I hereby give notice that an ordinary meeting of the Hibiscus and Bays Local Board will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Wednesday, 19 June 2019

4.30pm

Council Chamber
Orewa Service Centre
50 Centreway Road
Orewa

 

Hibiscus and Bays Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Julia Parfitt, JP

 

Deputy Chairperson

Janet Fitzgerald, JP

 

Members

Chris Bettany

 

 

David Cooper

 

 

Gary Holmes

 

 

Caitlin Watson

 

 

Vicki Watson

 

 

Mike Williamson

 

 

(Quorum 4 members)

 

 

 

Vivienne Sullivan

Local Board Democracy Advisor

 

14 June 2019

 

Contact Telephone: (09) 427 3317

Email: vivienne.sullivan@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


DELEGATIONS HIBISCUS AND BAYS LOCAL BOARD 2016-2019

 

 

Portfolio

Description

Resolution

Local Board Members

Minor landowner approvals and landlord approvals including events

To confirm if the matter is minor for staff to exercise their delegation for landowner approvals

To approve minor landlord approvals

HB/2016/190

Julia Parfitt -Chairperson

Janet Fitzgerald - Deputy Chairperson  

Gary Holmes - Alternate

Transport Information Group

Discuss transport issues/projects

HB/2016/190

Julia Parfitt -Chairperson

Janet Fitzgerald - Deputy Chairperson  

David Cooper - Alternate

Resource consent applications 

Input into notification decisions for resource consent applications 

HB/2016/190

Gary Holmes 

Janet Fitzgerald  - Deputy Chairperson

David Cooper - Alternate

Notified Resource Consents

Notified Plan Changes

Notices of Requirement

To prepare and submit local board views and speak to those local board views at any hearings

HB/2018/55

Gary Holmes or

Julia Parfitt –Chairperson or

Janet Fitzgerald - Deputy Chairperson  

 

Urgent Decision Making

To make decisions on matters that cannot wait until the next ordinary meeting of the local board

HB/2016/195

Julia Parfitt – Chairperson

Janet Fitzgerald-Deputy Chairperson

Christina Bettany - Alternates

Infrastructure and Environmental Services

To approve minor changes to 2018/2019 work programme

HB/2018/96

Chris Bettany

Julia Parfitt – Chairperson

Janet Fitzgerald - Deputy Chairperson

Arts, Community and Events

To approve minor changes to 2018/2019 work programme

HB/2018/99

Chris Bettany

Caitlin Watson

Mike Williamson - Alternates

Parks, Sport and Recreation

To approve minor changes to 2018/2019 work programme

HB/2018/99

David Cooper

Mike Williamson

Caitlin Watson - Alternate-

Service, Strategy and Information

To approve minor changes to 2018/2019 work programme

HB/2018/99

Gary Holmes

Julia Parfitt – Chairperson

Vicki Watson - Alternate

Economic Development

To approve minor changes to 2018/2019 work programme

HB/2018/100

Janet Fitzgerald – Deputy Chairperson

Gary Holmes

Vicki Watson - Alternate

Community Facilities and CF: Leases

To approve minor changes to 2018/2019 work programme/s

HB/2018/122

Julia Parfitt – Chairperson

Janet Fitzgerald-Deputy Chairperson

Caitlin Watson - Alternates

Silverdale Led Heritage Character Design Guidelines

To approve any minor changes

 

Janet Fitzgerald – Deputy Chairperson

Caitlin Watson

Hibiscus and Bays Local Board Annual Report 2017/2018

To approve any minor changes

 

Janet Fitzgerald – Deputy Chairperson

 

 

Appointments to outside organisations

 

Organisation

Local Board Member

Vaughan Homestead (Torbay Historical Society)

Julia Parfitt - Chairperson

Chris Bettany - Alternate

Victor Eaves Management Committee

Mike Williamson

Local Government New Zealand Zone One (Auckland and Northland)

Janet Fitzgerald  - Deputy Chairperson

 

Business Improvement Districts (BIDS)

 

Destination Orewa Beach

Vicki Watson

David Cooper - Alternate

Torbay

Chris Bettany

Julia Parfitt - Chairperson- Alternate

Browns Bay

Chris Bettany

Gary Holmes - Alternate

Mairangi Bay

David Cooper

Julia Parfitt - Chairperson- Alternate

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 

ITEM   TABLE OF CONTENTS                                                                                        PAGE

1          Welcome                                                                                                                         7

2          Apologies                                                                                                                        7

3          Declaration of Interest                                                                                                   7

4          Confirmation of Minutes                                                                                               7

5          Leave of Absence                                                                                                          7

6          Acknowledgements                                                                                                       7

7          Petitions                                                                                                                          7

8          Deputations                                                                                                                    7

8.1     Hibiscus Coast Citizens Advice Bureau                                                           7

8.2     Hibiscus Coast Zero Waste                                                                                 8

8.3     Orewa Beach Carnival                                                                                         8

9          Public Forum                                                                                                                  8

9.1     Orewa Surf Life Saving Club                                                                              8

10        Extraordinary Business                                                                                                9

11        Community Facilities work programme adoption report Hibiscus and Bays      11

12        Auckland Transport Update to Hibiscus and Bays Local Board June 2019        31

13        Hibiscus and Bays Quick Response Round Three 2018/2019 grant allocations 43

14        Mairangi Bay Pumpstation Landscape Concept Plan                                             55

15        Approval of the Hibiscus and Bays Local Board Plans and Places 2019/2020 work programme                                                                                                                   63

16        Hibiscus and Bays Local Board 2019/2020 Local Economic Development Work Programme                                                                                                                   69

17        Approval of the 2019/2020 Hibiscus and Bays local environment work programme  75

18        Approval of the Hibiscus and Bays Local Board community services 2019/2020 work programme                                                                                                                   89

19        New lease to Hibiscus Coast Radio Society Incorporated                                   107

20        New lease to Orewa Badminton Charitable Trust                                                 115

21        Changes to Local Board Standing Orders                                                             123

22        Panuku Auckland Development six-monthly Local Board update from 1 November 2018 to 30 April 2019                                                                                                          129

23        Business Improvement District Programme Compliance Report to Hibiscus and Bays Local Board                                                                                                                135

24        Ward Councillors Update                                                                                         137

25        Governance Forward Work Calendar                                                                     139

26        Record of Workshop Meetings                                                                                147  

27        Consideration of Extraordinary Items  

 


1          Welcome

 

2          Apologies

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

 

3          Declaration of Interest

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

 

4          Confirmation of Minutes

That the Hibiscus and Bays Local Board:

a)         confirm the ordinary minutes of its meeting, held on Thursday, 6 June 2019, as a true and correct record.

 

5          Leave of Absence

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

 

6          Acknowledgements

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

 

7          Petitions

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

 

8          Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Hibiscus and Bays Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

 

8.1       Hibiscus Coast Citizens Advice Bureau

Te take mō te pūrongo

Purpose of the report

1.       Mr Graeme Dykes, Chairperson of the Hibiscus Coast Citizens Advice Bureau has requested a deputation to provide a brief update on the work of the Citizens Advice Bureau.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      thank Mr Dykes for his presentation on the work of the Hibiscus Coast Citizens Advice Bureau.

 

 

 

8.2       Hibiscus Coast Zero Waste

Te take mō te pūrongo

Purpose of the report

1.       Betsy Kettle from the Sustainable North Trust, trading as Hibiscus Coast Zero Waste has requested a deputation to discuss two projects that the Trust are undertaking.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      thank Mrs Kettle for her presentation on the Sustainable North Trust trading as  Hibiscus Coast Zero Waste.

 

 

 

8.3       Orewa Beach Carnival

Te take mō te pūrongo

Purpose of the report

1.       Mr Ken Ogilvie has requested a deputation to discuss a proposed Orewa Beach Carnival event.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      thank Mr Ogilvie for his presentation on the proposed Orewa Beach Carnival event.

 

 

 

9          Public Forum

 

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

 

 

9.1       Orewa Surf Life Saving Club

Te take mō te pūrongo

Purpose of the report

1.       Representatives of the Orewa Surf Life Saving will be in attendance to acknowledge the local board’s support.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      thank the representatives of the Orewa Surf Life Saving Club for their attendance.

 

 


 

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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


Hibiscus and Bays Local Board

19 June 2019

 

 

Community Facilities work programme adoption report Hibiscus and Bays

File No.: CP2019/09435

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2019 – 2022 Community Facilities Work Programme for the Hibiscus and Bays Local Board.

Whakarāpopototanga matua

Executive summary

2.       The Community Facilities department is responsible for the building, maintaining and renewing of all open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

3.       The Hibiscus and Bays Local Board 2019/2020 Community Facilities Work Programme was developed through a series of iterative workshops between key staff and local boards since October 2018. The projects identified in the work programme have been prioritised for investment based on a combination of local board feedback, staff assessments of assets and key stakeholder input.

4.       The work programme provided in Attachments A and B to this report reflect the projects that were presented in the last local board workshop with modifications based on feedback from the board, and with the inclusion of projects proposed to be funded from regional programmes.

5.       This report recommends that the local board approves the 2019 - 2022 Community Facilities Work Programme and associated budget in full for projects commencing in the first year of the programme and in principle for subsequent two years.

6.       The work programme includes projects proposed to be funded from regional programmes, including local and sports field development (growth), coastal and slips prevention programmes. Inclusion of these projects in the local board work programme is subject to approval by the Environment and Community Committee in July 2019.

7.       It is recommended that the local board approve the inclusion of these projects in the work programme and provide feedback for consideration by the Environment and Community Committee.

8.       A number of projects have been identified in the work programme as “risk adjusted programme” projects. These are projects that have budget allocated in the 2020/2021 financial year.

9.       Approval is sought for staff to commence work on these projects in the 2019/2020 year so that they can be delivered early in the event that other approved projects are delayed for any reason.

10.     In order to expedite delivery of the work programme, and to manage changes that may be required in a timely way, staff recommend that the board delegate decision making for amendments to the approved programme to the chair.


 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      approve the 2019/2020 Community Facilities Work Programme as detailed in Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report 

b)      approve in principle the 2020 – 2022 Community Facilities Work Programme (years 2 and 3) as detailed in Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report

c)      approve the risk adjusted programme projects identified in Attachment A to the agenda report as projects that may be delivered in advance of the expected delivery year, if required to meet expected financial expenditure for the 2019/2020 financial year

d)      note that approval of budget allocation in the 2019/2020 year for multi-year projects may commit the board to the allocation of subsequent years’ budgets

e)      note that the inclusion in the work programme of projects that are funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets are subject to approval of the identified budget allocation by the Environment and Community Committee in July 2019

f)       provide feedback for consideration by the Environment and Community Committee in relation to the projects funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets

g)      note that budget allocation for all projects in the 2019 – 2022 Community Facilities Work Programme are best current estimates, and amendments may be required to the work programme to accommodate final costs as the year progresses

h)      delegate to the chairperson authority to approve minor amendments to the 2019 – 2022 Community Facilities Work Programme, following receipt of written advice from staff

i)        delegate to the Manager Community Leases authority to use the agreed streamlined renewal process for lease renewals without variations.

 

Horopaki

Context

11.     Community facilities and open spaces provide important community services to the people of Auckland. They contribute to building strong, healthy, and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

12.     Work programmes are presented to local boards for approval each year. The 2019 – 2022 Community Facilities Work Programme, detailed in the attachments, contains information on all proposed projects to be delivered by Community Facilities, including capital works projects, leasing and operational maintenance.

13.     Staff have engaged with the board in the development of the work programme through a number of workshops, including:

·        25 October 2018 where the board discussed their priorities for the future work programme

·        14 March 2019 where the board reviewed the first draft work programme and provided feedback. No further workshops were required after this.

14.     This year’s work programme is a three year programme to clearly demonstrate the phasing of project delivery and to enable the organisation to prepare for delivery.  The work programme is subject to a rolling review and each year the local board will be asked to approve a new three year work programme

Tātaritanga me ngā tohutohu

Analysis and advice

Capital works programme

15.     Investment in the capital works programme will ensure that council facilities and open spaces in Hibiscus and Bays Local Board remain valuable and well-maintained community assets.

16.     The overall capital works programme includes projects for which the board has discretion to allocate budget, referred to as the local programme, and projects from regional programmes. 

17.     Specific projects within the work programme may have budget allocated from two or more budget sources, including budgets from both local and regional programmes.

18.     The work programme includes both new projects and existing projects that have been continued from the previous financial year where those projects require multiple years for delivery (multi-year projects).

19.     Any projects that have budget approved in the current 2018/2019 financial year, but are unable to be delivered this year, will be deferred. Deferred budgets will be added to the work programme at a later date.

Local Programme

20.     The local programme includes those projects that the local board is funding from its discretionary capex budgets, including:

·        Renewals
The local board can allocate its renewals budget towards the renewal of any council owned asset

·        Locally Driven Initiative (LDI)
The local board has the discretion to allocate its LDI budget to any projects that deliver a council asset or as a capital grant to a third party to deliver an asset made available for public use.

21.     In preparing recommendations for the local programme a number of matters have been considered, including:

·       strategic documents (e.g. local board plan)

·       service assessment input from Community Services

·       asset condition assessments

·       input from operational maintenance teams and staff working within facilities

·       budget availability.

22.     The Community Facilities work programme supports the achievement of the following 2017 Hibiscus and Bays Local Board Plan priorities:

·        Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation

·        A protected and enhanced environment

·        A strong local economy

·        Our communities have excellent transport choices

·        Our people are involved and have a strong sense of pride in the look and feel of their local areas

23.     Other strategic documents of particular relevance have included the bespoke sun smart and play space provision assessment. These have influenced recommendations in the programme through the addition of multiple play space renewals while informing the playground improvements and sun smart initiatives projects.

24.     Some of the key projects to be accommodated in the programme include the demolition and rebuild of the East Coast Bays Rugby League Club at Freyberg Park and the renewal of the Beach Front Lane boardwalk. The boardwalk is a high priority asset which before this has received regular repairs and maintenance to replace individual timber sleepers. As the timber sleepers are no longer in production, and the boardwalk foundations require repair, a long term solution will be investigated.

25.     The phasing of projects over various years is recommended to meet budget requirements.  In this regard careful consideration has been given to the delivery timing of the demolition and rebuild of 12 Hibiscus Coast Highway (Formerly the Silverdale Bowling Club and Nippon Judo Club) which has meant that the Jamie Hansen Reserve play space renewal will be phased in later years.

26.     Of particular note in the work programme is reallocation of $280,000 from the Locally Driven Initiatives capital budget for the project ‘Implement actions from the Hibiscus and Bays Greenways Plan’ in the 2018/2019, 2019/2020 and 2020/2021 financial years towards the renewal of the walkway from Sharon Road to Manly Esplanade (Lotus Walk). This was as a result of feedback received in conjunction with the Centennial Park walkway which was an identified greenways route. The scope of the Centennial Park walkway project was reduced, which identified savings that were able to be used elsewhere.

27.     The proposed work programme in Attachment A contains:

·       Number of projects excluding leases and contract lines over three years: 61

·        Indicative cost for proposed projects in the 2019/2020 financial year: $5,406,913.

Regional Programme

28.     The Long-term Plan 2018 - 2028 includes budgets which support the delivery of regional programmes. These budgets are allocated to specific projects within a regional programme by the governing body.

29.     Where budget is allocated to a project in the regional programme that falls within a local board decision making allocation (e.g. a local park), that project is included in the local board work programme. The local board then has decision making responsibility for that project, within the parameters set by the Governing Body, namely location, scope and budget.

30.     Regional budgets include:

·       Local parks and sports field development (growth)

·       Coastal renewals

·        Slips prevention and remediation.

31.     Projects in these regional programmes are identified and prioritised based on consideration of a number of factors.

32.     For the local parks and sports field development programme, this includes:

·       Extent to which residential growth is generating demand for the project

·       Current levels of provision

·        Available budget.

33.     For coastal renewals and slips prevention and remediation this includes:

·       Asset condition

·       Relative hazard and risk

·        Available budget.

34.     The allocation of budget to specific projects will be approved by the Environment and Community Committee in July 2019.

35.     The local board has an opportunity to provide formal feedback, through resolution to this report, for consideration by the Environment and Community Committee prior to approval of the regional programmes.

Capital Programme Delivery

Cost estimates subject to change

36.     Budget allocations within the work programme are best estimates only. Project costings are subject to change and refinement as projects progress through the design and delivery process. Greater clarity will be determined around the specific work required and the cost of delivery of that work once the details are defined.

37.     The delivery of individual projects is managed within the overall work programme budget for each local board. Where significant changes to project budgets may need to be considered, or if new projects are added to the work programme, changes may be required to the programme to accommodate final project costs as the year progresses.

Risk adjusted programme

38.     A number of projects have been identified in the work programme as “risk adjusted programme (RAP)” projects.

39.     These are projects that have budget allocated in the 2020/2021 financial year (i.e. year two of the three year programme). Staff propose to commence work in the 2019/2020 year on the delivery of these risk adjusted projects.

40.     By progressing these identified projects alongside the 2019/2020 projects in the programme, it is intended that, should projects identified for delivery in year one of the work programme be delayed for any reason, staff will be able to proceed with agreed alternative projects to ensure that the full annual budget is delivered each year.

41.     Approval is sought from the local board for staff to commence work on those projects identified in the work programme as risk adjusted programme projects in the 2019/2020 year.

Delegation for approval of changes to the work programme

42.     The delivery of the proposed work programme in an efficient and timely manner may require amendments to be made to the agreed work programme during the course of the year. Such amendments could include:

·        changes to project scope, budgets, timing

·        addition of new projects within available budget

·        cancelling or putting approved projects on hold.

43.     Any changes to the approved work programme require approval from the local board. Approval will normally be sought through resolution at a business meeting.

44.     Local boards are also able to delegate authority to approve some or all amendments to the work programme to the chair, to another member of the board, or to staff. Such delegation would allow changes to be made without the timeframes required to provide formal reports and would support the efficient delivery of the work programme.

45.     Should the local board choose to delegate authority to approve changes to the work programme, it is anticipated that any changes would be workshopped with the local board prior to any delegated decision being taken. Any changes made under delegation would be reported back to the local board in their quarterly report.


 

 

Leasing work programme

46.     Community leases, commonly on public parks and reserves, are a valuable way in which the council provides support to community organisations across the region. These groups provide a wide range of community activities and services aligned with recognised local priorities and are a key part of the mosaic of community activity and infrastructure in Auckland.

47.     Attachment B – Community Leases provides a detailed list of the community leases and licences that will expire or are due for renewal over the 2019/2020 financial year. Following approval of the work programme staff will proceed with review and renewal of these leases and licences as appropriate during the course of the financial year.

48.     Two additional project lines include those leases and licences proposed to be progressed in the 2020/2021 and 2021/2022 financial years respectively. It also includes the additional leases and licences that will be deferred from the 2018/2019 financial year to the 2019/2020 financial year.

49.     Straight forward lease renewals without variations will be processed in accordance with agreed delegations with a written memo to the board providing the opportunity for the board to request further information or a formal report. More complex community leases will be reported to the local board at a business meeting.

Operational maintenance work programme

50.     The regular maintenance of all council-owned built and open space assets plays an important part in:

·        increasing the long-term durability of Community Facilities assets

·        improving the safety of Community Facilities assets

·        ensuring the enjoyment of Community Facilities assets by the users.

51.     In the 2019 - 2022 Community Facilities Work Programme, there are three line items dedicated to all maintenance in the local board area:

·        Full Facilities Maintenance Contracts – these contracts include all buildings, parks and open space assets, sports fields, coastal management and storm damage response. From 1 July 2019 council is responsible for streetscapes maintenance from Auckland Transport.

·        Arboriculture Maintenance Contracts – these contracts include all tree management and maintenance

·        Ecological Restoration Maintenance Contracts – these contracts include pest plant management within ecologically significant areas and animal pest management across all parks and reserves.

52.     Staff will be able to provide regular reporting on maintenance through monthly updates to the local boards and through the quarterly report. Community Facilities is also providing additional weekly updates to all elected members on contractor performance.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

53.     The 2019 - 2022 work programme has been developed in consultation with other council departments as part of the council’s integrated local board work programme approach. This approach aimed to improve the quality of advice for the local board through collaboration and understanding across departments.

 

 

 

54.     In particular, the council’s service and asset planning team within the Service, Strategy and Integration department were involved in the development of the service assessment for the rebuild of the 12 Hibiscus Coast Highway building. This prompted discussion around what kind of facilities were needed in the Silverdale area and will inform future decisions in regards to a rebuild location and facility type. Council’s Community Services department provided a strategic assessment which provided justification for the investment of Locally Driven Initiative funding towards the Mairangi Bay Development plan. 

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

Local impacts and local board views

55.     The Community Facilities Work Programme has been created through a combination of local board feedback, asset condition assessments and agreed levels of service.

56.     The 2019 - 2022 Community Facilities Work Programme has been considered by the local board in a series of workshops from October 2018 to May 2019. The views expressed by local board members during the workshops have informed the recommended work programmes.

Tauākī whakaaweawe Māori

Māori impact statement

57.     The 2019 - 2022 Community Facilities Work Programme ensures that all facilities and open space assets continue to be well-maintained assets that benefit the local community, including Māori. When developing and delivering work programmes consideration is given to how the activities can contribute to Māori well-being, values, culture and traditions.

58.     Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to mana whenua then appropriate engagement will be undertaken.

59.     Staff are also attending mana whenua forums monthly to receive feedback on specific projects within the 2019 - 2022 Community Facilities Work Programme.

60.     Activities in the work programmes that are specific to Māori outcomes include:

·        Ngahere Urban Forest strategy

·        Actions from signage audit project including Maori identity.

Ngā ritenga ā-pūtea

Financial implications

61.     Table 1 below summarises the relevant budgets, proposed allocation and the balance of unallocated budget available.

Local Budgets

2019/2020

2020/2021

2021/2022

Renewals - Budget

 $ 5,470,000

 $ 2,834,276

 $ 4,107,423

Renewals - Proposed Allocation

 $ 5,406,913

 $ 2,810,000

 $ 3,915,000

Renewals - Unallocated budget

 $      63,087

 $      24,276

 $    192,423

 

 

 

 

Growth and Development - Allocation

 $ 1,720,770

 $ 1,800,000

 $ 2,000,000

Coastal Renewals - Allocation

$    210,000

$   150,000

$               0 

Slips Prevention - Allocation

 $     553,000

 $               0 

$               0 

LDI Capex - Proposed Allocation

 $     794,000

 $   590,000

$                  0

 

 

 

 

LDI Opex - Proposed Allocation

$                 0

$                   0

$                  0

 

62.     The proposed work programme can be accommodated within the available local board budgets. Approval of the work programme does not have significant financial implications, unless projects experience a significant overspend or underspend.

63.     Regular updates on the delivery of the programme will be provided to the local board. These updates will identify progress of all projects and potential amendments to the approved programme including changes to budget allocation and timing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

64.     Where a work programme activity cannot be completed on time, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.  The RAP will be used to progress those projects identified as ready to proceed under the RAP.

65.     If the proposed Community Facilities work programme is not approved at the business meeting, there is a risk that the proposed projects may not be delivered within the 2019/2020 financial year.

Ngā koringa ā-muri

Next steps

66.     Once approved, delivery of activities identified in the Community Facilities work programme will commence from 1 July 2019.

67.     The work programmes identify if further decisions are required for each activity. These will be brought to the local board when appropriate.

68.     Progress and updates on work programmes will be reported to the local board for each quarter of the financial year.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays Local Board Community Facilities 2019-2022 Work Programme - Build, Maintain, Renew

19

b

Hibiscus and Bays Local Board Community Facilities 2019 - 2022 Work Programme - Leases

29

      

Ngā kaihaina

Signatories

Author

Joseph Bywater - Land Use Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Jonathan  Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

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Hibiscus and Bays Local Board

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Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

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Hibiscus and Bays Local Board

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Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 

Auckland Transport Update to Hibiscus and Bays Local Board June 2019

File No.: CP2019/09233

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an update to Hibiscus and Bays Local Board members on transport related matters in their area, including the Local Board Transport Capital Fund and Auckland Transport’s Community Safety Fund.

Whakarāpopototanga matua

Executive summary

2.       This report covers:

·        A summary of the board’s transport capital fund

·        Auckland Transport’s Community Safety Fund

·        A summary of consultation activity

·        Traffic Control Committee resolutions

·        An update on issues raised

·        Public transport into the city

·        The new 126 bus service between Westgate and Albany

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      receive the Auckland Transport Update to Hibiscus and Bays Local Board June 2019 report.

b)      provide a list of prioritised projects for funding from Auckland Transport’s Community Safety Fund from the list below, firm cost estimates for which were provided to the local board and discussed at a workshop on 6 June 2019:

i)        20 Ramsgate Terrace – conversion of existing raised table to a zebra crossing;

ii)       214 Hibiscus Coast Highway – Zebra Toucan Crossing for both Cyclists and Pedestrians linking shared paths across Hibiscus Coast Highway;

iii)      Hatfields Beach pedestrian crossing to public toilet;

iv)      Saddleback Rise pedestrian crossing.

 

 

Horopaki

Context

3.       This report updates the local board on Auckland Transport (AT) projects and operations in the Hibiscus and Bays Local Board area.  It summarises consultations and Traffic Control Committee decisions, and includes information on the status of the Local Board Transport Capital Fund (LBTCF).

4.       AT is responsible for all of Auckland’s transport services, excluding state highways. We report on a monthly basis to local boards, as set out in our Local Board Engagement Plan. This monthly reporting commitment acknowledges the important engagement role local boards play in the governance of Auckland on behalf of their local communities. 

5.       The LBTCF is a capital budget provided to all local boards by Auckland Council and delivered by AT. Local boards can use this fund to deliver transport infrastructure projects that they believe are important to their communities but are not part of AT’s work programme. Projects must also:

·        be safe

·        not impede network efficiency

·        be in the road corridor (although projects in parks can be considered if there is a transport outcome).

6.       AT’s Community Safety Fund (CSF) comprises $20 million in total allocated across all 21 local boards, with $5 million to be allocated during the 2019/2020 financial year and the balance of $15 million over the 2020/2021 financial year. This is a safety fund that sits within AT’s safety budget so the major component of the funding allocation formula is the Deaths and Serious Injury (DSI) numbers.

7.       The purpose of the fund is to allow local communities to address long-standing road safety issues that have yet to become regional priorities and have therefore not been addressed by AT.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Transport Capital Fund

8.       The Hibiscus and Bays Local Board’s share of the LBTCF allocated with effect from 1 July 2018, as per the local board funding policy, is $1,237,015 per annum.

          The total remaining in the current electoral term to the Hibiscus Local Board is $1,350,304.

 

Hibiscus and Bays Local Board Transport Capital Fund Financial Summary

Total Funds Available in current political term

$4,193,075

Amount committed to date on projects approved for design and/or construction

$2,842,771

Remaining Budget

$1,350,304

 

9.       The table below reflects the status of projects to which LBTCF has already been committed during this political term:

 

Status update on current of Local Board Transport Capital Fund projects

 

Project

Description

Current status

Changes since last  update

Funds allocated in current political term

091 – Mairangi Bay Art Walk

Construction of footpath amenities on Hastings Road, Mairangi Bay from the retail centre to Mairangi Bay Reserve.

Completed

No

$17,508

411 – Torbay Revitalisation

Upgrade of Torbay town centre.

Completed

No

$602,537

558 - Orewa Pedestrian Crossings

Facilities to improve pedestrian safety at the intersections of Moana and Moenui Avenues with the Hibiscus Coast Highway.

Completed

No

$127,510

578 - Orewa Boulevard Stage 3

Extension of existing Boulevard concept from Riverside Road to Empire Road.

A second workshop was held on 9 May 2019.

Yes

$1,330,000

579 - Torbay Parking Stage 2

Construction of 5 car park spaces on the Auckland Council reserve at 1022 Beach Road, Torbay.

 

Completed

Yes

$69,024

580 – Town Centre Slow Zones

Traffic Calming in the town centres of Mairangi Bay and Torbay.

Discussed at a workshop on 14 March.

Yes

$689,731

581 – Seat Upgrades, Orewa

Supply and installation of 14 arm rests on seven seats located in the area between 292 and 350 Hibiscus Coast Highway, Orewa.

Completed

Yes

$5,306

644 – Centennial Park Path, Campbells Bay

Auckland Council led Greenways project

in Centennial Park, Campbells Bay.

Discussed at a workshop on 4 April.

Yes

$1,155

Totals

 

 

 

$2,842,771

 

10.     A speed reduction on Hibiscus Coast Highway and those roads intersecting within the Boulevard area associated with Project 578 - Orewa Boulevard Stage 3, was included in AT’s Speed Limit Bylaw Review which was subject to public consultation until 31 March 2019. Further discussions on the design options and costings for the project took place on 9 May 2019 following completion of the detailed designs. A separate report on the agenda for this meeting asks the local board to indicate its preferred option for this project.

11.     Speed reductions in the Mairangi Bay and Torbay town centres associated with Project 580 – Town Centre Slow Zones, was included in AT’s Speed Limit Bylaw Review which was subject to public consultation until 31 March 2019. A discussion on the design options to limit speeds within the town centres took place at a workshop on 14 March 2019. Further updates will be provided as the project progresses.

 

 

 

 

12.     Project 644 - Centennial Park Path, Campbells Bay, was being led by Auckland Council’s Community Facilities team, which discussed the scope of the project at a workshop on 4 April 2019. The local board previously resolved to allocate $220,000 from its LBTCF to the detailed design and construction of this project (HB/2018/166). However, at the Hibiscus and Bays Local Board meeting on 15 May 2019, following a request from members of the Centennial Park Bush Society that the local board abandon plans for several sections of the proposed walkway, the previous decision was revoked (HB/2019/62).  The local board indicated support for reducing the scope of the Centennial Park walkway project and reallocating funding towards alternative greenway routes within the local board area.

Community Safety Fund

13.     AT’s Community Safety Fund (CSF) comprises $20 million in total allocated across all 21 local boards, with $5 million to be allocated during the 2019/2020 financial year and the balance of $15 million over the 2020/2021 financial year. This is a safety fund that sits within AT’s safety budget so the major component of the funding allocation formula is the Deaths and Serious Injury (DSI) numbers.

14.     The purpose of the fund is to allow local communities to address long-standing road safety issues that have yet to become regional priorities and have therefore not been addressed by AT.

15.     Whilst distribution of the fund is based on DSI, to ensure that all local board areas receive a usable allocation, there is a minor component that allocates an equal portion of the fund to each local board area. The Hibiscus and Bays Local Board has been allocated $756,179.

16.     The Hibiscus and Bays Local Board made an initial selection of the following projects following workshops in April and May 2019:

·        20 Ramsgate Terrace – conversion of existing raised table to a zebra crossing;

·        214 Hibiscus Coast Highway – Zebra Toucan Crossing for both Cyclists and Pedestrians linking shared paths across Hibiscus Coast Highway;

·        Hatfields Beach pedestrian crossing to public toilet;

·        Saddleback Rise pedestrian crossing.

17.     At a workshop on 6 June 2019, AT’s CSF Programme Manager advised members which of these projects met the criteria for funding through the CSF and were provided with rough order costs for each. The local board is now asked to select a suitable number of projects to use as much of their allocation as possible.

18.     The CSF is a finite fund that must be spent by June 30, 2021. If final pricing for a particular project (post tender) exceeds the available budget, local boards will have the options of either re-allocating some of their CSF budget (meaning not doing another of the CSF projects chosen by the local board) or using their Local Board Transport Capital Fund to top-up the budget, as opposed to being unable to fund the project. This will allow each local allocation of the CSF to be fully utilised.


 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19.     The impact of information (or decisions) in this report is/are confined to AT and do/does not impact on other parts of the Council group.

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

Local impacts and local board views

Auckland Transport consultations

20.     Over the last reporting period, AT has invited the local board to provide its feedback on the following proposals:

Location

Proposal

Details and Local Board Feedback

Pacific Heights, Orewa

Proposed Traffic Controls in Pacific Heights, Orewa.

Beca, consultants for Changda International, invited members’ comments on 22 May 2019 about traffic controls required in the Pacific Heights housing development being constructed off Sunny Heights Road, Orewa. The proposals included No stopping at all times restrictions, speed bumps, give way and stop controls. Member Fitzgerald commented that any additions that provided slower speeds and safety were good, and installation by the developers at the time of subdivision was also positive and provided a sense of safety for residents buying into the area.

Painton Road, Silverdale

Temporary Shelters at the Hibiscus Coast Busway Station on Painton Road, Silverdale.

Hibiscus Coast Subdivision members were advised that temporary shelters would be installed at the Hibiscus Coast Busway Station by late June/early July and that their installation would be considered by AT’s Traffic Control Committee by the end of May. Documentation indicating the location of the six new temporary shelters was forwarded to members on 22 May. Member Caitlin Watson advised that, in her view, the locations being considered were appropriate for the provision of new temporary shelters. The bus commuter community will undoubtedly be hugely appreciative of more shelter in the upcoming winter months. Member Fitzgerald complimented AT on the proposal, encouraging their installation sooner rather than later.

Traffic Control Committee decisions

21.     AT's resolution and approval process ensures the most appropriate controls and restrictions are put in place and can be legally enforced. Decisions made by AT’s Traffic Control Committee in relation to regulatory processes relevant to the Hibiscus and Bays Local Board during April 2019 are shown below.


 

 


Decision

Report Type

Nature of Restriction

Decision

Hibiscus Coast Park and Ride, Silverdale

Permanent Traffic and Parking Changes Combined

Mobility Parking, No Stopping At All Times, Motorcycle Only Parking, Bicycle Only Parking, Traffic Signal, Pedestrian Crossing

Carried

Fitzwilliam Drive, Torbay

Amended Temporary Traffic and Parking Changes (Works)

Bus Stops

Carried

Jeanette Place, Mairangi Bay

Permanent Traffic and Parking Changes

No Stopping At All Times

Carried

Macnay Way, Murrays Bay

Permanent Traffic and Parking Changes

No Stopping At All Times

Carried

Hibiscus Coast Highway, Noel Avenue, Orewa

Permanent Traffic and Parking Changes Combined

No Stopping At All Times, Angle Parking, Traffic Island, Give-Way Control, Flush Median, Edge Line, Footpath, Carriageway

Carried

Red Beach Road, Kukuwai Avenue, Taikura Avenue, Bay Street, Tyler Davies Avenue, Onekura Avenue, Koura Drive, Kuku Avenue, Symes Drive, Iron Lane, Leggett Lane, Couldry Crescent, Red Beach

Permanent Traffic and Parking Changes Combined

Lane Arrow Markings, Cycle Lane, No Stopping At All Times, Bus Stop, Traffic Islands, Road Hump, Traffic Signal Control, Give-Way Control, Flush Median, Lane Markings

Approved in Principle

Bayview Road, Manly Esplanade, Browns Bay

Temporary Traffic and Parking Changes (ANZAC Day 2019)

Temporary Traffic and Parking restrictions

Carried

 


 

Issues Raised by Elected Members

22.     Most issues raised by elected members and local board staff are resolved promptly by AT’s Elected Member Relationship Manager. Those which require further investigation are responded to by the relevant department of AT through its customer response team. The following list summarises these issues to 28 May 2019:

 

Issue

 

Location

Status

1

Spur / Duck Creek Roads, Stillwater

Request for safety improvements on Spur / Duck Creek Roads, Stillwater.

Member Parfitt asked on 9 November 2018, on behalf of the Stillwater Community Association, that the road into Stillwater from East Coast Road (Spur/Duck Creek) be double yellow lined all the way, making it a no passing road. The Association also asked for the selective placement of speed humps, the installation of No Overtaking signage at strategic points along the road, the installation of signage to warn motorists against cutting corners, and a focused social media campaign to get this message across.  On 11 December 2018 Member Parfitt was advised that an initial review of the suggestions raised had been carried out and further detailed investigation programmed. Under Investigation by Traffic Engineering with a response expected in June 2019.

2

Hastings and Beach Roads, Mairangi Bay

Request for 'No Right Turn' sign at the corner of Hastings and Beach Roads, Mairangi Bay.

Member Parfitt requested a 'No Right Turn' sign at the corner of Hastings and Beach Roads, Mairangi Bay on 14 March 2019, so that motorists will turn left and use the roundabout at Montrose Terrace to turn back onto Beach Road, rather than causing congestion at the bottom of Hastings Road as they wait to turn right onto Beach Road. On 30 March 2019 Member Parfitt was advised that an initial review had been undertaken but that further investigation was needed. The outcome of this investigation was expected by late-June. Under investigation by Traffic Engineering.

3

Danbury Drive, Torbay

Request for the installation of No Stopping at all Times restrictions in the cul de sac head of Danbury Drive, Torbay.

The Office of Erica Stanford MP requested installation of No Stopping at all Times restrictions in the cul de sac head of Danbury Drive, Torbay, noting that parents park in a haphazard and dangerous way in the area before and after school. On 9 May 2019 the MP's Office was provided with a copy of the letter sent to the constituent, which advised that AT is currently undertaking a trial looking at a number of suitable options to provide safety outside schools for all road users, in particular students and their families. AT staff will be working with up to four schools in the Auckland area and use up to four different treatment types to assess their suitability to provide safety during morning and afternoon school peak times. While this trial is underway, AT will not be implementing any changes to existing restrictions or layouts, including implementation of No Stopping at All Times (NSAAT) restrictions or broken yellow lines outside schools. The trial began in Term four 2017 and will be completed by the end of Term one 2019.

4

Hatton Road, Orewa

Request for signage - Hatton Road, Orewa

On 3 May 2019 Member Parfitt forwarded a request on behalf of the Orewa Croquet Club for signage at either end of Hatton Road in Orewa. The club holds tournaments with players travelling from the Auckland area and also from other clubs in New Zealand. On 20 May 2019 Member Parfitt was advised that the club had been told that signs for certain types of amenities and facilities where the criteria is met can be approved. The club had been advised of those criteria and sent an application form to assess whether the application would meet these criteria. If AT receives an application, it will be assessed against a set of policy guidelines and the club notified of the outcome. The club had also been advised that all costs and planning related to the manufacture, installation and on-going maintenance of the sign are the responsibility of the applicant.

5

Manly Esplanade, Browns Bay

Request for time restricted parking on Manly Esplanade, Browns Bay.

Member Bettany asked that some of the parking on Manly Esplanade, Browns Bay, be restricted to 3 – 4 hours to deter all-day parking by commuters. Under consideration by Parking Design.

6

459 Whangaparāoa Road, Stanmore Bay

Request for 'Concealed Exit' sign in the vicinity of the property at 459 Whangaparāoa Road, Stanmore Bay.

Member Parfitt requested consideration of a 'Concealed Exit' sign in the vicinity of the property at 459 Whangaparāoa Road, Stanmore Bay, where the resident had concerns about exiting the driveway. Member Parfitt was advised on 26 May 2019 that traffic engineering staff had agreed to install the ‘Concealed Exit’ sign.

7

Whangaparāoa Road, Whangaparāoa

Request for traffic counts on Whangaparāoa Road, Whangaparāoa.

Member Parfitt requested details of traffic counts along Whangaparāoa Road over the last decade. Relevant data was sent to Member Parfitt on 21 May 2019.

8

Beach Road, Torbay

Request for one-way traffic system on the property at 1022 Beach Road, Torbay.

In February 2018 AT’s engineers considered a request from the Hibiscus and Bays Local Board for the introduction of a one-way system for the service lane located behind the Torbay shops, noting at that time that on-site observations indicated it was well self-regulated and no vehicles had any difficulties negotiating this section of road. They believed that introduction of a one-way system may result in increased speeds, which would not be appropriate so were unable to justify any changes at that point in time. Member Bettany  asked on 21 May 2019 how, as the local board manages the access way to the turn behind the shops, if the local board allowed the entrance into the property at 1022 Beach Road, Torbay, to be one-way, so that cars exited between the properties at 1042 and 1054 Beach Road, AT’s engineers would manage this situation. The BID believed the parking maneuvers on the local board controlled section would be safer, as with 2-way traffic and angled parking it can be quite a constrained area. Under investigation by Traffic Engineering and Safety.

9

Hibiscus Coast and Albany

Bus Services on the Hibiscus Coast and to Albany.

On behalf of Members Parfitt and Fitzgerald, local board staff suggested on 21 May 2019 that the feeder bus services to the Albany Park and Ride were not working and many residents who live within a 5 km radius of the park and ride were not using the feeder bus services; there needs to be some sort of financial incentive to use feeder buses, such as residents receiving a discounted bus fare into the city if they have caught a feeder bus service; and some of the feeder bus routes need to be reviewed, for example in Whangaparaoa, a direct service to the Silverdale Park and Ride would attract more patronage and reduce the pressure at the Silverdale park and ride. Under investigation by AT Metro.

Hibiscus Coast

Request for relocation of temporary bus shelters to other sites on the Hibiscus Coast.

The Hibiscus Coast Busway Station building is due for construction late 2019/early 2020. With six additional shelters being installed before winter, when the station building is completed the ten shelters on site will then no longer be required at the Busway Station. Member Fitzgerald asked that these be relocated to bus stops on the Hibiscus Coast where there currently are no bus shelters. Under investigation by Public Transport Facilities.

 

Public transport into the city reaches a new high

23.     Record numbers of Aucklanders are leaving their cars at home in favour of public transport to get into the city centre each morning.

24.     During March 2019, 48 per cent of people used buses, trains and ferries to get into the city between 7am and 9am in March 2019, a two per cent increase on February 2019 and a six per cent increase on January 2019. A total of 767 fewer vehicles also drove into the city in the morning, despite 4,000 more people making the trip.

25.     New bus networks were rolled out in the central suburbs and on the North Shore during 2018, so that more than 500,000 Aucklanders now live within 500 metres of a frequent service, which runs at least every 15 minutes, all day every day. Each weekday morning 620 buses bring Aucklanders into the city, many of them using dedicated bus or transit lanes. Total public transport patronage for March 2019 was just over ten million trips, another record.

26.     Auckland Transport actively monitors the transport network within the city centre with the goal of making sure that the movement of people can be as efficient as possible. More bus lanes, electric trains, double decker buses and improved facilities mean more people prefer public transport as a quick and comfortable option.

27.     To manage the growing demands on the city centre network priority is given to public transport, walking and biking. People walking or biking into the city also took advantage of the fine weather with the percentage rising from seven to nine per cent. There were 25,000 bike trips on the Nelson Street cycleway and 43,000 trips on Quay St in March 2019.

28.     The following graph shows the number of trips for each mode over the first three months of 2019:

 

Mon

Peds

Cyclists

Car

Bus

Train

Ferry

Total People Movement

by Car

by PT

Ped & Cycle

Jan

3958

1797

34464

17173

6236

5614

69242

50%

42%

8%

Feb

3958

1797

36427

21807

8798

5532

78319

47%

46%

7%

Mar

4896

2215

35660

25526

9837

4169

82303

43%

48%

9%

 

 

The new 126 bus service between Westgate and Albany

29.     The most recent bus service being delivered from the Rodney Local Board’s Transport Targeted Rate, the 126 between Westgate and Albany, was launched on 6 May. The new 126 service runs hourly in both directions via Riverhead and Coatesville and operates seven days a week from 6.00 a.m. until 7.00 p.m., with an additional 8.00 p.m. service on weekdays.

30.     The 126 bus is the third transport initiative delivered by AT and funded by the Rodney Transport Targeted Rate within three months. It follows the 123 bus between Helensville and Hibiscus Coast Station, and the 998 bus between Wellsford and Warkworth launched in February.

31.     Further information on the Rodney Local Board’s Transport Targeted Rate is available https://at.govt.nz/projects-roadworks/rodney-transport-targeted-rate/

Tauākī whakaaweawe Māori

Māori impact statement

32.     The proposed decision of receiving the report has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis.

Ngā ritenga ā-pūtea

Financial implications

33.     There are no financial implications in receiving this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

34.     There are no risks associated with receiving this report.

Ngā koringa ā-muri

Next steps

35.     AT will provide a further report to the Hibiscus and Bays Local Board at its next meeting.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Ellen Barrett - Elected Member Relationship Manager

Authorisers

Jonathan Anyon - Elected Member Relationship Manager Team Manager

Jonathan  Hope - Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 

Hibiscus and Bays Quick Response Round Three 2018/2019 grant allocations

File No.: CP2019/08892

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To fund, part-fund or decline applications received for the Hibiscus and Bays Quick Response Round Three 2018/2019.

Whakarāpopototanga matua

Executive summary

2.       This report presents applications received in the Hibiscus and Bays Quick Response Round Three 2018/2019 (see Attachment B).

3.       The Hibiscus and Bays Local Board adopted the Hibiscus and Bays Grants Programme 2018/2019 on 7 June 2018 (see Attachment A). The document sets application guidelines for contestable community grants submitted to the local board.

4.       The Hibiscus and Bays Local Board has set a total community grants budget of $694,120 for the 2018/2019 financial year, including $195,274 carried forward from the 2017/2018 financial year. 

5.       A total of $4,005 was allocated to Quick Response Grants Round One; $287,238.24 was allocated to Local Grants Round One; $26,146 was allocated to Quick Response Round Two; $174,562.21 was allocated to Local Grants Round Two and $150,000 was allocated to the Facilities Grant round.

6.       In addition, $36,130 from the community grants budget has been allocated to other initiatives (HB/2018/168, HB/2018/172 and HB/2018/177). A refund from ‘Equestrian 4 Everyone’ (LG1906-136) totalling $6,000 was returned to the 2018/2019 grants budget, as this group has ceased operations and the grant was not uplifted.

7.       This leaves a remaining budget of $22,038.55 to be allocated to Quick Response Round Three 2018/2019. 

8.       Twenty-eight applications were received for Quick Response Round Three, requesting a total of $48,678.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      agree to fund, part-fund or decline each application received in Hibiscus and Bays Quick Response Round Three 2018/2019, listed in Table One.  

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

Eligibility

QR1906-313

Centrestage Theatre Company (Orewa) Incorporated

Arts and culture

Towards the technical support costs to deliver "The Vicar of Dibley" production.

$2,000.00

Eligible

QR1906-303

Hibiscus Coast Community Patrol Charitable Trust

Community

Towards the costs to provide eleven patrollers with first aid training.

$1,969.00

Eligible

QR1906-306

Torbay Garden Club

Community

Towards the purchase of a projector.

$1,000.00

Eligible

QR1906-309

Royal New Zealand Plunket Trust

Community

Towards the purchase of wooden toys and resources for the Mairangi Bay, Orewa and Whangaparaoa playgroups.

$1,580.00

Eligible

QR1906-310

Taiaotea Air Scouts

under the umbrella of The Scout Association of New Zealand

Community

Towards the purchase of 36 folding chairs, three compasses and one ceramic whiteboard.

$1,950.00

Eligible

QR1906-312

Claire Thiveyrat

Community

Towards the costs to deliver five motherhood workshops including venue hire, refreshments, printing, marketing and a donation for the speaker.

$1,000.00

Eligible

QR1906-314

Te Herenga Waka o Orewa Incorporated

Community

Towards the purchase of gardening tools and a compost bin for a community garden.

$1,410.00

Eligible

QR1906-315

Pages Design and Print Services Limited

Community

Towards the printing of the community-based "ShoreLines" magazine.

$2,000.00

Eligible

QR1906-316

Empowerment Trust

Community

Towards the facilitation and delivery costs to deliver "Kidpower for Young Children," including the resources kit, and "Kidpower Confident Kids" programmes to two schools in the local board area.

$2,000.00

Eligible

QR1906-319

North Shore Community Toy Library Incorporated

Community

Towards the purchase of science, technology, engineering and mathematics (STEM) toys for the toy library.

$1,200.00

Eligible

QR1906-321

No. 5 (Rodney District) Squadron Air Training Corps

under the umbrella of The Air Training Corps Association of New Zealand Incorporated

Community

Towards the purchase of sunhats.

$2,000.00

Eligible

QR1906-323

Youthline Auckland Charitable Trust

Community

Towards the telecommunication costs of the helpline.

$2,000.00

Eligible

QR1906-324

The Hibiscus Coast Elderly Peoples Lunch Club

Community

Towards the food and beverage purchase for a Christmas luncheon.

$500.00

Eligible

QR1906-325

Harbour Hospice Trust

Community

Towards the venue hire, music, lighting, sound and crew costs for a Harbour Hospice fundraising event.

$2,000.00

Eligible

QR1906-326

Parenting Place Charitable Trust

Community

Towards the presenter wages to deliver mental health and life skills presentations to schools in the local board area.

$2,000.00

Eligible

QR1906-327

Conscious Kids Education Limited

Community

Towards venue hire, facilitation, marketing, event management and administration costs for the "Junky Monkeys - Pop Up Adventure Playground" event.

$1,852.00

Eligible

QR1906-328

Coast Youth Community Trust Incorporated

Community

Towards the information technology (IT) costs.

$2,000.00

Eligible

QR1906-330

Empathy Group

Community

Towards the venue hire and speaker fees to host a monthly suicide support group.

$1,000.00

Eligible

QR1906-331

Silverdale Area Business Association

Community

Towards the technical specialist fees to upgrade the existing website.

$2,000.00

Eligible

QR1906-333

UpsideDowns Education Trust

Community

Towards the speech language therapy fees for two children in the local board area.

$2,000.00

Eligible

QR1906-334

Silverdale and Districts Historical Society Incorporated

Community

Towards the purchase of two laptop computers.

$1,800.00

Eligible

QR1906-332

Brake (New Zealand)

Events

Towards the costs to deliver a traffic victims’ remembrance event, specifically the costs of marquee hire, staff costs, advertising and refreshments.

$692.00

Eligible

QR1906-307

Windsor Park Community and Multisport Hub Incorporated

Sport and recreation

Towards electricity costs.

$2,000.00

Eligible

QR1906-317

East Coast Bays' and Districts Cricket Club Incorporated

Sport and recreation

Towards the indoor net hire, coaching costs and administration costs to deliver an eight-week winter programme.

$1,270.00

Eligible

QR1906-322

North Harbour Synchronised Swimming Club

Sport and recreation

Towards the pool hire at the Millennium National Aquatic Centre.

$1,455.00

Eligible

QR1906-335

Orewa Croquet Club Incorporated

Sport and recreation

Towards the purchase of high-quality polo shirts for club members.

$2,000.00

Eligible

QR1906-336

Hibiscus Mens Shed Trust

Community

Towards the cost of installing security cameras.

$2,000.00

Eligible

LG1906-236

Silverdale Area Business Association

Community

Towards the overall costs to host the "Carols on the Green" event.

$4,000.00

Eligible

Total

 

 

 

$46,678.00

 

 

 

Horopaki

Context

9.       The Hibiscus and Bays Local Board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

10.     The Auckland Council Community Grants Policy supports each local board to adopt a grants programme.

11.     The local board grants programme sets out:

·        local board priorities

·        lower priorities for funding

·        exclusions

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

·        any additional accountability requirements.

12.     The Hibiscus and Bays Local Board adopted their grants programme for 2018/2019 on 7 June 2018 and will operate three quick response and two local grant rounds for this financial year.

13.     In addition, at the 17 December 2018 Hibiscus and Bays Local Board meeting, $150,000 from the community grants budget was allocated to operate a new Facilities Grant round (HB/2018/216).

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

Tātaritanga me ngā tohutohu

Analysis and advice

15.     The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16.     Based on the main focus of an application, a subject matter expert from the relevant department, will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

17.     The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

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

Local impacts and local board views

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

19.     The local board is requested to note that section 48 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

20.     A summary of each application received in the Hibiscus and Bays Quick Response Round Three 2018/2019 (see Attachment B) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

21.     The local board grants programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.

22.     Four applicants applying to the Hibiscus and Bays Quick Response Round Three indicated that their project targets Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

23.     The Hibiscus and Bays Local Board has set a total community grants budget of $694,120 for the 2018/2019 financial year, including $195,274 carried forward from the 2017/2018 financial year.

 

24.     A total of $4,005 was allocated to Quick Response Grants Round One, $287,238.24 was allocated to Local Grants Round One, $26,146 was allocated to Quick Response Round Two, $174,562.21 was allocated to Local Grants Round Two and $150,000 was allocated to the Facilities Grant round.

25.     Furthermore, $36,130 from the community grants budget has been allocated to other initiatives (HB/2018/168, HB/2018/172 and HB/2018/177). A refund from ‘Equestrian 4 Everyone’ (LG1906-136) totalling $6,000 was returned to the 2018/2019 grants budget.  This group has ceased operations and the grant was not uplifted.

26.     This leaves a remaining budget of $22,038.55 to be allocated to Quick Response Round Three 2018/2019. 

27.     Twenty-eight applications were received for Quick Response Round Three, requesting a total of $48,678.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28.     The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.

Ngā koringa ā-muri

Next steps

29.     Following the Hibiscus and Bays Local Board allocation of funding for Quick Response Round Three, Commercial and Finance staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays Local Board Grants Programme 2018/2019

51

b

Hibiscus and Bays Quick Response Round Three 2018/2019 grant applications (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Makenzie Hirz - Senior Community Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Shane King - Head of Service Support

Jonathan  Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 


 


 


Hibiscus and Bays Local Board

19 June 2019

 

 

Mairangi Bay Pumpstation Landscape Concept Plan

File No.: CP2019/06651

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To obtain support for the proposed Mairangi Bay Pump Station Landscape Concept Plan showing reinstatement of the Mairangi Bay Pump Station site at Sidmouth Street Reserve that will occur following its relocation from 10 Sidmouth Street to 12R Sidmouth Street by Watercare.

Whakarāpopototanga matua

Executive summary

2.       Development of and reinstatement of the existing Watercare site at 10 Sidmouth Street which will revert to reserve land is proposed to be carried out by Watercare.

3.       WSP Opus has prepared a Mairangi Bay Pump Station Landscape Concept Plan dated 23/05/2019 for the 10 Sidmouth Street Reserve for the local board’s consideration (see Attachment A).

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      support the Mairangi Bay Pump Station Landscape Concept Plan prepared by WSP Opus dated 23/05/2019 for the reinstatement of the land at 10 Sidmouth Street following relocation of the pump station to 12R Sidmouth Street.

 

Horopaki

Context

4.       Watercare have applied for resource consent to replace the existing Sidmouth Pump Station in Mairangi Bay with a new pump station with greater capacity. As part of this project, Watercare is making this application to exchange Watercare land at 10 Sidmouth Street with adjacent Council owned land at 12R Sidmouth Street pursuant to section 15AA of the Reserves Act 1977 (the Act).

5.       Section 15AA (5)(b) of the Act provides that council must not grant the application unless: “it considers that the exchange would result in a net benefit for recreation opportunities for the community that uses, benefits from, or enjoys the reserve”.

6.       The S15AA Reserves Act process (a statutory and separate process to this request for local board endorsement) requires that the administering body (the governing body) must not grant the application unless “it considers that the exchange would result in a net benefit for recreation opportunities for the community that uses, benefits from or enjoys the reserve.

7.       This report presents the proposed concept plan for the reinstatement of the site at 10 Sidmouth Street which will revert to reserve land following completion of decommissioning of the old pump station.

8.       Currently, much of the sites ie. the existing pump station at the Watercare site at 10 Sidmouth Street and the council reserve site at 12R Sidmouth Street are taken up by the existing pump station, the biofilter bed and storage containers associated with the Mairangi Bay Surf Lifesaving Club (the Surf Club).

9.       The new pump station will be constructed in the general location of the existing biofilter bed and the two storage containers to the east of the biofilter bed.  This will avoid the need to remove the existing Norfolk Pine and the pohutukawa trees further to the east. This will also allow the existing facility to operate while the new facility is being constructed.

10.     When the new facility is operational the old facility will be decommissioned, and the hardstand areas constructed within the new proposed Watercare land. The old facility will be removed and reinstated. Reinstatement will include grass, landscaping, two picnic tables and a proposed pedestrian connection to the existing beach access stairs subject to consultation with the local board and the Surf Club, as shown on the concept plan.

Tātaritanga me ngā tohutohu

Analysis and advice

11.     The proposed new pump station facility will take up less land than it currently does as all infrastructure associated with the new pump station will be on the new Watercare site. There will no longer be a need for a biofilter bed such as is currently occupying the park land. The existing facility extends beyond the current Watercare site.

12.     As part of the reserve exchange and pump station project the following landscape treatments are proposed:

·        The northern and eastern sides of the proposed new building and hardstand areas, to be reinstated with grass. There is very little change to these areas and they will remain as park.

·        On the western side of the new hardstand area, where the existing building will be removed, a small area will be created under the shade of the pohutukawa trees. Small specimen trees will be placed to screen the building while allowing the space to flow into the broader parkland.  Two sets of picnic tables and seats will be provided. This will open up the park to the west of the new pump station. Also, two pedestrian connections have been indicated on the plan subject to local board approval to alignments.

13.     The current landscape proposal would provide recreational benefit to the beach and reserve users. It also creates a flat area to accommodate the planned future development shown in the Development Plan Mairangi Bay Beach Reserves 2018 which sets out the high-level concept design proposed for the wider Mairangi Bay Beach reserves area.

14.     Specific landscape and visual enhancements include:

·        Retention of a significant amount of vegetation within the Sidmouth Street Reserve area. The pump station relocation project will retain the most established trees on the site which, due to their size and maturity, are considered to have the greatest contribution to the natural values of the immediate area.

·        A range of new planting, including coastal plant species, with low ground covers and grasses.

·        Reduction in the footprint of above and below ground structures associated with the existing facility including biofilter bark bed and other ancillary elements.

15.     These improvements to the landscape, together with the removal of the biofilter bark bed, will contribute to an increase to the amenity of the Sidmouth Street Reserve area of the beach reserves.

16.     The removal of the existing pump station from its current location will open up the western side of the reserve, to give effect to the Mairangi Bay Beach Reserves Management Plan concept plan to allow the proposed future accessway and carpark to be provided.

17.     There will be no reduction in recreation space, and the existing space will incorporate greater flexibility for existing users. A picnic area, including appropriate furniture and a new pedestrian connection, will be created for the benefit of reserve and beach users.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18.     Council staff are in support of the proposed Mairangi Bay Pump Station Landscape Concept Plan.

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

Local impacts and local board views

19.     The local board has delegated decision making responsibility for the development of local parks within the Hibiscus and Bays Local Board area. The local board’s views are sought and confirmation of support for the proposed reinstatement of the Sidmouth Street Reserve following relocation of the pump station.

20.     The decision to authorise an exchange of land under s15AA of the Reserves Act sits with the governing body as does the decision that the proposed landscaping plan will provide a net benefit. This decision will only be able to be made after the statutorily required public notification period for the reserve exchange.

Tauākī whakaaweawe Māori

Māori impact statement

21.     A “Kaitiaki Managers Projects List” (KMPL) is provided on a monthly basis to nominated representatives of all 19 mana whenua in the Auckland Council area. The pump station relocation project has been included on the KMPL since January 2018.

22.     Information on the pump station relocation project was emailed to mana whenua following their expression of interest.

23.     Details of mana whenua engagement are provided below.

·        Te Kawerau Iwi Tribal Authority has advised they do not oppose the development. They also confirm they will be available in the event an archaeological Accidental Recovery Protocol is triggered requiring iwi advice.

·        Te Rūnanga o Ngāti Whātua support the applications based upon the information provided to date.

·        Ngāti Whanaunga attended a site visit on the 22nd of August 2018 with Watercare representatives. Ngāti Whanaunga expressed their general support for the upgrades and improvements and requested that regular updates on the Project be communicated, especially in regard to any changes.

Ngā ritenga ā-pūtea

Financial implications

24.     The local board has decision making responsibility for the development and management of the Sidmouth Street Reserve. An assessment of consequential opex per annum hasn’t been undertaken by Community Facilities for this report. It is expected that practical completion will occur in the 2019/2020 financial year if the resource consent and reserve exchange are approved. It is anticipated that with local board support the reserve development will be added to Council’s asset register. If approved, annual maintenance will be paid for by the Asset Based Service consequential opex budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25.     Risks for the delivery of the reserve development include inadequate handover of new assets. Watercare’s status as a council-controlled organisation will ensure proper handover of all documents, warrantees, as-builts and producer statements occurs. Landowner approval by the local board will also be required before construction commencement. 

Ngā koringa ā-muri

Next steps

26.     The joint notification of the reserve exchange and resource consent will occur as per the section 15AA process.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Mairangi Bay Pump Station Landscape Concept Plan

59

     

Ngā kaihaina

Signatories

Author

Maylene Barrett - Senior Parks Planner

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Jonathan Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 

Approval of the Hibiscus and Bays Local Board Plans and Places 2019/2020 work programme

File No.: CP2019/09089

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the Hibiscus and Bays Local Board 2019/2020 Plans and Places work programme.

Whakarāpopototanga matua

Executive summary

2.       The Hibiscus and Bays Local Board at one of its work programme workshops in May 2019 allocated funding for “scoping of planning work required for Mairangi Bay Centre, followed by reporting and commencement of any identified plan or review”.

3.       Plans and Places staff will co-ordinate this work. It is recommended that $20,000 opex is set aside in the 2019/2020 Locally Driven Initiative budget for this project.

4.       The Plans and Places work programme is in Attachment A.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      approve the allocation of $20,000 of Locally Driven Initiative opex for the Mairangi Bay Centre project in the 2019/2020 financial year as part of the Hibiscus and Bays  Local Board work programme.

b)      approve the co-ordination role of Plans and Places for the Mairangi Bay Centre project.

 

 

Horopaki

Context

5.       Preparation for the development of a draft local board work programme 2019/2020 was supported by a series of workshops with the local board. Initial workshops provided strategic direction and subsequent workshops identified priority activities to support that direction. The local board identified the need for a local planning study of Mairangi Bay Centre.

6.       The Hibiscus and Bays Area Plan 2013 includes in its 10 year project prioritisation schedule an action to prepare “precinct” plans for the local centres, beginning with Mairangi Bay. The commencement of local centre planning follows a completed programme of spatial planning for the area’s town centres.

7.       The Local Board Plan 2017 also includes an action to “prepare local centre plans for Mairangi Bay, Red Beach, Waiwera and Rothesay Bay” to support the outcome of “A strong local economy”.

Tātaritanga me ngā tohutohu

Analysis and advice

8.       The Plans and Places Department is able to provide staff to co-ordinate the Mairangi Bay Centre planning project, which, if approved, will commence with a scoping exercise to determine the range and nature of the project.

9.       Funding of $20,000 opex for this project has been allocated in the 2019/2020 Locally Driven Initiatives (LDI) budget, commencing in the third quarter of the financial year.  

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

10.     The scoping and development of the Mairangi Bay Centre planning project will involve close collaboration with Auckland Transport and any other relevant departments across the council family, including an integrated approach for the delivery of any actions identified in the project.

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

Local impacts and local board views

11.     The project described above supports the local board’s work to achieve outcomes set out in the Hibiscus and Bays Area Plan 2013 and the Local Board Plan 2017.

12.     The local board considered the draft 2019/2020 work programme at a series of workshops over April /May 2019. Discussions during these workshops led to the proposal that Plans and Places staff co-ordinate this project.

Tauākī whakaaweawe Māori

Māori impact statement

13.     It is recognised that local projects and actions are integral to the interests and activities of Māori. The development of the project will include engagement with Iwi.

Ngā ritenga ā-pūtea

Financial implications

14.     This project is recommended to be funded through LDI opex in the local board’s 2019/2020 work programme.   

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

15.     The main risks relate to the level of resourcing available within council departments, related council controlled organisations and stakeholders to participate in the development and finalisation of any actions that eventuate from the project.

Ngā koringa ā-muri

Next steps

16.     Subject to approval for this initiative, a project programme will be prepared and reported to the board to enable commencement in the third quarter of the 2019/2020 financial year.


 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays Plans and Places Work Programme 2019-2020

67

 

Ngā kaihaina

Signatories

Author

Warren Maclennan - Manager Planning - North/West

Authorisers

John Duguid - General Manager - Plans and Places

Jonathan Hope – Acting Relationship Manager

 



Hibiscus and Bays Local Board

19 June 2019

 

 



Hibiscus and Bays Local Board

19 June 2019

 

 

Hibiscus and Bays Local Board 2019/2020 Local Economic Development Work Programme

File No.: CP2019/09485

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the Hibiscus and Bays local economic development work programme for the 2019/2020 financial year.

Whakarāpopototanga matua

Executive summary

2.       This report introduces the proposed 2019/2020 financial year local economic development work programme for the Hibiscus and Bays Local Board as set out in attachment A.

3.       The proposed work programme comprises:

·        Pop-up Business School ($7,500)

·        Hibiscus and Bays Business Sustainability Development Programme ($24,950)

·        Hibiscus and Bays Tourism Strategy ($30,000)

4.       The total value of the Local Economic Development programme is $$62,450.

5.       The local board is being asked to approve the 2019/2020 local economic development programme.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      approve 2019/2020 local economic development work programme as presented in attachment A to the agenda report:

 

 

Horopaki

Context

6.       This report provides the local board with the proposed local economic development work programme for the 2019/2020 financial year

Tātaritanga me ngā tohutohu

Analysis and advice

7.       The 2019/2020 local economic development work programme has been developed having regard to the local board’s priorities for local economic development set out in the Hibiscus and Bays Local Board Plan 2017.

PopUp Business School ($7,500)

8.       The PopUp Business School provides a free ten day business school to provide education and support for local people interested in starting their own business. Previous Auckland events have had 50-60 attendees and have had positive results in terms of the numbers of businesses established.

9.       Events in 20182019 have been funded in partnership by adjacent local boards, Ministry of Social Development and Auckland Tourism, Events and Economic Development (ATEED), with each contributing a share of the total cost of $25,000 plus venue costs.  In 2018/2019 Hibiscus and Bays Local Board contributed $7,500 alongside Upper Harbour Local Board to help support an event held at AUT Millennium.  The total cost of that event was $34,000 with ATEED and Ministry of Social Development funding the outstanding $19,000.  Fifty-four people attended that two-week event, half of those were from the two funding local board areas. 

10.     For 2019/2020 the cost of the PopUp has increased to $30,000.  ATEED and Ministry of Social Development are committed to providing further funding to help bring the PopUp to different parts of Auckland in 2019/20.

11.     Promotion of the PopUp Business School events will be targeted locally, and local residents will be prioritised for attendance to ensure local participation is in line with the share of the funding provided by local boards. In addition, for 2019/20 we will programme the PopUp Business School events well in advance and promote them jointly so that local people are made aware of when a PopUp Business School event will take place nearest them so that we can promote more local attendance.  In 2018/19 this was not possible as funding was not all in place at the start of the financial year.

12.     By supporting local residents by providing entrepreneurial training the generation of local businesses will be increased and local employment opportunities provided

Hibiscus & Bays Business Sustainability Development Programme ($24,950)

13.     The proposed project is a business sustainability development programme targeting 30 businesses in Orewa and east coast bay areas.  Retail and services businesses will be the primary target group for the programme. In order to deliver the programme and actively engage with businesses the appointed consultant will approach businesses by “door knocking” and offer to provide a free on-the-spot waste assessment.

14.     The proposed approach will help businesses that do not typically engage in waste minimisation to identify potential diversion opportunities.  It’s envisaged that businesses will improve their waste minimisation practices after participating in the programme.

15.     The programme will actively engage with businesses through site-specific waste minimisation advice including waste audits and reports providing practical solutions.

16.     As part of the programme each business will receive 4 hours of sustainable business coaching. An individualised action plan will then be developed to assist participants to improve their waste minimisation practices in the future.

Hibiscus and Bays Tourism Strategy ($30,000)

17.     The Hibiscus and Bays Local Board Plan (2017) identifies the local board’s intention to grow the green economy and the eco-tourism potential of the Hibiscus and Bays area, by leveraging the area’s natural assets such as regional parks and coastal walkways.  In order to do this the Local Board plan identifies the local board’s intention to develop a strategy for eco-tourism.

18.     The local board commissioned New Zealand Tourism Research Institute to undertake some research to identify the opportunity for the development of a tourism strategy in the 2017/2018 financial year. As a result of this, a Visitor Strategy Group (VSG) was convened to help the local board engage with local operators to gauge the appetite for developing a strategy and assist in driving visitors to the Hibiscus and Bays area. Additionally, the local board has funded a familiarisation tour on the 12 June 2019 for the VSG to enable the group to build connections and encourage collaboration. 

19.     In developing the tourism strategy key partners, including iwi, businesses and the Department of Conservation will be asked to work together via the VSG, with the local board, to develop a strategy, and ensure it works to grow and develop tourism in the local board area.

20.     The allocation of $30,000 for the continuance of the tourism strategy development will enable a consultant to be appointed, to build on the research that was undertaken to date by the New Zealand Tourism Research Institute. The full scope and brief for the development of the strategy will however be agreed with the local board prior to any work commencing.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21.     The Local Board Economic Development Work Programme will be managed on behalf of the local board by ATEED.

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

Local impacts and local board views

22.     The projects noted above align with the local board plan outcome, “A Strong Local Economy‘’ with a focus on helping grow local business to provide employment opportunities and promoting the areas tourism offering.

23.     The proposed local economic development work programme was workshopped with the local board on 14 March 2019, and a final draft was presented on 2 May 2019 workshop. Edits have been made to reflect the direction received at the workshops.

Tauākī whakaaweawe Māori

Māori impact statement

24.     There are no direct impacts as a result of this report on Māori. However, in implementing the programme consideration will be given to the need to consult with Iwi and consider any impacts on Māori arising from the specific projects being undertaken. The PopUp Business School events have been well attended by Māori following targeted promotion of the events through forums such as the Whāriki Maori Business Network.  Local businesses will potentially benefit from receiving business sustainability advice if they chose to partake in.

Ngā ritenga ā-pūtea

Financial implications

25.     The proposed 2019/2020 local economic development work programme will see the allocation of $62,450 of the local board’s locally driven initiatives operating expenditure budget. This amount can be accommodated within the board’s total draft budget for 2019/2020.

26.     The local economic development work programme progress will be reported directly to the local board as part of the quarterly local board work programme report produced by Local Board Services.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27.     The PopUp Business School has run successfully before in Auckland, once in the Hibiscus and Bays Local Board area.  Each time the target number of registrations has been exceeded. As we are reliant on other local boards allocating funding, there is a risk should some not support the project financially that the planned number of events for 2019/2020 will need to be reviewed.  However, ATEED and Ministry of Social Development funding contributions mitigate this risk.

28.     There is a risk that the Tourism Strategy budget remains unspent as a result of the fact that the VSG does not gain the necessary traction to justify the development of a strategy. As without such a group it will not be possible for the operators to be engaged in its implementation. In addition to this there is a risk that as a result of the research to date the development of the strategy does not require the full amount allocated.

29.     There is a risk that the Business Sustainability Development budget remains unspent should, there be a lack of participation in the free on-the-spot waste assessment and therefore other aspects of the programme. However, the programme is being offered to businesses at a time when waste minimisation is becoming an increasingly prominent concern for businesses and their customers. Therefore, it is considered that there will be strong up take of the programme.

Ngā koringa ā-muri

Next steps

30.     Following approval by the local board the Local Economic Development team at ATEED will begin to implement the programme from 1 July 2019. Where there is a need for further scoping of activities this will be undertaken and presented back to the local board as required.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays ATEED Work Programme 19_20

73

     

Ngā kaihaina

Signatories

Author

Jonathan Sudworth - Local Economic Development Advisor

Authorisers

John Norman – Strategic Planning Manager Local Economic Development

Jonathan Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 



Hibiscus and Bays Local Board

19 June 2019

 

 

Approval of the 2019/2020 Hibiscus and Bays local environment work programme

File No.: CP2019/09833

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2019/2020 Hibiscus and Bays local environment work programme, totaling $205,000 of locally driven initiatives operational expenditure.

Whakarāpopototanga matua

Executive summary

2.       The Hibiscus and Bays Local Board identified an aspiration in its 2017 local board plan to achieve ‘a protected and enhanced environment,’ and to create ‘a strong local economy.’

3.       To give effect to these aspirations, staff developed six options for projects for the local board to consider funding through its 2019/2020 local environment and development work programme.

4.       The local board provided feedback to Infrastructure and Environmental Services staff on the locally driven initiative projects it would like to fund at its 14 March 2019 workshop. These projects include:

·        Sustainable Schools - Ko te wai he taonga (water is a treasure) project - $20,000

·        Silverdale Business Waste Advisory Programme - $20,000

·        New project: Sediment related water quality testing project - $25,000

·        North-West Wildlink Restoration Hibiscus and Bays - $75,000

·        New project: EcoNeighbourhoods - $30,000

·        North West Wildlink Waterways - $35,000.

5.       This report recommends that the local board approve this local environment work programme and associated budgets for delivery within the 2019/2020 financial year, totaling $205,000.

6.       This is a $39,000 increase in investment in environmental projects from the 2018/2019 financial year and can be funded from the board’s budgets for local environmental programmes. The proposed 2019/2020 budget represents a 21 per cent increase of the boards local environmental investment in 2018/2019.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      approve the allocation of $205,000 for environmental projects to be delivered by the Infrastructure and Environmental Services directorate in 2019/2020 as summarised in the table below:

Project

Budget

Sustainable Schools - Ko te wai he taonga (water is a treasure) project

$20,000

Silverdale Business Waste Advisory Programme

$20,000

New project: Sediment related water quality testing project

$25,000

North-West Wildlink Restoration Hibiscus and Bays

$75,000

New project: EcoNeighbourhoods

$30,000

North West Wildlink Waterways

$35,000

TOTAL

$205,000

 

 

 

Horopaki

Context

7.       In late 2018, in alignment to its local board plan outcomes, the Hibiscus and Bays Local Board provided strategic direction to staff regarding the projects it would like to fund in the 2019/2020 financial year. The board noted its strong commitment to the environment, and in particular noted its:

·        concerns around the quality of local streams and waterways

·        interest in increasing environmental education through the sustainable schools programme

·        support for animal and plant biodiversity through pest-free initiatives.

8.       In response to the direction set by the board, Infrastructure and Environmental Services staff provided a draft local environment work programme for the local board’s feedback at a workshop on 14 March 2019.

9.       The local board provided feedback around the need for wide community benefit arising from the proposed projects. In particular, the local board suggested that the EcoNeighbourhoods programme could involve schools. Staff advised that the project will initially be focused on establishing neighbourhoods, however once the neighbourhoods are established, involvement with schools is a possibility.

Tātaritanga me ngā tohutohu

Analysis and advice

10.     A brief description of each of the proposed projects for delivery as part of the board’s 2019/2020 local environment work programme is provided below. Further detail on these projects is provided in Attachment A.

Sustainable Schools - Ko te wai he taonga (water is a treasure) project - $20,000

11.     To achieve the local board plan objective to create ‘a protected and enhanced environment’, the board has indicated it would like to fund the ‘Ko te wai he taonga’ project in the 2019/2020 financial year.

12.     This project involving early childhood education centres andschools within the local board area will involve a series of sessions that will engage students, teachers and whānau in understanding the importance of water, the water cycle, water pollution and water conservation. At the end of the educational component there will be two rain harvesting barrels installed at each early childhood education centre or school.


 

 

13.     The project will help the schools and their communities to:

·        improve their understanding of the impact of stormwater and pollution to receiving environments

·        provide a practical example of water sensitive design through the provision of water barrels to all participating early childhood education centres and schools

·        reduce stormwater run-off, pollution and water consumption for the participating education centres.

Silverdale Business Waste Advisory Programme - $20,000

14.     To achieve the local board plan objective to create ‘a strong local economy’, the board has indicated it would like to fund the Silverdale Business Waste Advisory Programme in the 2019/2020 financial year.

15.     This programme aims to help industries and businesses to identify and implement opportunities to reduce and divert waste. This approach is proactive and non-regulatory.

16.     A contractor will conduct a waste snapshot audit and talk to the business owners about potential diversion opportunities. If changes are recommended, a report is sent to the business.

17.     The programme will involve visits to 60 businesses in 2019/2020, with the aim of at least 20 of these businesses taking part in more detailed waste audits.

New project: Sediment related water quality testing - $25,000

18.     To achieve the local board plan objective to create ‘a protected and enhanced environment’, the board has indicated it would like to fund a sediment related water quality testing project in the 2019/2020 financial year. This is a follow-up project to the board’s small sites ambassador project, which the local board is funding  in the 2018/2019 financial year.

19.     Water quality testing and analysis will be carried out to gather evidence around which contaminants in the waterways are related to sediment discharges from small site development in the Hibiscus and Bays Local Board area.

20.     This is proposed to be the first year of a three year programme, which will align with the council’s regional strategic approach to sediment programme, as endorsed by the Environment and Community Committee in December 2018 (ENV/2018/169).

North-West Wildlink Restoration Hibiscus and Bays - $75,000

21.     To achieve the local board plan objective to create ‘a protected and enhanced environment’, the board has indicated it would like to fund the North-West Wildlink Restoration Hibiscus and Bays project in the 2019/2020 financial year.

22.     There are three streams to this work programme – hiring a pest free coordinator, supporting the Orewa Estuary Wild-Link Wonders, Weiti Wild-Link, Weiti River Restoration Project

23.     The Pest Free Coordinator will support community organisations and local residents to create and implement restoration programs which will decrease pest animal and pest plant numbers.

24.     The Orewa Estuary Wild-Link Wonders builds upon the Local Board funded Orewa Estuary Restoration Plan 2017 by facilitating a series of community activities to create long-term community led restoration actions around the Orewa estuary.

25.     The Weiti Wild-Link, Weiti River Restoration Project will engage with local community groups, encouraging them to continue their work along the banks of the Weiti River.

26.     This project was supported by the local board in the 2018/2019 financial year (resolution HB/2018/94).

 

New project: EcoNeighbourhoods - $30,000

27.     To achieve the local board plan objective to create ‘a protected and enhanced environment’, the board has indicated it would like to fund a new EcoNeighbourhoods project in the 2019/2020 financial year.

28.     The project will involve setting up and trialling EcoNeighbourhoods, groups of six or more neighbours who are supported to adopt self-selected sustainable practices and increase resilience within their homes, lifestyles and neighbourhoods.

29.     An EcoNeighbourhood has an objective to adopt sustainable practices (for instance, reducing energy usage and waste, supporting local food production, or improving biodiversity outcomes).

30.     Groups will receive up to 12 hours of facilitation support The aim is that by the end of June 2020, a minimum of four to six EcoNeighbourhoods groups in the Hibiscus and Bays Local Board area will be set-up and supported.

North-West Wildlink Waterways - $35,000

31.     To achieve the local board plan objective to create ‘a protected and enhanced environment’, the local board has indicated it would like to continue to fund the North-West Wildlink Waterways project in the 2019/2020 financial year. This project will provide community engagement and restoration programme around inanga spawning sites in the Hibiscus and Bays area.

32.     In 2018/2019 financial year, this project received $41,000 from the local board (HB/2018/91) In 2018/2019, investigations were carried out to examine inanga spawning sites. In 2019/2020, the emphasis is on implementation.

33.     This year will see the enactment of the outcomes from the inanga spawning investigation on several stream sites including Ōrewa, Long Bay, Rothesay Bay, Browns Bay and Stanmore Bay. This will include restoration and mitigation at these sites to improve inanga spawning habitat.

34.     This project will raise awareness of the ecological value of streams and importance of maintaining fresh clean water. This will create engaged and active local communities, empowered with a sense of kaitiakitanga (guardianship), to care for and restore their local waterways by removing weeds and planting and maintaining native plant cover on private land in target areas.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35.     The draft 2019/2020 work programme has been developed in consultation with other council departments as part of the council’s integrated local board work programme approach. This approach aimed to improve the quality of advice for the local board through collaboration and understanding across departments.

36.     In particular, Environmental Services will work alongside Healthy Waters to identify areas that complement the biodiversity strategic priority areas for the North-West Wildlink Waterways project.

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

Local impacts and local board views

Local impacts

37.     The projects proposed for inclusion in the board’s 2019/2020 local environment work programme will have positive environmental outcomes across the Hibiscus and Bays Local Board area. Focus areas for the 2019/2020 work programme include supporting local groups to undertake restoration and environmental improvement projects, and improving and educating locals about water quality.

 

Local board views

38.     The projects noted above align with the local board plan outcomes of creating ‘'a protected and enhanced environment' and 'a strong local economy'.

39.     The proposed local environment work programme was discussed with the board at workshop on 14 March 2019. The board indicated its support of the proposed projects outlined in this report at this workshop.

Tauākī whakaaweawe Māori

Māori impact statement

40.     It is recognised that environmental management, water quality and land management has integral links with the mauri of the environment and concepts of kaitiakitanga.

41.     Table 1 below outlines how each of the proposed projects contributes towards Māori outcomes.

Table 1. Māori impact assessment of proposed projects for inclusion in the Hibiscus and Bays Local Board’s local environment work programme

Project

Māori impact assessment

Sustainable Schools - Ko te wai he taonga (water is a treasure) project - $20,000

 

This project does not specifically target sustainable living for Māori. However, it is acknowledged that sustainable living practices have integral links with concepts of kaitiakitanga and Te Ao Māori, where people are closely connected to the land and nature.

Silverdale Business Waste Advisory Programme - $20,000

 

This project does not specifically target sustainable living

for Māori. However, it is acknowledged that sustainable

living practices have integral links with concepts of

kaitiakitanga and Te Ao Māori, where people are closely

connected to the land and nature.

New project: Sediment related water quality testing project $25,000

 

Managing water resources and maintaining water quality are significant issues for Māori. The role of mana whenua as kaitiaki for the environment is identified in the Schedule of Issues of Significance to Māori in Tāmaki Makaurau.

This project will provide information that can be used to better focus restoration efforts by mana whenua in their role as kaitiaki.

North-West Wildlink Restoration Hibiscus and Bays - $75,000

 

The following engagement and outcomes with Māori have been undertaken:

·    The Orewa Marae, Te Herenga Waka o Orewa are neighbours to the Weiti River Restoration project with Marae land located beside the Weiti River, Silverdale

·    There is existing Weiti engagement and co-operation with the Marae and Infrastructure and Environmental Services and Parks teams

·    The Marae currently has a landscape planting plan developed for their land

 

·    Infrastructure and Environmental Services and Parks teams seek to work the Weiti River restoration work in complement with the Marae landscape planting plan initiative

·    The Orewa Marae, Te Herenga Waka o Orewa has agreed to host the Pest Free Hibiscus and Bays meetings (hui)

New project: EcoNeighbourhoods - $30,000

 

This project does not specifically target sustainable living for Māori. However, it is acknowledged that sustainable living practices have integral links with concepts of kaitiakitanga and Te Ao Māori, where people are closely connected to the land and nature.

North-West Wildlink Waterways - $35,000

 

Mana whenua have raised the issue of water quality

through previous council consultations, and this project

seeks to improve the quality of inanga spawning habitat on several streams in the Hibiscus and Bays area, including Nukumea Stream in Ōrewa.

Ngā ritenga ā-pūtea

Financial implications

42.     The proposed 2019/2020 local environment work programme requires the allocation of $205,000 of the board’s locally driven initiatives operational budget. This amount can be accommodated within the board’s total draft budget for 2019/2020. As such, the board’s approval will not have significant financial implications unless projects experience a significant overspend or underspend.

43.     Regular quarterly updates on projects will be provided to the board tracking expenditure and identifying any projects at risk of non-delivery, over or underspend.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44.     If the proposed local environment work programme is not approved at the local board’s June 2019 business meeting, there is a risk that the proposed projects may not be able to be delivered within the 2019/2020 financial year.

45.     The risks and proposed mitigation measures associated with each of the proposed projects have been outlined below, and in Attachment B of this report.

Ngā koringa ā-muri

Next steps

46.     Subject to the board’s approval, the delivery of this work programme will commence in the new financial year (1 July 2019). Regular reporting on project delivery will be provided through the board’s quarterly performance report.


 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Infrastructure and Environmental Services Work Programme 2019/2020

83

b

Risks of proposed 20192020 local environmental projects

87

     

Ngā kaihaina

Signatories

Authors

Anna Halliwell - Relationship Advisor

Jaimee Maha - Team Leader Relationship Advisory

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Jonathan Hope – Acting Relationship Manager

 



Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 



Hibiscus and Bays Local Board

19 June 2019

 

 


 


Hibiscus and Bays Local Board

19 June 2019

 

 

Approval of the Hibiscus and Bays Local Board community services 2019/2020 work programme

File No.: CP2019/10135

 

  

Te take mō te pūrongo

Purpose of the report

1.       To approve the 2019/2020 community services work programme (Attachment A).

Whakarāpopototanga matua

Executive summary

2.       Each financial year, a work programme is developed that details the activities to be delivered in the local board area. The development process is supported by a series of workshops with the local board.

3.       To prepare for the 2019/2020 work programme staff representing relevant operational council departments worked together to ensure an integrated approach.

4.       This report presents the draft 2019/2020 community services work programme, which responds to Hibiscus and Bays Local Board Plan 2017 outcomes and reflects the priorities that have been agreed by departments across council.

5.       Delivery of new activities in the work programme will commence from 1 July 2019. The local board will be updated quarterly on delivery progress, highlights, potential delays and budget implications.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      approve the 2019/2020 community services work programme (Attachment A to the agenda report).

 

Horopaki

Context

6.       The local board decides which activities to allocate its annual work programme budget to in order to achieve the outcomes set out in its 2017 local board plan.

7.       The development of the 2019/2020 work programme has built on the approach piloted for 2018/2019, which enabled staff to work in a more integrated way across departments to improve local outcomes.

8.       In preparation for the 2019/2020 work programme process, an overview group was created from the following council departments to develop an agreed approach to achieve improved integration:

·        Arts, Community and Events

·        Community Facilities

·        Libraries

·        Infrastructure and Environmental Services

·        Parks, Sports and Recreation

·        Community Services - Service, Strategy and Integration.

9.       Teams made up of representatives from these departments were established to explore shared priorities and objectives for each local board area, and to develop the work programme in a collaborative way in response to local board plan outcomes.

10.     Table one shows the business objectives and strategic alignment for community services departments.

Table 1: Adopted community-based strategies and plans

Department

Business objectives

Strategies and plans

Arts, Community and Events

Provision of services, programmes, events and facilities that strengthen and connect communities and create a sense of belonging and pride

·  Hire Fee Framework

·  Events Policy

·  Toi Whītiki

·  Thriving Communities

Libraries

Provision of library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

·  Te Kauroa

 

Parks, Sports and Recreation

Provision of services to actively engage Aucklanders to lead healthy lives, connect with nature and value our cultural identity

·  Parks and Open Space Strategic Action Plan

·  Sport and Recreation Strategic Action Plan

·  Auckland Growing greener framework

·  Urban Ngāhere Strategy

Service, Strategy and Integration

Provision of service and asset planning advice and support more integrated delivery of community outcomes

·  Community Facilities Network Plan

·  Parks and Open Space Strategic Action Plan

 

Tātaritanga me ngā tohutohu

Analysis and advice

11.     The local board provided feedback on proposed activities for the new financial year at a series of workshops between September 2018 and May 2019.

12.     Initial workshops were an opportunity for the local board to communicate to staff its strategic direction. At subsequent workshops, the local board discussed its priorities for budget allocation and requested further scoping for existing and new activities.

13.     The activities in the work programme responds to the outcomes and objectives that the local board identified in its 2017 local board plan.

14.     The work programme is made up of approved activities from previous financial years, including annually occurring events or projects and ongoing programmes. It also includes new initiatives supported by the local board.

15.     Budget is allocated to activities for the 2019/2020 financial year. If zero-dollars is shown this reflects that the project is able to be delivered in-house with no additional external technical advice and support.

 

 

16.     Table two shows activities and allocated budget that are new in 2019/2020 or are significantly different to the 2018/2019 work programme.

Table 2: New and significant changes activities

Line number

Activity

Activity description

FY19 budget

FY20 budget

Local board plan outcome: Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation

774

(new)

36 Hibiscus Coast Highway service assessment

Complete a service assessment for 36 Hibiscus Coast Highway.  identify open space service outcomes and provision requirements.

$0

$10,000

 

902

(new)

Support customer and community connection and local place making

Provide local community-based interest groups with free bookings to the Pohutukawa meeting room.

$0

$1,000

1300

(new)

Wade Landing Steps Service Assessment

Complete a service assessment to add steps to the Wade Landing.

$0

$0

Local board plan outcome: Our people are involved and have a strong sense of pride in the look and feel of their local area

81

Capacity Building – Hibiscus Coast

The budget increase is to ensure equity of funding between the East Coast Bays Community Project and Future Whangaparāoa.

$60,000

$71,000

82

Responding to community needs: Hibiscus Coast and East Coast Bays

The additional budget is to create place making and space activation links.

$35,000

$50,000

85

Apply the empowered communities approach – connecting communities

The additional budget is to scope the future needs and current assets in areas of significant recent high growth.

$0

$20,000

1141

(new)

Māori responsiveness

Respond to the aspirations of Mana Whenua, mataawaka, marae and Māori organisations. Work with Mana Whenua and mataawaka to scope opportunities to develop initiatives, to inform a Māori responsiveness plan.

$0

$5,000

3300

(new)

Centrestage top up - youth activities

Additional funding to activity line 550 to support Centrestage Theatre Trust to deliver community programmes at Centrestage Theatre.

$0

$30,000

 

17.     The way in which Community Places activities are presented in the work programme has changed for 2019/2020. Work related to the operation of venues for hire, community centres, houses, hubs and rural halls will now be reported by the following levels of service: Access, Activation and Intervention Programming.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18.     The work programme has been developed by a collective of operational council departments.

19.     The interdepartmental connections made throughout the process will enable an integrated approach to delivery of the activities and allow for further collaboration throughout the year. These working relationships will also support an integrated approach to work programme development in future years.

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

Local impacts and local board views

20.     The local board provided direction and feedback on the draft work programme at a series of workshops.  

21.     These workshops provided an opportunity for staff to gain an understanding of local board strategic direction and priorities. Budget allocation, activity content and scoping were discussed and refined.

22.     The activities in the final work programme support achieving local board plan outcomes and objectives.

Tauākī whakaaweawe Māori

Māori impact statement

23.     Community services and Community Facilities have developed Karanga Atu! Karanga Mai!, a relationship approach which guides staff to deliver on agreed work programme activities and support the local board to achieve outcomes in its local board plan.

24.     The approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori.

25.     Table three outlines the activities in the 2019/2020 work programme where Māori responsiveness is the primary outcome.


 

 

Table 3: Māori impact of proposed activities

Line number

Activity

Māori impact

361

Te Kete Rukuruku (Māori naming of parks and places)

Māori naming (and associated story telling) of parks and places in partnership with mana whenua to value and promote Auckland’s Māori identity and use of te reo Māori.

900

Celebrating Te Ao Māori and strengthening responsiveness to Māori. Whakatipu i te reo Māori – Hibiscus and Bays

Celebrating te ao Māori with events and programmes including regionally coordinated and promoted programmes:

·    Te Tiriti o Waitangi, Matariki and Māori Language Week

·    engaging with Iwi and Māori organisations

·    Whakatipu i te reo Māori - champion and embed te reo Māori in our libraries and communities. 

1141

 

Māori responsiveness

Respond to the aspirations of Mana Whenua, mataawaka, marae and Māori organisations. Work with Mana Whenua and mataawaka to scope opportunities to develop initiatives, to inform a Māori responsiveness plan.

Ngā ritenga ā-pūtea

Financial implications

26.     Activities are funded from one or multiple budget sources which include: Asset Based Services (ABS) Opex; Locally Driven Initiatives (LDI) Capex and Opex.

27.     Each activity line has a budget allocation, which covers the delivery for the 2019/2020 period. Where activity lines show a zero-dollar budget, this reflects that the implementation costs are met through staff salary or other funding sources.

28.     The community services LDI budget for the local board for the 2019/2020 financial year is $1,360,482.

29.     Where activities are cancelled or no longer required, the local board can reallocate the budget to an existing work programme activity or to create a new activity.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30.     The key risks for activities that are managed through the work programme are non-delivery, time delays and budget overrun. The local board will be updated quarterly on delivery including highlighting any potential delays and budget implications.

31.     As the work programme includes ongoing activity and annually occurring events or projects, the associated risks have been identified and managed in previous years. Additional risk management for these activities is ongoing and can be reported quarterly.

 

32.     Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board through quarterly reporting when required.

Ngā koringa ā-muri

Next steps

33.     Delivery of approved activities will commence at the beginning of the financial year, 1 July 2019 and progress will be reported to the local board for each quarter.

34.     The work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays community services 2019/2020 work programme

95

     

Ngā kaihaina

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Mirla Edmundson - General Manager Libraries and Information

Mace Ward - General Manager Parks, Sports and Recreation

Lisa Tocker - Head of Service Strategy and Integration

Authorisers

Ian Maxwell - Director Community Services

Jonathan Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 

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Hibiscus and Bays Local Board

19 June 2019

 

 

New lease to Hibiscus Coast Radio Society Incorporated

File No.: CP2019/08903

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To grant a new community lease to the Hibiscus Coast Radio Society Incorporated at 1/479 Whangaparaoa Road, Stanmore Bay.

Whakarāpopototanga matua

Executive summary

2.       Hibiscus Coast Radio Society Incorporated holds an operative community lease for the tenant-owned building and part of the land situated at 1/479 Whangaparaoa Road, Stanmore Bay. 

3.       The lease commenced 1 March 2007 and finally expired on 28 February 2017.  The lease is holding over on a month-by-month basis until terminated or a new lease is granted.

4.       After assessing the Hibiscus Coast Radio Society Incorporated’s new lease application, staff are satisfied that the requirements under Auckland Council’s Community Occupancy Guidelines 2012 have been met.

5.       This report recommends that the Hibiscus and Bays Local Board grant a new community lease to the Hibiscus Coast Radio Society Incorporated. The recommendations within this report align with the Hibiscus and Bays Local Board Plan 2017 outcome: “Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation”.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      take note of the public notification of Auckland Council’s intention to grant a lease to Hibiscus Coast Radio Society Incorporated

b)      delegate to the Hibiscus and Bays Local Board Chairperson, following public notification, the authority to appoint a hearings panel to consider submissions and objections, and to make a decision.

c)      grant, subject to any objections being resolved, a new community lease to Hibiscus Coast Radio Society Incorporated for the tenant-owned building and surrounding land comprising approximately 3350m², situated at 1/479 Whangaparaoa Road, Stanmore Bay, delineated in red and marked A on Attachment A on the land described as Lot 2 Deposited Plan 87800 subject to the following terms:

i)        term – 10 years commencing on 1 July 2019 with one right of renewal for a further term of 10 years

ii)       final expiry – 30 June 2039

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

iv)      all other terms and conditions to be in line with Auckland Council’s Community Occupancy Guidelines 2012.

d)      delegate to the Hibiscus and Bays Local Board Chairperson and Deputy Chairperson the authority to approve Hibiscus Coast Radio Society Incorporated’s Community Outcomes Plan, which will be appended to the lease.

 

 

Horopaki

Context

6.       This report considers the new community lease to Hibiscus Coast Radio Society Incorporated (the society) for land and the tenant-owned building situated at 1/479 Whangaparaoa Road, Stanmore Bay. 

7.       The Hibiscus and Bays Local Board is the allocated authority relating to local, recreation, sport and community facilities, including community leasing matters.

Land, Buildings and Lease

8.       The society holds an operative community lease over the land and tenant-owned building at 1/479 Whangaparaoa Road, Stanmore Bay, described as Lot 2 Deposited Plan 87800, held in fee simple by Auckland Council under the Local Government Act 2002 by title NA45C/154 containing 5655m² of land.

9.       The society has historically occupied the premises and there is no expected departure from the current land use.

10.     The area proposed to be leased to the club consists of approximately 3350m² which is for the footprint of the society’s building and parts of the surrounding land. The lease footprint is represented by the area marked A and outlined in red on Attachment A.

Hibiscus Coast Radio Society Incorporated

11.     The society was formed in 1980 to foster an interest in amateur radio and related technologies.

12.     The society established its clubrooms in 1983 and leased the land from Rodney District Council. The society also invested in improvements to enable radio-based communication for amateur radio enthusiasts and emergency services.

13.     The society’s facilities are open to be used by general members of the public and their infrastructure has recently been used to expand the Internet of Things by a third party Thinxtra Pty Ltd.

14.     The society has also made their infrastructure available to Gulf Harbour Radio, ZMH 286 to assist the coast station with broadcasting weather services and emergency response.

15.     After assessing the lease application and meeting with the society, staff have determined that it qualifies for a new community lease by virtue of the following:

i)        The activity of the society supports the Hibiscus and Bays Local Board Plan 2017 outcome: “Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation”

ii)       The society is not in breach of the current occupancy agreement; previous breaches were remedied to the satisfaction of Auckland Council.

iii)      The society’s financial accounts have a surplus with no known contingent liabilities

iv)      The society sustains its activities predominantly through membership and training fees

v)      The building meets the needs of the society and users of the facility

vi)      The society makes the premises available for use by emergency response teams.

Previous breaches

16.     The society was reported to be in breach of the operative lease on two occasions:

i)        in 2014 the society was found to be occupying more of the land than provided for in the lease.  This was addressed by the lease advisor and the proposed new lease area makes sufficient provision for the needs of the society

ii)       during 2016 it was reported that the premises was used for overnight accommodation, without landlord approval being applied for. The society addressed the local board on this matter where assurances were given that no members were utilising the premises for this purpose.

17.     Since 2016, there have been no further reports of non-compliance by the society. The society has complied with all provisions of its lease and has applied for the necessary landlord approval when required to do so under the lease.

Tātaritanga me ngā tohutohu

Analysis and advice

18.     Auckland Council’s Community Occupancy Guidelines 2012 sets out the requirements for community occupancy agreements.

19.     Under the guidelines, the society has an automatic right to reapply for a new lease at the end of its occupancy term, a right which the society is exercising. It is recommended that a new lease be granted to the society for a term of 10 years with one right of renewal for a further term of 10 years, in line with the guidelines.

20.     Local boards have discretion to vary the term of the lease if it wishes. The guidelines suggest that where a term is varied, it aligns to one of the recommended terms contained in the Community Occupancy Guidelines 2012.

21.     Staff have determined that the Hibiscus Coast Radio Society Incorporated meet the requirements under the guidelines to qualify for a new community lease as evidenced below:

i) it is a registered incorporated society

ii)       it has complied with the terms of the operative lease

iii)      it has a history of delivering recreational and emergency response services

v)      the society has provided its financial accounts, which indicate that its financial reserves are sufficient to meet its liabilities, evidence of a competent management structure.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22.     In compiling the recommendations, staff obtained input from Environmental Services to confirm that the current activities on the land is not detrimental to local wildlife. 

23.     Additionally, the input of Parks, Sports and Recreation was obtained and no concerns regarding the proposed lease were raised.

24.     Feedback was obtained from Auckland Transport, to ascertain if the lease will have any impact on proposed roading works. Auckland Transport’s Project Management team commented that the lease will not affect their planned works in any significant way and that they have no concerns with the lease being granted.

25.     The proposed new lease has no identified impacts on other parts of the council group. The views of other council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

26.     This is an approved item on the Community Facilities Work Programme for 2018/2019 and the local board expressed their preliminary support for the new lease and the proposed term at a workshop held on 6 December 2018.

27.     The proposed lease to the society supports the Hibiscus and Bays Local Board Plan 2017 outcome: “Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation”.

28.     There is no departure from the current land use, subsequently no significant local impact is expected.

29.     Under section 138 of the Local Government Act 2002, all leases longer than six months require public notification and engagement with iwi. An advertisement about the proposed new lease to the society will be published on Auckland Council’s website and in local newspapers.

30.     The public will have four weeks within which to provide submissions or objections to the proposed lease. Should any objections be received, a hearings panel will need to be convened to hear the submissions and objections and come to a decision.

Tauākī whakaaweawe Māori

Māori impact statement

31.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi which are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2015-2025, the Unitary Plan and Local Board Plans.

32.     An aim of community leasing is to increase targeted support for Māori community development projects. This proposal seeks to improve access to facilities for all Aucklanders including Māori living in the Hibiscus and Bays Local Board area.

33.     There are no changes to the use or activities being conducted on the land.

34.     A presentation was made at the Mana Whenua Forum North held at the Orewa Service Centre on 5 March 2019. Iwi representatives did not raise any objections but did mention their concern for the wellbeing of local birdlife. Auckland Council’s Senior Regional Advisor (Fauna) indicated that the improvements on the property poses no risk to the wildlife present in that area.

35.     Formal Mana Whenua engagement took place from 4 April 2019 and concluded on 4 May 2019, only one response was received indicating that a particular iwi group is content to defer their interests with no objections.

Ngā ritenga ā-pūtea

Financial implications

36.     There are no direct costs to council associated with this new community lease except for the public notification fees which will be borne by Community Facilities.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37.     If the Hibiscus and Bays Local Board resolve not to grant the new lease to the society, the society’s ability to undertake its core activities will be materially affected, which in turn will have a negative impact on the desired local board outcomes.

38.     As there is no significant departure from the current land use or change in activities there are no identified risks in granting the lease.

Ngā koringa ā-muri

Next steps

39.     Subject to the local board granting a new community lease, council’s community leasing staff will work with the society to execute a deed of lease.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A Site Plan Hibiscus Coast Radio Society

113

     

Ngā kaihaina

Signatories

Author

Gert van Staden - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Jonathan Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 

New lease to Orewa Badminton Charitable Trust

File No.: CP2019/08927

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To grant a new community lease to the Orewa Badminton Charitable Trust at Victor Eaves Park, 87 Florence Avenue, Orewa.

Whakarāpopototanga matua

Executive summary

2.       Orewa Badminton Club Incorporated holds an operative community lease for the club-owned building at 1 Victor Eaves Park, 87 Florence Avenue, Orewa. 

3.       The lease commenced on 10 January 1999 and expired on 30 April 2018. The lease is currently holding over on a month-by-month basis.

4.       The Orewa Badminton Charitable Trust was created to manage the badminton hall on behalf of the Orewa Badminton Club Incorporated, hence the request for the new lease to be in the name of the Orewa Badminton Charitable Trust.

5.       The Orewa Badminton Charitable Trust has submitted an application for a new lease. After assessing the Orewa Badminton Charitable Trust’s new lease application, staff are satisfied that the requirements under the Auckland Council Community Occupancy Guidelines 2012 have been met.

6.       This report recommends that the Hibiscus and Bays Local Board grant a new community lease to Orewa Badminton Charitable Trust. The recommendations within this report align with the Hibiscus and Bays Local Board Plan 2017 outcome: “Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation”.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      grant a new community lease to Orewa Badminton Charitable Trust for the footprint of the club-owned building comprising 885m2  (more or less), situated at Victor Eaves Park, 87 Florence Avenue, Orewa, delineated in red and marked A on Attachment A on the land described as Lot 2 DP 89502 subject to the following terms:

i)        term – 10 years commencing on 1 July 2019 with one right of renewal for 10 years

ii)       final expiry – 30 June 2039

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

iv)      all other terms and conditions to be in line with the Reserves Act 1977 and Auckland Council’s Community Occupancy Guidelines 2012

b)      approve the Orewa Badminton Charitable Trust’s Community Outcomes Plan which will be appended to the lease and is attached to this report as Attachment B.

 

 

Horopaki

Context

7.       This report considers the new community lease to Orewa Badminton Charitable Trust (the trust) for its badminton hall situated at Victor Eaves Park, Orewa. 

8.       The Hibiscus and Bays Local Board is the allocated authority relating to local, recreation, sport and community facilities, including community leasing matters.

Land, Buildings and Lease

9.       Orewa Badminton Club Incorporated (the club) holds an operative community lease over the badminton hall at Victor Eaves Park, Orewa, described as Lot 2 DP 89502, comprising 7,050m2 of land classified as recreation reserve, held in fee simple by Auckland Council under the Reserves Act 1977.

10.     The trust was established to hold and manage the badminton hall on behalf of the club, hence the request for the new lease to be in the name of the trust.

11.     The badminton hall and the trust’s activities are provided for in the Victor Eaves Park Reserve Management Plan adopted on 7 May 2009.  There is no departure from the approved land use.

12.     The area proposed to be leased to the trust consists of approximately 885m2, which is the footprint of the club-owned building, and is represented by the area marked A and outlined in red on Attachment A.

Orewa Badminton Charitable Trust

13.     The trust was incorporated in 2002 to administer the badminton hall on behalf of the club.  The club has been in existence for more than 50 years.

14.     The trust’s purpose is to operate the badminton hall for the benefit of badminton players, charitable trusts and other organisations within the district.

15.     Recent users include a boxing gym and the facilities were made available for a filming crew. 

16.     The facility is predominantly used by three user groups, the Hiways Badminton Group, Midweek Badminton Group and the Social Badminton Group. Other groups and casual players can book the hall through an online portal which means the facility can operate during all hours of the week.

17.     The trust has recently invested in new access and lighting systems in order to maintain the facility to a good condition and improve accessibility for the community. The hall was also made available to badminton players when the Hibiscus Leisure Centre was undergoing maintenance work.

18.     After assessing the lease application and meeting with the trust, staff have determined that it qualifies for a new community lease by virtue of the following:

i)        The activity of the trust supports the Hibiscus and Bays Local Board Plan 2017 outcome: “Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation”

ii)       The trust is not in breach of the current occupancy agreement

iii)      The trust’s financial accounts have a surplus with no known contingent liabilities

iv)      The trust sustains its activities predominantly through membership and training fees

v)      The building meets the needs of the trust and users of the hall

vi)      The building is predominantly utilised as a community-centred badminton hall.

 

Tātaritanga me ngā tohutohu

Analysis and advice

19.     Auckland Council’s Community Occupancy Guidelines 2012 sets out the criteria for community occupancy agreements.

20.     Under the guidelines, the trust has an automatic right to reapply for a new lease at the end of its occupancy term, a right which the trust is exercising. It is recommended that a new lease be granted to the trust for a term of 10 years with one right of renewal for a further term of 10 years, in accordance with the guidelines.

21.     Local boards have discretion to vary the term of the lease if they wish. The guidelines suggest that where a term is varied, it aligns to one of the recommended terms contained in the Community Occupancy Guidelines 2012.

22.     Staff have determined that the trust meets the requirements under the guidelines to qualify for a new community lease as evidenced below:

i)        it is a registered charitable trust

ii)       it has complied with the terms of the operative lease

iii)      it has a history of delivering quality recreational facilities to the local community

v)      the trust has provided its financial accounts, which indicate that its funds are sufficient to meet its liabilities and that it has adequate financial reserves and is well managed.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23.     In compiling the recommendations staff obtained input from Parks, Sports and Recreation. The Sport and Recreation Lead has provided feedback which has been incorporated into the Community Outcomes Plan, attached as Attachment B.

24.     The proposed new lease has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required for the preparation of this report’s advice.

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

Local impacts and local board views

25.     This is an approved item on the Community Facilities Work Programme for 2018/2019 which was adopted by the board on 20 June 2018 (resolution number HB/2018/99).

26.     The proposed lease to the trust supports the Hibiscus and Bays Local Board Plan 2017 outcome: “Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation”.

27.     The land classification, together with the reserve management plan, envision the park to be used for recreation. Additionally, the lease to the trust is contemplated by the Victor Eaves Park Management Plan. Consequently, staff do not foresee that there will be significant local impact.

Tauākī whakaaweawe Māori

Māori impact statement

28.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi which is articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2015-2025, the Unitary Plan and Local Board Plans.

29.     An aim of community leasing is to increase targeted support for Māori community development. This proposal seeks to improve access to facilities for all Aucklanders including Māori living in the Hibiscus and Bays Local Board area.

30.     There are no changes to the use or activities being conducted on the land.

Ngā ritenga ā-pūtea

Financial implications

31.     There are no direct costs to council associated with this new community lease.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

32.     If the Hibiscus and Bays Local Board resolves not to grant the new lease to the trust, the trust’s ability to undertake its core activities will be materially affected, which in turn will have a negative impact on the wider community and the desired local board outcomes.

33.     Additionally, the activity is identified in the reserve management plan and is suited to activate the recreational potential of the park.

34.     As there is no significant departure from the approved land use or change in activities, there are no identified risks in granting the lease.

Ngā koringa ā-muri

Next steps

35.     Subject to the local board granting a new community lease, council’s community leasing staff will work with the club to formalise the lease agreement.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A Site Plan Orewa Badminton Charitable Trust

119

b

Attachment B Orewa Badminton Charitable Trust's Community Outcomes Plan

121

 

Ngā kaihaina

Signatories

Author

Gert van Staden - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Jonathan Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 


Hibiscus and Bays Local Board

19 June 2019

 

 


 


Hibiscus and Bays Local Board

19 June 2019

 

 

Changes to Local Board Standing Orders

File No.: CP2019/09738

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide information about the implications of the Local Government Regulatory Systems Amendment Act 2019 and to recommend changes to the Hibiscus and Bays Local Board’s standing orders to align with the change in the legislation.

Whakarāpopototanga matua

Executive summary

2.       The Local Government Regulatory Systems Amendment Act 2019 makes changes to various statutes, including the Local Government  Act 2002, Local Government Official Information and Meetings Act 1987, the Local Electoral Act 2001, the Dog Control Act 1996, the Local Government (Rating) Act 2002 and the Rates Rebate Act 1973.

3.       Prior to the legislation change, the Local Government Act provided for an extraordinary meeting where:

a)      it could be called by resolution, or by requisition by the mayor or one third of the members

b)      the notice period was three days (unless it was called by resolution in which case the notice period could be not less than 24 hours)

c)      if it needed to be called earlier it could be called by the mayor, or, if the mayor was unavailable, the chief executive. The notice period could be not less than 24 hours.

4.       As a result of the change, the meeting called under c) above is referred to as an ‘emergency meeting’ rather than an ‘extraordinary meeting’.

5.       There is a change to the definition of public notice – which requires notification on a council’s website in addition to a newspaper.

6.       There is a change to the definition of ‘working day’ to exclude a province’s anniversary.

7.       Staff are taking the opportunity, while considering changes to standing orders, to propose an unrelated change to the current standing orders regarding attendance by electronic link. The current standing order requires a member seeking to attend by electronic link to be representing the council and unable to attend. The proposed change removes the requirement to be representing the council.

8.       As detailed in the Local Government Act 2002 Schedule 7 clause 27 (3), a change to standing orders requires a 75 percent majority vote. The Hibiscus and Bays Local Board’s standing orders need to be changed to reflect the changes in the law.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      note the new statutory responsibility of the chief executive:

facilitating and fostering representative and substantial elector participation in elections and polls held under the Local Electoral Act 2001;

b)      amend standing order 2.3.3 by replacing:

Public notification about extraordinary meetings

The chairperson, or if they are unavailable, the chief executive, may call a meeting for an earlier time if this is necessary to deal with the business.

The person calling such a meeting must give each member and the chief executive notice of the time and place of the meeting and the matters in respect of which the meeting is being called, by whatever means is reasonable in the circumstances, at least 24 hours before the meeting.

with:

Calling an emergency meeting

The chairperson, or if they are unavailable, the chief executive, may call an emergency meeting for an earlier time than is provided in Standing Order 2.3.2 if this is necessary to deal with the business.

The person calling such a meeting must give each member and the chief executive notice of the time and place of the meeting and the matters in respect of which the meeting is being called, by whatever means is reasonable in the circumstances, at least 24 hours before the meeting.

c)      amend standing order 7.2.3 by replacing:

Public notification about extraordinary meetings

Where an extraordinary meeting of the local board or a committee is called and notice of that meeting cannot be given in the manner required or permitted (by Standing Order 7.2.1 as appropriate), Auckland Council shall publicly notify or advertise that meeting, and the general nature of business to be transacted at that meeting as soon as reasonably before the meeting is to be held, as is reasonable in the circumstances.

with:

Notification of extraordinary / emergency meetings

Where the local board or a committee calls an extraordinary or emergency meeting but cannot give public notice to the extent required in Standing Order 7.2.1, the council must publicly notify the meeting, and the general nature of business to be considered at it, as soon as reasonably practicable before the meeting. If it is not practicable to publish a notice in newspapers before the meeting, the council must publicly notify the meeting as soon as practicable on the council’s website and in any other manner that is reasonable in the circumstances.

d)      amend standing order 9.4 (Definitions) by replacing:

Extraordinary meeting has the meaning defined in clause 22 of Schedule 7 of the Local Government Act 2002.

with:

Emergency meeting has the meaning defined in clause 22A of Schedule 7 of the Local Government Act 2002.

Extraordinary meeting has the meaning defined in clause 22 of Schedule 7 of the Local Government Act 2002.

e)      amend standing order 9.4 (Definitions) by replacing:

Meeting means:

(a)     any first or ordinary or extraordinary meeting of the local board

with:

Meeting means:

(a)     any first or ordinary or extraordinary or emergency meeting of the local board

f)       amend standing order 9.4 (Definitions) by replacing:

Publicly notified means notified to members of the public by a notice printed in appropriate newspapers circulating in the Auckland region.

with:

Publicly notified means made known to members of the public by a notice on the council’s website, until any opportunity for review or appeal has lapsed, and by a notice printed in appropriate newspapers circulating in the Auckland region.

g)      amend standing order 9.4 (Definitions) by replacing:

Working day means any day of the week other than:

(a)  Saturday, Sunday, Waitangi Day, Good Friday, Easter Monday, ANZAC Day, the sovereign’s birthday and Labour Day

(b)  If Waitangi Day or Anzac Day falls on a Saturday or a Sunday, the following Monday;  and

(c)  a day in the period commencing with 25 December in any year and ending with 15 January in the following year.

with:

Working day means any day of the week other than:

(a)  Saturday, Sunday, Waitangi Day, Good Friday, Easter Monday, ANZAC Day, the sovereign’s birthday and Labour Day

(b)  where Waitangi Day or ANZAC Day falls on a weekend, the following Monday

(c)  Auckland Anniversary Day

(d)  a day in the period commencing with 20 December in any year and ending with 10 January in the following year.

h)      amend the following standing orders:

i)        SO 2.3:

replace the heading “Extraordinary meetings” with “Extraordinary and emergency meetings”

ii)       SO 7.2.4

replace the heading “Extraordinary meetings” with “Extraordinary and emergency meetings”

iii)      SOs 1.1.3, 2.4.1, 2.4.2, 7.2.3, 7.2.4, 7.3.2:

replace the words “extraordinary meeting” with “extraordinary or emergency meeting”

i)        amend standing order 3.3.3 to remove the requirement to be representing the council:

Conditions for attending by electronic link

The local board or its committees may give approval for a member to attend meetings by electronic link, either generally or for a specific meeting. Situations where approval can be given are: 

a)   where the member is representing the council at a place that makes their physical presence at the meeting impossible or impracticable

b)   to accommodate the member’s illness or infirmity

c)   in emergencies.

d)   The member who is seeking to attend by electronic link may not take part in the vote to give approval. The only exception is where there is an emergency, in which case the member seeking to attend by electronic link can take part in the vote.

 

 

Horopaki

Context

9.       The Local Government Regulatory Systems Amendment Act 2019 (LGRSAA) came into force on 21 March 2019.  The LGRSAA is an omnibus Act in that it makes minor amendments to several pieces of legislation.

10.       The LGRSAA amends the Local Electoral Act 2001 to include a new principle for “representative and substantial electoral participation in local elections and polls”, and imposes a new responsibility on the Chief Executive of the council by amending the Chief Executive’s responsibilities in the Local Government Act 2002 (LGA) section 42(2)(d):

(d)     facilitating and fostering representative and substantial elector participation in elections and polls held under the Local Electoral Act 2001;

11.     It amends the definition of “public notice” and “publicly notified” under the LGA and the Local Government Official Information and Meetings Act 1987 (LGOIMA) to require notification both on the council’s website and in newspapers.

12.     It creates a new category of council meeting called an “emergency meeting”, separate from “extraordinary meeting”.  Previously, extraordinary meetings had two types of notice requirements.  Where the more urgent form of notice is used, the meeting is now referred to as an emergency meeting.  This applies to giving notice to members under the LGA and to public notices under LGOIMA.

13.     It amends the definition of working day under the LGA and LGOIMA to exclude a province’s anniversary day being counted as a “working day”.

14.     It makes minor amendments to The Dog Control Act 1996, the Local Electoral Act 2001, the Rates Rebates Act 1973 and makes changes to the LGA by specifying timeframes for making certain documents publicly available. These legislative changes are minor in nature and do not impact on local board standing orders.

Tātaritanga me ngā tohutohu

Analysis and advice

15.     The changes made by the LGRSAA are minor in nature, nevertheless it is necessary to amend the Hibiscus and Bays Local Board’s standing orders to align the language to reflect current legislation.

16.     The Hibiscus and Bays Local Board may also wish to consider a change to standing orders which is not related to LGRSAA.   Standing order 3.3.3 provides conditions for attending a meeting by electronic link:

Conditions for attending by electronic link

The local board or its committees may give approval for a member to attend meetings by electronic link, either generally or for a specific meeting. Situations where approval can be given are: 

a)      where the member is representing the council at a place that makes their physical presence at the meeting impossible or impracticable

b)      to accommodate the member’s illness or infirmity

c)      in emergencies.

The member who is seeking to attend by electronic link may not take part in the vote to give approval. The only exception is where there is an emergency, in which case the member seeking to attend by electronic link can take part in the vote.

17.     This standing order was adopted in 2015.  Since that time the technology has improved, and remote attendance to most local board business meetings is now possible. However, the conditions in the standing order are very limiting and do not allow attendance by a member who is out of Auckland for non-council reasons. 

18.     Staff recommend amending the standing order by removing the requirement to represent the council in SO 3.3.3 (a):

a)      where the member is representing the council at a place that makes their physical presence at the meeting impossible or impracticable

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19.     The changes to the standing orders do not impact on the wider council group.

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

Local impacts and local board views

20.     This is a report to 21 local boards. All local boards need to make changes to align their standing orders to LGRSAA.

Tauākī whakaaweawe Māori

Māori impact statement

21.     The changes to standing orders brought about through the LGRSAA do not impact on the Māori community.

Ngā ritenga ā-pūtea

Financial implications

22.     There are no financial implications to making these changes to standing orders.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23.     LGA Schedule 7 clause 27 (2) states that the standing orders of a local authority must not contravene the LGA or any other Act. If local board standing orders are not aligned to changes in the legislation, there is a risk that the local board may act inconsistently with the legislation by relying on standing orders that are not up to date.

Ngā koringa ā-muri

Next steps

24.     Following the Hibiscus and Bays Local Board resolution to amend the standing orders, staff will make the appropriate changes and recirculate the updated standing orders.

 

 

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

 

Ngā kaihaina

Signatories

Author

Polly Kenrick - Business Process Manager

Authorisers

Kerri Foote – Operations and Improvements Manager, Local Board Services

Louise Mason – General Manager Local Board Services

 


Hibiscus and Bays Local Board

19 June 2019

 

 

Panuku Auckland Development six-monthly Local Board update from 1 November 2018 to 30 April 2019

File No.: CP2019/09419

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To update the Hibiscus and Bays Local Board on Panuku Development Auckland activities within the local board area for the six months from 1 November 2018 to 30 April 2019.

Whakarāpopototanga matua

Executive summary

2.       Panuku Development Auckland is the Council Controlled Organisation, charged with balancing financial and non-financial outcomes in order to create and manage sustainable and resilient places where people want to live, work, invest, learn and visit. The activities of Panuku cover four broad areas: 

·        redevelopment of urban locations, leveraging off council owned land assets, mostly within existing suburbs

·        review of, and where appropriate, redevelopment of council non-service property

·        management of council property assets including commercial, residential, and marina infrastructure

·        other property related services such as redevelopment incorporating a service delivery function, strategic property advice, acquisitions and disposals.

3.       Panuku Development Auckland currently manages 68 commercial and residential interests in the Hibiscus and Bays Local Board area.

4.       There are 23 properties currently under review as part of our rationalisation process.

5.       There was one property purchased, and one property sold in the Hibiscus and Bays Local Board area during the last six months.

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

 

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      receive the Panuku Development Auckland Local Board six monthly update from 1 November 2018 to 30 April 2019.

 

 

Horopaki

Context

7.       Panuku Development Auckland (Panuku) helps to rejuvenate parts of Auckland, from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

8.       The Auckland Plan is the roadmap to deliver on Auckland’s vision to be a world class city. Panuku will play a significant role in achieving Auckland Plan outcomes, particularly; the Homes and Places and Belonging and Participation outcomes.

9.       Panuku is leading urban renewal in Manukau, Onehunga, Wynyard Quarter, Waterfront, Northcote, Avondale, Takapuna, Henderson, Papatoetoe, Ormiston and Flat Bush, Panmure, Pukekohe, City Centre and redevelopment of the Haumaru portfolio.

10.     Panuku manages around $2 billion of council’s non-service property portfolio, which is continuously reviewed to find smart ways to generate income for the region, grow the portfolio, or release land or property that can be better used by others.

11.     As at 30 December 2018, the property portfolio comprises 1636 properties, containing 1062 leases. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres, and a large portfolio of residential rental homes.

Tātaritanga me ngā tohutohu

Analysis and advice

Development

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

13.     Panuku works with partners and stakeholders over the course of a project. It also champions best practice project delivery, to achieve best value outcomes within defined cost, time and quality parameters.

14.     Below is a high-level update on development activities in the Hibiscus and Bays Local Board area:

20 Link Crescent, Whangaparaoa

15.     Named “Mariner Rise” the subdivision provides 60 Sections along with a reserve and playground. 15 homes are now completed with a further 11 on track to be completed by the end of July 2019. 

16.     The subdivision has resource consent for a mix of two, three and four-bedroom terrace and standalone family homes with a focus on design quality. The homes are being built and marketed by Signature Homes, Mike Greer Homes and New Dreamland, priced $650,000 to $800,000.

D’Oyly Reserve

17.     The environment enhancement project has been proactively managed by Healthy Waters and is now complete with the exception of a few plants in the bottom section which will be planted in June.

18.     The works extend 750m along the boundary of Stanmore Bay Primary School; involves extensive native planting and the creation of an overland waterway with wetlands. A project that will encourage and foster bird and fish life.

The Hammerhead

19.     Work on the approach to marinas is now led by Auckland Council. The Planning Committee resolved in March 2019 to:

a)      endorse the approach of identifying issues and developing principles to guide future decision-making for council owned marinas, focusing on Gulf Harbour, Westpark and Half Moon Bay marinas

b)      endorse an inclusive process involving all marina users, surrounding and wider communities and mana whenua

c)   request staff to report back at the end of the process with the aim of adopting the principles and to consider any next steps, including the development of a marina strategy 

d)   refer the consideration of funding for the development of a regional marina strategy to the Finance and Performance Committee.

 

Properties managed in the Hibiscus and Bays Local Board Area

20.     Panuku currently manages 52 commercial and 16 residential interests within the local board area.

Business interests

21.     Panuku also manages the commercial return from business interests on the council’s behalf. This includes two forestry enterprises, two landfills and four quarries. 

22.     There are currently no managed business interests in the Hibiscus and Bays Local Board area.

 

Portfolio strategy

Optimisation

23.     Optimisation is a self-funding development approach targeting sub-optimal service assets approved in 2015. The process is a tri-party agreement between Community Facilities, Panuku and local boards and is led by Panuku. It is designed to equal or enhance levels of service to the local community in a reconfigured form while delivering on strategic outcomes such as housing or urban regeneration with no impact on existing rate assumptions.

24.     Using optimisation, underperforming assets will have increased utility and efficiency, with lower maintenance and operating costs as well as improved service delivery benefiting from co-location of other complimentary services or commercial activities. Optimisation will free up a vast range of undercapitalised development opportunities such as air space, full sites, or part sites and in many cases will result in intensification of land use, particularly residential, supporting Auckland Plan implementation.

25.     Local boards are allocated decision making for the disposal of local service property and reinvestment of sale proceeds in accordance with the service property optimisation approach.

Portfolio review and rationalisation

Overview

26.     Panuku is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within the council’s portfolio that may be suitable for potential sale and development if appropriate.

27.     Panuku has a focus on achieving housing and urban regeneration outcomes. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

28.     Panuku works closely with Auckland Council and Auckland Transport (AT) to identify potential surplus properties to help achieve disposal targets.

29.     Panuku disposal recommendations target for July 2018 to June 2019 is $30 million.

 

 

Process

30.     Once identified as no longer delivering the council service use for which it was acquired, a property is taken through a multi-stage rationalisation process. The agreed process includes engagement with council departments and CCOs, the local board and mana whenua. This is followed by Panuku board approval, engagement with the local ward councillors and the Independent Māori Statutory Board and finally, a Governing Body decision.

Under review

31.     Properties currently under review in the Hibiscus and Bays Local Board area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body.

Property

Details

·   4 and 6 Brightside Road.

·   472, 474, 476, 478, 480, 482, 484, 486, 488, 1/490, 2/491, 492, 494, 496, 498, 498B, 500, 502, 599, 616A Whangaparāoa Road,Stanmore Bay.

·   750A Whangaparāoa Road, Manly.

The former Rodney District Council acquired the properties for the legacy Whangaparāoa Road widening project.

The Whangaparāoa Road widening project is not included as a funded project in the Regional Land Long Term Plan (RLTP) 2018-2028 or in the Auckland Transport Alignment Project (ATAP) 2018. AT has confirmed the subject properties are not required for Penlink.

The internal consultation for the subject properties was undertaken in March 2019. No alternative planned or funded public work requirement for the subject properties was identified through the internal consultation process.
in May 2019, the Hibiscus and Bays Local Board considered the proposed disposals and resolved to request the retention of the subject properties.

Panuku will further engage with the local board pending the results of AT investigations into Whangaparāoa Road transport issues.

 

Acquisitions and disposals

32.     Panuku manages the acquisition and disposal of property on behalf of Auckland Council. Panuku purchases property for development, roads, infrastructure projects and other services. These properties may be sold with or without contractual requirements for development.

Acquisitions

33.     Panuku does not decide which properties to buy in a local board area. Instead, it is asked to negotiate the terms and conditions of a purchase on behalf of the council.

34.     Panuku purchased 11 properties for open space across Auckland in the 2018-209 financial year so far at a cost of $35.3 million and bought one property for stormwater use.

35.     One property was purchased in the Hibiscus and Bays Local Board area during the reporting period for open space purposes.

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


 

Disposals

37.     In the current financial year so far, the Panuku disposals team has entered into twenty-two sale and purchase agreements, with an estimated value of $37.3 million of unconditional net sales proceeds. 

38.     As part of the Northern Corridor Improvements, Auckland Council has agreed to transfer various parcels of land to NZTA to facilitate the works. The compensation amount totals $6.5 million, of which $1.554 million is advance compensation for required land at Rook Reserve with the final compensation amount still to be agreed.

39.     Panuku 2018/19 disposals target is $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis. 

40.     One property was sold in the Hibiscus and Bays Local Board area in this period, being 19 Anzac Road, Browns Bay.


Housing for Older People

41.     The council owns 1412 units located in 62 villages across Auckland, which provide rental housing to low income older people in Auckland.

42.     The Housing for Older People (HfOP) project involved the council partnering with a third-party organisation, The Selwyn Foundation, to deliver social rental housing services for older people across Auckland.

43.     The joint venture business, named Haumaru Housing, took over the tenancy, facilities and asset management of the portfolio, under a long-term lease arrangement from 1 July 2017.

44.     Haumaru Housing was granted community housing provider (CHP) status in April 2017. Having CHP registration enables Haumaru to access the government’s Income Related Rent Subsidy (IRRS) scheme.

45.     Auckland Council has delegated Panuku to lead a new multi-year residential development programme.

46.     The first new development project is a 40-unit apartment building on the former Wilsher Village site on 33 Henderson Valley Road, Henderson. Once completed in mid-2019, this development will increase the council’s portfolio to 1452 units.

47.     The following HfOP villages are located within the Hibiscus and Bays Local Board area:

Village

Address

Number of units

Torbay Flats

2 Wairere Road, Torbay

18

 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48.     The views of the council group are incorporated on a project by project basis.

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

Local impacts and local board views

49.     Any local or sub-regional impacts related to local activities are considered on a project by project basis.

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

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

54.     There are no risks associated with receiving this report.

Ngā koringa ā-muri

Next steps

55.     The next six-monthly update is scheduled for December 2019.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.    

Ngā kaihaina

Signatories

Author

Sa Va'aelua - Engagement Coordinator

Authorisers

Carlos Rahman - Senior Engagement Advisor

Jonathan Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 

Business Improvement District Programme Compliance Report to Hibiscus and Bays Local Board

File No.: CP2019/10143

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To amend the resolution HB/2019/64 passed at the Hibiscus and Bays Local Board ordinary meeting on 15 May 2019 to reflect the correct 2019-2020 Business Improvement District targeted rate amounts for Mainstreet Orewa Incorporated trading as Destination Orewa Beach (Business Association), Mairangi Bay Business Association and Torbay Business Association.

Whakarāpopototanga matua

Executive summary

2.       The report “Business Improvement District Programme Compliance Report to Hibiscus and Bays Local Board for FY 2017-2018” considered at the Hibiscus and Bays Local Board ordinary meeting on 15 May 2019 contained incorrect figures relating to the 2019-2020 Business Improvement District targeted rate amounts for Mainstreet Orewa Incorporated trading as Destination Orewa Beach (Business Association), Mairangi Bay Business Association and Torbay Business Association.

3.       The correct BID targeted rates are as follows:

i)          $150,000 for Browns Bay Business Association;

ii)         $241,509 for Mainstreet Orewa Incorporated trading as Destination Orewa Beach (Business Association);

iii)       $65,000 for Mairangi Bay Business Association; and

iv)       $15,915 for Torbay Business Association.

4.       Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to Business Improvement Districts. One of these is to annually recommend Business Improvement District targeted rates to the Governing Body. The local board should recommend the striking of the targeted rate if it is satisfied that the Business Improvement District is substantially complying with the Business Improvement District Policy.

5.       As the four business associations comply with Auckland Council’s Business Improvement District Policy 2016, staff recommend that the local board recommend to the Governing Body to strike the targeted rates sought by the Business Improvement Districts.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      agree, pursuant to standing order 1.10.1, to revoke subsections a(ii), a(iii) and a(iv) of resolution HB/2019/64, adopted at the ordinary meeting held on 15 May 2019, which reads as follows:

That the Hibiscus and Bays Local Board:

         recommends to the Governing Body to strike the targeted rates for inclusion in the Annual Budget 2019-2020 for the following Business Improvement District programmes:

i)          $150,000 for Browns Bay Business Association;

ii)         $232,220 for Mainstreet Orewa Incorporated trading as Destination Orewa Beach (Business Association);

iii)       $63,000 for Mairangi Bay Business Association; and

iv)       $15,415 for Torbay Business Association.

and replace it with:

         recommends to the Governing Body to strike the targeted rates for inclusion in the Annual Budget 2019-2020 for the following Business Improvement District programmes:

i)          $150,000 for Browns Bay Business Association;

ii)         $241,509 for Mainstreet Orewa Incorporated trading as Destination Orewa Beach (Business Association);

iii)       $65,000 for Mairangi Bay Business Association; and

iv)       $15,915 for Torbay Business Association.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.

 

Ngā kaihaina

Signatories

Author

Paul Thompson - BID Programme Specialist

Authorisers

Alastair Cameron - Manager - CCO Governance and External Partnerships

Jonathan Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 

Ward Councillors Update

File No.: CP2019/00124

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       The Hibiscus and Bays Local Board allocates a period of time for the Ward Councillors, Councillor Wayne Walker and Councillor John Watson, to update them on the activities of the Governing Body.

 

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      thank Councillors Walker and Watson for their update.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Vivienne Sullivan - Local Board Democracy Advisor

Authoriser

Jonathan  Hope – Acting Relationshiop Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 

Governance Forward Work Calendar

File No.: CP2019/00130

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the local board with a Governance Forward Work Calendar.

Whakarāpopototanga matua

Executive summary

2.       This report contains the Governance Forward Work Calendar: a schedule of items that will come before the local board at business meetings and workshops over the next 12 months.

3.       The calendar aims to support local boards’ governance role by:

·    ensuring advice on agendas and workshop material is driven by local board priorities

·    clarifying what advice is required

·    clarifying the rationale for reports.

4.       The calendar will be updated every month. Each update will be reported back to business meetings.  It is recognised that at times items will arise that are not programmed. Local board members are welcome to discuss changes to the calendar.

 

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      receive the Governance Forward Work Calendar report

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Governance Forward Work Calendar

141

 

Ngā kaihaina

Signatories

Author

Vivienne Sullivan - Local Board Democracy Advisor

Authoriser

Jonathan Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 


 


 


 


 


Hibiscus and Bays Local Board

19 June 2019

 

 

Record of Workshop Meetings

File No.: CP2019/00137

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       The Hibiscus and Bays Local Board held workshop meetings on 9 and 23 May 2019 and 6 June 2019.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      endorse the record of the workshop meetings held on 9 and 23 May 2019 and 6 June 2019.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Workshop Record, 9 May 2019

149

b

Workshop Record, 23 May 2019

151

c

Workshop Record, 6 June 2019

155

     

Ngā kaihaina

Signatories

Author

Vivienne Sullivan - Local Board Democracy Advisor

Authoriser

Jonathan Hope – Acting Relationship Manager

 


Hibiscus and Bays Local Board

19 June 2019

 

 


 


Hibiscus and Bays Local Board

19 June 2019

 

 


 


 


Hibiscus and Bays Local Board

19 June 2019