Agenda of Kaipātiki Local Board

Kaipātiki Local Board

20 February 2019

Manuka Reserve - Renew Playspace Report

File No.: CP2019/01069

Te take mō te pūrongo

Purpose of the report

1. This report is to summarise the progress of the design and consultation stages of the Manuka Reserve playspace renewal project, and to gain approval of the design from the Kaipātiki Local Board.

Whakarāpopototanga matua

Executive summary

2. The play equipment and basketball half court at Manuka Reserve are due for renewal.

3. The following four options were investigated:

· Option 1: Do nothing.

· Option 2: Repair the equipment.

· Option 3: Renew to today’s standards.

· Option 4: Renew and upgrade the playground.

Option 3: Renew to today’s standards was chosen as the most suitable.

4. The consultation and design phases of the project are complete. Stakeholders, including iwi and the local community, have been involved in the process, and design changes have been made where required. Shade will be built into the playspace in the form of shade trees and shade sails, utilising the remaining funding in the Kaipātiki shade sails budget. The extent of shade will be dependent on final tenders. It is recommended that the Chairperson is delegated the authority to approve the final size and location of the shade sails.

5. Staff seek formal approval of the developed design (refer Attachment A) to allow tendering and consenting to be completed.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve the developed design of the Manuka Reserve playground renewal, as detailed in Attachment A of this report, to allow consenting and tendering to take place.

b) approve $15,000 of locally driven initiatives capital budget in the Kaipātiki – install shade sails activity line to be allocated to the instillation of shade sails at the Manuka Reserve playground.

c) delegate authority to the Chairperson to approve the final size and location of the shade sails once tenders have been received.

Horopaki

Context

6. The play equipment at Manuka Reserve has reached the end of its useful life, the large module is in very poor condition and is not compliant with recent standards. The half court is not built to official FIBA (International Basketball Federation) dimensions, it is on a slope, it is cracked, and the basketball hoop has deteriorated. The court sees very little use.

7. The outcomes of the project are to build:

• a half court that is to official FIBA dimensions, and is flat and accessible

• a playground that caters for a wide range of ages, is easily accessible and provides for disabled children. The playspace is to be built to today’s standards, including the Auckland Design Manual, Te Aranga design principles and is compliant with NZS5828:2015 Playground Safety Standard.

8. The project has been approved in the 2018/2019 work programme (resolution number KT/2018/142).

Tātaritanga me ngā tohutohu

Analysis and advice

Options assessment

9. The following four options were investigated and the analysis is provided in table 1 below.

· Option 1: Do nothing.

· Option 2: Repair the equipment.

· Option 3: Renew to today’s standards.

· Option 4: Renew and upgrade the playground.

Table 1: Options analysis:

Option 1: Do nothing	Due to the poor condition of the play equipment the playground would need to be closed to the public in the near future and the playground would no longer be able to service the community. The half court will continue to be unusable and will eventually also need removing as the hoop will become unsafe.
Option 2: Repair the equipment	Some repairs have been undertaken on a health and safety basis to keep the assets open. However, as the large module is not compliant to any standard this solution is only short term. The playground would need to be closed to the public in the near future, and the playground would no longer be able to service the community. The half court will continue to be unusable and will eventually also need removing as the hoop will become unsafe.
Option 3: Renew to today’s standards	This would enable the failing and non-compliant equipment to be replaced with new compliant equipment, that can cater for a range of ages. It would also enable more accessible and user friendly playground and half court, that better integrates with the surrounding reserve. The half court will be able to be constructed to official FIBA dimensions. The Auckland Design Manual notes that play spaces should be as follows: “Play spaces include much more than just a few pieces of play equipment. Successful play spaces use a mixture of custom designed and ‘off-the-shelf’ play equipment, provide universal access, offer shade and incorporate natural elements including planting. Many children have limited access to nature and wilderness, therefore planning and natural elements should be integrated into play spaces, or play spaces should be integrated into natural areas. Play spaces should also include seating and amenity for all ages and visitors to enjoy. Safety is important in play spaces and this must to be carefully balanced with the need to provide risk and challenge for children of all ages” Renewing to today’s standards also allows the Te Aranga design principles to be included in the design to better cater for the local Māori communities and ensure Auckland’s Māori identity is celebrated.
Option 4: Renew and upgrade the playground	This would require upgrading the playground to a destination playground. The location and community size servicing this playground does not lend itself to a destination playground.
The recommended option is option 3: Renew to today’s standards

10. Option 3: Renew to today’s standards was chosen as the most suitable.

Progress

11. A summary of phases, tasks and progress is listed below.

Investigation and consultation phase (complete)

· Consultation

o Community consultation was done to understand how the playspace is currently used and what the community would like to see improved. This initial feedback was used to inform the development of concept design prior to wider public consultation.

o Iwi consultation was done to understand the history of the area and to canvas interest in being involved in the project. This initial feedback was also used to inform the development of concept design.

· Archaeological report

There are two middens close to the playspace. The construction has been moved a small distance away to reduce disruption to the middens. NZ Heritage authority is being applied for in case other remains are found. This will allow construction to continue with minimum disruption.

· Site investigations

Site survey, arboriculture and condition reports have all been completed.

Concept phase (complete)

· Concept design development is complete.

· Feedback was received from stakeholders (iwi, local board members, parks staff and community members) on the concept design and the following actions were taken as a result:

o The proposed playspace was moved away from the identified middens.

o A barrier has been incorporated into the design to reduce the interaction of dogs on the path and children in the playspace.

o A rubber safety surface access way will be formed from the path to the basket swing, to allow wheel chair and pram access to the all abilities basket swing.

o Pre-school play equipment and plenty of seating has been included in the design.

Developed Design phase (complete apart from the pātaka)

· The developed design incorporating the above elements is provided as Attachment A to this report. Staff recommend that the developed design be approved to allow tendering and consenting to be completed.

· Work is underway with one of the iwi representatives, on the design of the pātaka climbing structure. The pātaka is a Māori storage structure on stilts and in this case is referencing the storage of knowledge. The design will be completed in conjunction with the play manufacturer, once the item has been tendered, using a design and build contract.

· Final equipment select is complete and is awaiting plan approval before tendering.

· It is recommended that the remaining Kaipātiki – install shade sails budget of $15,000 is allocated to this project. A limited amount of shade can be incorporated into the playspace with this funding so the location is intended to be strategically placed over specific play elements such as those that will be used more often by younger children. Increasing the size of the specified shade trees (four), is also being considered. The extent of shade will be dependent on final tenders, so staff will update board members once this information is known. It is recommended that the Chairperson is delegated the authority to approve the final size and location of the shade sails.

Consents phase (underway)

· Preparation of resource consent, NZ Heritage authority and arborist landowner approval are under way.

Tendering phase (to commence February 2019)

· The pātaka structure construction will be tendered to play manufacturers initially, to try to avoid the requirement for a building consent.

· Play equipment tendering.

· Site works tendering.

Construction phase

· Is currently planned to start in early winter 2019. Once earthworks are complete and drainage material is in place. Winter construction will have a small additional cost to establish the site however has the benefits of the availability of favoured contractors and reduced disruption to the community.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

12. The Community Services team supports the project as it is a priority in the play network study. The Operational Management and Maintenance Team also supports the renewal as it will improve the quality of the park and reduce the cost of maintenance. Other units across council are not affected by the project.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

13. This project will help deliver one of the outcomes of the Kaipātiki Local Board plan; Our community facilities and assets are high quality and well managed. The playspace is recognised as a high priority for both renewal and sunsmart priority rating in the Kaipātiki Local Board Play Provision and Sunsmart Study. The design has been discussed in detail with the Kaipātiki Local Board at workshops in 2018 and has been positively received.

14. The community appear to be in favour of the design and will welcome an improvement in the facilities.

Tauākī whakaaweawe Māori

Māori impact statement

15. All iwi with an interest in the Kaipātiki Local Board area were contacted at the beginning of the project; to canvas interest in involvement and to give the opportunity of providing feedback. These iwi were sent a copy of the concept plan in September.

16. Nga Maunga whakahii o Kaipara asked to be kept updated and have requested that their accidental discovery protocol be followed if new remains are discovered during construction. This protocol is very close to that already used in such circumstances.

17. Ngai Tai Ki Tamaki requested to be involved in the design process. One of their members has been engaged to work with the Landscape Architects on the design of the pātaka climbing structure.

Ngā ritenga ā-pūtea

Financial implications

18. The total budget for the project is $440,000 and is broken down in the following financial years:

· FY18 $20,000

· FY19 $150,000

· FY20 & FY21 $270,000

19. There is also the request to allocate $15,000 for the installation of shade sails.

20. The engineer’s estimate indicates that the allocated budget is sufficient to construct the playground. Tendering is planned for February 2019.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

· Accidental discovery of archaeological sites – thorough investigation has been under taken, the construction has been moved away from known middens and NZ Heritage Authority is being sought. This will allow construction to continue with the minimum disruption if new remains are uncovered.

· Community/user expectations – good consultation has been undertaken and feedback has been incorporated into the design. Most users should therefore be content with the playspace.

· Cost escalations/budget restraints – the engineer’s estimate indicates that adequate budget appears to have been approved. Small tweaks can be made to the layout to reduce cost if necessary. For example, the balance play items could be removed without affecting the flow and feel of the playspace.

· Weather conditions during construction – specific winter construction items will be included in the site works tender, and weather delay days will be included in the construction programme.

Ngā koringa ā-muri

Next steps

· Complete the consenting processes.

· Complete the tendering phase.

· Construction is planned for early winter 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 February 2019 - Kaipātiki Local Board Business Meeting - Manuka Reserve Playspace - draft developed design	15

Ngā kaihaina

Signatories

Authors	Sarah Jones – Principal Project Manager – Park Amenities, Community Facilities
Authorisers	Rod Sheridan - General Manager Community Facilities

Kaipātiki Local Board

20 February 2019

Approval of the draft Birkenhead War Memorial Park masterplan for public consultation

File No.: CP2019/01265

Te take mō te pūrongo

Purpose of the report

1. To approve the draft Birkenhead War Memorial Park Masterplan for public consultation.

Whakarāpopototanga matua

Executive summary

2. To respond to aging infrastructure and changing community needs, a draft masterplan has been prepared for Birkenhead War Memorial Park. The draft masterplan (Attachment A) is intended to provide a vison for the park and guide the park’s development over the next 30 years.

3. The development of the draft masterplan is based on extensive research, co-design and engagement with mana whenua, community and key stakeholders located in the park.

4. A service needs assessment and park audit ensure that the draft masterplan is aligned with the strategic direction of Auckland Council.

5. The key moves of the draft masterplan are:

From…	To…
Ageing facilities	New, fit-for-purpose, flexible facilities
Many facilities taking up a lot of space	Fewer facilities providing more space for people to enjoy the park
Cars dominating the park	A park for people
Limited play options	Increased opportunities for young people and people of all ages to play and have fun
Building space only for existing sports clubs and community groups	Building space with flexibility, able to include new users and uses in the future
A disjointed space that feels like two separate parks, divided by a stormwater gully	A cohesive park with good connections and activity throughout the site
No information about the history and ecology of the park	Plentiful wayfinding and storytelling information to remind us all that BWMP is an important space to be treasured

6. The re-development of Birkenhead War Memorial Park is the Kaipātiki Local Board’s One Local Initiative. Funding approved through the Long-Term Plan 2018-2028 is insufficient to fully implement the draft masterplan. This has been raised as a concern through the political working party and some park user groups.

7. To address this, the implementation of the plan will be staged; projects will be prioritised and progressed in order of priority. Alternative funding sources, including partnering with user groups and pursuing external funding, are likely needed to fully implement the plan.

8. Approval is now sought to release the draft masterplan for public consultation. Consultation is planned to take place in March/ April 2019. The planned consultation will use a range of methods, including targeting communities that might otherwise be unlikely to give feedback.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve the draft Birkenhead War Memorial Park masterplan (Attachment A dated 20 February 2019) for public consultation.

Horopaki

Context

9. Birkenhead War Memorial Park (the park) is a 32-hectare site accommodating a broad range of recreation and community uses including space for 17 community and sports groups (referred to in this report as ‘the park user groups’). Approximately half of the site is covered in native bush, protected under the Significant Ecological Area overlay of the Auckland Unitary Plan.

10. The need to consider the future use of the park was driven in part by the 2016 closure of the site’s grandstand, due to structural issues. Other community facilities at the park are also nearing the end of their useful lives.

11. In response, Kaipātiki Local Board endorsed the development of a ‘regeneration’ masterplan.

12. The aim of the regeneration masterplan is to revitalise the site, provide for existing activities and services, and also consider the provision of other activities on the site, setting the site up for the next 30 years. It may include the consolidation of some existing activities.

13. The local board also endorsed a vision for the park and the process to develop the master plan; and formed a political working party to provide informal feedback to staff. The resolution (KT/2017/128 dated 20 September 2017) is included in Attachment B.

14. This report recommends the draft masterplan (Attachment A) be approved for public consultation.

Tātaritanga me ngā tohutohu

Analysis and advice

How we engaged with mana whenua, park user groups and the wider community

15. The draft masterplan has been developed in partnership with mana whenua and involved extensive consultation with the park user groups and wider community; as well as local board feedback. A range of activities was undertaken to get feedback and input into the draft masterplan:

· Mana whenua: presentation to Parks Sport and Recreation Mana Whenua Forum, site walkover with mana whenua representatives and following this a number of hui;

· Engagement with park user groups: individual interviews with 16 of the 17 user groups, three co-design workshops held in February 2018, drop-in sessions in March 2018 and January 2019

· Local board -political working group: staff met regularly with the political working group (initially fortnightly); in addition, workshops with the full local board were held to present outcomes at key stages of the development of the plan.

· Kaipātiki Youth Board and Children’s Panel: in partnership with the Kaipatiki Community Facilities Trust, engaged with children and young people in Kaipatiki aged between 5 and 19 years old

· People’s Panel/ Shape Auckland survey: public views were collected through submissions from the People’s Panel and Shape Auckland

· Local board long-term plan consultation: feedback sought on a redevelopment of Birkenhead War Memorial Park in local board consultation documents and presentation of design prototype at the Kaipātiki Local Board round table session

16. In response the council received the following feedback:

· Initial comments and feedback from mana whenua site walkover, suggestions of how the Te Aranga Design principles could be incorporated into the design from hui (see Attachment C for a summary of how the Te Aranga Principles are reflected in the masterplan)

· Interview notes and completed questionnaires from 16 park user groups, three co-design workshops (problem statements, ideas and prototypes created), one drop in session to gather feedback on prototype, one drop in session to gather feedback on draft masterplan (see Attachment D for key themes from community engagement)

· fortnightly political working party meetings between September and December 2017 collecting informal feedback on the direction taken with the masterplan; 5 local board workshops; 1 site walkover to undertake park audit

· 150+ questionnaires completed by children and young people, engaged with 8 schools and 3 youth organisations expressing what they liked and didn’t like about the park, making suggestions on how it could be improved

· 597 submissions received with thousands of individual comments through the People’s Panel and Shape Auckland

· 96 responses related to the redevelopment of Birkenhead War Memorial Park from the local board long-term plan questionnaire, 40 participants at Kaipātiki Local Board Long-Term plan round table

Development of the design principles

17. Several work streams contributed to the development of the design principles and the design. These work streams included:

· Partnership with mana whenua;

· Consultation and co-design with the park user groups;

· Current and future service needs assessments (see Attachment E for the summary of the key findings from the needs assessment and implications for design);

· Park audit.

18. Attachment F summarises how the five design principles were developed as a result of the process described above.

19. The design principles are:

· A place to play, be active, and participate;

· A place to learn and celebrate;

· A place where nature is protected;

· A place to connect with others;

· A place to provide for changing community needs.

20. Other factors that informed the draft masterplan include:

· Geotechnical assessments of land stability affecting current and future facilities;

· Lease arrangements with current community tenants on the park.

The draft masterplan – in a nutshell

21. The main changes proposed in the masterplan are summarised in the following table:

From…	To…
Ageing facilities	New, fit-for-purpose, flexible facilities
Many facilities taking up a lot of space	Fewer facilities providing more space for people to enjoy the park
Cars dominating the park	A park for people
Limited play options	Increased opportunities for young people and people of all ages to play and have fun
Building space only for existing sports clubs and community groups	Building space with flexibility, able to include new users in the future
A disjointed space that feels like two separate parks, divided by a stormwater gully	A cohesive park with good connections and activity throughout the site
No information about the history and ecology of the park	Plentiful wayfinding and storytelling information to remind us all that BWMP is an important space to be treasured

22. The key features of the draft masterplan are summarised below:

· Activity precincts within the park that bring together similar uses, improving legibility and creating greater opportunities for community engagement;

· Shared facilities that provide existing and future stakeholders with sustainable, purpose-built, and flexible spaces, increasing the volume of open space available by reducing building footprints on the park;

· Activation of the centre of the park (stormwater gully/ stream area) by adding recreational features and a shared pedestrian and cycle path, to link the two sides (Mahara Ave and Recreation Drive) of the site and improve connections across the site;

· Additional leisure and recreation spaces, providing families with increased opportunities to enjoy an active lifestyle in an attractive setting;

· New civic spaces that enable a broad range of community events and activities to be accommodated;

· Strengthened cycle and pedestrian trails through the park, supported by improved informational and wayfinding signage;

· Improved recognition of mana whenua cultural values, history and connections to the area, through signage, heritage features, and the addition of māra hūpara (traditional Māori play equipment, originally used to teach children the skills they needed to thrive as adults, and now a natural play space that both provides recreational opportunities and teaches the wider community about Te Ao Māori – the Māori world view);

· Environmental stewardship through responsible management of access to the bush within the park now and in the future. This will be achieved by maintaining paths through the bush that enable community use, without putting the vegetation at undue risk of harm.

Compliance with the Birkenhead War Memorial Park Reserve Management Plan 2003

23. The reserve management plan states that a concept plan will be developed for the site, and this was subsequently completed in 2010. The masterplan is intended to replace the 2010 concept plan, as the condemning and subsequent deconstruction of the grandstand opened new opportunities for the development of the site.

24. Staff have reviewed the reserve management plan for the park and confirmed that the draft masterplan is consistent with the management goals, objectives, and policies in that plan.

25. This includes objectives and policies in section 4.2 Physical Development, such as redeveloping the community use cluster of buildings at the Recreation Drive end of the park, and the intention not to develop further car parking on green spaces in the park.

26. It should be noted that the current reserve management plan will in time be replaced with the new ‘omnibus’ Kaipātiki local parks management plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. A council project group has met regularly to support the project including alignment of the draft masterplan with other council plans and projects and understanding implications of the draft masterplan. This group included staff from Community Facilities, Community Services, Infrastructure and Environmental Services and Local Board Services.

28. Community Facilities team members have highlighted potential challenges facing stakeholders in sharing facilities in the future. However, these team members accept that the long-term nature of this proposal provides ample time to develop suitable policies and mechanisms for implementation.

29. Auckland Transport have confirmed that options are available to improve traffic management at the Mahara Avenue and Recreation Drive entrance points (as indicated in the draft masterplan) principally through the Local Board Transport Capital Fund.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

Local board views

30. Local board members formed a political working group and provided informal feedback to staff during the drafting of the plan since October 2017.

31. Workshops were held with the local board on 5 December 2018 and members of the political working group on19 December 2018, and 30 January 2019. Specific issues raised by local board members, which have been addressed in the draft masterplan, include:

· Enabling high-quality community participation – delivered through the provision of flexible facilities that can accommodate a wider range of users;

· Strengthening linkages and legibility to and through the park – delivered through improved cycleways and pedestrian walkways, and improved informational and way-finding signage;

· Accommodating the ongoing needs of existing sports clubs and community groups using the park – achieved through rationalising the existing buildings, and by proposing shared facilities that accommodate existing stakeholders and potentially provide capacity for more groups in the future;

· Preserving the ‘quirky’ nature of the park, currently represented through distinctive offerings such as the model railway and the high ropes course – achieved by ensuring that space is retained for the model railway, and by introducing distinctive elements such as the proposed māra hūpara (Māori play);

· Activating the central stormwater gully to better link the two sides of the park – delivered by situating the proposed hūpara in this space, and by improving cycleways and pedestrian walkways.

32. Concerns were also voiced regarding future implementation. These included timing of proposed works due to resourcing and financial constraints and the impact this may have on the wider community, and the potential challenges associated with transitioning stakeholders from individual to shared facilities. The draft masterplan acknowledges that these challenges exist. A staged and prioritised implementation plan is included in the draft masterplan to help address these issues. Staff will seek feedback from the community as part of the wider community consultation on proposed priorities and staging.

Recent engagement with the park user groups

33. A stakeholder drop-in session held on 22 January 2019 enabled user groups to learn about the proposed masterplan and offer their feedback.

34. Park user groups were largely supportive of the draft masterplan. The proposed sharing of purpose-built facilities was acknowledged as a constructive and sustainable use of space, with the added potential benefit of increased funding support from external sources.

35. Their main concerns were ensuring that car parking and transport links to the park are maintained and, ideally, improved. Park user groups also supported the co-design workshops used to draft the masterplan and highlighted the need for co-design of planned shared facilities to ensure their specific needs are met.

36. During the public consultation period further meetings will be held with park user groups to formally capture their views regarding the draft masterplan.

Tauākī whakaaweawe Māori

Māori impact statement

37. Staff have partnered with Te Kawerau a Maki, Ngāi Tai ki Tāmaki, Te Ākitai Waiohua, Ngātiwai, Te Rūnanga o Ngāti Whātua, and Ngati Te Ata to develop the draft masterplan.

38. The management of kauri dieback is mana whenua’s urgent priority. The draft masterplan acknowledges the importance of ongoing responsible management of the park environment.

39. Council staff have also advised mana whenua that, owing to the long-term nature of the masterplan and the immediate need for active management of issues related to kauri dieback, further conversations with the local board on this topic should be continued independently of the draft masterplan process.

40. Key mana whenua concerns for the park are:

· Kaitiakitanga – ecological management: the ongoing health of the waterways and bush areas, especially protection from kauri dieback (see below); biocontrol of pest species; the impact on water quality of current and planned infrastructure on and near the park;

· Living Māori presence: ensuring that signage and narratives on the park reflect iwi past and present;

· Linkages with cemetery and urupā: ensuring that any attempts to strengthen connections between these sites and the rest of the park are undertaken in a respectful and culturally appropriate way.

41. Mana whenua also requested that Te Aranga Principles be applied in the design of the masterplan. Attachment C clarifies how these principles are reflected in the draft masterplan together with how the draft masterplan addresses the specific concerns noted above. This includes the proposed addition of māra hūpara, which mana whenua see as an important opportunity to strengthen Māori identity and presence in the park.

42. During the public consultation period staff will invite mana whenua to meet and provide formal feedback on the draft masterplan.

Ngā ritenga ā-pūtea

Financial implications

43. Development of Birkenhead War Memorial Park is the local board’s One Local Initiative. The investment proposal which was considered through the Long-Term Plan 2018-2028 approved $8 million of funding with a further $14 million for future development subject to business case approval. In order to deconstruct the grandstand (now completed) and complete a business case for priority projects $200,000 was approved.

44. Full implementation of the draft masterplan will not be possible with the current funding. The business case will identify the priority projects and the budget required to implement. Once the masterplan is approved alternative funding sources can also be explored which may include partnering with user groups to leverage external funding.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. The following table outlines the risks and proposed mitigation associated with public consultation on the draft Birkenhead War Memorial Park masterplan:

Risk	Mitigation
Land stability issues/ timing of geotechnical assessment – a full geotechnical assessment for the proposed pool and multi-use sport and recreation facility has not been completed prior to community consultation on the draft masterplan	The available geotechnical advice has been incorporated into the draft masterplan. Further geotechnical advice should be sought prior to the approval of the final masterplan for the park and as part of detailed project planning.
Funding – insufficient to fully implement the masterplan	The implementation of the plan will be staged over the next 25 years and projects will need to be prioritised and progressed in order of priority. A staged implementation plan will form part of the final masterplan document. Alternative funding sources, including partnering with user groups and pursuing external funding sources are likely to be required to fully implement the plan.
Not meeting community expectations around the level of detail provided in the masterplan or implementation timeframes.	Communications on the draft masterplan consultation can acknowledge that the masterplan is a first step in the design of the park and is subject to staged implementation and funding. Note that this has been communicated throughout the project to all stakeholders.
Resourcing of implementation of the masterplan – ongoing resourcing will be needed for the implementation of the masterplan	To gain buy-in from departments who will be responsible for the implementation of the masterplan, we have partnered with many departments throughout its development. Effective handover of the plan and priority projects will be crucial for the successful implementation.

Ngā koringa ā-muri

Next steps

46. Subject to local board approval, public consultation on the draft masterplan is planned for March/ April 2019.

47. Public consultation of the draft masterplan will help to ensure that voices from the wider community are also heard. In addition to the ‘Have Your Say’ online consultation, we will seek feedback through:

· Targeted interaction with communities that might otherwise be unlikely to participate in consultation activities (such as representatives from the local Chinese community, reflecting the growth of this demographic in Birkenhead).

· Roadshow presence on the park at planned community events;

· Material in the Birkenhead Library;

· Ongoing discussions with stakeholders;

48. Consultation outcomes will be analysed by staff and workshopped with the local board before finalising the masterplan in August 2019.

49. Staff recommend that public hearings are not required on the draft masterplan, because the proposed changes are consistent with the current reserve management plan for the park. However, should the local board wish to hold public hearings, staff will advise the local board of resource requirements and programme implications.

50. The final masterplan will include a staged implementation plan to enable a better understanding of priorities and likely timescales. Feedback and the proposed staging and prioritisation of projects will be sought as part of the wider community consultation.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft BWMP masterplan	29
b ⇩	Board resolutions to develop BWMP masterplan	71
c ⇩	Te Aranga Principles in the masterplan	73
d ⇩	Key themes from engagement with park user groups and wider community	75
e ⇩	Summary of key findings from the service needs assessment and implications for design	77
f ⇩	Development of design principles	79

Ngā kaihaina

Signatories

Authors

Jacquelyn Collins – Service and Asset Planner

Nicki Malone - Service and Asset Planner

Authorisers

Lisa Tocker - Head of Service Strategy and Integration

Eric Perry - Relationship Manager

Kaipātiki Local Board

20 February 2019

Schedule 1: – Accountability Reporting Q2 15^th December 2018

Proud positive communities that embrace the diversity of Kaipātiki.

Our people have a sense of belonging, are connected to one another and are proud to live in Kaipātiki.

Community Benefits:

Kaipātiki Local Board (KLB) key initiatives:

· Supporting our key community development partner (the Kaipātiki Community Facilities Trust) to deliver a wealth of projects, events and initiatives that make our communities fair, safe and healthy

· Bring communities within Kaipātiki together through a range of community networks

· Enable increased participation by diverse groups, including new migrants, in the community

· Strengthen neighbourhood connectedness

· Respond to and support the aspirations of Maori within Kaipātiki

· Undertake placemaking initiatives in neighbourhoods

These initiatives will assist the community and local board to achieve;

· People are connected to their neighbours and their wider community through placemaking initiatives

· Local community organisations are well supported, resourced and empowered to deliver to our communities

· Communities and local residents have a greater voice and influence over the things they care about and want to see in Kaipātiki

· Local communities influence plans, places, policies and services

· The diverse groups in our community have a voice

· Active citizenship is encouraged within our communities and people are able to participate in decision-making

· Our communities enjoy a wide variety of local events that celebrate our place, our people and our diversity

· Local programmes and initiatives benefit from being connected with regional programmes and initiatives.

As a lead partner agency of the Kaipatiki Local Board the Kaipatiki Community Facilities Trust agrees to carry out the following activities in support of Kaipatiki Local Board objectives

Local Board objectives

· Focus on enabling and delivering co-ordination and collaborative action derived from the community’s wants and needs and its possibilities.

· Work in concert with KLB utilising the principles of Community Development which acknowledges the existing partnering relationship.

· Share with KLB, in the development of inspirational community initiatives and projects.

· Enable the community to plan, lead and deliver neighbourhood improvement projects or any other short or long term inspirational projects that are community led or initiated.

· Ensure that all communities and local residents have a greater voice and influence over the things they care about and want to see in Kaipatiki, through increased awareness of the Kaipatiki Local Board’s function.

· Engagement Process: support KLB and others to undertake inclusive community engagement, which provides our local people with opportunities to participate.

· KCFT as lead community capacity and capability building agency will provide a strategic input into all partnering models of work that benefits Kaipatiki.

· KCFT will support all consultation in various formats that meet local residents or group needs and aspirations.

· KCFT Kaiwhakahaere will support Kaipatiki Local Board in the development be of the Maori Responsiveness pathways for Maori and support Pacific Peoples community engagement in Kaipatiki.

· Evidence good governance, management and financial transparency to the Kaipātiki Local Board and the Kaipātiki community including the provision of KCFT audited accounts and annual reports at the end of the financial year.

Objective

Outcome measures to report

Numbers and narratives

Governance

Evidence good governance, management and financial transparency to the Kaipātiki Local Board and the Kaipātiki community

Ensure that funds are well spent on community activities that support the delivery of work by KCFT

The KCFT Trust Board will meet on a regular monthly cycle to ensure that governance, productivity and financial efficiency of the trust is maintained at all levels.

KCFT evidences good governance and financial transparency to the Kaipātiki Local Board and the Kaipātiki community

KCFT will deliver a wide range of events, activities, projects and provide advice where required to enhance and support community development.

Outcomes and Measures to report

Actions:

Ensure that quarterly and annual reports are informative and provide a balanced view of the wider community. Reports will highlight any trends and a schedule of outcomes within the Kaipātiki area; Audit Report and Annual Report achieved within expected time line of AGM.

Keep KLB representatives informed of KCFT forward activity planning by producing a bi-monthly plan which will be presented to KLB

Measures:

Provide 4 x quarterly reports which will show KPI’s , outcomes and impact of programmes and activities against previously agreed outcomes

Evidence good governance and management practices through maintenance of monthly board practices and management of excellent financial records that will inform KLB on progress with actual v budget Provide 1 x annual financial statement audited by a currently practicing auditor who is a registered chartered accountant

Reports Q1,2 and the Bi-monthly report alongside the monthly KCFT Snippets Page have inform and shared.

Audited Accounts and Annual Report has been filed.

KCFT Board of Trustees meets monthly.

KCFT prepared a well balanced summer event programme that meets the needs of the Kaipatiki community .

Objective

Outcome measures to report

Numbers and narratives

Community Action and Connectedness

Provide high level community development in Kaipātiki

Work with others and partners to identify effective ways of promoting resident and community-led action

Connect with all community sectors in Kaipātiki

Maintain an overview of the Kaipatiki community and provide advice to KLB on community wellbeing, events, projects, activities and programmes when requested

KCFT will maintain an overview of the communities of Kaipātiki and seek to identify gaps in service and implement appropriate pathways to close these gaps.

Communities and local residents have a greater voice and influence over the things they care about and want to see in Kaipātiki

Increased understanding and reflection on community preferences in decision making

Increased diverse community participation

KCFT will seek partner funding for projects that require external funding.

Our collective thrust must be around this theme;

Outcomes and Measures to report

Actions:

· Keep KLB members informed of local knowledge that will assist in decision making or processes. These will be made through various level of communication.

· Keep KLB members informed of local knowledge through regular informal meetings and formal presentations to workshops.

· Maintain relationships with local Maori and Maori community providers and provide advice and support to KLB on matters that involve Māori who are resident in Kaipātiki when required

· Engage with Pacific communities and seek ways to support Pacific community aspirations that enriches Pacific culture.

· Engage with newcomers and diverse communities and seek ways to support diverse community aspirations that aids in supporting service delivery for these communities

· Identify key opportunities that will assist the Kaipātiki local board area.

Measures

· Produce a bi-monthly report when and where necessary to KLB

· Maintain a record of the No. of presentations/ reports and meetings held with KLB and subject matter.

· Number, location and content of interactions with Maori and subject matter. ((NB: intent is to obtain data where on Maori are accessible and where they are coming from)

· Number, location and content of interactions with Pacific representatives and subject matter. (NB: intent is to obtain data on where Pasifika are accessible and where they are coming from)

· Number location and content of interactions with newcomer and diverse community representatives and subject matter.

Attended Workshops when and where necessary

Reported on Schedule at Workshop

Kept KLB members informed of local trends

Kaiwhakahaere; maintains working relationship with local Maori. Te Kōhanga Reo o Ngā Pihi o te Purapura Pai - their new build has started at Birkenhead College.

Other new opportunities have appeared for the role to participate in, around increased cultural awareness and activities. .

KCFT has engaged with our Pacific peoples, confirm that most work will always be attended and worked with and through a local Pacific Church; part of the planning group around Pacifica 2019 with the WDHB and The Northern Fono .

Hearts and Minds have held the Global Friends theme for many years, which has also seen growth each month, they are collection point of positive change agents supporting each other from all cultures. They are seen as a key knowledge pathway in this sector of our community with the KCFT considering the many years of involvement. H&M and KCFT made the decision some two years past to take time to reach out and look at what is happening today 2018 for the new comer. So we asked of our groups, `` what are our newcomers looking for from volunteering? What do they want to be connected to?

We looked at the results of the English Language Partners’ ethnic advisory group who recently discussed this question. Their opinion was that migrants and former refugees want to share their skills and knowledge, feel welcome and valued, have opportunities to gain cultural understanding about how things work in New Zealand, make friends and create networks, and gain new skills and access to that ever important ‘Kiwi’ experience that employers seek. We know that many of these reasons for volunteering are similar to other potential volunteers. Our collective challenge to community sector; how well does your organisation engage, welcome, utilise, and support newcomer volunteers?

What changes could enable you to be more effective at this?

By taking this full overview of existing (Kaipatiki) groups who work in this area or support diversity engagement we are now near completion stage. KCFT are now in communication with the staff of Settlement Network Auckland Region and other central government staff around capabilities’ and increasing the knowledge of the work being done or the gaps in service identified in Kaipatiki.

Example -Kaipatiki Boomerang Bags Project, allows a variety of residents to participate formally and causally and the year has proven to be a place where our new community members feel at home, and gave them the opportunity also share the language skills as well as their own sewing skills. By taking pathways options like this, the sharing is the successful pathway. From their participation we have been also fortunate to have gained alot of information around their settlement in North Shore.

· Purposeful collective shared options, so the new comer can see they have made a difference to a community/country that gave them the opportunity to live in a safe and clean environment.

Objective

Outcome measures to report

Numbers and narratives

Partnership

Work in partnership with KLB utilising the principles of community development and partnership.

Existing partnership agreements in Kaipātiki are reviewed for local board consideration.

Strengthened relationships with stakeholder groups and community representation

Outcomes and Measures to report

Actions:

· Continue to work within the established Partnership model with the KLB; Participate in a partnering agreement review 2019/20

Not achieved

Objective

Outcome measures to report

Numbers and narratives

Community Development

Develop the skills of community groups to organise themselves to plan, lead and deliver neighbourhood improvement projects.

Share and gather information through various stakeholder networks.

Communities and local residents have a greater voice and influence over the things they care about and want to see in Kaipātiki . Community is supported to engage, collaborate and develop place specific projects and activities that align to local board outcome areas.

KCFT will assist with planning, leading and delivery of neighbourhood improvement projects or any other short or long term inspirational projects that are devised by the community.

Support residents and stakeholder groups to plan, action and achieve their goals or aspirations utilising community development processes, workshops, training that encourages community advocacy and action

Outcomes and Measures to report

Action:

· Evidence KCFT community activity regarding community led project development and training activity

Measures:

· Number of formal reports and communications provided to KLB from various engagement sources

· Information regarding specific projects, local issues and trends communicated or evidenced regularly with Kaipātiki local board

· Communicate regularly with the Kaipātiki Local Board to seek support and investment in community led, community development projects and activities

Lead to encourage all groups/leisure or sport to make use of the KLB Community Forum, its here that knowledge becomes available to all levels.

Meet with KLB Chairman monthly

Share the concepts of the Training Models achieved by Hearts and Minds for the local groups through the partner funding of the KLB. H&M and KCFT took a review of what has been on offer, the lack of interest, and consider and seek the complete overview of all other training that is on offer locally and regionally.

With Takapuna North Community Co-ordinator KCFT attended the Community Places Regional Hui in December.

Realigned internally a position that will cater to our Senior Community at large Senior Projects Navigator – we look forward to increased connections happening for this sector in the future.

Met with Auckland University Student - - The aim of this research is to evaluate the needs and gaps of local neighbourhood representation during ‘collaborative community engagement’ through a study of:

· Attitudes from the perspective of local neighbourhood groups compared to government and influencers

· A case study using a ‘neighbourhood planning group’ to observe and evaluate their public space realm

· A ‘community representation standard’ utilising the evolving power of technology and Citizen Science to facilitate collection of neighbourhood data for collaboration with planners to achieve evidence-based decision-making and planning outcomes which align with community aspirations.

Objective

Outcome measures to report

Numbers and narratives

Community Networks and Forums

Organise, facilitate and deliver key community networking and engagement opportunities for the Kaipatiki Local Board and community

Local networks are professionally organised, supported and facilitated to ensure sustainability.

Local networks are sustainable and thriving opportunities for communities to participate and provide a voice regarding community matters.

Outcomes and Measures to report

Action:

Organise and maintain key stakeholder networks and forums

Maintain records of community led discussion, issues and actions arising from community networking activity

Develop the skills of community groups to organise themselves to plan, lead and deliver neighbourhood improvement projects.

Measures

1. Maintain record of networks held and inform KLB members of the date time and venues. Record trends/issues from then key networks

· Communicate to KLB on community issues, needs and actions arising from networking and community forum

· KCFT evidence facilitation and delivery of ;

o 5 x Kaipātiki Community Network

o 4 x MAST Networks

o 3x Kaipātiki Library Managers Networks

o 4 x HNZC Managers/ AC Bylaw/ Environment/ Community Policing (Kaipātiki Network meetings

o 2 x New to NZ Networks

Kaipatiki Networks are informal and they are there for the purpose of shared information and identification of gaps in service or trends.

October 17^th Community Network

October 17^th Employment HUB Network

October 16^th New to Community Network

October 16^th Family Harm Meeting

November 2 x MAST Networks held to prepare work action plan for 2019.

December 19^th Community Network

A full in depth - New to NZ Network (Kaipatiki) is planned for February 2019, which will have all our groups/support or other come together to match and identify needs if any.

Objective

Outcome measures to report

Numbers and narratives

Community Engagement Services

KCFT will work collaboratively with KLB to undertake inclusive community engagement processes which provides our local people with opportunities to participate.

Kaipātiki Local Board is provided with facilitation and organising support for Local Board and council initiated community engagement activities.

Stakeholder / sector groups are supported to identify and carry out collaborative action from identified community wants and needs - Increased understanding and reflection on community preferences in decision making

Diverse community and stakeholder

groups are identified and supported to participate in Kaipātiki community activity.

Communities and local residents have a greater voice and influence over the things they care about and want to see in Kaipātiki

Outcomes and Measures to report

Actions:

· Provide professional facilitation and organisation services including the gathering of relevant stakeholder groups to support Kaipātiki Local Board and council engagement activities

· Provide advice, assistance and opportunity to enable external organisations to engage with the Kaipātiki community

· Stakeholder / sector community forums are supported when required in localised areas.

· Identify new demographic stakeholder groups and diverse communities and activity seek to engage directly or encourage to participate in existing Kaipātiki networking and engagement opportunities

· Develop the skills of community groups to organise themselves to plan, lead and deliver neighbourhood improvement projects.

Measures:

· Evidence number, location and purpose of community engagement activities

· Maintain accurate records of discussions held at engagement meetings and provide this information to the Kaipatiki Local Board representatives

· Evidence advice and assistance provided to a enable external organisations to engage with the Kaipātiki community

· Identify and record new demographic stakeholder groups and diverse communities and document opportunities to engage directly or encourage to participate in existing Kaipātiki networking and engagement opportunities

Through this quarter;

Provided information and support to Council Officers who are on this journey for their own purposes.

We have ensured that key and appropriate opportunities are shared within all sectors for their interest.

New Kaipatiki Information Trail completed and distributed

Objective

Outcome measures to report

Numbers and narratives

Youth Capacity Building and development

Youth Employment

Our people have a sense of belonging, are connected to one another and are proud to live in Kaipātiki

Fund Kaipatiki KCFT Youth Navigator position to facilitate and deliver youth services

Supporting youth into employment, training or education

Increase employment and training opportunities

Create pathways for youth employment opportunities by working with employer partners

Our Rangatahi (young people) and tamariki (children) are our future

Increased youth employment or training opportunities

Increased support navigation in College

Unemployed youth will have access to mentoring support.

Increased business and community engagement and partnership

Increased community collaborations to sustainably support youth employment systems change

Business mentoring hubs are working to provide work experience.

Partnerships are in place with government agencies and ATEED.

Outcomes and Measures to report

Actions:

· Fund Kaipatiki CFT Youth Navigator position to facilitate and deliver youth services

· Deliver youth outcomes through the Youth Navigator position

· Provide quality advice and expertise on youth employment solutions, this is done through community-led solutions that identify and create jobs for youth; particularly those who are furthest from the job market.

· Facilitate local opportunities for all youth to be meaningfully engaged in education, employment or training and have clear employment pathways.

· Develop an extensive network of stakeholders in the youth employment space throughout the local area and or business sector/community.

· Establishment of the Northern Employment HUB in Northcote, partner and progress.

Measures:

· 15 x one on one youth mentored into training or employment or other opportunities

· Report quarterly on numbers of youth moving on to employment, education or training opportunities

· Report quarterly on numbers of youth participating in the employment programme

· Report quarterly on numbers of colleges and participating organisations

· 4 x presentations to support youth into employment through career events in schools

· 35 x youth have completed the navigator /mentoring training in the youth hub for employment or an option to return to school

· 2 x ATEED meetings

· 15 x one on one youth mentored into training or employment or other opportunities

· Report quarterly on numbers and types of businesses participating in the programme – and number of youth entering each business sector

· 6 x employment network hui to be held

· 1x business employment hub created with employer partners, government agencies and other organisations and report on actions and progress on relating to the establishment of the Northern Employment HUB in Northcote

· Provide example narratives on youth journeys – how has this activity changed their lives – what was the journey (1x each quarter)

Youth Navigator - Mentoring

X 45 Birkenhead College transition group and Year 13

X5 Northcote College

X2 Glenfield College

X 8 Community (not in school)

X 6 actively looking for Employment

- X3 part time

- X1 fulltime

- X2 Job Readiness program

X4 Ministry of Social Development pilot scheme working in collaboration with WINZ Glenfield Branch with young people age 16 – 19 years not engaged with school.

3 x local business have made contact with KCFT on possible positions available for a young person. This communication has been followed through by Navigator.

Northern Employment HUB

Process currently is to look at premises in Northcote for the `` up front office `` site for this project.

Northern Job Skills – 2x meetings

Youth recruitment employment

CBD Job Skills

x 3 youth employment opportunities

MH2 Recruitment

X 4 youth employment opportunities

- X3 employed Fulton Hogan Northern Corridor

New Pilot:

Birkenhead College and Unitec collaboration – Attended a Year 10 leadership workshop which was run in collaboration with Unitec. I presented in relation to the opportunities for local leadership which were available – the underlying message being that everyone can be a leader in their own communities – empowering all youth to be leaders in their own rights.

Huanui Ngā Mahi – Pathway to Work

A collaboration, working in partnership with KCFT and MSD, Work and Income Glenfield Branch.

This is - Youth Pathway to Employment Skills Pilot.

What is the pilot about?

The Ministry of Social Development – Auckland Regional Office, working with Work and Income Glenfield Branch; have partnered with Kaipatiki Community Facilities Trust’s Youth Navigator. This is to fund youth who come into their Pathway to Employment Skills Pilot programme.

The programme aims to enable young people to gain entry level skills required for the industry and job of their choice.

The pilot involves:

· Young people referred by the participating schools

· Pathway to Employment conversations to identify

· industry/job of your choice and

· skills gap

· Scheduling funded up skilling in consultation with schools

· Attendance and completion of funded up skilling.

Youth on Pilot:

- 25 youth have been involved in this pilot.

- 10 youth are needing their learners license.

- 7 youth are needing their restricted license.

X1 Construction – interview process

X2 Hospitality – interview process

This pilot will continue into 2019 with a strong engagement in our local schools/community in Term one and Term three.

The Journey of a young person:

Young Pacifica year 13 male whom came through the pilot programme. His pathway was identified through into his chosen employment field of construction. After several mentoring sessions, working on things such as self-esteem, confidence and soft skills, David went for an interview and got the job. WINZ funded David’s Site-safe certificate and purchased David all of his required work gear and KCFT provided David with a lunchbox. David is now happily employed with Fulton Hogan and thriving in his work on all accounts. The aim is that his pathway will progress onto him receiving an apprenticeship very shortly.

Objective

Outcome measures to report

Numbers and narratives

Youth Capacity Building and development

Kaipatiki Local Youth Board

Youth Capacity building

Increased levels of control and influence for young people over what happens in their areas.

Increased opportunities for youth led and delivered activities

Greater awareness of the needs and aspirations’ of young peoples in the communities across Kaipatiki

Provide support to rangatahi (youth) in growing their confidence and leadership through developing projects that build on their interests and challenge them

Support youth to develop action plans and provide support to deliver on those plans

Support youth to attend KLB Forum meetings throughout the year.

Provide youth voice in public forums and in local board consultations.

Participate in local board civic events programmes. Increased youth participation in community outcomes.

Youth are actively engaged in local politics.

Support youth to organise and deliver a minimum of three community events

Outcomes and Measures to report

Actions:

· Fund Kaipatiki CFT Youth Navigator position to facilitate and deliver support services to the Kaipatiki Local Youth Board

· Support youth to develop leadership and capability to organise and deliver youth led events, activities and actions

· Support youth to identify appropriate skills development workshops and ensure professional skills development workshops are provided

· Provide oversight of youth activities and events to ensure events are well managed and organised

Measures:

· 10 x (monthly) youth meetings. Support is provided to youth to meet and engage

· Present KLYB Plan to KLB for input and approval

· 1 x youth leader attends each KLB community forum - with update on work completed within the KLYB Plans.

· Detail quarterly the skills workshops organised and provided for youth

· Minimum of 3 youth led and organised events occur - Ensure youth events and activities are well managed and organised

· Measure youth and community attendance at events and provide narratives on the success or otherwise of youth led events

Kaipatiki Local Youth Board

X6 members.

Members closed the KLYB much earlier this year due to early exam preparations.

Mission statement:

Kaipatiki Local Youth Board brings a voice in our community to express how everyone has the ability to make a positive change and step up as future leaders. To stand up with the community with one heart.

Purpose Statement:

The Kaipatiki Local Youth Board, plays an important role to ensure that the local youth voice is heard and is a part of decision making and consultation processes. Working collaboratively with the Kaipatiki Local Board Plan to create a vibrant sustainable youth voice in the community of Kaipatiki.

X5 KLYB fortnightly meetings

X3 Kaipatiki Local Board Community Forum attendance

2 x consults with other agencies or departments

Ministry Of Youth Development

KLYB working alongside Sarah and her team on NZYOUTHVOICE Instagram – social media.

KLYB took over NZYOUTHVOICE Instagram profile for 4 days posting about Having your Say and what is important to young for young people to be involved in decision making / policy makers in a meaningful way.

What we believe works for young people and what is the best way that supports and empower them to get involved.

Government Policy on Child Youth Wellbeing Strategy.

KLYB will be reading and sharing ideas with Ministry of Youth Development with the Children’s/Student Panels.

KLYB and KCFT Youth Navigator will work together on this project in early 2019.

Objective

Outcome measures to report

Numbers and narratives

Youth Capacity Building and development

Children and Student Panels

Increased levels of control and influence for young people over what happens in their areas.

Increased opportunities for youth led and delivered activities

Greater awareness of the needs and aspirations’ of young peoples in the communities across Kaipatiki

Provide facilitation and administrative support to rangatahi (youth) panels in Kaipatiki

Compile and report to KLB on themed outcomes and share where it is appropriate

Engage directly with youth within their own community environments to seek youth opinions, feedback and ideas to inform future KLB and KCFT plans and activities

Support current youth panel locations

- Primary: Birkdale, Windy Ridge, Beach Haven,

- Intermediate: Birkdale, Glenfield Northcote

- College: Glenfield, Birkenhead, Northcote

- The Marist Alternative Education Site

- Kaipatiki Local Youth Board * peer groups

- Church Youth Groups/Other/Youth

Outcomes and Measures to report

Actions:

· Fund KCFT Youth Navigator position to facilitate and deliver support services to the Kaipatiki Youth Panels

· Deliver opportunities for Rangatahi (youth) to engage through maintenance of youth panels

· Compile and report to KLB on themed outcomes and share where it is appropriate or in a partnership model

· Maintain existing Kaipatiki youth panels and identify opportunities for additional panels to be developed

· Findings from youth engagement activity are distributed and Measures:

· Obtain 300+ responses per term from across 10 sites

· 4 x term with distinctive themes

· Seek and provide supporting narrative feedback from local schools on their students participation in the programme

· Narrative: Identify and record where youth voice has been adopted or reflected in KLB and community activity.

Children’s and Student Panel - Term 4

Collaboration Partner: Waitemata DHB – Carol Hayward, Community Engagement.

Education Participants:

Primary

Windy Ridge Primary School

Birkdale Primary School

Beach Haven Primary School

Intermediate

Birkdale Intermediate School

Northcote Intermediate School

Glenfield Intermediate School

College

Birkenhead College

Glenfield College

Northcote College

Marist Alternative Education

Term 4 Summary:

The students who were surveyed have a holistic view of wellbeing, including ways by which they can keep themselves both well and happy.

The majority of students who rated their wellbeing as ‘poor’ or ‘bad’, listed their reasoning for this as school related. This highlights the potential need for further or alternative support to be provided for these students, in the area of school-related stressors.

Objective

Outcome measures to report

Numbers and narratives

Youth Capacity Building and development

Maori and Pacific Youth Engagement

Increased levels of control and influence for young people over what happens in their areas.

Greater awareness of the needs and aspirations’ of young peoples in the communities across Kaipatiki

Improve understanding of our rangatahi aspirations and the ability to respond to their needs through engagement and reporting

Young pacific peoples as our leaders and decision makers of the future, take on more roles of responsibility and leadership within their respective schools and communities.

Use information from engagement to influence delivery of KLB services and programmes plan for Kaipatiki Maori and pacific youth through reports and advocacy to the KLB

Outcomes and Measures to report

Please provide numbers and narratives where appropriate.

Actions:

· Fund Kaipatiki CFT Youth Navigator and Kaipatiki CFT Kaiwhakahaere positions to facilitate youth engagement and deliver youth related support services to the Kaipatiki Youth Board

· Engage directly with Maori and pacific youth

· Deliver opportunities for rangatahi and pacific youth to engage through engagement and participation processes

· Compile and report to KLB on themed outcomes and share where it is appropriate

Measures:

· Record number and types of engagement that directly targets Maori and Pacific youth

· Findings from youth engagement activity are distributed and reported to KLB, youth and stakeholders in a timely manner

· Information obtained is shared with appropriate organisations or departments of Auckland Council

· Contribute and advise on the “places and spaces plan” for Kaipatiki Maori and Pacific youth and support programming where Maori and Pacific youth are involved

· Narratives and reporting will identify rangatahi involvement and awareness of the leadership/employment or training programmes provided by the Youth Navigator or Kaiwhakahaere roles.

Kaipatiki Local Youth Board is currently chaired by a Pacific young person who is keen to engage and increase Pacific young people’s involvement in local affairs.

KCFT have partnered with the Mo'unga Heamoni Church of Tonga to support youth and other members employment pathways.

KCFT met with NZ Maori Council to consider collaborative partnerships to improve employment pathways for young Maori.

Connected with Clayton Rangitutia from mental health and engaging with youth locally.

Objective

Outcome measures to report

Numbers and narratives

Community Placemaking Activity

KLB Objective:

We work in partnership with our communities.

Strengthen smaller and growing community organisations

Sharing resources and knowledge for other community organisations to grow

Work with others and partners to identify effective ways of promoting resident and community-led action

Connect with all community sectors in Kaipātiki

Provide a community overview and advice to KLB in all aspects of community wellbeing, events, projects, activities and programmes

KCFT will act as an umbrella organisation providing governance support and can administer funding on behalf of community organisations that do not have a formal legal structure.

KCFT can support groups to apply for funds who do not have incorporated or have charitable status.

Promote community knowledge and participation in placemaking /place shaping activations that meet the needs of local areas.

Kaiwhakahaere role will - increase Maori Responsiveness and participation through encouraging participation from Maori and pacific communities in aspects of consultation and engagement

Maintain relationships and partnering activity with Uruamo Maranga Ake Marae members and their communities.

Outcomes and Measures to report

Please provide numbers and narratives where appropriate.

Actions:

· KCFT will act as an umbrella organisation providing governance and funding administration support on behalf of community organisations that do not have a formal legal structure.

· KCFT will promote community knowledge and participation in placemaking /place shaping through network meeting, engagement and within currently delivered workshops

· KCFT will continue to support neighbourhoods to develop neighbourhood plans – dependent on resourcing being available for plans to be undertaken.

Measures:

· 1 x Neighbourhood Plan for the Glenfield area (to be advised – dependent upon adequate resourcing before being undertake

· 5 x Neighbourhood /Street Activation

· Report on local group support and administration (Umbrella role or administrative support) – including indicator of funded financial value of this umbrella activity

· Report number and outcomes of Maori activations or pathways increase

· Measure and report all engagement and work with Auckland Council Departments

Uruamo Maranga Ake Marae well advanced into design to build process, and has presented to KLB current status.

KCFT have the following on board within the Placemaking programme;

Beach Haven Placemaking - working on Franks Boat site, and come minor beatification projects in the village.

Bayview Placemaking has moved into ` a community at work in its own right `

Monarch Park Placemaking, the team will energise again in 2019 to commence their plan for the Fairy Town installation within their space

Birkdale Placemaking - generated second stage, residents involvement in the Strawberries on Birkdale Project and the Birkenhead Cemetery Placeshape project in 2019.

Windy Ridge Placemaking - still under resident discussions/decisions

Birkenhead Placemaking Project - designed own pathway on activations in realisation that the school is the `` gathering space`` for the locals.

Totoravale Placemaking Group new, commence conversations around activations i 2019 – we have good numebr to kick off.

Hillcrest/Glenfield as above.

Local community activations, are under discussions for 2019.

Glenfield Neighbourhood Plan under discussion now with Auckland University Student.

Activations:

1 x visit to Lancaster Court Haumaru Village BBQ and Activities.

1 x Kids Clothes Swap

Objective

Outcome measures to report

Numbers and narratives

Safe Communities

KLB Objective;

People feel safe in their communities

KLB Key Initiative:

Support community development so that people feel connected to their wider communities.

Activity and intelligence from the MAST network meetings is used to identify community safety needs and actions to mitigate safety issues

KCFT will mobilise and activate local community partners and networks to increase awareness of how neighbourhoods can be safe

KCFT will Identify trends and activate possible solutions or prevention programmes through existing community networks and relationships

Outcomes and Measures to report

Action:

Maintenance and facilitation of the MAST Network meetings

KCFT and its community partners will address hot spots and trends through the MAST Focus Network or partner organisations/agencies to meet community needs

Neighbours knowing neighbours programme will be maintained

Provide safety advice and work with local police, wardens and neighbourhood networks to prevent crime.

Develop partners to facilitate changes in anti-social behaviour

Work with council contractor in Kaipātiki to prevent and erase graffiti

KCFT will assist in delivering neighbourhood/street opportunities by supporting the activities of North Shore Neighbourhood Support on their journey local Kaipatiki neighbourhoods

Undertake local beautification and community pride projects such as murals, shop painting, and street clean-ups and Street Meets & BBQ’

Monitor progress of safety and neighbourhood development programmes and report progress to the KLB

Measures:

· Hotspots and community safety issues reported to the KLB, including new programmes, beautification activities and police interactions (informal updates to KLB on community trends and issues)

· North Shore Neighbourhood Support activities supported and reported

· Number of local beautification activities supported – number and narratives provided on activity

· Report to KLB on safety and neighbourhood development activity through quarterly reports

MAST recognises the increased Family Harm, appropaitre action has been activated.

Northcote Tasking continues to provide oversight on Northcote and its environs’

Held - Birkdale Beach Haven Tasking Group meeting to look at the increase of the issues in the area. The service groups undertook their own identification and advised that they didn’t see the need to set this Tasking up. The issue is to engage and encourage our larger NGO Social Service Providers to do more in the area.

Hot Spots identified – and information shared and activation underway.

Working in partnership with FVNH and Hearts and Minds to look at a wellbeing project pilot in the area with our schools.

Neighbourhood BBQ activations are on track.

1 x Mural completed

Graffiti/tagging still at a very low rate as would expect still.

Objective

Outcome measures to report

Numbers and narratives

Heritage

KLB Objective:

Our heritage is protected and celebrated.

KLB Key Initiative:

Encourage and support a range of events that celebrate aspects of diverse community and promote our identity.

Maximising - opportunities for the Birkenhead Cemetery: with partners, continue to provide opportunity for local residents to be part of the restoration or upkeep

Maintain relationships and partnering activity with Uruamo Maranga Ake Marae members and their communities.

Outcomes and Measures to report

Actions:

Provide oversight of the “Internments in Birkenhead Cemetery Research project” in collaboration with school partners – and work towards project completion

Facilitate development of a community led project with local residents and partners to develop “The Heritage Project” around Birkenhead cemetery with a focus on Pioneers of the Past

Seek innovative key opportunities around the heritage side of Maori i n local places

Measures:

Community led project development is supported and reported

Support to community days to clean up cemetery

Seeking funding for this work.

Objective

Outcome measures to report

Numbers and narratives

Supporting Active Parks and Reserves

KLB Objective:Our Parks and reserves are treasured and meet the needs of our growing population.

KLB Key Initiative:

Improve access and connection to reserves, parks and beaches including better tracks, signage and preventing encroachment into community spaces by adjacent landowners.

Mobilising and activation of local communities - making getting around easier via a range of ways and means of being connected

Outcomes and Measures to repor

Actions:

· Develop and add new locations to the Kaipatiki Explorer project

Measures:

· Deliver a suitable Summer Walking Programme in collaboration with Council Parks Department and Local residents

Achieved Kauri Die Back edition planned and distributed.

AC Parks Volunteer Co ordinator planned summer walks.

Objective

Outcome measures to report

Numbers and narratives

Supporting Environmental Activity

KLB Objective:

Our natural environment, harbours and waterways are protected and enhanced in partnership with mana whenua and community, to meet the needs of growing population

KLB Key Initiative:

Improve fresh and marine water quality in Kaipātiki, through supporting local initiatives and working with other to inform them of our community’s needs.

Mobilising and activation of local communities

Engagement Process: support KLB and others to undertake inclusive community engagement processes which provide local people with opportunities to participate by reducing barriers, to achieve inclusion in all environmental projects.

Outcomes and Measures to report

Please provide numbers and narratives where appropriate.

Actions:

Support local communities to develop and undertake environmental projects through community development and engagement processes

Measures:

· 2 x Community activations around waterways or inlets will be completed in partnership with local residents.

Ongoing in to 2019

Objective

Outcome measures to report

Numbers and narratives

KLB Outcome: Our people are active and healthy.

KLB Objective:

Most people are more active, more often.

KLB Key Initiative:

Improve access to sport and recreation facilities, reserves, parks and beaches by investing our own funds and advocating for appropriate funding for services across the region

KLB Objective:

Our parks and reserves provide a balance of activities for all ages and abilities

KLB Key Initiative:

Encourage and support a range of events that celebrate aspects of our diverse community and promote our identity

Communication - to seek out new and innovative options for this delivery

Identify and explore possible opportunities for activation

Outcomes and Measures to report

Actions:

Explore possible opportunities for activation

Once opportunities are identified - plan the delivery of possible of Amazing Kaipatiki Places and Spaces Programme within the Summertime Programme or similar event that maybe identified or supported by local groups.

Utilise sports clubs facilities/fields and interaction if pathways open to engagement

Measures:

· 4 x communities showcased through activation or mobilisation

Amazing Places has been deleted from programme. Lack of interest.

Repurpose event administration is now underway.

Objective

Outcome measures to report

Numbers and narratives

KLB Outcome. Getting to and around Kaipātiki is easy

KLB Objective:

The Kaipatiki Connections Network Plan delivers walking and cycling links through the local board area.

KLB Key initiative:

Continue to deliver the Kaipātiki Connections Network Plan.

Provide engagement support

Engage with the community in meaningful and supportive ways to achieve involvement with the Kaipatiki Connections Network Plan.

Encourage residents to report any maintenance within the local walkways etc.

Outcomes and Measures to report

Actions:

· Explore possible opportunities for activation

· Report on how KCFT has used the Connections Plan for other purposes and to increase opportunities of exploring or walking around neighbourhoods by summer walks programme.

· Investigate possible ways and means with schools and community on the “Let’s walk to School initial work on this three year project.

· 2 x Bike Kaipatiki Days /or other support where necessary

· Erection of Street Flags for the KLB production and installation of two sets of summer seasonal street flags at 27 x 2 sites in Kaipātiki” to the value of $12,000.

· Work with supplier to erect poles in other locations more suitable.

With AT and other partners we are working together on a plan to increase the parent to let their child walk to school

Working with At on a community safety project as a pilot within two schools.

Encourage and support Bike Kaipatiki

We have reported 3 x residents concerns to appropriate procedures.

Working with AT on a location project ` walk to school with a mate `

The erection of the Street Flags completed – we are working with supplier to redistribute some existing pole sites to other locations so that there is a wide coverage throughout Kaipatiki in the future. Excellent feedback on design feature.

Objective

Outcome measures to report

Numbers and narratives

KLB Outcome: Our urban centres are vibrant

KLB Objective:

Northcote Town Centre identity as a vibrant, multicultural hub

KLB Initiative:

Work with Panuku Development Auckland, HLC and other stakeholders to support the Northcote redevelopment

KLB Objective:

Our village centres such as Beach Haven and small local precincts are enhanced

KLB Key Initiatives:

Encourage and support a range of events.

Carry out the Kaipātiki Connections Network Plan.

Advocate for public transport improvements.

Implement small infrastructure improvements, and support for placemaking initiative

Partnering - with Panuku on various events, activities and projects that pathway involvement of residents.

Explore opportunities to provide support for increasing the potential of the small precincts of Kaipatiki

Encourage and advocate for support for the Chartwell Shopping upgrade by KLB

Outcomes and Measures to report

Please provide numbers and narratives where appropriate.

Actions:

· Partner with Panuku on various events and projects that support resident involvement and provide community connection for Panuku activity

Measures:

· Innovative event x 2 held within Northcote.

· 2 x Mural activation

· Report on partnering activity with Panuku – outcomes and activities

Chartwell is ongoing

Our partnering with Panuku Events is ongoing

Snow in Northcote was held

Christmas in Northcote in December.

Digger Day was postponed due to weather conditions and will be re visited on January 19^th 2019.

1 x Mural completed by our Jeremy.. excellent reviews again with this one.

Objective

Outcome measures to report

Numbers and narratives

KLB Outcome : Services are well managed and meet community needs

KLB Objective: Our network of community houses and centres provides meaningful and targeted opportunities for communities to connect

KLB Key initiative:

Support our community partners to succeed by providing operational funding, together with management and governance training support, to enable them to deliver the programmes wanted by the local community

KLB Objective:

KLB Our communities celebrate events, the arts, heritage and culture through programmes, arts space and integrated public art

KLB Key Initiative:

Encourage and support a range of events that celebrate aspects of our diverse community and promote our identity

Work in collaboration with community centres and community houses to develop tier capacity to engage with their local communities

Build on successes -and shared successes

Plan future progression with the Northcote Citizens Centre into the vibrant centre that is meeting immediate local needs.

Provide the delivery organisation and facilitation of the following identified community events

Ensure events are successful, well organised and delivered by KCFT and community partners

Summer and Winter Fun Programme

Waitangi Family Day

Access All

Xmas on Marlborough

Carols by Candlelight

Matariki Activities

Workshops Diversity/Cultural

10 x Weaving Weekends Programme

Weaving Workshop 1 x Weekly

2 x Pacific Tapa Cloth Workshops

2 x Healthier Exercise Classes

2 x Ethnic Craft Workshops

Weaving Workshop - pepi pods/Wahakura

Weaving Workshop - Korowai /Maori Cloaks

Northcote Now (Fiafa Fanau) The Event

Outcomes and Measures to report

Actions:

Support these facilities when and where necessary.

Exchange ideas and encouragement

Share research / opportunities / resources

Measures:

· Report on KCFT activities in this area

· Report to KLB on identified opportunities or needs

Actions:

Provide support, organisation and facilitation of the following identified community events

Measures:

All planned events have been organised and held efficiently, and have met their targets

· 270 x Events through the summer and Winter Fun Programme held

· Satisfaction rate at all activities/projects/events is no less than 88%

· Sponsors/Funders brand well-appointed through each and every vent

· Movies in Neighbourhoods held – survey held at two events

· Music in Parks accompanied mostly with the Summer Fun plus a number as separate venue

· 1500 + participants in the Diverse Workshop Programme

· Provide anecdotal feedback from residents on each event and activity within quarterly reports

We share all relevant information or other items of interest/research with our Community Houses/Centres or HUBs.

Northcote Citizens Centre is a thriving local community centre now, with new opportunities and existing hire working together for Northcote.

Winter Fun Programme the Preschool Play, Indoor venues- the five months four days per week proved popular once again for this sector, Cross section of ethnicity and ages can be seen at all the sessions.

· Approximately 3840 parents/caregivers attended these sessions.

Summer Programme of some 270 events has commenced with already excellent feedback - weather does and has certainly played its part in earlier part of the programme.

We placed a playdate Saturday in programme this month to gauge the response of such a programme being developed to meet the needs of the residents who can not participate in the usual preschool mornings.

ACCEss Event was once again well received by that sector.

Diversity workshops are reported elsewhere within the Q2

Christmas Gala on Marlborough – back after two years was well received.

Carols in Kaipatiki programme saw four Carol Options for local residents.

Weaving Workshops’ 10 two weekend workshops were held through the year - the weavers and new weavers thoroughly enjoyed the opportunity afforded to them.

Community Assist Programme for Q2

Manuku School

MM Birth Club BWM Park

Birkdale School

Big Digger Day Out

Marlborough Primary

Onepoto School Night

Beach Haven School

Bayview School

Glenfield School

St Mary School

Wairau Valley Special School

Kaipatiki Community Facilities Trust key Programme of work, but not directly funded by Kaipatiki Local Board.

Increasing Employment Pathways for young people.

Northcote Long Term unemployed

D&A programme

Driver License Programme

Youth Support - future employment skills ( Includes Adults )

Employment Mentoring Programme

Woking partnership with MIBE on the initial programme of work around implementation research.

Northern Employment Skills HUB the establishment. Programmes to assist LT unemployed pathway to jobs.

Northcote Re-Development

HNZC / HLC Contract

Provide valued input into Stakeholder meetings

Provide valuable insight into local needs in Northcote

Provide a pathway to better living, through the shared community development position in Northcote

Provide valuable services to tenants and primary school community and out of school activities that are community inclusive.

Open Days and Occupation BBQs are part of the planed work

5 x HNZC Occupant BBQ held

71% housing tenants visited whom have relocated

Schools Programme; Glenfield College Academy

Lunchtime Skills programme in Onepoto Primary

Driver License Programme development with WINZ.

Employment: pathways

HNZC Other builds

Work with the HNZC Communication Team on proposals for Birkdale and Beach Haven as they come forward to ensure public consultation is high on the agenda.

2 x BBQ held

Northcote Citizen’s Centre

Administration

Will maintain and increase performance of the Northcote HUB – work towards a solid plan for the community centre in Northcote and its future.

Operational MOU in place, with the Northcote Citizen’s Centre Management Trust Board

Conversation to commence with the KCFT/NCC Chairs with KLB Chair /AC Officer on progress/process for Lease Change.

Quality feedback from local residents, grateful to have their centre for their use.

Ongoing

Ends 15/12/ 2018

Kaipātiki Local Board

20 February 2019

Auckland Council’s Quarterly Performance Report: Kaipātiki Local Board for quarter two 2018/2019

File No.: CP2019/00831

Te take mō te pūrongo

Purpose of the report

1. To provide the Kaipātiki Local Board with an integrated quarterly performance report for quarter two, 1 October – 31 December 2018.

Whakarāpopototanga matua

Executive summary

2. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2018/2019 work programme. This is a retrospective report intended to provide a transparent overview and reflect the progress of how the Kaipātiki Local Board work programme is tracking at the end of quarter two 2018/2019.

3. The work programme is produced annually and aligns with the Kaipātiki Local Board Plan outcomes.

4. The key activity updates from this quarter are:

· Christmas parades undertaken in Birkenhead and Glenfield town centres

· Placemaking pilot scope confirmed and consultant identified

· Eskdale Reserve Network track and furniture renewals (Stage 1) completed

· Glenfield Pool and Leisure Centre sauna and steam room renewal completed

· Shade sails installed at Little Shoal Bay and Inwards Reserve

· Verran Road Reserve/ Castleton Reid/ Ridgewood Reserve track network renewal completed

· Shepherds Park - Tui Park coastal connection alignment option presented to the local board

· Birkenhead Pool and Leisure Centre failed flooring replaced and facility re-opened

· Lysander Crescent Reserve play space improvement held up at consenting stage

· Birkenhead War Memorial Park Grandstand successfully deconstructed and master plan re-commenced

· Pest Free Kaipātiki volunteer coordinator experiencing positive traction.

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery (see attachment A). Most activities are reported with a status of green (on track). Some activities are reported with a status of amber (some risk or issues, which are being managed) and two are reported with a status of grey (cancelled, deferred or merged). The following activities are reported with a status of red (behind delivery, significant risk due to awaiting completion of the Birkenhead War Memorial master plan:

· CF: Investigation and Design - Birkenhead War Memorial - renew tracks

· CF: Investigation and Design - Birkenhead War Memorial Park - renew car parks

6. The full financial performance report compared to budget 2018/2019 is provided as attachment B. There are some points for the local board to note:

· the overall net operational expenditure was $6.3m, a variance of $375,000 below budget

· capital investment of $4.8m for the quarter is tracking slightly ahead of budget. The majority of the spend to date has been on the development of Highbury Mainstreet, the completion of the sauna and steam room project at Glenfield Leisure Centre, play space renewals and track renewals.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) receive the performance report for the financial quarter ending 31 December 2018

b) note the Chairperson has exercised their delegated authority to approve changes to the following work programme activities that were presented by staff, as per attachment C:

i) ID#174 - KCFT Delivered Events – Kaipatiki

Horopaki

Context

7. The Kaipātiki Local Board has an approved 2018/2019 work programme for the following operating departments:

· Arts, Community and Events

· Parks, Sport and Recreation

· Libraries and Information

· Community Services: Service, Strategy and Integration

· Community Facilities: Build Maintain Renew

· Community Leases

· Infrastructure and Environmental Services

· Local Economic Development

· Plans and Places.

8. Work programmes are produced annually, to meet the Kaipātiki Local Board outcomes identified in the three-year Kaipātiki Local Board Plan. The local board plan outcomes are:

· Our people identify Kaipātiki as their kāinga (home) / He kāinga a Kaipatiki ki tō tātou iwi o reira

· Our natural environment is protected for future generations to enjoy / Kei te tiakina tō tātou taiao hei painga mō ngā uri whakaheke

· Our people are active and healthy / He ngangahau he ora tonu ō tātou iwi

· Getting to and around Kaipātiki is easy / He māmā te haere atu me te haereere noa i Kaipātiki

· Our urban centres are vibrant / He wāhi hihiri te pokapū tāone

· Our community facilities and infrastructure is high quality and well managed / He rangatira, he tōtika te arataki i ō tātou urunga hapori me ōna kaupapa whakahaere

· Services are well managed and meet community needs / He tōtika te arataki i ngā ratonga kia eke ai ngā hiahia o te hapori

9. Graph 1 below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Kaipātiki work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

10. The work programme activities have two statuses; RAG (Red, Amber, Green) status which measures the performance of the activity (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.

11. Operating departments have provided a quarterly update against their work programme delivery and this is provided is attachment A.

12. Graph 2 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).

Graph 2: Kaipātiki Work Programme by RAG status

13. Graph 3 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.

Graph 3: Kaipātiki work programme activity by activity status and department

Key activity updates from quarter two

14. The key activity updates to report from the quarter two period are as follows:

Activity name	RAG status	Activity status	Quarter 2 update
Christmas Events - Kaipatiki	Amber	In Progress	Birkenhead Rotary Club are yet to complete previous years accountability requirements and as a result funds allocated through the 2018/2019 work programme have not been released. Once accountability requirements are met the allocation will be process for payment. A grant of $7,500 has been paid out to the Lions Club of Glenfield for the delivery of the Glenfield Santa Parade. The second grant of $7,500 has yet to be paid out to the Birkenhead Rotary Club who are yet to complete accountability requirements from previous financial years.
Placemaking pilot	Green	In Progress	Following a workshop in December 2018, staff met with the local board chairperson to seek further direction and consider local board workshop feedback. It was agreed that staff proceed to engage a contractor with placemaking and community-led development expertise. Staff have contacted and will engage Inspiring Communities to carry out the activity. The scope of work to be agreed with the contractor includes identification of suitable localities through informal mapping across the Kaipātiki area. Inspiring Communities will- identify groups interested in/involved in undertaking placemaking- identify areas where there are gaps and opportunities for piloting activation and placemaking - investigate potential target areas for placemaking activity recommended by local board members; Totara Vale, Northcote Rosy Bolt Reserve, Windy Ridge, Glenfield and community hubs- develop projects that will bring neighbours to a place and identify residents/ leaders who can be mentored and supported through placemaking activity- liaise with community organisations, hubs, resident groups, centres to build on existing knowledge, networks and resources. Once feasible community-led projects are identified, the contractor will provide support to progress projects in collaboration with interested Kaipātikii community groups and organisations. Staff will work with the contractor and seek direction from the local board on criteria and priorities for placemaking activations.
Eskdale Reserve Network - renew tracks and furniture - Stage 1	Green	In Progress	Current status: Track work is complete and handed over to operations.
Glenfield Pool and Leisure Centre - renew sauna and steam room	Green	Completed	Project completed on 9 November 2018.
Kaipatiki - install shade sails	Green	In Progress	Current status: The shade sails have been installed at Little Shoal Bay Reserve and Inwards Reserve. Planning for autumn shade tree planting is underway.
Verran Road Reserve/ Castleton Reid/ Ridgewood Reserve track network	Green	In Progress	Current status: Physical works nearing completion although may run into January 2019 before fully finished. Next steps: Complete
Shepherds Park - Install coastal track connection to Tui Park	Green	In Progress	Current status: The alignment option was presented to the local board at the December 2018 workshop. Consultation commenced with the Accessible Parks local group. Next steps: Consult local groups and neighbouring owners and residents from February 2019. Present a report on the alignment and costs to the local board in March or April 2019.
Birkenhead Pool and Leisure Centre - replace failed flooring	Green	In Progress	Current status: Building work is well underway and stage 1 (internal floor replacement work to rock climbing area) will be completed by 4 January 2019. The building consent has not yet been issued, but is imminent (as of 10 December 2018). Stage 1 floor repairs were delayed by two to three weeks due to substantial moisture and mold issues that have since been resolved and plans put in place to address the issues in future.
Lysander Crescent Reserve - improve play space and renew paths and structures	Amber	In Progress	Consent issues being raised around stormwater mitigation Current status: Decision on resource consent application overdue and is being followed up.
OLI) Birkenhead War Memorial Park - deliver master plan	Green	Approved	Current status: The grand stand was successfully deconstructed in October 2018. Work re-commenced on the Birkenhead War Memorial Park masterplan in November 2018. Three workshops with the local board/ political working group were held during November and December 2018.
Pest Free Kaipātiki Strategy Implementation Project	Green	In Progress	A volunteer coordinator was engaged in quarter two and has begun a volunteer recruitment programme for a variety of roles including animal pest, plant pest and kauri dieback campaigns. Volunteer training is being provided and 52 people were trained in the kauri dieback protocol. Additional volunteer recruitment efforts are being made to support the large reserves, including Rangitira Reserve and Birkenhead War Memorial Park. Planning is underway for buffer work around six reserves with kauri, and will include support to private landowners in kauri dieback, animal and plant pest control. The number of reserve groups being supported has increased to 27. Pest Free Kaipātiki and council staff have been working with Northcote College to provide information about kauri dieback and track closures in Kauri Glen Reserve.

Activities with significant issues

15. The following work programme activities have been identified by operating departments as having significant issues as of 31 December 2018:

Activity name

RAG status

Activity status

Quarter 2 update

Birkenhead War Memorial Park - renew tracks

Red

On Hold

Project has been placed on hold as instructed, until the development plan for reserve is complete.

Birkenhead War Memorial Park - renew car parks

Red

On Hold

Whole of park plan needs to be completed prior to renewing the carpark.

Current status: This project is on hold until the master plan for the Memorial Park and the grandstand is complete.

Activities on hold

16. The following work programme activities have been identified by operating departments as on hold as of 31 December 2018:

Activity name	RAG status	Activity status	Quarter 2 update
Birkenhead War Memorial Park - renew tracks	Red	On Hold	Project has been placed on hold as instructed, until the development plan for reserve is complete.
18 Denby Lane, Northcote Point - reroof building and renew electrical board	Amber	On Hold	The initial seismic assessment found significant issues. Advised not to continue with the replacement of the roof until such time as the detailed seismic assessment has been done. The detailed assessment is scheduled to be done in August 2018. This report will likely recommend some significant work that would need to be undertaken as part of the roof replacement project.
Birkenhead War Memorial Park - renew skate park, including park to pool access - stage 2	Amber	On Hold	On hold awaiting outcome of the yet to be completed Park Master Plan. Current status: Draft detailed design is nearly complete, but on hold until the Park Master Plan refresh is completed and it is determined whether the top car park may change. The retaining wall and access ramp has been consented as part of the consent for the skate park renewal.
Birkenhead War Memorial Park - Service Road (Recreation Drive to Mahara Avenue)	Amber	On Hold	Project on hold awaiting the outcome of the One Local Initiative (OLI). Current status: Project on hold as other parks project required first. Dependencies around other internal reserve roads require resolution.
Birkenhead War Memorial Park - renew car parks	Red	On Hold	Whole of park plan needs to be completed prior to renewing the carpark. Current status: This project is on hold until the master plan for the Memorial Park and the grandstand is complete.
Jessie Tonar Reserve, 20 Kaka Street, Northcote: Lease to New Zealand Ki Society Incorporated	Amber	On Hold	The land occupied by the New Zealand Ki Society is part of a wider rejuvenation project. The new lease to the group will be progressed once the full impact of the project has been assessed. Memo drafted, waiting on overall plan before presenting at a workshop.

Changes to the local board work programme

Deferred activities

17. The following activities have been deferred from the 2018/2019 work programme in quarter two:

Activity name	RAG status	Activity status	Quarter 2 update
Birkenhead War Memorial Park, 48 Mahara Avenue, Birkenhead: Lease to Birkenhead City Cricket and Sports Club Incorporated	Grey	Deferred	Birkenhead War Memorial Hall is part of the overall plan to renovate the entire park and the new lease application will be progressed when the full impact of the project has been assessed. Staff have received the new lease application. Processing is postponed until a comprehensive plan for the Birkenhead War Memorial Hall has been finalised.

Cancelled activities

18. The following activities have been cancelled from the 2018/2019 work programme in quarter two:

Activity name	RAG status	Activity status	Quarter 2 update
Gold Hole - renew seawall	Grey	Cancelled	It has been confirmed that this is under a lease agreement and therefore not the responsibility of Community Facilities.

Activities merged with other activities for delivery

19. There are no activities that have been merged with other activities.

Activities changed under delegation of the local board Chairperson

20. When adopting its work programmes, the local board delegated authority to the Chairperson to make changes to the work programme. Each departmental work programme delegation has a unique resolution to this effect but generally follows the format as below:

That the Kaipātiki Local Board:

x) delegate authority to the Chairperson to approve any changes presented by staff on the [Department name] work programme 2018/2019, noting that:

i. any decisions will be made in consultation with the Deputy Chairperson

ii. any changes deemed ‘significant’ by the Chairperson or Deputy Chairperson will require consideration and decision making by the full board

iii. any changes approved by the Chairperson will be reported back to the full board.

21. To satisfy the condition of reporting back work programme changes to the full board, this report includes any changes approved under delegation by the Chairperson. Since the quarter one report, the Chairperson has exercised their delegated authority to approve changes to the following work programme activities, as detailed in attachment C:

· ID#174 – KCFT Delivered Events – Kaipatiki, approved 5 February 2019

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. When developing the work programmes council group impacts and views are presented to the boards. As this is an information only report there are no further impacts identified.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

23. This report informs the Kaipātiki Local Board of the performance for the quarter ending 31 December 2018

Tauākī whakaaweawe Māori

Māori impact statement

24. A number of the activities in the local board work programmes positively impact Māori. Below are the updates on the activities that have a direct Maori outcome focus:

Activity name	RAG status	Activity status	Quarter 2 update
Manaakitanga	Green	In Progress	Staff met with the Chair of the Uruamo Marae Committee twice during Q2 to discuss status of the Kaipatiki Maori aspirations hui. Delays for a business analyst to report on Maori aspirations in Kaipatiki have led to a change of focus to deliver an alternative work programme. There will be three workshops on story telling, tikanga, te reo and increasing Maori participation in civic participation. Changes to the work programme have been discussed with the Local Board Services team and advice will be shared with the Local Board members. Planning is now in progress to arrange the workshops.
Celebrating Te Ao Māori and strengthening responsiveness to Māori. Whakatipu i te reo Māori - Kaipātiki	Green	In Progress	This year Auckland Libraries has developed a fully Te Reo Māori version of Kia Māia te Whai, our annual summer reading programme. Rather than being a direct translation of the bilingual programme, this year it has been developed separately by our Māori specialist staff. At Northcote Library in particular this has meant that our Kaikokiri Rātonga Māori, Leilani Mclean, has been able to have meaningful connections and conversations in Te Reo Māori with tamariki that attend kura. We are really hoping to expand on this work in 2019. When Glenfield library shared some of their "old" furniture with local school libraries they were delight to receive a gift for the Library's "Korero Lounge" from Birkenhead College students. They gave us 3 cushions and antimacassars featuring bold Maori designs.
KT: Māori Naming of Reserves and Facilities Phase Two	Green	In Progress	Mana Whenua continue to work with staff on the partnership programme for Māori naming of parks and places. At the 12 December 2018 business meeting, Te Rūnanga o Ngāti Whātua reps Tyrone Raumati and Ngaio Kemp were welcomed during the presentation of the report to the board. The board approved a list of 26 parks (tranche one) inviting mana whenua to provide a Māori name and narrative for the community parks.

Ngā ritenga ā-pūtea

Financial implications

25. This report is for information only and therefore there are no financial implications associated with this report.

Financial Performance

26. Kaipātiki Local Board’s net operating expenditure for the quarter was $6.3m, in line with the year to date budget.

27. Operating revenue is tracking 2 per cent below budget. There has been an increase in roll numbers at all the early childhood centres when compared with the same period last year which has resulted in achieving higher than planned revenue. This has offset the impact of reduced recreation revenue due to the rock wall and gym being closed at Birkenhead Leisure Centre.

28. The boards LDI operational spend to date is on track with budget. Due to the high number of grant applications the board received in the first two grant rounds the remaining budget for the third round is only $36,000.

29. Capital investment for the quarter was $4.8m. The renewal of the sauna and steam room at Glenfield Leisure Centre was completed in the quarter. Two play space renewals were completed at Lockett Reserve and Lancelot Reserve in the quarter. The deconstruction of the grandstand at Birkenhead War Memorial Park (part of the local board’s one local initiative project) was also completed.

30. Stage one of the Eskdale Reserve track network renewal was completed and Verrans Road Reserve/ Castleton Reid/ Ridgewood Reserve track renewal is due for completion in January 2019.

31. The full financial performance report compared to budget for quarter two 2018/2019 is provided as attachment B.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk 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.

33. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section

Ngā koringa ā-muri

Next steps

34. The local board will receive the next performance update following the end of quarter three, 1 January – 31 March 2019.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Kaipātiki work programme update, quarter two 2018/19	191
b ⇩	Kaipātiki financial performance, quarter two 2018/19	229
c ⇩	Kaipātiki changes to work programme activities approved under delegation, quarter two 2018/19	235

Ngā kaihaina

Signatories

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

Kaipātiki Local Board

20 February 2019

Feedback on draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039

File No.: CP2019/00960

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039.

Whakarāpopototanga matua

Executive summary

2. To respond to population growth and demographic change, Auckland Council has developed a plan for how it will invest in sport for the next 20 years.

3. The Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 seeks to:

· increase participation in sport by targeting communities of greatest need and addressing disparities

· deliver a broad range of programmes, services and facilities that respond to the diverse needs of Auckland’s communities

· address population growth and changing sport preferences through regular assessments of, and changes to, programmes, services and facilities to maximise participation.

4. The draft plan was endorsed by the Environment and Community Committee in December 2018 for public consultation (resolution number CP2018/07771).

5. This report invites local boards to formally indicate their support for the draft plan and any additional feedback on the draft plan they would like the committee to consider prior to the plan’s adoption.

6. Staff have engaged with local boards informally at various stages throughout the development of the plan. Local board members’ views and concerns have helped shape the key components of the plan.

7. A summary of consultation feedback will be prepared for the Environment and Community Committee for consideration. The final decision on adoption of the plan will be sought in May 2019.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) endorse the draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039, and provide any additional feedback for consideration of the Environment and Community Committee.

Horopaki

Context

The plan sets out a new investment approach, which better responds to growth and the changing needs of Aucklanders

8. Auckland is experiencing rapid population growth and social change. Our diverse communities have different preferences and requirements for sport and recreation activities.

9. The draft Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039 is the council’s response to these changes. It sets out a new approach to regional investment in sports facilities, programmes and services for Aucklanders over the next 20 years.

10. The plan will:

· target communities of greatest need and address disparities

· deliver a broad range of programmes, services and facilities that respond to the diverse needs of Auckland’s communities

· address population growth and changing sport preferences through regular assessments of, and changes to, programmes, services and facilities.

11. The draft plan has three main sections:

· Section one: ‘Why we invest’ explains the reasons for having an investment plan and the strategic context.

· Section two: ‘What we invest in’ explains the outcomes sought from the council’s sports investment, the scope and focus of that investment and the principles that will guide future investment decisions.

· Section three: ‘How we will work’ explains the investment framework that will be adopted to achieve the outcomes.

12. The development of the draft plan involved several Governing Body decisions, local board engagement, public consultation and research. The attached draft plan provides the chronological timeline for developing the plan.

Tātaritanga me ngā tohutohu

Analysis and advice

Adoption of the plan will contribute to multiple strategic outcomes

13. Sport is one of the key areas the council invests in to deliver on the ‘Belonging and Participation’ outcome in Auckland Plan 2050.

Belonging and Participation

· Focus Area 7 – Recognise the value of arts, culture, sports and recreation to quality of life

· Direction 1 – Foster an inclusive Auckland where everyone belongs

· Direction 2 – Improve health and wellbeing for all Aucklanders by reducing disparities in opportunities.

14. The draft plan focuses on delivering a single outcome: increasing Aucklanders’ participation in community sport. This aligns with the vision of the Auckland Sport and Recreation Strategic Action Plan 2014-2024: ‘Aucklanders: more active, more often.’

15. The multiple benefits delivered to local communities through increased sport participation will also contribute directly to the health, social and economic outcomes for Aucklanders as set out in local board plans.

Achieving the desired outcomes requires putting people at the heart our investment

16. The plan sets out a targeted, people-centric approach to increase sport participation in Auckland. Future sport investment will focus on meeting the needs of three distinct groups of people:

1.	People who already play sport:
	There will be more fit-for-purpose facilities and programmes to keep them actively involved in sport.
2. .	People who play a new sport (like futsal)
		Currently there are limited opportunities to play, but in the future, there will be more fit-for-purpose facilities and programmes that cater to new and emerging sports.
3.	People who currently do not participate in sport
	Auckland Council will create more opportunities and make it easier for them to take up sport.

17. A key step towards increasing sport participation rates in these targeted groups is through addressing disparities.

18. Decision-makers will use a set of principles to prioritise multiple investment projects. ‘Equity’ has the highest weighting to ensure all Aucklanders enjoy the same outcomes. The full list of principles includes:

· Equity (40 per cent of assessment) – sport investment should ensure equity of outcomes across the population regardless of age, gender, ethnicity, socio-economic status or where people live.

· Outcome-focused (30 per cent) – there needs to be a clear line of sight between each investment and the outcomes it delivers.

· Financial sustainability (30 per cent) – investment decisions need to be financially sustainable for council and sports organisations.

· Accountability (10 per cent) – Auckland Council has responsibility to act in the best interests of Auckland.

There will be changes to the way we currently invest in sport

19. The draft plan sets out four key shifts in our approach as illustrated in Figure 1 below.

Figure 1: Key shifts

20. Figure 2 below explains the reasons for these key shifts, the problems they will tackle and the benefits for Aucklanders.

Figure 2: Intervention logic map

21. The plan will ensure robust, evidence-based decision-making and ongoing monitoring of benefits delivered to our communities.

22. Performance data will be collected to measure the return on investment. This will be shared with investors and ratepayers.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Once adopted, the plan will have a direct impact on council’s internal investment processes, particularly regarding how future projects will be assessed and monitored.

24. Parks, Sport and Recreation staff have been engaged throughout the development of the draft plan. Their feedback, particularly regarding how the proposed changes can be adopted in practice, has helped shape the investment framework and the scenarios in the draft plan.

25. Parks, Sport and Recreation staff have also facilitated the council’s engagement with the sport sector through Aktive, the council’s strategic partner for sport. The general feedback is supportive of the new investment approach to improve participation and deliver better outcomes for Aucklanders.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

The local boards have an important role to play in shaping the draft plan

26. Local boards have an important role to play in the council’s sport investment. They:

· set outcomes and priorities for local sport investment through local board plans

· identify local sports facility and programmes needs and advocate for investment through the Long-term Plan and Annual Budget processes

· have allocated decision-making responsibility for local sport facilities and initiatives including:

- the specific location, design, build and fit-out of new local sports facilities within budget parameters agreed with the Governing Body

- the use of local sport facilities and initiatives including leasing and changes of use

- local recreation and sports programmes

· manage local and sub-regional facility partnership relationships, funding or lease agreements and performance reporting

· work together to support facilities that benefit several local board areas.

27. Staff have engaged with local boards informally at various stages throughout the development of the draft plan. Local boards members’ views and concerns have helped shape the key components of the plan.

Previous engagement with local boards showed general support for an investment plan

28. Staff met with local boards between February and April 2018 and sought informal feedback on the key components of the plan.

29. Feedback from local boards was generally supportive of a new investment plan for sports facilities to ensure consistency, efficiency, transparency and outcome delivery.

30. Challenges relating to population growth, land supply and budgetary constraints were highlighted. Local boards also noted challenges specific to their areas and populace.

31. Feedback showed a strong preference to have a flexible approach to accommodate diverse local needs.

Formal local board feedback is sought between February and March 2019

32. Staff are seeking to understand local boards’ views on the draft plan and request a formal decision at local boards’ business meetings during February and March 2019.

33. Staff would particularly value local board feedback on the following parts of the draft plan (refer Attachment A), which are likely to have the most bearing on local board decision-making:

· the key shifts in the council’s future investment approach in sport (page 4)

· the benefits of sports to Auckland communities, particularly Te Ao Māori (page 9)

· the difference between equity and equality in the context of sport investment (pages 22-23)

· the proposed investment framework (pages 24-36).

Tauākī whakaaweawe Māori

Māori impact statement

34. Sport participation contributes directly to the following ‘Māori Identity and Wellbeing’ outcome in Auckland Plan 2050:

Māori Identity and Wellbeing

· Direction 1 – ‘Advance Māori wellbeing’

· Focus area 1 – ‘Meet the needs and support the aspirations of tamariki and their whanau’

35. According to Sport New Zealand data, weekly sport participation of Māori in Auckland (76.8 per cent) is similar to European (76.3 per cent), but higher than Asian (70.7 per cent) and Pasifika (69.1 per cent).

36. Research also show pockets of sedentary Māori who do not have adequate opportunities to participate in sport. They will be a target group for investment.

37. Feedback from the Mana Whenua Forum and Aktive Māori Advisory Group during public consultation on the discussion document informed the development of the plan.

38. A key area of focus was the delivery of outcomes through increased Māori participation. Means of achieving this goal include partnerships with iwi and Māori organisations, to manage demand efficiently and to use sports programmes and facilities as a social hub to strengthen cultural and community connections.

39. Partnerships will draw on Māori-centric models and collective models of learning so that key Māori concepts become embedded in sport service design and delivery.

40. Staff will seek further feedback from the Mana Whenua Forum and Aktive Māori Advisory Group as part of the consultation on the draft plan.

Ngā ritenga ā-pūtea

Financial implications

41. Once adopted, the plan will guide all council investment in sport.

42. An immediate focus will be to establish a clear and contestable process for the allocation of the $120 million Sport and Recreation Facilities Investment Fund established in the Long-term Plan 2018-2028.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

43. Staff have identified reputational and operational risks associated with the adoption of the draft plan. These risks will be mitigated through regular communication and engagement with key stakeholders.

Type	Risk	Mitigation
Reputational	Some people might worry the plan will change arrangements already in place, or ongoing council investment.	Clear communication with key stakeholders and funding recipients that the plan will guide decisions on future investment only, unless a current project is already scheduled for review.
Operational	The transition to the new investment approach will be operationally complex. It impacts multiple teams across the council, and new business processes, guidance and forms will need to be designed to support it.	Detailed implementation planning will be required to ensure the transition is as smooth as possible. Changes will be phased in over the next three to five years.

Ngā koringa ā-muri

Next steps

44. Staff will undertake public consultation from February to March 2019.

45. The consultation will be conducted in various forms:

· local boards will be asked to formally indicate their support for the draft plan during business meetings and provide any additional feedback

· the public will be invited to submit their feedback via ShapeAuckland

· targeted interviews will be conducted with community groups including Māori, Pasifika and Asian people

· the sport sector will be invited to provide their formal views through Aktive.

46. A summary of consultation feedback and a final plan will be prepared for consideration and adoption by the Environment and Community Committee around May 2019.

47. Implementation of the plan will occur in stages over the next three to five years, depending on council budgetary and planning processes. An indicative timeline of the potential changes is presented in section three of the draft plan.

48. Figure 3 below shows the next steps in a flow chart.

Figure 3: Next steps

This plan will inform the development of other investment plans

49. The draft plan sets out an overarching investment framework to help decision-makers prioritise investment between different sports.

50. Separate, but related plans are being developed to guide council’s investment in golf and play facilities. These plans will be consistent with the overarching framework set out in Increasing Aucklanders’ participation in sport: Investment Plan 2019-2039.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039	247

Ngā kaihaina

Signatories

Authors

Nancy Chu - Principal Policy Analyst

Authorisers

Paul Marriott-Lloyd, Senior Policy Manager, Parks and Recreation Policy

Lesley Jenkins, Acting GM- Local Board Services

Eric Perry - Relationship Manager

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant
Members	Paula Gillon
	Ann Hartley, JP
	Kay McIntyre, QSM
	Anne-Elise Smithson
	Adrian Tyler
	Lindsay Waugh

Service area	Key findings	How findings will be incorporated into the masterplan
Pool and leisure	Pool provision in the local board area is appropriate for the current and likely future needs of the population (based on 2013 census data). The two pools in the local board area are in good locations to ensure a good reach for most of the population.	Retain a pool at the park, potential to upgrade pool facilities to include play pool, splash pad or similar.
Park Services	Tracks (also see kauri dieback information below) – some gap in provision; upgrade of the service lane in the park to cater walking and cycling has been identified as a priority item in the Kaipatiki Connections Network Plan 2016	Upgrade service road as per Kaipatiki Connections Network Plan 2016
	Toilets and changing rooms at Mahara Ave – some toilets and changing rooms were housed in the (now removed) grandstand; some provision in the Cricket Club buildings	Toilets and changing rooms to be included in proposed multi-use sport and recreation facility at Mahara Avenue.
	Car parking – shortage of parking spaces in the park at peak times	Encourage use of public transport, carpooling and biking to the park.
	Sports field provision – some oversupply of hours, mostly for rugby league	Sports fields to be retained at Recreation Drive and Mahara Ave – no design implications. While the rugby league has a surplus of hours available to it, optimisation of the sports parks network may see surplus hours reallocated to codes who have shortfalls, via normal approval processes.
	Play –improve play experience at the park, include play for different age groups and nature play as per the Kaipatiki Strategic Play and SunSmart Provision Assessment	Retain existing playground by the top playing fields; Create māra hūpara (Māori play) in the gully between Recreation Drive and Mahara Ave
	Signage –there is a current lack of signage in the park (entrance, directional and interpretative)	Incorporate entrance, directional and interpretative signage in the design
	Kauri Dieback –kauri dieback is present in the local board area. Two tracks in the park have been temporarily closed to protect existing kauri in the park.	One track to be permanently closed (from cemetery), other tracks to be upgraded to protect kauri
	Lack of socialising spaces in the park	Add parks furniture; picnic/ BBQ areas in the design
Active Recreation	There is a shortage of indoor courts in the KLB area.	2-3 indoor court spaces to be provided for in the design of the proposed multi-use sport and recreation facility at Mahara Avenue.
	Upgrade the current athletics facilities at the park	Provide for upgrades of the athletics facilities, including netting for throwing circles, new/ improved long jump. The upgrade to a 400m running track was investigated, but there is insufficient space in the park for this.
	Development of mountain bike facilities at the site – not considered to be appropriate for the site due to risk of kauri dieback	Not to be included in design
	Gymnastics – a sub-regional facility already exists in Kaipatiki, any further sub-regional or regional facilities should be located further north; therefore, not recommended to develop at the park.;	Not to be included in design, potential to provide for special events at the proposed multi-use sport and recreation facility
Community Leases	Currently 12 lessees at the park, many who own the facilities they are in. Two clusters of individual facilities, most at Recreation Drive. Three clubs are sharing the cricket club rooms (cricket, rugby league and athletics) All groups currently at the park meet the criteria in the Community Occupancy Guidelines and are eligible to occupy the site. Eligibility will be reassessed when lease agreements expire, based on the Community Occupancy Guidelines.	Consolidation of facilities into three main hubs - as per the Community Occupancy Guidelines, groups are encouraged to cluster and share buildings and spaces. Proposal for one multi-use sports and recreation facility at Mahara Ave, two hubs at Recreation Drive (education and arts/culture/heritage); RSA and Rugby Club at Recreation Drive to remain as they are.
Community Places (hire facilities, community centers)	No identified need for additional hire facilities or community centres in the Birkenhead area. Any facilities built in the park should be aligned with the qualities for community facilities in the Community Facilities Network Plan 2015. Council investment should be focused on strategically placed multi-purpose facilities, designed to accommodate different activities, programmes and services in an integrated manner.	Any facilities built at the park should be designed based on the criteria in the Community Facilities Network Plan 2015 and be accessible, well placed, flexible, functional, consider local character, high quality and sustainable

No.	Title	Page
a ⇩	20 February 2019 - Kaipātiki Local Board Business Meeting - Glenfield Community Centre 1st Quarterly Summary October - December 2018	155
b ⇩	20 February 2019 - Kaipātiki Local Board Business Meeting - Kaipātiki Youth Development Trust 2nd Quarterly Summary	159
c ⇩	20 February 2019 - Kaipātiki Local Board Business Meeting - Birkdale Beach Haven Community Project Incorporated - September - December 2018 Summary	165
d ⇩	20 February 2019 - Kaipātiki Local Board Business Meeting - Bayview Community Centre - 2nd Quarterly Summary	169
e ⇩	20 February 2019 - Kaipātiki Local Board Business Meeting - Highbury House 2nd Quarterly Summary	171

Authors	Jacinda Short - Democracy Advisor - Kaipatiki
Authorisers	Eric Perry - Relationship Manager