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Ōrākei
Local Board
20 June 2019
|
|
Approval
of the Ōrākei Local Board 2019/2020 Community Services Work Programme
File No.: CP2019/10335
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 Ōrākei 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.
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Ngā tūtohunga
Recommendation/s
That the Ōrākei
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
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Department
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Business objectives
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Strategies and plans
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Arts, Community and Events
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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
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Provision
of services to actively engage Aucklanders to lead healthy lives, connect
with nature and value our cultural identity
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· Parks and Open Space
Strategic Action Plan
· Sport and Recreation
Strategic Action Plan
· Auckland Growing Greener
Framework
· Urban Ngāhere Strategy
|
|
Service, Strategy and Integration
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Provision
of service and asset planning advice and support more integrated delivery of
community outcomes
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· 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 respond 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
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Line number
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Activity
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Activity description
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2018/2019 budget
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2019/2020 budget
|
|
Local board plan outcome: Our local parks and open space
areas are valued and enjoyed
|
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539
(new)
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Pourewa
Valley Integrated Plan
|
Prepare
a visionary plan for the whole of the Pourewa Valley which integrates the
Kepa Bush work, Ngāti Whātua Ōrākei plan, and
incorporates the various community group efforts
|
$0
|
$40,000
|
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1233
(new)
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Ōrākei
Local Parks Management Plan
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Develop
a multi-park management plan (year 1 of 2) that assists the Ōrākei
Local Board in managing use, development and protection of all parks,
reserves and other open space they have allocated decision-making for
|
$0
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$60,000
|
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1313
(new)
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ANZAC
Day Speech Competition
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Deliver
Speech Competition for ANZAC Day
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$0
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$3,000
|
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Local board plan outcome: Our residents are proud of their
community facilities and public places
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623
(new)
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Youth
Empowerment
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Fund
and partner with a local community group/organisation to facilitate and grow
the Youth Voice Forum to ensure that local young people have their say in
council planning and decision making
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$0
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$4,000
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661
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Community
Arts Programmes
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$20,000
to produce a music programme for Matariki. The second $20,000 will be workshopped
in Q1
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$22,000
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$40,000
|
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1076
(new)
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Ellerslie
War Memorial Hall Needs Assessment
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Undertake
a community needs assessment that identifies current usage and users of the
Ellerslie War Memorial Hall from a network perspective
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$0
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$20,000
|
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1185
(new)
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Community-led
placemaking neighbourhood development projects
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Support
placemaking projects that foster community identity and encourage shared
action
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$0
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$20,000
|
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1236
(new)
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Ōrākei
Volunteer Awards
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Deliver
Ōrākei Volunteer Awards
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$0
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$8,000
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3204
(new)
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Seniors
and age-friendly communities forum
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Support
local age friendly initiatives and assess the age friendliness of the local
board area
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$0
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$4,000
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Local board plan outcome: A thriving economy which
supports local businesses and town centres
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1311
(new)
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Ōrākei
Local Board Business Awards
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A
local business award programme will be run to provide opportunities for
businesses to benchmark their success against other local businesses
|
$0
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$25,000
|
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
inter-departmental 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
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Line number
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Activity
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Māori impact
|
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955
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Celebrating
Te Ao Māori and strengthening responsiveness to Māori. Whakatipu i
te reo Māori – Ōrākei
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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.
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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 $792,280.
29. Where
activities are cancelled or no longer required, the local board can reallocate
the budget to an existing work programme activity or 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
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No.
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Title
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Page
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a⇩ 
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Ōrākei community services 2019/2020 work
programme
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13
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Ngā kaihaina
Signatories
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Authors
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Graham Bodman - General Manager Arts, Community and
Events
Mirla Edmundson - General Manager Libraries &
Information
Mace Ward - General Manager Parks, Sports and
Recreation
Lisa Tocker - Head of Service Strategy and Integration
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Authorisers
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Ian Maxwell - Director Community Services
Adam Milina - Relationship Manager - Albert-Eden &
Orakei Local Boards
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Ōrākei
Local Board
20 June 2019
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Re-allocation of Ōrākei Local
Board Locally Driven Initiative Opex June 2019
File No.: CP2019/10759
Te take mō te
pūrongo
Purpose of the report
1. To
approve the reallocation of the 2018/2019 Locally Driven Initiative operational
expenditure budget of $62,000 for the Tahuna Torea mangrove removal project and
approve the reallocation of the Locally Driven Initiative operational
expenditure carry forward budget of $57,000 for the Tahuna Torea mangrove
removal project.
Whakarāpopototanga matua
Executive summary
2. The
Ōrākei Local Board approved the Tahuna Torea mangrove removal project
as part of the 2015/2016 Local and Sports parks annual work programme,
allocating $65,000 LDI opex funding.
3. In
July 2018 the board allocated an additional $62,000 of LDI opex to the project
as part of the 2018/2019 Community Facilities work programme.
4. The
primary objective for the project is to preserve the fish dams, which are an
archaeological feature and wāhi tapu site at the Tahuna Torea Reserve.
Additionally, the removal of the mangroves is also intended to assist with the
protective regrowth of grasses by reducing shade suppression.
5. Findings
from a pilot study at Tahuna Torea have provided evidence that the removal of
the mangroves may not be providing the desired outcome for protecting the Fish
Dams and promoting establishment of the grasses in the area.
6. Staff
recommend that the mangrove removal at Tahuna Torea is cancelled. This
will enable staff to further investigate options for improved outcomes for the
Tahuna Torea Reserve.
7. If
the Board agree to cancel the project, there is a significant amount of
2018/2019 LDI opex to reallocate and staff recommend that the board consider
reallocating to projects in the 2018/2019 work programme.
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Ngā tūtohunga
Recommendation/s
That the Ōrākei
Local Board:
a) approve
the reallocation of the 2018/2019 Locally Driven Initiative operational
expenditure budget of $62,000 for the Tahuna Torea mangrove removal project
to the Service provision for parks and recreation – Colin Maiden
Precinct transportation analysis project.
b) approve
the reallocation of the Locally Driven Initiative operational expenditure
carry forward budget of $57,000 for the Tahuna Torea mangrove removal project
to Hobson Bay mangrove removal project.
|
Horopaki
Context
8. The
Tahuna Torea mangrove removal project has an LDI opex budget of $119,000 made
up of carry forward from financial year 2015/2016 and $62,000 allocated from
financial year 2018/2019.
9. The
intended outcome of the mangrove removal at Tahuna Torea is to protect the
archeologically significant fish dams at the reserve, and to support the
establishment of grass vegetation at the site.
10. Following
a pilot programme, staff have concluded that the mangrove removal has not
resulted in the protection of the fish dams, nor supported the establishment of
restored grass growth in the area. Staff will report formally to the local
board with the comprehensive findings from the pilot programme in August 2019.
Tātaritanga me ngā
tohutohu
Analysis and advice
Tahuna Torea Mangrove Removal
11. The
primary objective for mangrove removal is to preserve the fish dams, which are
an archaeological feature and wāhi tapu site at Tahuna Torea Reserve.
12. The
removal of the mangroves is also intended to improve the establishment of
grasses by reducing shade suppression. A pilot programme involving the removal
of 50m2 of mangroves at Tahuna Torea in December 2017 indicates that
coastal processes, as opposed to mangrove encroachment, are likely to be the
most dynamic influence on the preservation of the fish dams. Furthermore, where
mangroves were removed, the protective regrowth of grasses was not established.
13. Staff
recommend that further consideration is required to determine an appropriate
long-term solution, taking into consideration the nature of the site and the
factors influencing the ecology of the coastal environment.
14. While
decisions regarding the long-term solution at Tahuna Torea are pending, staff
recommend that the local board reallocates the budget approved for Tahuna Torea
mangrove removal (2308) and reallocate the LDI opex funding of $119,000 for
project to the following two alternative projects:
· Service
provision for parks and recreation (1440) - Colin Maiden Precinct
transportation analysis
· Hobson
Bay - mangrove removal (2307).
Service provision for parks and recreation (1440) - Colin Maiden
Transportation Analysis
15. On 2
April 2019, Parks, Sport and Recreation staff presented a memorandum to the
Board providing an update on the delivery of the Colin Maiden Precinct Master
Plan.
16. In the
memorandum staff recommend undertaking a comprehensive transportation analysis
of the Colin Maiden Precinct to inform the future development and forecast
capital expenditure for roads, footpaths, pathways and parking throughout the
precinct.
17. The
proposed cost to deliver the transportation analysis is estimated at $85,000.
18. Staff
recommend that the Ōrākei Local Board use the remaining $30,000 from
the financial year 2018/2019 Ōrākei Parks Response Fund and consider
allocating additional funding from unspent LDI opex in financial year
2018/2019.
19. There is
$62,000 of unspent LDI opex in financial year 2018/2019 currently allocated to
the Tahuna Torea – remove mangroves (2308). Staff recommend this budget
is reallocated to Service provision for parks and recreation (1440) - Colin
Maiden Precinct transportation analysis.
20. If
approved, the funding will enable the delivery of a draft Colin Maiden Precinct
transportation analysis report to the local board for discussion and
recommendations in September 2019.
21. If
further funding is not secured in financial year 2018/2019, the delivery of the
transportation analysis will be delayed impacting on future development of the
precinct.
Hobson Bay Mangrove Removal
22. Hobson
Bay mangrove removal is an approved project in the Ōrākei Local Board
Community Facilities 2018/2019 work programme.
23. Currently
there is $262,000 LDI opex and $66,000 LDI capex allocated to the removal of
mangroves and required plantings at Hobson Bay.
24. The
tender price received to deliver the physical works is $429,000, indicating a
budget shortfall of $101,000.
25. In the
proposed Community Facilities 2019/2020 work programme staff recommend that the
Ōrākei Local Board allocate additional LDI opex in the amount of
$44,000 to the Hobson Bay mangrove removal project.
26. The
Community Facilities 2019/2020 work programme is scheduled to be approved at
the local board business meeting on 20 June 2019.
27. Staff
also recommends that the Ōrākei Local Board reallocate unspent LDI
opex in the amount of $57,000 from Tahuna Torea mangrove removal for the
remaining required funding to deliver the Hobson Bay mangrove removal.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
28. The
report recommendations have been developed as a collaborative approach
involving staff from Community Facilities, Park Sport and Recreation, Local
Board Services and Lead Financial Advisors.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
29. The
report recommendations have been considered by the local board in workshops
from April to June 2019. The views expressed by local board members have
informed staff recommendations for reallocation of unspent LDI opex.
Tauākī whakaaweawe
Māori
Māori impact statement
30. Work
within the marine environment including mangrove removal is of high interest to
mana whenua. The protection of the fish dams and wāhi
tapu site at Tahuna Torea is of significant importance to mana whenua
and engagement will be continued with the appropriate iwi.
Ngā ritenga
ā-pūtea
Financial implications
31. Tahuna
Torea mangrove removal will not be delivered in this financial year and will
result in unspent LDI opex to the amount of $119,000.
32. The
2018/2019 Ōrākei Parks Response Fund remaining
budget of f$30,000 is insufficient for the total estimated cost of $85,000 to
deliver a transportation analysis for Colin Maiden Precinct. The
reallocation of $62,000 of the LDI opex allocated to Tahuna Torea mangrove
removal project will address the budget shortfall and enable the timely
progression of the transportation analysis.
33. Without
sufficient funding the removal of mangroves at Hobson Bay cannot be delivered
in the 2019/2020 financial year. The current allocation of $262,000 LDI
opex for this project requires an additional $101,000 to ensure the project is
delivered in its entirety. An additional $44,000 LDI opex is proposed for
allocation in the financial year 2019/2020 work programme to assist with the
shortfall.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
34. If the
proposed reallocation of the LDI Opex funding is not approved at the June 2019
business meeting, there is a risk that the Colin Maiden Precinct transportation
analysis and the Hobson Bay mangrove removal will not be delivered within the
2019/2020 financial year.
Ngā koringa ā-muri
Next steps
35. Upon
approval of the reallocation of the LDI opex budget from the Tahuna Torea
mangrove removal project to the Colin Maiden Precinct transport analysis and
the Hobson Bay mangrove removal project, the transfer of funds will apply, and
Community Facilities will commence with the work required.
36. Progress
and updates on the Colin Maiden Precinct transport analysis will be reported by
Parks Sport and Recreation at local board workshops and a draft analysis report
will be delivered in September 2019 for review and discussion.
37. Progress
and updates on the Hobson Bay mangrove removal will be reported by Community
Facilities to the local board at workshops and through quarterly reporting in
financial year 2019/2020.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Author
|
Jacqui Thompson Fell - Work Programme Lead
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Authorisers
|
Rod Sheridan - General Manager Community Facilities
Adam Milina - Relationship Manager - Albert-Eden &
Orakei Local Boards
|
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Ōrākei
Local Board
20 June 2019
|
|
Ōrākei Local Board Community
Facilities Work Programme 2019 - 2022
File No.: CP2019/10131
Te take mō te
pūrongo
Purpose of the report
1. To
approve the 2019 – 2022
Community Facilities Work Programme for the Ōrākei 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
Ōrākei 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 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. Several
projects have been identified in the work programme as “risk adjusted
programme (RAP)” 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 if other approved projects are delayed for any
reason.
10. 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 Ōrākei
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 (RAP) 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.
|
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 local board in the development of the work programme
through several workshops, including:
· 1
November 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
· 9
May 2019 where staff provided any further information requested in workshop 2
and reviewed the revised draft work programme.
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 Ōrākei 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 later.
Local Programme
20. The
local programme includes those projects that the 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 several 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 Ōrākei Local Board Plan priorities:
· Our
local parks and open space areas are valued and enjoyed
· Our
residents are proud of their community facilities and public places
· People
can move around our area easily and safely
· The
natural environment is valued protected and enhanced by our communities
23. Other
strategic documents of relevance have included:
· Colin
Maiden Precinct Masterplan
· Eastern
Parks Masterplan
· Hobson
Bay Action Plan
24. These
have influenced recommendations in the work programme by guiding the
prioritisation of the programme and defining the scope of works to ensure the
sought outcome is achieved.
25. Some
of the key projects to be accommodated in the work programme include:
· Churchill
Park – develop and enhance lookout site (former golf clubhouse site)
· Churchill
Park - develop and renew pathways
· Crossfield
Reserve – implement park improvements
· Hobson
Bay – develop walkway (Stage 2) – Shore Road Reserve to Wilsons
Beach
· Ōrākei
Spine Shared Path – develop feeder links
26. 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 several proposed projects which will be phased in later
years.
27. Of
note in the work programme is the Hobson Walkway (Stage 2) and the
Ōrākei Spine Shared Path feeder links.
28. The
proposed work programme in Attachment A contains:
· Number
of projects excluding leases and contract lines over the three years: 36
· Indicative
cost for proposed projects in the 2019/2020 financial year: $6,216,000
Regional Programme
29. 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.
30. 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.
31. Regional
budgets include:
· Local
parks and sports field development (growth)
· Coastal
renewals
· Slips
prevention and remediation.
32. Projects
in these regional programmes are identified and prioritised based on
consideration of several factors.
33. 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.
34. For
coastal renewals and slips prevention and remediation this includes:
· Asset
condition
· Relative
hazard and risk
· Available
budget.
35. The
allocation of budget to specific projects will be approved by the Environment
and Community Committee in July 2019.
36. 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
37. 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.
38. 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
39. Several
projects have been identified in the work programme as “risk adjusted
programme (RAP)” projects.
40. 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.
41. 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.
42. 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
43. 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 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.
44. Any
changes to the approved work programme require approval from the local board.
Approval will normally be sought through resolution at a business meeting.
45. 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 local 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.
46. 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
47. 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.
48. 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 financial
year.
49. Two
additional project lines include those leases and licences proposed to be
progressed in the 2020/2021 and 2021/2022 financial years respectively.
50. Straight
forward lease renewals without variations will be processed in accordance with
agreed delegations with a written memo to the local 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
51. 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.
52. 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.
53. 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
54. 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.
55. The
council’s Parks Services and Recreation department were involved in the
development of the Churchill Park lookout site and Liston Park renewals and
improvements for park assets. Service Strategy and Integration are
involved in the project scope for renewal of the St Heliers Library.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
56. The
Community Facilities Work Programme has been created through a combination of
local board feedback, asset condition assessments and agreed levels of service.
57. 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
58. 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.
59. 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.
60. Staff
are also attending monthly Parks and Recreation Mana Whenua forums to receive
feedback on specific projects within the 2019 - 2022 Community Facilities Work
Programme.
61. Activities
in the work programmes that are specific to Māori outcomes include:
· Hobson
Bay Walkway (Stage 2)
· Ōrākei
- Auckland Urban Forest (Ngahere) Strategy - Growing Phase
Ngā ritenga
ā-pūtea
Financial implications
62. 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
|
$4,415,000
|
$1,114,621
|
$2,409,075
|
|
Renewals - Proposed
Allocation
|
$4,370,000
|
$1,105,000
|
$2,375,000
|
|
Renewals - Unallocated
budget
|
$45,000
|
$9,261
|
$34,075
|
|
|
|
|
|
|
Growth and Development
- Allocation
|
$1,094,000
|
$2,750,000
|
$1,449,000
|
|
Coastal Renewals -
Allocation
|
$425,000
|
$0
|
$0
|
|
Slips Prevention -
Allocation
|
$0
|
$0
|
$0
|
|
|
|
|
|
|
LDI Capex -
Proposed Allocation
|
$180,000
|
$0
|
$0
|
|
|
|
|
|
|
LDI Opex - Proposed
Allocation
|
$147,000
|
|
|
63. 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.
64. 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
65. 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 risk adjusted programme (RAP) will be used to progress
those projects identified as ready to proceed under the RAP.
66. 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
67. Once
approved, delivery of activities identified in the Community Facilities work
programme will commence from 1 July 2019.
68. The
work programmes identify if further decisions are required for each activity.
These will be brought to the local board when appropriate.
69. 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⇩
|
Ōrākei Local Board Community
Facilities 2019 – 2022 Work Programme – Build, Maintain, Renew
|
35
|
|
b⇩
|
Ōrākei Local Board Community
Facilities 2019 – 2022 Work Programme – Leases
|
45
|
Ngā kaihaina
Signatories
|
Author
|
Jacqui Thompson Fell - Work Programme Lead
|
|
Authorisers
|
Rod Sheridan - General Manager Community Facilities
Adam Milina - Relationship Manager - Albert-Eden &
Orakei Local Boards
|
