Agenda of Devonport-Takapuna Local Board

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

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

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, 20 November 2018, 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 7.7 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.

8.1 Devonport Business Association

Te take mō te pūrongo / Purpose of the report

1. Devonport Business Association will be in attendance to address the board following the Devonport Business Association board meeting held on 10^th December 2018.

Ngā tūtohunga / Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the presentation from Devonport Business Association and thank them for their attendance.

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

Under Standing Order 2.5.1 a Notice of Motion has been received from Deputy Chairperson G Gillon for consideration under item 12.

No.	Title	Page
a ⇩	Notice of Motion - Deputy Chairperson G Gillon - Dispute between Devonport-Takapuna Local Board and Governing Body	11

Devonport-Takapuna Local Board

11 December 2018

Takapuna Holiday Park: New ground lease for upgrading and future operation of the park - update December 2018

File No.: CP2018/24165

Te take mō te pūrongo / Purpose of the report

1. The purpose of this report is to provide an update on the progress to secure an operator for a new lease for the upgrade and operation of the Takapuna Holiday Park.

Whakarāpopototanga matua / Executive summary

2. The Devonport-Takapuna Local Board resolved on 19 September 2017 (DT/2017/217), to grant a new 20-year lease with one 10-year right of renewal for an operator to redevelop and manage an upgraded facility. The resolution followed consultation as required under the Reserves Act 1977. Extensive public support was received for retaining the holiday park.

3. Following the resolution, an Expressions of Interest (EOI) process was run to identify a shortlist of potential operators, followed by a Request for Proposals (RfP) process to establish a quality proposal including schematic designs and the basis for commercial terms with a preferred bidder.

4. As a result, a preferred bidder was selected in April 2018, and the proposal including the design was outlined to the Devonport-Takapuna Local Board in May 2018. Following general endorsement of the preferred bid, Panuku has been working with the preferred bidder and solicitors from both parties to formulate a detailed Agreement to Lease (ATL), and a Deed of Lease for the site.

5. The terms of the ATL and the Deed of Lease were finalised with the preferred bidder in late October 2018. However, in early November the preferred bidder advised that unfortunately their funding situation has recently changed, and they are not in a position to sign the ATL until this issue is resolved. They are continuing to look for appropriate sources of funding and if successful may proceed to signing the ATL.

6. Given the recent funding uncertainly with the preferred bidder and the time already lapsed Panuku has now commenced commercial discussions with the second-placed bidder, who is a very experienced operator and submitted a good quality proposal for the holiday park. It is expected that agreement will be reached with one of the two prospective parties fairly early in the new year.

Ngā tūtohunga / Recommendation/s

That the Devonport-Takapuna Local Board:

a) that the report be received.

7. The Devonport-Takapuna Local Board resolved on 19 September 2017 (DT/2017/217), to grant a new 20-year lease with one 10-year right of renewal to an operator to redevelop and manage an upgraded facility. The resolution followed consultation as required under the Reserves Act 1977 which received extensive public support for retaining the holiday park.

8. In April 2018, Panuku identified a ‘preferred bidder’ following an extensive EOI and RfP process. A presentation was made to the local board on the 8 May 2018, to ensure that there was general support among the members for the proposed vision and concept of the new holiday park.

9. Feedback from the local board required some minor adjustment to be made to the site layout and mix of RV/camping sites and fixed cabins.

10. Once there was some broad consensus over the site layout (by mid-May), commercial negotiations were able to commence to address the key terms of the 30-year lease. Some of the key commercial issues are mentioned below (others are still commercially confidential, given the live negotiation process that is still underway).

11. Negotiations with the preferred bidder have required extensive legal inputs from both sides, to ensure that the positions of the council and the operator are both adequately protected, and risk is balanced. This has not been an easy process, given the relatively unusual nature of the reserve lease in terms of the controls still required by the council when viewed in balance with the significant private capital investment involved to upgrade the holiday park buildings and facilities.

12. Full agreement was finally reached with the preferred bidder over all commercial terms in late October 2018, conditional only on finance, landowner approval, and resource consent. Panuku’s expectation and understanding from the preferred bidder was that they would be able to secure the necessary finance without difficulty, however, very late in proceedings, Panuku was notified that their primary funder has withdrawn, and an alternative funder will need to be found.

13. While the preferred bidder continues to seek alternative sources of funding, Panuku has now re-opened full negotiations with the second-placed bidder. Negotiations with both bidders will be proceeding in parallel for a short period. It is expected that a satisfactory agreement will be reached with one party early in the new year.

Tātaritanga me ngā tohutohu / Analysis and advice

14. There is a range of issues that have needed to be addressed and resolved, relating to the upgrade and future operation of the holiday park.

Site constraints

15. The site is considered to be relatively small, for the operation of a viable holiday park. Any changes to the site that impact on the available area for holiday park accommodation may have an impact on the operating viability.

16. The site is susceptible to coastal inundation. To date, this issue has been managed in a reactive way by the current operators. A more permanent resolution to this issue is needed.

17. A proposed solution to the flooding would involve creating a swale across the front of the site to capture and release tidal surges. There is an issue with the land required for the swale, and the reduction in operating revenue from reduced campsites. Habitable floor levels may also need to be raised, which may impact on resource consenting.

Commercial terms

18. There is a wide range of commercial terms that need to be addressed and agreed, including:

· process for valuing the annual ground rent and rent reviews

· process for setting nightly tariffs

· maintenance responsibilities

Scope and timing for upgrading works

19. Auckland is currently experiencing a building boom, and construction resources are stretched. The ATL needs to recognise realistic timeframes for the construction of the new site works and buildings.

20. The ATL needs to provide a realistic timeframe within which the upgrade works must be completed by the new operator.

21. Further discussion will be needed to coordinate the handover of operations from the current operator, and the interim management of the site through the upgrading period. More details will be brought to the Local Board once these have been confirmed.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

22. The Devonport -Takapuna Local Board has been an integral part of the holiday park lease process to date. The Local Board has a good understanding of the public opinion including those for and against the campground continuing to operate from this site.

23. Panuku has worked hard to reflect the wishes of the local board and stakeholders and to ensure that the end result will be a fit-for-purpose facility, with nightly tariffs that are affordable to the public and viable for the holiday park business and delivers a well-loved asset to the people of Takapuna, Auckland and international visitors.

Tauākī whakaaweawe Māori / Māori impact statement

Mana whenua participation

24. Prior to the statutory consultation process required for lease notification under the Reserves Act 1977, 19 mana whenua were invited to participate in a 1 August 2016 visioning workshop. Te Runanga o Ngāti Whatua was present on the day and contributed positively to the workshop outcomes. The visioning workshop identified the strong desire by the stakeholders and mana whenua partners present to ensure a strong cultural footprint is reflected in the upgraded facility.

25. Prior to the instigation of the lease notification process, council identified 13 mana whenua groups having an interest in the Devonport-Takapuna Local Board area. All were provided with appropriate information relating to the lease proposal via email on 24 April 2017 and were invited to make submissions via the Shape Auckland website or post.

26. Only one response from iwi was received. On 27 April, a representative from Ngāi Tai Ki Tāmaki confirmed via email that their iwi had no interest in the lease proposal.

27. Over the past two years, Panuku has been facilitating the expression of a mana whenua developed cultural narrative to be used in the design process for future urban regeneration projects in the Takapuna/Northcote area. This includes a specific cultural narrative, as well as underlying Te Aranga Design Values and Principles matrices. The Te Aranga Māori Design Principles are a set of outcome-based principles founded on intrinsic Māori cultural values and are designed to provide practical guidance for enhancing outcomes for the design environment. Further consultation and engagement with mana whenua will be jointly undertaken by Panuku and the new leaseholder/operator to ensure that the cultural history of the place is reflected in the new facility.

Ngā ritenga ā-pūtea / Financial implications

28. The proposed redevelopment of the Takapuna Holiday Park site has been a protracted process and has already necessitated significant time commitment and some costs to all parties involved in the Expressions of Interest and Request for Proposal process, as well as post the Request for Proposal. This is accepted as a commercial reality, being part-and-parcel of the process to seek the best possible outcome from the market.

29. At the time of assessing EOI and RfP submissions, consideration was given to whether Panuku would progress with only the preferred bidder, or with both first and second placed bidders in parallel. The decision was made to progress with only the preferred submission, as having two parties covering relatively significant design/architecture/consent costs with only one having any guarantee of success seemed inappropriate for reasons of fairness. This would be in addition to EOI and RfP process costs already borne by bidders.

Ngā raru tūpono / Risks

30. Commercial negotiations, and particularly property negotiations, can fail during the ‘due diligence process’. In developing the Takapuna Holiday Park, there are some significant risks that need to be weighed against potential financial return:

· resource consent risk – the cost of design work by the applicant needed to support a resource consent application is significant. Possible public notification of the consent could lead to extended delays and further costs to the applicant. On top of other risks (noted below), the risks around resource consenting are potentially a barrier to finding an operator for the site.

· development cost risks – risk of capital cost overruns impacting on future operating costs (interest and loan repayments)

· site risks – dealing with coastal inundation. Panuku has agreed to address this issue by developing a swale

· political risk – perception of potentially unpredictable influences through consenting process and over the 30-year lease period

· rent review risks

· risk of controls on nightly tariffs

· business performance and market risk: predicted occupancy levels can only be estimated by potential operators

· public interest risks – dealing with negative publicity from public interest/lobby groups

· construction delay issues – due to the current capacity constraints in the building industry.

Ngā koringa ā-muri / Next steps

31. Panuku has now commenced discussions with the second-placed bidder, with whom contact has been maintained since the process began. These negotiations are expected to proceed more rapidly than with the first-placed bidder however a realistic timeframe still needs to be allowed (4 – 6 months). Even with all parties’ best intentions, it is clearly not possible to offer any guarantee that negotiations will proceed to execution stage with any party.

32. Panuku will endeavor to keep the current operator updated on timing, whilst acknowledging that timing is still essentially unknown until an Agreement to Lease has been signed. Panuku will also be working with the current operator to make appropriate arrangement for the handover of the site to a new leaseholder/operator.

33. Landowner Approval will need to be sought from the Devonport Takapuna Local Board, which will be a condition of any Agreement to Lease that is signed with a prospective operator.

34. Final signoff under the Reserves Act 1977 will be required from the Minister of Conservation, which is approved under delegation by Auckland Council through the General Manager of Community Facilities. This ensure that all legislative requirements have been met.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author

Gwilym van Hoffen - Northcote Project Contractor

Authorisers

Ian Wheeler - Director Portfolio Management, Panuku Development Auckland

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 December 2018

Recommendation for a decision on the proposal to amend the Reserve Management Plan for Devonport Domain.

File No.: CP2018/23019

Te take mō te pūrongo / Purpose of the report

1. To report the recommendation of the Devonport-Takapuna Local Board Hearing Panel on the proposal to amend the Reserve Management Plan (RMP) for Devonport Domain under Section 41(9) of the Reserves Act 1977, and to seek a decision from the local board.

Whakarāpopototanga matua / Executive summary

2. In early 2018, North Shore Rugby Club Incorporated applied for a special liquor licence for a fundraising event to be held outside the hours permitted for the club in the RMP. The deed of lease was silent in this regard, so the RMP serves as the guiding document when considering licencing matters. Consequently, the club was unable to gain permission.

3. Various options for the four clubs on the domain to have access to a limited number of special licences were investigated. Advice was an amendment could be made to the Devonport Domain Reserve Management Plan.

4. Public notification of the council’s intent to consider this was made in May 2018 seeking input on the proposed change.

5. Seven submissions were received with one submitter wishing to be heard. A hearing panel of the local board was convened on 30 October 2018 to hear and consider submissions and the panel reconvened on 13 November 2018 to further consider the submissions and make a recommendation to the local board.

6. As all the submitters supported the issuing of special licences with the opinion that four opportunities for special licences per annum was not enough, the panel reconsidered the number and took additional expert advice in this regard.

7. This report recommends that the Devonport Domain Reserve Management Plan be amended to allow for six special liquor licences per annum to be available to each of the four clubs at the domain subject to conditions.

Ngā tūtohunga / Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the recommendation of the Devonport-Takapuna Local Board Hearing Panel following the public hearing and deliberations held on 30 October 2018 and 13 November 2018.

b) rescind part b) i) of resolution number DT/2018/66 approved by the Devonport Takapuna Local Board at its business meeting 15 May 2018 to be replaced by c) i) below.

c) approves the amendment of the Devonport Domain Reserve Management Plan by inserting the following clause in the plan:

i) at council’s sole discretion the four clubs (North Shore Rugby Club, North Shore Cricket Club, Masonic Cricket Club and new occupant of Devonport Bowling Club premises) may individually apply for up to six special licences for the sale and consumption of liquor each year outside the hours described in the Devonport Domain Reserve Management Plan (1993).

d) note the issuing of any special licence concessions must comply with the terms and conditions of the Sale and Supply of Liquor Act 2012, the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines July 2012.

Horopaki / Context

8. The North Shore Rugby Club applied for a special liquor licence early in 2018 for a fund-raising event. As the liquor licensing legislation had changed and there was increased overview of the process, approval was not able to be granted as the event was outside the hours for the sale of liquor prescribed in the Devonport Domain Reserve Management Plan

9. The RMP, approved in 1993, describes the Devonport Domain as an intensely used active recreational facility serving a wide local community with a long history as the home ground to several eminent sports clubs. The RMP also notes that because of the proximity to surrounding houses, activities on the Devonport Domain have the potential to impact on the residential area around it.

10. There are four community leases on the Devonport Domain: North Shore Rugby Football Club Incorporated, Masonic Cricket Club Incorporated, North Shore Cricket Club Incorporated and Devonport Bowling Club Incorporated. The bowling club surrendered its lease in September 2018.

11. To provide the opportunity for clubs to hold fundraising and other events to support their activities and until a more comprehensive review of the RMP can be undertaken; this report considers amending the RMP to allow all clubs to apply for special licences to sell liquor outside the hours prescribed in the RMP. The comprehensive review of the RMP may with confirmation of funding begin in the 2019/2020 workplan year.

Tātaritanga me ngā tohutohu / Analysis and advice

12. The Devonport Domain Reserve Management Plan approved in 1993 restricts liquor sale hours for clubs located on the Domain. The Domain is a classified recreation reserve for open space and active recreation under the Reserves Act 1977.

13. In early 2018, North Shore Rugby Club Incorporated applied for a special liquor licence for a fundraiser event outside the hours permitted for the club in the RMP. The deed of lease is informed by the RMP and as it was silent, the RMP serves as the guiding document when considering granting approval. Consequently, the club was unable to gain permission.

14. Options for the club to have a special licence for the sale and consumption of liquor outside the hours prescribed by the RMP were explored with council’s legal experts. Their recommendation was to insert a clause into the RMP to allow all clubs located on the Domain to apply for a limited number of special liquor licences (four each) each year. These could be applied for in connection to fundraising and other special events where alcohol is supplied in addition to the current licensed hours in the club licence.

15. At its business meeting of 15 May 2018, the Devonport-Takapuna Local Board resolved as follows:

That the Devonport-Takapuna Local Board:

a) approves public notification of the proposal to amend the Devonport Domain Reserve Management Plan.

b) approves the amendment of the Devonport Domain Reserve Management Plan (subject to there being no objections or submissions), by inserting the following clause into the Devonport Domain Reserve Management Plan:

i. at council’s sole discretion the clubs may apply for up to four special licences for the sale and consumption of liquor each year outside the hours described in the Reserve Management Plan.

c) note that should there be objections or submissions to this proposal that the requests be heard, that a hearing panel be established consisting of the Chair, Deputy Chair and one other member of the Devonport -Takapuna Local Board and reported to the local board for a decision if required.

Public Notification

Requirement for public notification

16. Reserve management plans provide a framework and guidance for future use, development and maintenance of reserves. The Reserves Act 1977 requires administering bodies to keep these under continuous review (Section 41(4)).

17. The proposed amendment required public notification and engagement in accordance with Section 119 of the Reserves Act 1977 and Section 4 of the Conservation Act 1987.

18. A report recommending this was presented and considered at the local board’s business meeting on 15 May 2018 seeking approval to publicly notify the proposal to amend the RMP.

Public submissions

19. A notice was placed in the North Shore Times on 22 May 2018. The submission period closed on 22 June 2018. This produced seven written submissions in support of the proposal to allow extended liquor sale hours.

20. Submitters to the proposal were given the opportunity to present their submissions and be heard in accordance with Section 120 of the Reserves Act 1977.

Hearing

21. Seven submissions in total were received. All submissions supported the clubs being able to apply for special licences, but indicated that four each was too few to meet the clubs’ needs and that it should be a higher number. One submitter wished to be heard in person, North Shore Cricket Club Incorporated. Prior to the hearing the North Shore Rugby Club Incorporated indicated they also wished to be heard.

22. A hearing was held to consider the submissions received on Tuesday 30 October 2018 with formal deliberations by the Devonport-Takapuna Local Board Hearing Panel on Tuesday 13 November 2018. The submissions from the two groups presenting are summarised as follows:

Presenter

Comments

Item tabled

North Shore Cricket Club Incorporated

· Support proposal – four special licence opportunities too few.

· Club has a long history at the Domain. The annual luncheon raises $30,000, a significant amount towards club operating costs.

· Event is booked in summer 2019 with an international speaker confirmed. Critical to support club’s activities.

· Reluctant to put fees up and risk excluding people from playing.

· Seek the ability to apply for a larger number, i.e. eight might cover events.

· Ask if the board can consider approving four specials but open it up again for a further process?

· Auckland Cricket Association requires the clubrooms to be available for the season at different times, and on a regular basis.

Yes- statement provided with details of the February fundraiser.

North Shore Rugby Club Incorporated

· Support proposal – but four special licence opportunities too few. Social events are an important part of fundraising for the club. For example, parents like to socialise at a children’s event.

· 100 per cent self-funding club.

· Keen for daytime activities/events to happen.

· Requests the council to look at the allocation of licences that reflect the different sizes of clubs and extent of activities.

· Requests a minimum of 10 for rugby.

· Clubroom roof needs replacing at a cost of >$100k. Fundraisers provide a significant contribution towards costs. Remainder comes from other appeals.

23. As a result of the deliberations and further legal advice, the hearing panel supported increasing the number of special liquor licences that each club could apply for to six each year.

Other submissions

24. The key points of the other public submissions are summarised as follows:

· All supported for the proposal to grant special licences but felt four special licence opportunities for each club per annum is too few. Support for eight- ten to cover the events needs of clubs.

· Social events are an important part of fundraising for the clubs. Makes good use of a valuable community asset.

· Clubs should have the ability to pool the 16 proposed specials.

· No evidence that four special licences is an appropriate number.

· No evidence to support a greater number of special licences being issued.

25. Further to the hearing panel considering all submissions received and presentations made, formal deliberations by the panel members were held at a public meeting on 13 November 2018. This afforded the public and submitters on the proposed amendment to hear the discussion between the panel members and to understand how they arrived at their recommendation.

26. Following the hearing, further advice was sought from council’s legal experts in Public Law, Property Law and the Reserves Act in response to queries that arose.

Theme

Considerations

Statutory context and process to change the reserve management plan

· The Reserves Act 1977 is the empowering legislation for the management of Devonport Domain with its underlying ownership and status giving the Council the powers of landowner and administering body of the reserve.

· The 1993 Reserve Management Plan for Devonport Domain is the operative management plan in place for the Domain.

· Until the recent events outlined above occurred, there had been no indications that the Management Plan required review. The local board are keen to further investigate the omnibus RMP option as it will address many of the issues raised at the hearing but there are still discussions about how this will be funded.

· This proposal is not intended to be a permanent solution, but an interim step until the RMP is comprehensively reviewed as part of the 2019/2020 local board work programme and the RMP review covering land under the Local Government Act and Reserves Act. Potentially a new management plan covering this Reserve could be operative in 2021.

The lease

· In addition to complying with obligations set out in the leases, tenants need to comply with the provisions in the RMP.

· The lease permits particular uses, i.e. for clubrooms and ancillary activities. Landowner approval is required for events where liquor will be supplied.

· Whilst they fulfil a community function, clubrooms must be used primarily for the reserve classification purpose of recreation, and cannot be used as community centres or hubs, which would have a different purpose under the Reserves Act (local purpose- community buildings).

· The RMP for the domain is unusual in being prescriptive of the hours alcohol can be sold by tenants, however two rounds of public consultation would have been required before the plan was finalised and made operative and it cannot be assumed that this is no longer of importance to the community.

Previous requests for special licences

· Historic data provided by Licensing and Regulatory Compliance shows most club requests can be covered by up to six specials per club per annum.

· There is no evidence to support an increase in number up to 10 specials at this time.

Licence allocation

· There are four community leases currently in place on Devonport Domain.

· The proposal consulted on was for four special licences per club per year, however all submissions were in support and many submissions requested an increase. There were no submissions against. Officers support a minor increase in the number of special licences to be granted to each club, up to six per club. These would be non-transferable special licences per club per year. If more than a minor increase was proposed, consideration would need to be given to further public consultation.

· The number granted, is a temporary arrangement until the management plan is comprehensively reviewed.

· The special licences are for activities that are ancillary to the main activity of the clubs (i.e. sport).

· Clubs will need to ensure that all alcohol licence requirements are complied with in relation to special events. A club’s suitability as a licensee may be questioned if there is any misconduct while operating under a special licence.

· Purpose of the Sale and Supply of Alcohol Act 2012 is to have effective systems of control over the sale, supply and consumption of alcohol with the aim of minimising alcohol-related harm.

Pooling licences

• Licences should be allocated to each club rather than the Domain for the following reasons:

a. The risk with treating the reserve as a whole is that some of the clubs are a distance apart, and would have very different affected neighbours. For example: Cricket and Rugby clubrooms. Neighbours to the west of the rugby club might only be concerned with the number of functions held by rugby, and not be concerned by cricket;

b. This was the basis of public consultation, to do otherwise would require consideration of whether further public consultation is required; and

c. Licences granted to the Domain as a whole will be difficult to manage from an operational point of view and will raise issues if the four clubs could not reach unanimous agreement each year as to how the licences should be split between them.

27. Outcome of the Devonport-Takapuna Local Board Hearing Panel deliberations

28. The panel acknowledged that the submissions contained important information that assisted in its recommendation that the amendment be made. In particular it noted the:

· clubs’ good records in connection to events where alcohol is served/supplied.

· importance of fundraising events to a club’s longevity.

· need to act consistently with legal advice provided when considering increasing the number of special licence opportunities above what was publicly advertised.

29. The Devonport Takapuna Local Board Hearing Panel recommends to the full Devonport-Takapuna Local Board:

a) the amendment of the Devonport Domain Reserve Management Plan by inserting the following clause in the plan:

i. at council’s sole discretion the four clubs (North Shore Rugby Club, North Shore Cricket Club, Masonic Cricket Club and the new occupant of Devonport Bowling Club premises) may individually apply for up to six special licences for the sale and consumption of liquor each year outside the hours described in the Reserve Management Plan.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

30. The board has delegated authority to approve the change to the RMP to allow for the issue of special licences. The recommendations of the report are supported by legal advice.

31. The relevant section of the Reserves Act 1977 is section 41(5)(6) and (9)

32. The recommendations of this report are a temporary measure until a more comprehensive review of the RMP can be undertaken.The comprehensive review of the RMP is proposed to begin in the 2019/2020 workplan year.

Tauākī whakaaweawe Māori / Māori impact statement

33. 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 Tamaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan 2050, the 2018-2028 Long-term Plan, the Unitary Plan and Local Board Plans.

34. Ensuring RMPs are fit for purpose for all members of the community, will be of benefit to all, including Māori.

Ngā ritenga ā-pūtea / Financial implications

35. There are no financial implications associated with approving this amendment to the RMP.

Ngā raru tūpono / Risks

36. The purpose of special licences is to accommodate unforeseen or activities related to fundraising that cannot be undertaken within the approved club liquor licence hours.

37. It is important that this is considered in light of what is reasonable as an ancillary activity to the primary purpose of the lease and reserve classification as recreation reserve.

38. If the amendment is not granted, the clubs still have the ability to apply for special licences that are within the club liquor licensing hours specified in the RMP.

39. If the local board wishes to provide a greater number of special licence opportunities than recommended by the Hearing Panel, this will need to be re-notified. This would delay the larger fundraiser events that the clubs rely on for revenue.

40. To report and advertise again is time consuming and introduces uncertainty as the submissions that might be received to a greater number of special licence opportunities is unknown.

Ngā koringa ā-muri / Next steps

41. Subject to the local board’s decision, council staff will record this as an amendment to the RMP and advise the Licensing and Regulatory Compliance team of this change before applications for special licences are received.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Record of Hearings on Auckland Council’s proposal to amend the Reserve Management Plan for Devonport Domain, 30 October 2018	33
b ⇩	Devonport-Takapuna Local Board Hearings Panel Open Minute Item Attachments, dated 30 October 2018	37

Ngā kaihaina / Signatories

Author

Wendy Zapart - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 December 2018

Barry's Point Reserve Service Assessment

File No.: CP2018/23227

Te take mō te pūrongo / Purpose of the report

1. To adopt the service assessment for Barry’s Point Reserve as set out in Attachment A of the agenda report.

Whakarāpopototanga matua / Executive summary

2. A draft development plan for Barry’s Point Reserve was completed in 2009 prior to the formation of Auckland Council, outlining in detail development proposals for the reserve as set out in the Appendices in Attachment A of the agenda report.

3. As part of the approved 2017/2018 Devonport-Takapuna Local Board Parks, Sports and Recreation work programme, a refresh of the plan has been undertaken to ensure it remains relevant and responsive to changing circumstances, and responsive at a strategic level to the planning and policy framework of Auckland Council. It seeks to ensure that potential parks outcomes, activities, and services are identified to provide a starting point for discussion with the local board and the community, in the 2018 context.

Ngā tūtohunga / Recommendation/s

That the Devonport-Takapuna Local Board:

a) adopt the service assessment for Barry’s Point Reserve as set out in Attachment A of the agenda report, as a framework for more detailed investigation into future development options, as funding becomes available.

Horopaki / Context

4. The assessment document is aligned strategically to the following Auckland Council guiding documents:

· Barry’s Point Reserve Management Plan 2006

· The Devonport -Takapuna Local Board Plan 2017

· Devonport -Takapuna Greenways Plan 2015

· Barry’s Point Reserve Strategic Needs Assessment; Outdoor Sport Facilities 2018

· Tākaro - Investing in Play (draft)

· The Auckland Plan

· Auckland Council Open Space Provision Policy 2016

· Parks and Open Space Strategic Action Plan 2013.

5. The purpose of undertaking the assessment is to identify the potential development options and provide a starting point for discussion with the local board and community. This will guide potential park improvements to provide quality open space at Barry’s Point Reserve. These potential development options are high-level only and require further feasibility studies to fully understand the site opportunities and constraints.

6. In addition, a key driver for the assessment is to define potential parks outcomes and service provision for the reserve, to best respond to projects identified and proposed by external agencies that could impact the reserve in future. By defining key outcomes for the reserve, Auckland Council is best placed to champion, defend and promote these outcomes.

7. Planning for the establishment of the Korean Garden on site, contemplated as a key outcome in the draft development plan 2010, has progressed to resource consent stage. A local board allocation of $150,000 is in place to assist with this.

Tātaritanga me ngā tohutohu / Analysis and advice

8. The assessment was developed by undertaking an initial site visit to assess current site conditions and to evaluate changes that that have occurred since the draft plan was produced in 2010. This was followed by an information gathering phase, an analysis of the current key planning and policy framework, as well as analysis of site- specific opportunities and constraints to understand potential key service outcomes for the reserve.

9. The information was synthesised into a high- level spatial plan for the reserve, which defines how the reserve might be developed to provide a range of recreational as well as environmental opportunities and services.

10. The plan is focused on defining key activities and services, and possible activity zones, and does not provide detail relating to specific site developments, infrastructure improvements, or asset solutions.

11. Possible activities and services have been identified through a review of key planning documents and policy framework, as well as site specific opportunities and constraints as set out in pages three to six of Attachment A. The activities and services are defined under the following headings:

· Arts Culture and Heritage (Community Events, Korean Garden and Lake House Arts Centre, Hospitality). Two potential activity zones are identified, with an indicative “Hub A” as a focal point for these zones as set out in page eight of Attachment A.

· Passive Recreation (Picnic and leisure recreation activities, play trails, nature and discovery play, dog waking /dog park, youth activity). A potential passive recreation activity zone is identified, with an indicative “Hub B” as a focal point.

· Active Recreation (Sports facilities, field lighting, multi activity sports fields). A potential active recreation zone is identified, with an indicative “Hub C” as a third focal point.

12. In addition, a number of possible services and activities are site wide:

· Connections and access (focusing on the Devonport to Takapuna Greenway walking /cycling link, vehicle and pedestrian access to the reserve, parking, entry and egress points, formalised paths)

· Placemaking (with a focus on the historic landfill, Shoal Bay and landmark features such as the Lake House Arts Centre)

· Amenity (focusing on connecting with nature, views to wider landscape, visual amenity, green backdrop)

· Environmental management (Stormwater Management, Landfill Management, Ecological and Wild Link connections).

13. The potential services and activities outlined in the assessment will provide a platform for detailed investigation of development priorities, in conjunction with the community. The long-term programme of specific activities that take place within the reserve, other than those in place or scheduled, will be informed by the results of community consultation.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

14. The project aligns to outcomes in the Devonport-Takapuna Local Board Plan 2017 -2020; specifically, Outcome 1: Quality parks, beaches and open spaces that everyone can enjoy.

15. The draft assessment was workshopped with the local board on 5^th June 2018. Feedback from the workshop has been incorporated into the final draft.

Tauākī whakaaweawe Māori / Māori impact statement

16. The 2017/2018 Devonport-Takapuna Local Board Parks, Sports and Recreation work programme was presented to the Parks, Sport and Recreation North-Western area mana whenua hui on 2 September 2017.

17. The work undertaken in the Parks and Places Team Work Programme has been designed to enable meaningful engagement with Iwi by outlining the potential project and the how it will deliver on the outcomes identified in the local board plan. The intention is to provide enough information for iwi to efficiently provide input into the direction of the project before the design process begins.

18. Candidate projects identified and funded for investigaion and design will be presented again to the North-Western area hui. Iwi will have the opportunity to express interest in the projects and indicate how they would like to be involved in the project.

Ngā ritenga ā-pūtea / Financial implications

19. There is $150, 000 locally driven initiative (LDI) operational budget allocation in the 2018/2019 Community Facilities Work Programme to progress the Korean Garden development within Barry’s Point Reserve, in conjunction with the Korean Garden Trust.

20. To initiate projects based on activities in Community Parks and Places Work Programme further LDI investment may be required. If the recommended outcomes are agreed, staff will work with the local board to identify possible opportunities for funding as part of future community facilities work programmes.

Ngā raru tūpono / Risks

21. There is an inherent risk in investing in investigation and design to initiate a project when there is no, or limited, capital funding identified to deliver the physical work components.

22. The investigation and design phase of project delivery may identify issues that require the feasibility of a project to be reassessed.

Ngā koringa ā-muri / Next steps

23. Progress to detailed investigation and community engagement, as funding becomes available.

24. The growth programme is under review and expected to be presented to the Governing Body prior to March 2019. There is investment funding place-held against development at Barry’s Point Reserve in the work programme from 2financial year 022-2023. Confirmation of funding is yet to be confirmed. Details of the review will be discussed with the local board in March 2019.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Refresh of Draft Barry's Point Development Plan	47

Ngā kaihaina / Signatories

Author

Gerry Fitzgerald – Parks & Places Team Leader

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 December 2018

Sunnynook Park Community Centre Outdoor Space Upgrade

File No.: CP2018/21912

Te take mō te pūrongo / Purpose of the report

1. To seek approval from the Devonport-Takapuna Local Board to adopt the concept design to upgrade the outdoor space at the Sunnynook Community Centre as set out in Attachment A of the agenda report.

Whakarāpopototanga matua / Executive summary

2. As part of the 2017/2018 Park, Sport and Recreation Annual Work Programme the local board allocated funding to undertake a feasibility and options assessment for the development and upgrade of an outdoor space adjacent to the Sunnynook Community Centre.

3. Specific outcomes for this site were identified from a service provision and high-level concept design perspective, in conjunction with the Sunnynook Community Centre, Sunnynook Residents Association, Healthy Waters, and the local board.

4. The scheduled renewal of the existing playground represents an opportunity to align with the recently completed significant stormwater upgrade construction works at Sunnynook Park, and to facilitate improved park outcomes of connectivity, active community spaces and improved play experiences for a range of ages.

5. The high-level concept design seeks to reconfigure existing key uses of the site, while providing a flexible space that is clear in terms of the potential activity in each space. The area will also integrate the rugby league building to the wider reserve by enhancing the entry/ exit to the site. Park user movement and connectivity has been a key focus.

6. Workshops have been held with the Sunnynook Residents Association and the local board on potential outcomes for this area, leading to a draft concept design. Feedback has been incorporated into the final concept design.

Ngā tūtohunga / Recommendation/s

That the Devonport-Takapuna Local Board:

a) adopt the concept designs of the Sunnynook Community Centre outdoor space upgrade dated 14^th February 2018 as set out in Attachment A of the agenda report.

b) endorse detailed investigation and design of the of the Sunnynook Community Centre outdoor space upgrade as part of 2018/2019 Community Facilities Work Programme.

Horopaki / Context

7. Auckland Council’s Healthy Waters department have undertaken physical works within Sunnynook Park Sportsfields to help detain and contain stormwater in times of flood. The project includes lowering of the existing fields to hold a higher capacity of stormwater as well as modification of the existing bund surrounding the fields between the community centre and the fields.

8. The scheduled stormwater works presented an opportunity to improve recreational experiences adjacent to the community centre for the wider community. The existing playground is scheduled for renewal in 2020 with an option for funding to be brought forward, which represents an opportunity to improve recreation experiences at the park.

9. In addition, the community centre is well positioned within the reserve, with access to transport networks and walkways. Located to other amenities, such as Sunnynook shopping centre, schools and other recreational activities, the site presents an opportunity to further support community assets and provide a hub.

10. Funding was allocated to investigate and produce a design concept for an outdoor space located adjacent to the community centre. Isthmus group and the Sunnynook Residents Association have identified that the current layout does not provide the best use of the space. Workshops were held with the local board and the Sunnynook Residents Association to inform and agree on options to develop and upgrade the space as set out in Attachment A.

11. The assessment is aligned strategically to the following Auckland Council guiding documents:

· The Devonport- Takapuna Local Board Plan 2017 - 2020

· Sunnynook Plan 2018

· Devonport- Takapuna Playspace and Sunshade provision assessment 2018 (Draft)

· Devonport- Takapuna Greenways 2015: Sunnynook Park is identified as a priority within the plan

· Tākaro - Investing in Play (Draft)

· The Auckland Plan

· Auckland Council Open Space Provision Policy 2016

· Open Space Strategic Asset Management Plan 2015-2025

· Parks and Open Space Strategic Action Plan 2013

· Auckland Design Manual.

Tātaritanga me ngā tohutohu / Analysis and advice

12. The concept design has the principal objective of recreation and mixed-use areas. This objective is to increase the use of the area and make the best use of the available area for the enjoyment by locals.

13. The concept design was developed through close consultation with the community and stakeholders at a December 2017 workshop. Isthmus has engaged with the Sunnynook Residents Association and other key stakeholders during the entire process. Subsequent workshops were held where the plan was progressed to the its current stage.

14. Improved connectivity throughout the park has been incorporated, including connections within the outdoor space and with a focus on walking and cycling to the area. This builds on the existing connections for both walking and cycling in the area. The outdoor area will be considered as a transition area, which through improving facilities for walking and cycling will make the area more attractive and legible for reserve users.

15. The following key outcomes were identified:

a) Improved connectivity between the community centre and the sportsfields

b) Active community space to cater for multiple recreational uses

c) Gathering space and a youth space

d) A playspace to cater for a range of play experiences and ages.

16. Advantages of these outcomes are the focus on connectivity, active community spaces and improved play experiences for a range of different ages. The community have been involved in developing these outcomes through the consultation process. This has led to a concept design that the community support and ‘own’.

17. The stormwater construction timing has provided an opportunity to consider the upgrade and creation of an outdoor space in parallel, to mitigate any potential disruption to the community centre and its users.

18. The purpose of the design is to provide high level outcomes to the local board. These potential development options are high-level only and require further investigation to fully understand the site opportunities and constraints.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

19. The Sunnynook Community Centre concept design was discussed at local board workshops on the 3^rd April 2018 and 5^th June 2018.

20. The local board are supportive of the intent and proposal of the options assessment and understand the opportunity to align this work with the current Healthy Waters stormwater upgrade project.

21. Sunnynook Park currently provides a small playground. The Devonport- Takapuna Local Board Plan 2017-2020, Outcome 1: ‘Quality parks, beaches and open spaces that everyone can enjoy’ is met through providing quality park and local path amenities that meet the needs of park users.

22. Through the local board workshops, it was identified that the Healthy Waters stormwater upgrade project would provide an opportunity to align the two projects and limit the potential disruption to park users.

Tauākī whakaaweawe Māori / Māori impact statement

23. The 2017/2018 Parks, Sport and Recreation Work Programme was presented to the Parks Sport and Recreation North-western area mana whenua hui on 2 September 2017.

24. The work undertaken in the Parks and Places Team Work programme has been designed to enable meaningful engagement with Iwi by outlining the potential project and the how it will deliver on the outcomes identified in the local board plan. The intention is to provide enough information for Iwi to efficiently provide input into the direction of the project before the design process begins.

25. The projects that are initiated by the programme will be presented again to the North-Western area hui. Iwi will have the opportunity to express interest in the projects and indicate how they would like to be involved in the project.

26. The project incorporates the Te Aranga Māori design principles which are a set of outcome-based principles based on intrinsic Māori cultural values. The principles have been developed to assist Mana Whenua to enhance their presence, visibility and participation in the design of the physical works.

Ngā ritenga ā-pūtea / Financial implications

27. Funding of $20, 000 has been assigned in the 2018/19 financial year to continue the next phase of the project by Community Facilities. This funding can be used to investigate detailed design in the next phase of the project. $50,000 is currently allocated in the draft 2019/2020 work programme for physical works.

Ngā raru tūpono / Risks

28. The investigation and design phase of project delivery may identify issues that require the feasibility of the project to be reassessed.

29. The Locally Driven Initiative (LDI) operational budget funding is insufficient to fully investigate the detailed design.

Ngā koringa ā-muri / Next steps

30. The next phase of the project will be the development of detailed design by Community Facilities, Investigation and Design unit, from the design concept produced by Isthmus in consultation with Sunnynook Residents Association and Healthy Waters. The detailed design will include an Active Community Space, Playspace, Mounded Hang Out Space and Threshold Space Open Entrance & Gathering Space as key recreational outcomes.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Sunnynook Community Centre Outdoor Space Concept Plans	67

Ngā kaihaina / Signatories

Author

George McMahon - Parks & Places Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 December 2018

Annual Budget 2019/2020 consultation

File No.: CP2018/23671

Te take mō te pūrongo / Purpose of the report

1. To consider a local engagement event and adopt local content and supporting information for consultation as part of the Annual Budget 2019/2020 process.

Whakarāpopototanga matua / Executive summary

2. Auckland Council is required to have a local board agreement (as agreed between the Governing Body and the relevant local board) for each local board area for each financial year. The local board agreement will be included in the Council’s Annual Budget 2019/2020.

3. Consultation on the Annual Budget 2019/2020 will take place from 17 February – 17 March 2019. Local boards will be consulting on their areas of focus for their 2019/2020 local board agreement.

4. In December, the Governing Body will consider whether to consult on a proposal to transfer legal ownership of waterfront land and related assets to the council parent. If the Governing Body decides to consult on that proposal, the consultation would take place at the same time as the consultation on the Annual Budget 2019/2020. As a result, the consultation on the Annual Budget 2019/2020 would require the use of the special consultative procedure.

5. There will also be concurrent consultation on the Auckland Water Strategy discussion document. A report will be going to the Environment and Community Committee on 4 December 2018 to approve the discussion document for public consultation.

6. This report seeks consideration from local boards regarding the Have Your Say event that will be held in their local board area during the consultation period, to give Aucklanders an opportunity to provide face-to-face feedback. It also seeks approval of their local content and supporting information for consultation.

7. The Governing Body and local boards will agree regional and local items respectively for consultation by December 13. The regional and local consultation items will then be incorporated into the annual budget consultation document and supporting information, which will be approved by the Governing Body on 13 February 2019.

Ngā tūtohunga / Recommendation/s

That the Devonport-Takapuna Local Board:

a) consider, subject to approval by the Governing Body, holding a Have Your Say event in the local board area during the Annual Budget 2019/2020 consultation period.

b) delegate to the following elected members and staff the power and responsibility to hear from the public through “spoken (or New Zealand sign language) interaction” in relation to the local board agreement at the council’s public engagement events during the consultation period for the Annual Budget 2019/2020.

i) local board members and Chairperson;

ii) General Manager Local Board Services, Local Board Relationship Manager, Local Board Senior Advisor, Local Board Advisor, Local Board Engagement Advisor; or

iii) any additional staff approved by the General Manager Local Board Services or the Chief Financial Officer.

c) adopt Attachment A to the agenda report: local content for consultation and Attachment B: local supporting information for consultation.

d) delegate authority to the Chairperson to approve any final changes required following review by the council’s legal team of the consultation content of the Annual Budget 2019/2020 prior to publication, including online consultation content.

Horopaki / Context

8. Auckland Council is required to have a local board agreement (as agreed between the Governing Body and the relevant local board) for each local board area for each financial year. The local board agreement will be included in the Council’s Annual Budget 2019/2020.

9. Local Board agreements set out (among other things) how the council will, in the year to which the agreement relates, reflect the priorities and preferences in the local board’s plan in respect of the local activities to be provided in the local board area.

10. For the purposes of consulting on each local board agreement to be included in the council’s Annual Budget, the consultation document for the Annual Budget must include content relating to each agreement.

11. Public consultation on the Annual Budget 2019/2020 will take place from 17 February – 17 March 2019.

12. In December, the Governing Body will consider whether to consult on a proposal to transfer legal ownership of waterfront land and related assets to the council parent. If the Governing Body decides to consult on that proposal, the consultation would take place at the same time as the consultation on the Annual Budget 2019/2020. As a result, the consultation on the Annual Budget 2019/2020 would require the use of the special consultative procedure, as a decision to proceed with the proposal would require an amendment to the council’s long-term plan. Where an amendment to the long-term plan is being consulted on at the same time as consultation on the Annual Budget, the Local Government Act 2002 requires the council to use the special consultative procedure in relation to both matters.

13. There will also be concurrent consultation on the Auckland Water Strategy discussion document. A report will be going to the Environment and Community Committee on 4 December 2018 to approve the discussion document for public consultation.

14. Aucklanders will be able to provide feedback during the consultation process through a variety of channels which include verbal (or face-to-face), written and social media.

Tātaritanga me ngā tohutohu / Analysis and advice

15. The special consultative procedure requires the council to provide an opportunity for people to present their views to the council in a manner that enables “spoken (or New Zealand sign language) interaction” between the person and the council’s decision-makers, or their official delegates. The council provides for this through its ‘Have Your Say’ events where people can have a face-to-face dialogue with elected members or other council representatives with an appropriate delegation. The local board is requested to consider holding a Have Your Say event in its area.

16. Local boards held workshops during October and November 2018 to determine their key activities for their 2019/2020 local board agreement. Boards are now requested to agree their local content and supporting information for consultation, as attached in Attachment A and B.

17. Any new local BID targeted rates must be consulted on before they can be implemented. Local boards are therefore also requested to agree any new proposals for consultation.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

18. Local boards will have further opportunities to provide information and views as the council progresses through the Annual Budget 2019/2020 process.

19. Aucklanders will have the opportunity to give feedback on regional and local proposals contained in the Annual Budget 2019/2020. All feedback received from submitters residing in the local board area will be analysed by staff and made available for consideration by the board, prior to finalising their local board agreement.

Tauākī whakaaweawe Māori / Māori impact statement

20. Many local board decisions are of importance to and impact on Māori. Local board agreements and the annual budget are important tools that enable and can demonstrate the council’s responsiveness to Māori. Local board plans, which were adopted in September and October of 2017, form the basis for local priorities.

21. The approach to Māori engagement for the Annual Budget will be finalised once consultation topics are confirmed, including development of bespoke materials subject to interest level of topics and confirmation of budget.

22. Regionally supported local Māori engagement in the South and West will be provided subject to interest level of topics and confirmation of budget, this will be integrated with Water Strategy engagement.

23. Mana whenua engagement on the Water Strategy is already underway, and will run throughout the March consultation period, annual budget discussions will be integrated with this process.

24. There is a need to continue to build relationships between local boards and iwi, and where relevant the wider Māori community. Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn can influence and encourage Māori participation in the council’s decision-making processes.

Ngā ritenga ā-pūtea / Financial implications

25. Event associated costs include venue hire and catering.

Ngā raru tūpono / Risks

26. Local boards must agree their local consultation content and supporting information by 13 December 2018, in order for it to be formatted and reviewed in time to be incorporated into the Annual Budget 2019/2020 consultation document and supporting information.

Ngā koringa ā-muri / Next steps

27. The Governing Body will approve the consultation document, supporting information and consultation process for the Annual Budget 2019/2020 on 13 February 2019.

28. Following consultation, the Governing Body and local boards will make decisions on the Annual Budget 2019/2020 and Local Board Agreements 2019/2020 respectively.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Local content for consultation	101
b ⇩	Local supporting information for consultation	103

Ngā kaihaina / Signatories

Author

Beth Corlett – Strategic Project Advisor

Authorisers

Anna Bray – Policy and Planning Manager

Louise Mason - GM Local Board Services

Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 December 2018

Local board feedback on Auckland Transport's Regional Public Transport Plan

File No.: CP2018/23153

Te take mō te pūrongo / Purpose of the report

1. To provide feedback on Auckland Transport’s (AT) Regional Public Transport Plan (RPTP).

Whakarāpopototanga matua / Executive summary

2. This Regional Public Transport Plan (RPTP) has been prepared in accordance with the requirements of Part 5 of the Land Transport Management Act 2003 (LTMA). It sets out the changes that will occur to Auckland’s public transport system.

3. The RPTP describes the public transport network that AT proposes for the region, identifies the services that are integral to that network and sets out the objectives and policies that apply to those services. It is a 10-year plan, focusing on the next three years.

4. The scope of the RPTP is to:

· identify all public transport services in the Auckland region that are integral to the public transport (PT) network and that receive financial support from AT;

· focus on the metropolitan area and parts of the region where PT services operate;

· include school bus services that receive AT subsidies as part of the urban network, and non‐scheduled targeted passenger services such as total mobility services;

· describe some existing services that are deemed exempt services under the LTMA but are considered integral to the PT network. Unless specifically identified, the policies and actions in the RPTP do not apply to exempt services;

· include provision for integration of non-financially supported, complementary services into the public transport system; and

· it does not include services provided primarily as tourist services, charter services, or school bus services provided by the Ministry of Education. These services are excluded under the LTMA but are considered in wider strategic planning for transport.

5. It is important to note that this plan is not a full transport plan for Auckland, nor does it allocate budget to specific projects or programmes. The budget allocation for public transport is already outlined in the Regional Land Transport Plan (RLTP), Auckland Transport Alignment Project and council’s 10-year Budget. Instead, the core focus of this document outlines:

· what changes will be made to each specific public transport service

· policies and actions that will be used by AT to drive our approach to public transport planning, and

· design, implementation and operation.

Key focus areas

6. The follow section details the key focus areas of the RPTP:

Focus area	Outcome
Expanding and enhancing rapid and frequent networks	· Delivering a step-change in the rapid transit network. · Integrated Corridor Priority Programme. · Increasing services on the RTN and FTN: goal of 10-minute frequencies. · Funded service improvements.
Improving customer access to public transport	· Wayfinding. · Walking and cycling. · Park and ride facilities. · Placemaking.
Improving Māori responsiveness	· Services. · Te Reo Māori. · Te Aranga Māori Design Principles.
Harnessing emerging technologies	· Insights and forecasting. · Digital customer interface. · Next-generation payments. · Trial on-demand services. · Future-proof for mobility as a service.
Other areas	· Ferry services. · Moving to a low emissions public transport network. · Wider initiatives.

Implementation and policies

7. The RLTP includes a 10-year prioritised delivery programme of transport services and activities for Auckland. It combines transport programmes of the New Zealand Transport Agency (NZTA), AT and KiwiRail.

8. The RLTP allocates anticipated funding from Auckland Council, revenue from transport services and forms the prioritisation process for seeking funds from the National Land Transport Fund. It is a statutory requirement that NZTA and AT revise the RLTP every three years.

9. The RLTP outlines and prioritises the public transport infrastructure projects that will be funded over the next three years.

10. The bulk of major infrastructure outlined in this RPTP will be delivered and operational post 2024.

11. Nine policy areas are outlined in the following sections

· Network design;

· Network Infrastructure;

· Network Operation and Service Quality;

· Fares and ticketing;

· Customer interface;

· Assisting the transport-disadvantaged;

· Procurement and exempt services;

· Funding and prioritisation; and

· Monitoring and review.

12. AT have reviewed the policies to improve clarity and specificity. Some policies have had significant changes, which include:

· restructuring of the policies around services and infrastructure to reflect the changes to the network which have occurred in the last three. The new categories are Network Design, Network Operations and Service Quality, replacing Network Structure, Integrated Service Network and Service Quality;

· amendments to the Infrastructure policy area to broaden the scope of the infrastructure elements which will be considered and prioritised;

· minor changes to the Service Quality area to reflect the changes to the network and to articulate the revised quality priorities;

· a broader section of elements within the Customer Interface section, to reflect its central focus across the PT operation;

· procurement and exempt services – change of focus from establishing and enforcing Public Transport Operating Mode (PTOM); and

· funding and Prioritisation – amending focus on farebox recovery to include revenue protection requirement.

Feedback

13. The local board is requested to provide feedback to inform the development and preparation of the final RTPT. The consultation period on the RPTP closes on 14 December 2018.

14. Please refer to Attachment A for a full copy of the RPTP.

Ngā tūtohunga / Recommendation/s

That the Devonport-Takapuna Local Board:

a) provides feedback on Auckland Transport’s Regional Public Transport Plan, noting that feedback is required by 14 December 2018.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Auckland Transport Regional Public Transport Plan	111

Ngā kaihaina / Signatories

Author	Tristan Coulson - Senior Local Board Advisor Devonport-Takapuna
Authoriser	Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 December 2018

Devonport-Takapuna Local Board

11 December 2018

Devonport-Takapuna Local Board meeting schedule 2019

File No.: CP2018/23472

Te take mō te pūrongo / Purpose of the report

1. To alter previous resolutions in relation to the Devonport-Takapuna Local Board meeting schedule for the 2016-2019 electoral term.

Whakarāpopototanga matua / Executive summaryDevonport-Takapuna Local Board business meeting schedule 2016 – 2019 electoral term

2. At the 15 November 2016 business meeting, the local board adopted its meeting schedule for the 2016-2019 electoral term (resolution number DT/2016/203, clause a).

3. The adopted meeting schedule outlined the agreed dates for the business meetings, being the third Tuesday of each month. However, the final meeting date in September 2019 has been recorded incorrectly in the official minutes.

4. It is recommended that the resolution be altered to confirm the last business meeting of the 2016 – 2019 electoral term is Tuesday 17 September 2019.

Devonport-Takapuna Local Board workshop schedule 2019

5. At the 21 March 2017 business meeting, the local board adopted (resolution number DT//2017/46, clause c) its workshop schedule outlined below:

· workshop one: 1-6pm, first Tuesday of every month; and

· workshop two: 2-5pm, second Tuesday of every month.

6. During 2018, the Chairperson approved an additional eight workshop slots due to the increased demand for time for staff to workshop items with the board.

7. Three workshops a month are now proposed as follows:

· workshop one: 1-6pm, first Tuesday of every month;

· workshop two: 2-5pm, second Tuesday of every month; and

· workshop three: 1-4pm, fourth Tuesday of every month.

8. This approach is recommended as it would allow for an additional three hours of workshop time a month which aligns current demand. It will also provide adequate time for elected members to consider updates and provide direction on projects outlined in their local board work programme.

9. It is recommended that no workshops are scheduled for the fourth Tuesday of September 2019 as the final business meeting of the 2016-2019 electoral term will be held on Tuesday 17 September 2019 in the event the board adopts the recommendation contained within this report.

Devonport-Takapuna Local Board Community Forum

10. At the 15 December 2016 business meeting, the local board agreed to hold its community forum meetings on the first Tuesday of each month starting at 6pm (resolution number DT/2016/234 clause c).

11. There has recently been a decline in requests from the public to attend community forum meetings each month, which has resulted in some community forum meetings being cancelled.

12. It is suggested that the community forum meetings take place on the fourth Tuesday of every second month starting at 4pm and finishing at 6pm, subject to the board approving the additional workshop on these days.

13. It is recommended that no community forum meeting is scheduled for the fourth Tuesday of September 2019 as the final business meeting of the 2016-2019 electoral term will be held on Tuesday 17 September 2019 in the event the board adopts the recommendation contained within this report.

Ngā tūtohunga / Recommendation/s

That the Devonport-Takapuna Local Board:

a) agree pursuant to Standing Order 1.10.1, to alter resolution number DT/2016/203 clause a) adopted at the Devonport-Takapuna Local Board ordinary meeting on 15 November 2016 from:

adopt the meeting schedule outlined below for the 2016/2019 electoral term:

Year	Day	Date	Location
2016	Tuesday	15 November	Council Chamber, Level
	Thursday	15 December	3, 1 The Strand,
2017	Tuesday	21 February	Takapuna
	Tuesday	21 March
	Tuesday	11 April
	Tuesday	16 May
	Tuesday	20 June
	Tuesday	18 July
	Tuesday	15 August
	Tuesday	19 September
	Tuesday	17 October
	Tuesday	21 November
	Tuesday	12 December
2018	Tuesday	20 February
	Tuesday	20 March
	Tuesday	17 April
	Tuesday	15 May
	Tuesday	19 June
	Tuesday	17 July
	Tuesday	21 August
	Tuesday	18 September
	Tuesday	16 October
	Tuesday	20 November
	Tuesday	11 December
2019	Tuesday	19 February
	Tuesday	19 March
	Tuesday	16 April
	Tuesday	21 May
	Tuesday	18 June
	Tuesday	16 July
	Tuesday	20 August
	Tuesday	10 September

adopt the meeting schedule outlined below for the 2016-2019 electoral term:

Year	Day	Date	Location
2016	Tuesday	15 November	Council Chamber, Level
	Thursday	15 December	3, 1 The Strand,
2017	Tuesday	21 February	Takapuna
	Tuesday	21 March
	Tuesday	11 April
	Tuesday	16 May
	Tuesday	20 June
	Tuesday	18 July
	Tuesday	15 August
	Tuesday	19 September
	Tuesday	17 October
	Tuesday	21 November
	Tuesday	12 December
2018	Tuesday	20 February
	Tuesday	20 March
	Tuesday	17 April
	Tuesday	15 May
	Tuesday	19 June
	Tuesday	17 July
	Tuesday	21 August
	Tuesday	18 September
	Tuesday	16 October
	Tuesday	20 November
	Tuesday	11 December
2019	Tuesday	19 February
	Tuesday	19 March
	Tuesday	16 April
	Tuesday	21 May
	Tuesday	18 June
	Tuesday	16 July
	Tuesday	20 August
	Tuesday	17 September

b) agree pursuant to Standing Order 1.10.1, to alter resolution number DT//2017/46 clause c) adopted at the Devonport-Takapuna Local Board ordinary meeting on 21 March 2017 from:

adopt the workshop schedule outlined below:

· workshop one: 1 – 6 pm, first Tuesday of every month; and

· workshop two: 2 – 5pm, second Tuesday of every month.

adopt the workshop schedule outlined below:

· workshop one: 1 – 6 pm, first Tuesday of every month;

· workshop two: 2 – 5pm, second Tuesday of every month; and

· workshop three: 1 – 4pm, fourth Tuesday of every month.

c) agree pursuant to Standing Order 1.10.1, to alter resolution number DT/2016/234 clause c) adopted at the Devonport-Takapuna Local Board ordinary meeting on 15 December 2016 from:

agrees to community forum meetings taking place on the first Tuesday each month, starting at 6pm

agree to community forum meetings taking place on the fourth Tuesday every second month, starting at 4pm.

d) note that no workshops or community forum meetings will be scheduled after Tuesday 17 September 2019 as this is the final meeting on the 2016-2019 electoral term.

Ngā tāpirihanga / Attachments

There are no attachments for this report.

Ngā kaihaina / Signatories

Author	Heather Skinner - Democracy Advisor
Authoriser	Eric Perry - Relationship Manager

Devonport-Takapuna Local Board

11 December 2018

Auckland Council's Quarterly Performance Report: Devonport-Takapuna Local Board for quarter one 2018/2019

File No.: CP2018/20814

Te take mō te pūrongo / Purpose

1. To provide the Devonport-Takapuna Local Board (the local board) with an integrated quarterly performance report for quarter one, 1 July to 30 September 2018.

Whakarāpopototanga matua / Executive summary

2. This report includes financial performance, progress against work programmes, project issues and any risks against the 2018/2019 work programme.

3. The work programme is produced annually and aligns with local board plan outcomes and associated initiatives.

4. Significant activity updates from this quarter are:

· strategic assessments and feasibility work for key projects such as a dog park, skatepark in Sunnynook and pump track have commenced;

· investigative work for new cycling and walking routes to support and enhance the existing greenways network has commenced. This included a $1,1 million funding allocation by the local board towards a new Esmonde Road to Francis Street connection;

· the local board’s funding allocation towards the Patuone Reserve walkway renewal will be enable the path to be 2.5 metres wide to therefore support both cycling and walking;

· volunteers contributed 750 volunteer hours towards a number of planting days, beach clean ups and working bees; and

· all funding agreements for key community service providers (i.e. The Depot, The Pumphouse) have been administered.

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. Most activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged).

6. The following key activities are reported with a status of amber or red (behind delivery, significant risk):

· Aramoana Reserve - renew access to dinghy ramp (ID 1631);

· Claystore Heritage building - renew building structure and community workspace (ID 1635);

· Devonport Yacht Club - renew wharf - King Edward Parade (ID 1638); and

· Takapuna Pool and Leisure Centre - comprehensive renewal and upgrades (ID 1669).

7. These projects, and their associated issues are detailed in the Activities with significant issues section of this report.

8. The financial performance report compared to budget 2018/2019 is attached. There are several points for the local board to note, which include:

· the overall operational net cost of service was $2,4 million, which presents as a variance of $31,000 below budget.

· capital investment of $707,000 for the quarter is concentrated on projects that were in train last financial year such as the upgrades to Sunnynook Park and Allen Hill Reserve. Renewal of the seawall at Takapuna Beach ($81,000) was completed and the Lyford Reserve track development will start construction in October 2018.

Ngā tūtohunga / Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the performance report for the financial quarter ending 1 July to 30 September 2018.

Horopaki / Context

9. The local board has an approved 2018/2019 work programme for the following operating departments:

Date approved

Council department and resolution number

19 June 2018

· Local Economic Development (DT/2018/95)

· Infrastructure and Environmental Services (DT/2018/96)

· Community Services (includes Arts, Community and Events, Libraries and Information and Parks, Sport and Recreation) (DT/2018/97)

17 July 2018

· Community Facilities (includes Community Leases) (DT/2018/112)

10. Work programmes are produced annually to meet the local board outcomes identified in the three-year local board plan. The local board plan outcomes are:

· Quality parks, beaches and open spaces that everyone can enjoy;

· A place of natural beauty and rich culture;

· Efficient public transport and roads that keep people moving;

· Our communities are empowered, engaged and inclusive; and

· Our area has a thriving local economy and vibrant, unique town centres.

Tātaritanga me ngā tohutohu / Analysis and advice

11. The work programme activities have two statuses: RAG status which measures the performance of the activity by colour (amber and red show issues and risks); and activity status which shows the stage the activity. These two statuses create a snapshot of the progress of the work programmes.

12. The graph below identifies work programme activity by RAG status (red, amber, green and grey). It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), activities that have significant issues (red), and activities that have been cancelled/deferred/merged (grey).

13. The graph below identifies work programme activity by activity status and department. The number of activity lines differ by department as approved in the local board work programmes.

Activity updates for quarter one

Key local board plan projects

14. The local board’s 2018/2019 work programme features a number of initiatives and priorities that were identified during the development of the local board plan. The following sections outline the key local board plan initiatives and their progress against the 2018/2019 work programme.

Outcome one: Quality parks, beaches and open spaces that everyone can enjoy

15. The Community Facilities and Community Services (Parks, Sport and Recreation) work programmes are primarily responsible for delivering the initiatives included in outcome one. Updates on key local board plan initiatives and projects that align to outcome one are as follows:

· Improve Gould Reserve and access to Takapuna Beach, based on the Takapuna Beach Reserve South Concept Plan

ID 1666: The local board agreed to focus the scope of the initial work on the Sacred Grove area of Takapuna Beach. Staff are in the process of engaging a consultant to develop options for the Te Uru Tapu/Sacred Grove of Pohutukawa area. Staff will engage a consultant to work with stakeholders to investigate issues and develop options for the local board to consider.

· Provide quality park and local path amenities that meet your needs

o Milford Reserve - renew toilets and changing rooms (ID 1657): Staff have briefed local stakeholders and prepared feedback forms and sessions to ascertain design outcomes. Staff undertook targeted local engagement between late October and close on 5 November 2018. Feedback will be presented to the local board in quarter three, and this will inform the final concept design.

o Gould Reserve - renew toilets and changing rooms (ID 1649): A concept plan has been endorsed by the local board and the developed design is progressing. The application is underway for the site archeological investigation. Staff will commence detail design in quarters two and three of the 2018/19 financial year. Build at this stage is forecasted for April 2020.

o Windsor Reserve - renew playground (ID 1671): The local board approved the concept design in September 2018. Tendering for detailed design of the Bean Rock Tower is underway. Consenting followed by equipment and site works tendering will be undertaken. Build is forecasted for May 2019.

· Investigate and deliver a dog park in our area

ID 416: Staff have been engaging council teams (e.g. animal management) to understand relevant bylaws, definitions and feasibility for potential sites. Staff will engage the local board in quarter three of financial year 2018/2019 on the proposed dog park site.

· Investigate and deliver a skate park in Sunnynook

ID 420: Professional services have been engaged to determine potential sites and feasibility for a skate park in the Sunnynook area. The project will be updated to the local board in quarter three.

· Investigate developing a pump track in our area

ID 415: The local board has requested staff work with Rotary Devonport on potential use of Woodall Reserve as a pump track. Professional services have been engaged to pursue this option. The project will be updated to the local board in quarter three.

· Deliver new local paths at Esmonde Road to Francis Street and Esmonde Road to Auburn Reserve

o Investigate developing four cycling and walking routes in Devonport Peninsula (ID 2800): The local board allocated $180,000 from its transport capital fund towards this activity, and a further $1.1 million from its locally driven initiative capital budget towards the Esmonde Road to Francis Street connection. The local board will receive a workshop in quarter two of financial year 2018/19 on the scope and parameters for these connections.

o Patuone Reserve - upgrade and renew walkway (ID 1659): The local board allocated $1,000,000 from its capital budgets to enhance the renewal of this asset so that the boardwalk can be 2.5 metres wide. Staff have commenced the detailed design and consent phases.

· Continue to support our sports clubs and recreation facilities

o Allen Hill Reserve - install irrigation and lighting on field one (ID 1628): The resource consent application has been lodged and will be publicly notified. The North Shore United Football Club have relinquished their lease over the site, and council’s leasing team is working through a process of reinstatement before council takes responsibility for the park. Next steps include working through the consenting process and present at the resource consent hearing. The public can make submissions until 18 December 2018.

o Becroft Park - develop and renew hybrid fields two and three (ID 1632): Concept design has been received and is being reviewed by staff. The concept design does highlight a soil constraint that impacts on the standard construction process for a sports field, and as a result a site-specific design for Becroft Park is being investigated. Next steps including presenting the concept design at a local board workshop in December 2018, then approval in quarter three.

o Sunnynook Park - upgrade various sport fields and lighting (ID 1664): The top field has been sown with a temporary grass surface and has been opened to the public with the intention of closing this again in November 2018 to establish the final grass surface over the summer period. The tender for the sports lighting and the construction of the lower platform is underway. Next steps include completing physical works over the remainder of the financial year.

Outcome two: A place of natural beauty and rich culture

16. The Infrastructure and Environmental Services, Community Facilities and Community Services (Parks, Sport and Recreation) work programmes are primarily responsible for delivering the initiatives included in outcome two. Updates on key local board plan initiatives and projects that align to outcome two are as follows:

· Support a community-led streamside restoration, weeding and planting programmes

Devonport-Takapuna North-West Wildlink Assistance Programme (ID 326): The $50,000 operational funding continues to support the pest free coordinator role has been transferred to the Devonport Peninsula Trust. The current coordinator has resigned, and staff are supporting the trust to refill the role. Agreement has been reached with Takapuna North Trust and associated groups for a facilitator to work with the groups to write a pest free strategy for the northern part of the local board area. Procurement for this will begin in September 2018 and will be supported by biodiversity and parks staff. This will be updated to the local board in quarter three.

· Keep our beaches, parks and reserves free of man-made litter

DT: Ecological volunteers and environmental programme FY19 (ID 13): The total volunteer hours for this quarter was 750. Activities included a number of planting days, beach clean ups and working bees.

Outcome four: Our communities are empowered, engaged and inclusive

17. The Community Facilities, Community Services (Parks, Sport and Recreation, Libraries, Arts, Community and Events) work programmes are responsible for delivering the initiatives included in outcome four. Updates on key local board plan initiatives and projects that align to outcome four are as follows:

· Continue to support the delivery of place-shaping and activation of spaces to promote arts, culture and heritage

o The Depot (ID 238): The 2018/2019 financial year funding agreement with The Depot has been administered. In Q1, there were 3,600 visitors including 1,300 exhibitors or attendees. Exhibition highlights were the Matariki Forest has the Blues, a printmakers’ group installation of a large-scale urban forest of indigenous plant life, and the Whenua-Matariki exhibition, a partnership with Te Puna Maunga.

o Support customer and community connection and Celebrate cultural diversity and local places, people and heritage - Devonport-Takapuna (ID 1088): Two events were hosted to celebrate Suffrage 125. The inaugural Theatre Month, which took place in September, was marked at both libraries with exhibitions, displays, a play by Devonport Drama Teens, readings by playwrights Tom Scott, Geoff Chappell and Margot McCrae.

· Work with our community houses, recreational facilities and leaseholders to ensure they are providing programming and initiatives that are fit-for-purpose

o North Shore Bridge Club Incorporated lease (ID 1295): The group has completed an application form for a new lease, which will be processed over the coming months.

o Citizens Advice Bureau North Shore (ID 2504): Citizens Advice Bureau have responded with suggested changes to the original draft deed of community lease. Council officers will work with Auckland Council legal advisors to review these changes to prepare a deed for final review and execution in quarter four.

o North Shore United Association Football Club Inc. (ID 2561): The group has requested to change their lease footprint. This requires a surrender of the current lease and issuing of a new lease for the reduced area. Maintenance responsibilities of affected parties should be considered. Council’s leasing team is working with council’s Sports Parks Specialists to progress this project over the next several quarters.

· Continue to provide outdoor fitness activities for all ages as part of promoting healthy lifestyles

Parks for Physical Fitness Service Assessment (ID 418): Opportunities for alignment with the local board 'Out and About' programme has been investigated and will be discussed with the local board in quarter two of the 2018/19 financial year.

· Support greater integration and inclusiveness of ethnic communities and older people by identifying service gaps across our area

o Capability and Capacity Building - Work with the Age Friendly community to develop solutions to gaps identified in research (ID 680): In quarter one of this financial year, staff reported on the mapping of age-friendly services and organisations undertaken by Age Concern North Shore to the local board. Staff will explore options for implementing recommendations with council departments and relevant agencies in quarters two and three. In quarter two, planning will begin to bring together age friendly groups to discuss delivery on recommendations and scope age friendly groups.

o Ethnic and diverse communities: community mapping research and responding to needs and aspirations (ID 684): Staff are in the process of scoping local organisations that could be involved in delivering on the project outcomes. Staff will seek opportunities for community collaboration across the north in quarters two and three of financial year 2018/19..

o Celebrating Te Ao Māori and strengthening responsiveness to Māori. Whakatipu i te reo Māori - Devonport-Takapuna (ID 1089): The co-design pilot started in the beginning of 2018 is taking shape. As a result of talking with the community, staff have decided to proceed by offering two types of te reo learning. Takapuna has partnered with a community group to launch a pilot te reo Rhymetime. Devonport has partnered with Te Wānanga o Aotearoa who will facilitate a yearlong te reo course in 2019. Enrolments are currently being taken.

· Partner with local schools, churches and other organisations to make their spaces available for community use

Milford Tennis Club Facility Partnership Grant (ID 497): Local board workshop was held in October 2018 to discuss funding opportunities. At this stage, staff advise that no funding from the local board is required Staff are working with the club to support external funding opportunities to ensure project delivery and a further update will be provided in quarter three.

Outcome five: Our area has a thriving local economy and vibrant, unique town centres

18. The ATEED: local economic development work programme is primarily responsible for delivering the initiatives included in outcome four. Updates on key local board plan initiatives and projects that align to outcome five are as follows:

· Partner with our business improvement districts to understand their priorities and identify opportunities to form strategic relationships

Support for business improvement districts – Devonport, Milford and Takapuna Beach (IDs 2455, 2456 and 2457): Proposals from Devonport and Takapuna Beach business associations for the use of the funds has been submitted to staff. A funding agreement will now be drafted and once signed payment will be made. It is expected that payment will be made during the second quarter.

· Fund community-led economic and tourism development initiatives

Shore Coast Tourism (ID 325): Currently awaiting the proposal for the use of the funding from the business associations. This will be followed-up during the second quarter. Once received this will be shared with the local board prior to a funding agreement being drafted and the grant being issued.

Other key work programme projects

19. The following table provides an update on other key work programme projects for quarter one:

Project	Update
139 Beach Road, Castor Bay - Old Barracks - repurpose for community space (ID 1626)	Initial cost estimations have highlighted the requirement for major remedial work and associated costs to the asset. This asset has also failed its initial seismic assessment. A council quantity surveyor has forwarded a risk adjusted cost estimate for this asset. Due to concerns over the chimney and the subfloor structure, a provisional seismic assessment has been completed, and the building has been found to be below the current required standard. Comparative quotes from heritage architects have been requested to supply heritage impact statements, detailing design and construction management, based on the remedial options that were highlighted in the last condition report. Next steps are to request initial and detailed seismic assessments be completed prior to any decision being made for any future development.
Barry's Point Reserve – development (Korean Gardens) (ID 2833)	The project is on hold until a resource consent application by the Korean Garden Trust has been granted. A meeting was held on 8 August 2018 between representatives of the Korean Garden Trust, local board members and council staff, to progress the project. A resource consent has been lodged by the Korean Garden Trust and is currently being processed. Further information has been requested by council to assist with assessing the application. The resource consent will be processed, and if granted, the Korean Garden Trust will be able to progress with the project.
Kennedy Park - remedial work to reinstate staircase (ID 1651)	The resource consent processes and tendering for the detailed design phase are underway. Next steps: Lodge the resource consent application and continue with detailed design works.
Lake Pupuke - renew and develop south walkways & foreshore structure (ID 1656)	Tendering for construction contract to begin in October, with construction planned for the Summer/ Autumn period. Next steps are to complete the tender process and continue liaison with stakeholders.

Capital expenditure carry forwards

20. The Community Facilities capital expenditure carry forwards were approved by the Finance and Performance Committee on 17 October 2018. A list of the carry forwards has been provided (see Attachment C), however as this was after the end of quarter one commentary was not able to be provided.

21. Commentary on these will be included in the quarter two update.

Activities with significant issues

22. The following table provides an update on other work programme projects with identified significant issues:

Project	Update
Aramoana Reserve - renew access to dinghy ramp (ID 1631)	Archaeological assessments underway due to presence of middens onsite. Current status: The archaeological assessment has been completed and approval is now being sought from Heritage New Zealand. The assessment has also been sent to mana whenua representatives. Next steps are to commence physical works after Heritage New Zealand has approved the application.
Claystore Heritage building - renew building structure and community workspace (ID 1635)	A provisional seismic assessment has been completed and the building is below the current standard. Future direction of the project is yet to be determined. A request has been made for an' initial seismic assessment' to be completed, and then possibly a 'detailed seismic assessment', prior to any decision being made for any future development. The seismic team has prioritised this asset for the initial and detailed seismic assessments.
Devonport Yacht Club - renew wharf - King Edward Parade (ID 1638)	Review of options to be undertaken with the coastal team and Community Services. The future of this structure is currently being assessed. The project has moved in this direction due to safety in design concerns regarding the buildability and the ongoing use. Staff are meeting with Community Services and stakeholders to work through options, with a view towards developing a recommended way forward by the end of summer. If the recommended way forward involves a build, then this would not be until the 2020/2021 financial year.
Takapuna Pool and Leisure Centre - comprehensive renewal and upgrades (ID 1669)	Budget may not be sufficient. An external architectural company has completed concept designs for the renewal of the asset. This work has been assessed by the Active Recreation team. This is now with the Auckland Council quantity surveyor to create an estimate for proposed works. Once estimates are back from the quantity surveyor in September, the proposed works will be workshopped with the local board in quarter three.

Activities on hold

23. The following work programme activities are on hold:

· 43 Vauxhall Road, Devonport - renew retaining wall (ID 1627): Council’s Legal Services are in communication with the neighbouring owners of the wall requesting them to remedy the issue. This process is likely to take some time to complete and will probably stretch into the next financial year.

Legal Services have supplied the neighbouring property owners with a copy of the retaining wall assessment and have been asked to seek their own assessments if required. The next steps are to continue negotiations with the neighbouring property owners.

· Sunnynook Park - develop community area (ID 1665): The project is on hold pending the completion of the strategic assessment from Community Services. The preliminary design is yet to be formally endorsed by the local board and will be presented at an upcoming Devonport-Takapuna business meeting.

· Devonport Bowling Club lease (ID 2493): Club is no longer a legal entity and in breach of lease conditions. On 8 August 2018 the bowling club indicated verbally they are winding up. Acting on the advice of Legal Services, a breach notice was sent to the club. They were given until 7 September 2018 to respond and have done so verbally and agreed to confirm in writing. Options for the site and building will be discussed at a future local board workshop, with input from the Parks Sports and Recreation teams.

Changes to the local board work programme

Deferred activities

24. The Polly's Glade to Wesley Street - develop coastal walk (ID 1661) has been deferred from the 2018/2019 work programme. The local board deferred this project in August 2018 (DT/2018/144) to enable other priority projects to be resourced and delivered by the Community Facilities department. The $20,000 locally driven initiative capital fund budget has been re-allocated by the local board in August 2018 (DT/2018/144) to fund the Korean Gardens project.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe /
Local impacts and local board views

25. This report informs the local board of the performance for quarter one, 1 July to 30 September 2018.

Ngā tohu tohu matua / Key performance indicators

26. As most of the 10-year Budget key performance indicators are annual measures and do not change quarterly, staff have removed them from the quarterly performance report and will present the key performance indicators only once in the annual report at the end of the year.

Tauākī whakaaweawe Māori / Māori impact statement

27. The local board’s work programme contains a number of projects which provide direct outcomes for Māori, these include:

· the local board’s grants programme provides a range of activities, events and programmes for both Māori community groups and organisations, and wider community groups who propose and promote broader Māori outcomes;

· providing programmes and activities at community houses that meet the needs of young Māori in the local board area; and

· as part of delivering the Local Maori Responsiveness Action Plan (ID 686), presentations have been delivered to provide a better understanding of Matariki, tikanga and other Maori protocols.

Ngā Mahi Pūtea / Financial Performance

28. The local board’s net cost of service for the quarter ended 30 September of $2.4 million was in line with budget.

29. Operating revenue is tracking slightly behind budget with lower visitor numbers at Takapuna Leisure Centre, resulting in lower revenue.

30. Locally driven initiative (LDI) expenditure is below budget, with the variance related to grants that are still to be paid to partner groups.

31. Capital investment in the quarter was $707,000. Sport development (Allen Hill Reserve and Sunnynook Park) projects are in progress with combined expenditure of $203,000 in the quarter. Renewal of the seawall at Takapuna Beach ($81,000) was completed with handover to the operational maintenance team underway. Lyford Reserve track development funded through the LDI capex budget will start construction in October.

Ngā ritenga ā-pūtea / Financial implications

32. There are no financial implications associated with this report.

Ngā raru tūpono / Risks

33. While the risk of non-delivery of the entire work programme is rare, the likelihood for risks relating to individual activities does vary. Capital projects, for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.

34. Information about any significant risks and how they are being managed and / or mitigated is addressed in the Activities with significant issues section of this report.

Ngā koringa ā-muri / Next steps

35. The local board will continue to be updated on the progress and delivery of the 2018/2019 work programme through the local board workshop programme and reports at business meetings.

Ngā tāpirihanga / Attachments

No.	Title	Page
a ⇩	Work programme update for quarter one, 2018/2019 financial year	405
b ⇩	Financial performance for quarter one, 2018/2019 financial year	429
c ⇩	Captial expenditure carry forwards	437