarney Park to commemorate Mr. John Antony.

Issues and activity

Allocation of unspent 2016/2017 financial year budgets

2. The local board has $129,000 available to allocate towards projects that can be committed by 30 June 2017. The following table outlines where this amount is drawn from:

Funding source	Available budget
Community response fund	$53,000
Parks, Sport and Recreation response fund	$42,000
Planning response fund	$34,000
Total available for allocation	$129,000

3. To ensure the budget can be allocated towards deliverable projects, staff have:

· engaged council’s Parks and Places unit to identify projects that align to local board outcomes and can guide future capital investment, and

· been approached by community groups who require emergency financial support outside of the community grants programme process.

4. The following table provides a summary of proposed projects:

Summary of proposed projects	Proposed budget
Place space audit of the local board area	$24,000
Sun smart audit of place spaces in the local board area	$15,000
Parks and reserves signage audit of the local board area	$24,000
Rose Centre discretionary grant	$30,000
Devonport Business Association discretionary grant	$20,000
Total	$113,000

5. Staff have advised that the proposed projects can be committed by 30 June 2017.

6. A balance of $16,000 remains to commit to additional projects. Staff have identified that the remaining budget could be used towards enhancing the local board plan consultation. This will be discussed in detail at the May 2017 business meeting.

7. The following section outlines the scope and purpose of each proposed project.

Play space audit

8. This project proposes to undertake an audit of existing place space provision, and identify opportunities in the local board area to increase utilisation and ensure they are fit-for purpose.

9. Completing the audit will produce a prioritised approach that will assist future planning and guide capital investment for implementing new, or upgrading existing place spaces.

10. The cost to undertake the audit is $24,000. Staff recommend that the project be undertaken as it is consistent with the local board’s priorities, and will be an important exercise to begin planning for and implementing play spaces across the local board area.

11. Please refer to Attachment A for full details of the proposed project.

Sun smart audit of place spaces

12. This project proposes to identify opportunities to implement sun smart improvements in all play space areas across the local board area.

13. The audit will identify how play spaces can become more sun smart by developing shade structures, tree planting and realignment of entire play spaces, where appropriate.

14. Completing the audit will produce a prioritised approach to guide capital investment to implement sun smart play space improvements, and provide a safer and healthier experience for play space users.

15. The cost to undertake the audit is $15,000. Staff recommend that the project be undertaken as it is consistent with the local board’s priorities, and will be an important exercise to begin planning and implementing sun smart improvements to play spaces across the local board area.

16. Please refer to Attachment B for full details of the proposed project.

Parks and reserves signage audit

17. This project proposes to undertake an audit of all signage in local board area. This will determine which old signs require removal or upgrade, where new signs are required, and will assist to prioritise future spending.

18. This will take into account all signs that are located in parks and on beaches, including bylaw signage (i.e. liquor bans signage) as well as legacy council, information, directional and warning signs.

19. The assessment will also include recommendations on whether current signs are still needed, provide a condition rating for all signs, and recommend consolidating signs where appropriate. The benefits of the project are:

· assisting with promoting parks and ensuring correct, up-to-date information and wayfinding is provided; and

· helping inform allocation of capital expenditure to install and deliver upgraded signage throughout the local board area.

20. The cost to undertake the audit is $24,000. Staff recommend that the project be undertaken as this will be an important exercise to start implementing and delivering upgraded and accurate signage across the local board area.

21. Please refer to Attachment C for full details of the proposed project.

Rose Centre discretionary grant

· Staff and local board member Cohen were recently approached by the Rose Centre Patron who outlined two issues impacting the Rose Centre in Belmont, and have subsequently requested financial support from the local board. These issues include:

· works to repair leaky building issues that have resulted in a loss of income at the Rose Centre; and

· additional resource to support the Rose Centre with financial, facility, technical and programme coordination.

22. Following the meeting, staff have engaged council’s Arts and Culture unit for advice on these issues and determine the next steps. It is important to note that staff are of the view that the repairs are not the sole factor impacting in a loss of income, and consider that governance-related issues at the Rose Centre have also contributed to the financial issues identified at the facility.

23. Arts and Culture staff support the request for the additional resource and recuperating a loss of income.

24. The Rose Centre has requested $30,000, which will consist of $15,000 to cover the loss of income, and $15,000 for additional resourcing. This will provide:

· 1 x 5 hours per week for 26 weeks up to the maximum of $22 per hour for financial support;

· 1 x 20 hours per week for 26 weeks up to the maximum of $22 per hour for support in facility, technical and programmes co-ordination; and

· 10 hours maximum at $50 per hour for centre restructure and set-up.

25. Two options to support the Rose Centre were considered - a discretionary grant or a loan. The following table outlines the two options, their benefits, costs / risks and implications:

Option	Benefits	Costs / risks	Implications
Discretionary grant Recommended option	· Quickly resolve the financial issues and assist the manager with additional resourcing.	· May create a precedent and increase the likelihood that other facilities and / or groups may seek loss of income support in the future.	· The Rose Centre’s financials will no longer be in debt.
Loan	· Enables a mechanism to have the financial contribution returned to the local board.	· No council support mechanism to pay back the loan. · No longer a preferred funding mechanism.	· The Rose Centre’s financials will no longer be in debt. · Payment to the local board would be incremental over time.

Option

Benefits

Costs / risks

Implications

Discretionary grant

Recommended option

· Quickly resolve the financial issues and assist the manager with additional resourcing.

· May create a precedent and increase the likelihood that other facilities and / or groups may seek loss of income support in the future.

· The Rose Centre’s financials will no longer be in debt.

Loan

· Enables a mechanism to have the financial contribution returned to the local board.

· No council support mechanism to pay back the loan.

· No longer a preferred funding mechanism.

· The Rose Centre’s financials will no longer be in debt.

· Payment to the local board would be incremental over time.

26. Staff strongly recommend that if the local board provide a discretionary grant to the Rose Centre, that a number of additional conditions be included. These include that the Rose Centre:

· present a business case for the local board to approve, which outlines proactive measures to avoid future and ongoing debt; and

· must report back to the local board on a quarterly basis to detail how they are mitigating their debt issues throughout the 2017/2018 financial year.

27. It is also recommended the local board consider a review of the governance and management of the Rose Centre be undertaken. This is recommended to identify and resolve the issues identified by staff, and consider options for changing the governance structure (if necessary). Staff advise that the review will cost approximately $20,000 and will need to be funded from the local board’s operational budget.

28. Please refer to the Attachment D for a detailed overview of the Rose Centre’s funding application.

Glow Devonport discretionary grant

29. At the 7 March Devonport-Takapuna Local Board Community Forum, the Devonport Business Association (DBA) gave a presentation and noted an issue where one of their signature events, Glow Devonport, does not align to the local board’s grants programme funding rounds. To ensure successful delivery of the event, the DBA chairperson requested whether the local board could support the event outside the grants programme.

30. Glow Devonport forms part of ArtWeek Auckland 2017, and is a free event held on 13 and 14 October 2017. It will feature a variety of street activations in Devonport and will be supported by Devonport art galleries, retailers and hospitality businesses.

31. The event will partner with Unitec students to design, build and install a collection of large-scale interactive lighting installations. It will also use recyclable materials, and the designs will be one off original installations that reflect the environment and encourage active participation and engagement with the audience.

32. The DBA has requested $20,000 to support the delivery of the event. Staff recommend that the local board support the event, as it aligns to the local board’s strategic outcomes, in particular ‘Our areas arts and culture is diverse, vibrant and well supported’ and ‘Neighbourhoods and community-led initiatives are supported and encouraged’.

33. Please refer to Attachment E for full details of the funding application.

Land owner consent at Killarney Park

34. Council’s Parks and Places team has received an application for a memorial seat at Killarney Park to commemorate Mr. John Antony, who had a long association with the PumpHouse Theatre. The proposed site is under the palm trees on the lake edge directly in front of the PumpHouse Theatre.

35. The application has been assessed against council’s memorial protocols, and staff advise the application meets all the appropriate criteria.

36. Staff recommend that the local board grant land owner consent so that installation of the seat can be undertaken. The applicant will also be covering the cost of purchasing the seat.

37. Please refer to Attachment F for full details of the land owner consent application.

Consideration

Local board views and implications

38. The content in this report reflect the local board’s view and priorities. Implications for each topic have been detailed in the respective sections of this report.

Māori impact statement

39. There are no implications for Maori associated with this report.

Implementation

40. This report recommends the allocation of 2016/2017 financial year budgets towards projects that can be committed by 30 June 2017.

41. In addition, the local board has $776,000 in its three-year capital budget available. Staff advise that this budget should be allocated to projects by 30 June 2017, as this will:

· ensure that staff have sufficient time to scope and deliver the projects within the 2017/2018 financial year; and

· allow the local board can consider new projects when the next three-year capital budget becomes available on 1 July 2018.

42. Staff will discuss options to allocate the capital budget with the local board in May 2017.

Attachments

No.	Title	Page
a ⇩	Project Proposal - Play space audit	65
b ⇩	Project Proposal - Sun smart	67
c ⇩	Project Proposal - Parks signage audit	69
d ⇩	Rose Centre - funding grant application	71
e ⇩	Discretionary Funding application -Glowfest	73
f ⇩	Land Owner Consent - Killarney Park	83

Signatories

Authors	Tristan Coulson - Senior Policy Advisor
Authorisers	Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 April 2017

Local Government New Zealand Conference and Annual General Meeting 2017

File No.: CP2017/05610

Purpose

1. To inform local boards about the Local Government New Zealand (LGNZ) Annual General Meeting (AGM) and conference in Auckland from Sunday 23 July to Tuesday 25 July 2017, and to invite local boards to nominate representatives to attend.

Executive Summary

2. The LGNZ annual conference and AGM takes place at SkyCity from 3pm on Sunday 23 July to 2:15pm on Tuesday 25 July 2017.

3. The AGM takes place on the last day of the conference. Auckland Council is entitled to four official delegates at the AGM, one of whom is the presiding (or voting) delegate. The Governing Body will consider this at its meeting on 23 March 2017. The four official delegates are likely to be the Mayor as a member of the LGNZ National Council (or his nominee), the Deputy Mayor as the Mayor’s alternate for this position, Cr Penny Hulse as the Chair of LGNZ Zone One and a member of LGNZ National Council, and the Chief Executive (or his nominee).

4. In addition to the official delegates, local board members are invited to attend. Historically, given the cost of elected member attendance at the conference, it was recommended that one member per local board attend. In 2017, due to the cost savings associated with the conference being held in Auckland, two members per local board can be funded from the elected member development programme budget.

Recommendation/s

That the Devonport-Takapuna Local Board:

a) nominate two representatives to attend the Local Government New Zealand (LGNZ) 2017 Conference and Annual General Meeting from Sunday 23 July to Tuesday 25 July 2017;

b) confirm that conference attendance, including travel and accommodation, will be paid for in accordance with the current Auckland Council Elected Member Expense Policy; and

c) note that any members who wish to attend the Annual General Meeting must provide their names to the Kura Kāwana project team as soon as possible to ensure they are registered with Local Government New Zealand (LGNZ).

Comments

5. The 2017 LGNZ Conference and AGM are being held in Auckland. The conference commences with a powhiri and opening ceremony on Sunday 23 July at 3pm and concludes with the LGNZ AGM at 11:15am on Tuesday 25 July (AGM concludes at 2:15pm).

6. The theme of this year’s conference is ‘Creating pathways to 2050: Liveable spaces and loveable places’. The programme includes:

· Rt Hon Dame Patsy Reddy (Governor-General of New Zealand) will give the opening keynote address on how involving communities in shaping their local places can build a strong sense of local pride, identity and connection.

· Dr David Warburton (Chief Executive, Auckland Transport) and Mayor Lianne Dalziel, (Christchurch City Council) will look at the role of technology in transport and how smart technology can be integrated into council’s future plans. Learn about the practical technology trials underway to understand why New Zealand is a world leader in the implementation of Smart City technology.

· Mayor Craig Little (Wairoa District Council), Mayor John Forbes (Opotiki District Council), and Chris Whelan (Chief Executive, Wellington Regional Economic Development Agency) will discuss attracting inward investment to boost local economy. These three councils will share best practice examples of how their approach has opened the door to investment, strengthening the resilience of their local economy.

· Sir Bob Harvey (Champion for Auckland, Auckland Council) Ludo Campbell-Reid (Design Champion and General Manager, Auckland Design Office, Auckland Council) and Viv Heslop (former Sustainability Lead, Panuku Development Auckland) will discuss bringing together policy, practice and research to inform council leaders on how they can champion change to create and sustain liveable spaces and loveable places.

· A panel discussion on managing community expectations and delivering the government's objectives for freshwater water quality, which is a challenge facing all of New Zealand. Mark Sainsbury will chair this session with Stuart Crosby (Bay of Plenty Regional Councillor), Rahui Papa (Te Arataura Chairman, Waikato Tainui and a representative of the Iwi Chairs Forum) and Ken Taylor (Director, National Science Challenge, Our Land and Water).

· Holly Ransom (futurist and global strategist) will give the closing keynote address, presenting views on how and why we must adapt and be future-ready in a period of unprecedented technological, environmental, and demographic change.

Annual General Meeting

7. The AGM takes place on the last day of the conference. Auckland Council is entitled to have four delegates at the AGM, one of whom is the presiding (or voting) delegate. The four official delegates are likely to be the Mayor (or his nominee), the Deputy Mayor, Councillor Cr Penny Hulse (as Chair of Zone One) and the Chief Executive (or his nominee).

8. The Mayor is a member of the LGNZ National Council, the Deputy Mayor is the Mayor’s alternate for this position and Auckland Council’s representative on the Regional Sector Group, Cr Penny Hulse is the Chair of LGNZ Zone One and a member of LGNZ National Council. The Governing Body will consider an item on AGM attendance at its meeting on 23 March 2017.

9. LGNZ requires prior notice of which local board members plan to attend the AGM. Members wishing to attend are asked to register their intention with the Kura Kāwana project as soon as possible so this information can be collated and provided to LGNZ.

Costs

10. Historically, given the cost of elected member attendance at the conference, it was recommended that one member per local board attend. In 2017, due to the cost savings associated with the conference being held in Auckland, two members per local board can be funded from the elected member development programme budget.

11. Conference registration includes attendance at all conference business sessions (Sunday - Tuesday), a satchel and contents, daily catering, the Simpson Grierson welcome reception and the Fulton Hogan conference dinner and EXCELLENCE Awards function.

12. The council hosted tours on Sunday 23 July 2017 are not included in the conference registration. Local board members are welcome to attend these at their own cost.

Consideration

Local Board views and implications

13. This is a report to the 21 local boards.

Māori impact statement

14. The Local Government New Zealand conference will better inform local boards and thereby support their decision making for their communities, including Māori.

Implementation

15. The Kura Kāwana programme will co-ordinate and book all conference registrations, as well as requests to attend the AGM.

Attachments

There are no attachments for this report.

Signatories

Authors

Helen Dodd - Local Board Strategic Advisor

Authorisers

Karen Lyons - General Manager Local Board Services

Eric Perry - Relationship Manager

Chairperson	Dr Grant Gillon
Deputy Chairperson	George Wood, CNZM
Members	Mike Cohen, QSM, JP
	Jennifer McKenzie
	Jan O'Connor
	Mike Sheehy

Authors	Marilyn Nicholls
Authorisers	Eric Perry - Relationship Manager

Authors	Karen Durante - Democracy Advisor
Authorisers	Eric Perry - Relationship Manager