Agenda of Ōrākei Local Board

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

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

4 Confirmation of Minutes

That the minutes of the Ōrākei Local Board meeting, held on Thursday, 16 July 2020 and the minutes of its extraordinary meeting, held on Thursday, 23 July 2020, be confirmed as true and correct.

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 Ōrākei Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

9.1 Public Forum - Amy Calway - Beach Event Project

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the Board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Amy Calway, Director of Event Horizon will be in attendance to present on a proposed beach event in the Ōrākei Local Board area.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) receive the presentation and thank Amy Calway for her attendance.

9.2 Public Forum - David Ealson - Stonefields Community Centre

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the Board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. David Ealson from Stonefields Community Centre Inc will be in attendance to formally thank the Board for the two grants received and to update the Board with progress to date, activities, issues and community involvement regarding the Community Centre project.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) receive the presentation and thank David Ealson for his attendance.

9.3 Public Forum - Elle Bell - Connecting locals with community spaces

Te take mō te pūrongo

Purpose of the report

1. To deliver a presentation to the Board during the public forum segment of the business meeting.

Whakarāpopototanga matua

Executive summary

2. Elle Bell from Space to Go New Zealand will be in attendance to present to the Board on the Space to Go platform which assists people to find and book local community spaces.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) receive the presentation and thank Elle Bell for her 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.”

11 Notices of Motion

Under Standing Order 2.5.1 (LBS 3.11.1) or Standing Order 1.9.1 (LBS 3.10.17) (revoke or alter a previous resolution) Notices of Motion have been received from <Member Names> for consideration under items 22 and 23 respectively.

Ōrākei Local Board

20 August 2020

Occupancy Agreement for the Outboard Boating Club at Hakumau Reserve

File No.: CP2020/10126

Te take mō te pūrongo

Purpose of the report

1. To confirm the footprint and agreement principles that will be applied to lease negotiations with the Outboard Boating Club at Hakumau Reserve (3-5 Tāmaki Drive).

Whakarāpopototanga matua

Executive summary

2. The eastern section of Hakumau Reserve has been used by the Outboard Boating Club (OBC) since 1959 under an annual licence to occupy.

3. The Ōrākei Local Board now wishes to establish a new agreement with OBC which provides more certainty of tenure for both parties. The Ōrākei Local Board also want to realise recreation improvements on the reserve to meet the wider and growing recreation demand in the general Tāmaki Drive area.

4. At workshops held in June and July 2020, the Ōrākei Local Board gave direction to offer a lease to OBC, over a slightly lesser footprint than they currently occupy and have requested for future use.

5. The proposed lease footprint presented (see fig. 2) would allow the club to operate exclusively over half of the total reserve area. There is also an option for the board to grant a licence agreement giving access at specific times to the area that the club currently occupy but which falls outside of the proposed lease area.

6. A balanced approach has been taken to meeting multiple recreation demands at Hakumau Reserve in this instance. There is a risk OBC will deem the proposed agreement inadequate because the lease footprint fails to meet all their operational needs and / or the market valuation on which the lease is based is regarded by the club as too high.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve in principle the following outcomes for Hakumau Reserve (3-5 Tāmaki Drive, Auckland), as described in the report:

· Placemaking

· Youth spaces and facilities

· Fitness

· Recreation and play

· Site activation

· Boating.

b) approve in principle a proposed lease footprint with the Outboard Boating Club over half of Hakumau Reserve (approximately 5,168m2), having regard to the above outcomes.

c) enter into lease discussions with the Outboard Boating Club, based on the following principles as the starting point for a lease agreement with the Outboard Boating Club at Hakumau Reserve:

· a long term (33 year) commercially based lease (value to be guided by independent market valuation)

· Outboard Boating Club securing and controlling entry to the leased area with fencing and a vehicle barrier arm

· re-design and relocation of Outboard Boating Club’s Tāmaki Drive fence to southern side of Pohutukawas in alignment with the proposed lease boundary

· adequate marketing by Outboard Boating Club (clearly visible entrance signage and online information) to enable public use of at least two ramps (as per consent conditions)

· providing pedestrian access over the leased area via a pedestrian gate that is open during daylight hours

· providing a licence with conditions to some or all of the area which Outboard Boating Club currently occupies but that falls outside of the proposed lease area

· providing board landowner approval at a later date to allow Outboard Boating Club reconfiguration of lease area including the potential build of a new entrance from Tāmaki Drive.

d) request the Community Facilities Property and Commercial team enter into lease negotiations with the Outboard Boating Club on the basis of the proposed lease footprint and principles set out in this report.

Horopaki

Context

7. In 1959 a licence was granted to OBC over approximately 1,760m²at the eastern end of the reserve. Some time since then the club’s use of the reserve has extended on the ground and today covers the area shaded in green in figure 1 (approximately 7,000m²).

8. OBC has plans to re-develop its clubroom facility located on its land. However, it does not want to progress with redevelopment until a decision has been confirmed regarding its longer-term use of the reserve. Without major and very costly reconfiguration of its ramps and clubroom the club will remain reliant on use of the reserve for its future activities and operations.

9. OBC has presented various iterations of a development plan for the area of reserve it currently occupies that would provide it with a more functional ramp access / maneuvering and parking area. This redevelopment could include relocation of the OBC entrance and removal of one or two Pohutukawa trees for which landowner approval would be required at the appropriate time.

Fig 1. Land configuration Red – Kiwi Rail, Yellow – reserve land leased by Lilliputt,

Green – reserve land occupied by OBC, Light blue – OBC owned land, Dark Blue – marina

10. In July 2012 the local board resolved to grant a new licence over the reserve to OBC (OR/2012/388). This licence however was not executed and therefore the 1959 licence prevails.

11. The Ōrākei Local Board has consistently acknowledged the role played by OBC in providing community access to the harbour and establishing a new agreement with OBC represents an opportunity to improve boat access not just for club members but also the general public (as envisaged by the club’s 1999 resource consent).

12. Hakumau Reserve is classified as recreation reserve under the provisions of the Reserves Act 1977 and zoned in the Unitary Plan for Sport and Active Recreation. This zoning recognises the importance of the ramp and marina facilities that enable the community to enjoy recreation outcomes on the Waitematā Harbour and allows for the reserve to be used for purposes that complement the boat club’s activities.

13. Additional outcomes that the Ōrākei Local Board is looking to realise at the site include meeting wider and growing recreation demands along Tāmaki Drive. There is board intent to develop a concept plan for Hakumau Reserve and improve facilities and the range of experiences that may be enjoyed at the reserve.

14. The number of visitors to the general area and importance of Tāmaki Drive in terms of amenity and recreation cannot be overstated and the value of Hakumau Reserve is regarded as significant in terms of supporting a number of open space outcomes. These include boating and access to the harbour, but also other activities that can’t be delivered elsewhere in the locality because of existing constraints around land and intensity of use. In this network context, the location of Hakumau Reserve is seen to be important in supporting the following outcomes that are either existing at the site or have future development potential:

· Placemaking – enhancing the green corridor effect evident along distinct parts of Tāmaki Drive (i.e. grass verges, mature Pohutukawa).

· Youth spaces and facilities – provision of facilities often associated with coastal and beach environments that are currently not well provided for in the general area (i.e. beach volleyball, basketball and wheeled play).

· Fitness – building on the high level of health and fitness activity in the area by providing fitness equipment for people of all age groups i.e. eight to 80 (additional to and more varied than the exercise bars provided at Mission Bay).

· Recreation and play – passive recreation outcomes that complement the cultural open space themes evident at Okahu Bay and Whenua Rangatira (i.e. Horohopu) and that provide play experiences as a point of difference to other playgrounds.

· Site activation – the site could be used to support and accommodate those popular area-based activities such as cycling and exercise through the establishment of a cycle hub or boot camp venue.

· Boating – improved infrastructure to support access to the harbour and OBC’s activities at 7 Tāmaki Drive.

Tātaritanga me ngā tohutohu

Analysis and advice

15. A balanced approach to development outcomes for Hakumau Reserve and consideration of the appropriately configured lease footprint for OBC is required. OBC offers a safe and high-quality facility for the launching of boats and wish to improve the facility further, particularly with regard to parking and maneuvering. The club has close to 2,000 members and have an open membership policy. The annual fee of $300/325 per annum (plus a one-off new member entrance fee of $450) is competitive and considered affordable for most boat owners.

16. While recognising the service the club offers the community, the board has a desire to develop the western part of Hakumau Reserve, currently occupied by Lilliputt for use by the general public at some future date. This half of the reserve is constrained by its configuration (narrowness) and there is benefit, in terms of passive recreation outcomes, to utilising some of the space currently occupied by OBC since it constitutes the widest and most functional part of the reserve.

17. Boating outcomes must in this instance be balanced against realising more informal recreation outcomes. The proposed lease area (shaded blue in figure 2 below) covers approximately 5,168m², out of a total reserve area of just over one hectare (10,337m²). The proposed footprint is 1,832m²less than the club currently occupies but provides enough space for it to achieve its desired layout improvements and some additional parking. Since full utilisation of the club’s current 7,000m² footprint only occurs on occasion during the busier summer months, the loss to the club is not viewed by staff as critical. This loss can be further mitigated by granting a licence for the area the club currently occupies but which falls outside of the proposed lease footprint (shaded green in figure 2) so it is able to meet demand during peak seasonal periods or events.

Fig 2. Proposed lease footprint shaded blue; mixed recreation area and occasional club parking (by means of licence) proposed for green shaded area; Lilliputt park development area shaded yellow

18. There is inevitably a tradeoff here, in so far as taking some of the space currently occupied and desired by OBC for future use will impact on the club’s current operation and its vision for club room and reserve development. Staff however consider that granting a licence to enable OBC access to the green zone at key times largely mitigates any negative impacts.

19. A new agreement on this basis also provides an opportunity to better promote the two boat ramps designated for public use and frees up an additional portion of reserve that can, potentially in conjunction with the Lilliputt lease area, be developed for public recreation purposes sometime in the future.

20. The reserve is zoned for Sport and Active Recreation in the unitary plan and this zoning establishes the reserve’s primary purpose in terms of supporting boating activity.

21. Since the provision of car with trailer parking is fundamental to this activity, reserve reclassification from recreation reserve to local purpose (carparking) is not viewed by staff as necessary in this instance. The parking also only uses a portion of the reserve which is contemplated by the provisions of the Act.

Park development

22. Integrating the green zone (central section of reserve) with the yellow zone (western section of reserve) for the purposes of passive recreation comes with its challenges because of the Pohutukawas that run across the boundary between the two zones. These trees split the two areas and give the impression that it marks a property boundary. This could have implications on levels of use of the green zone particularly if it is earmarked for future passive recreation.

23. There is an argument for selective removal of some of these trees in order to improve connectivity between the two zones of the park. This approach can be tested through public consultation on a reserve concept plan.

24. However, even if all trees are retained, there are ways of connecting the yellow and green zones through open space design which by way of example, could involve building play elements across the tree line and creating an area for quiet respite on the eastern side of this tree line.

25. Excluding the green zone from the OBC lease area also does not discount the club utilising this area for events or special occasions through a licence agreement. This club use for specified events and activities could potentially include parking; this is providing open space structures are limited in this space and orientated around its edge.

Lease principles

26. Staff recommend that lease negotiations are entered based on the footprint outlined and the application of the following principles:

· a long term (33 year) commercially based lease (value to be guided by independent market valuation)

· OBC securing and controlling entry to the leased area with fencing and a vehicle barrier arm

· re-design and relocation of OBC’s Tāmaki Drive fence to southern side of Pohutukawas in alignment with the proposed lease boundary

· adequate marketing by OBC (clearly visible entrance signage and online information) to enable public use of at least two ramps (as per consent conditions)

· providing pedestrian access over the leased area via a pedestrian gate that is open during daylight hours

· providing a licence with conditions to some or all of the area which OBC currently occupies but that falls outside of the proposed lease area

· providing board landowner approval at a later date to allow OBC reconfiguration of lease area including the potential build of a new entrance from Tāmaki Drive.

27. OBC is seeking to gain certainty over the operation and management of club facilities for the benefit of the Auckland community through:

· a 35-year lease (plus 35-year right of renewal) over the area currently occupied

· controlled access and perimeter security

· an easement for vehicle access to the club’s facilities.

28. A 33-year lease is recommended by staff. A lease longer than 33 years may have some risks given the length of time and the changes, including sea level rise and land use requirements, that could occur in the ensuing period.

29. If a longer-term lease (including renewals) is to be considered, this will require a survey definition of the land to specify the area and a resource consent to authorise the subdivision.

30. Granting an easement across Hakumau Reserve is also not supported. Providing perpetual access rights to OBC could limit future development options should recreation trends change. A lease gives OBC automatic rights of access across the relevant reserve area and is regarded as sufficient.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. Auckland Council has declared a climate emergency and has key policy documents that set out how to tackle this emergency and at the same time deliver the Auckland Plan’s environmental vision. These policy documents include Auckland’s Climate Action Framework, Auckland Growing Greener and the Low Carbon Strategic Action Plan

32. Any development of the leased area would require landowner approval. Conditions controlling site improvements will aim to minimise the amount of new hard surfacing and allow for natural drainage by retaining lawn areas where possible. These conditions will help minimise storm water surges and the impacts of flooding. Trees will also be retained where possible and planting undertaken in order to ensure that carbon sinks are maintained at, or above, current levels on site.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. An omnibus Local Park Management Plan (LPMP) is currently being compiled for all relevant reserves, including Hakumau, in the Ōrākei Local Board area. This plan is forecast to be completed at the end of 2021. Due to the current demands and issues at Hakumau Reserve staff recommend that, funds permitting, a site concept plan is drafted at the same time as the LPMP.

34. The concept plan, which would be completed by July 2021, will consider all the relevant park management policies that form the framework to the omnibus plan, and then go a step further by providing site specific detail around the future layout and development of the site.

35. The two plan processes are complementary and will dovetail each other, but with the concept plan being progressed more quickly than the local parks management plan.

36. This report has been compiled with input from the following key departments/units:

· Parks, Sports and Recreation (PSR)

· Community Facilities lease team

· Infrastructure & Environmental Services specialist delivery unit

· Service Strategy and Integration.

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

Local impacts and local board views

37. Establishing a new agreement with OBC has been workshopped three times with the current board in June and July 2020. The board understands the site opportunities and constraints and have taken a balanced approach in terms of considering the needs of the boating community and providing for other recreation users who frequent the Tāmaki Drive area.

Tauākī whakaaweawe Māori

Māori impact statement

38. The views of mana whenua with regards to the proposal to establish a lease with OBC are currently unknown. Carrying out consultation with mana whenua and understanding their views, before a lease is formally offered, is standard practice and will be undertaken in this instance.

Ngā ritenga ā-pūtea

Financial implications

39. A commercial lease with OBC would generate income for Auckland Council, but a market rent valuation is required to provide a sound base for negotiations with OBC. The cost of this valuation will be borne by the Community Facilities Department.

40. The income from a commercial lease could be ring fenced (subject to the relevant approvals) so that the board have discretion over spend of the lease revenue. The financial benefit or loss, associated with any new agreements or cessation of old agreements on local board facilities, need to be managed by the local board. For example, any gains in revenue are to the benefit of the local board and any cessation in activity that generates revenue from a local facility would be at a cost to the local board and the local board would need to manage this shortfall in its funding envelope.

41. The board would therefore have to manage the financial impacts of lost income should the Lilliputt lease be ended and source budget for future reinstatement and development of the relevant section of the reserve.

42. Costs associated with establishing a new lease, including survey work and potentially Independent Hearing Commissioners costs would be charged to OBC.

43. The financial implications of the proposed lease have been assessed by the board’s Lead Financial Advisor.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44. A balanced approach has been taken to meeting multiple recreation demands that exist in the general area around Hakumau Reserve with the proposed lease footprint over half of the reserve providing for boating outcomes and the other half identified for more informal passive recreation outcomes. An additional licence agreement over reserve land adjoining the proposed lease area to provide for club parking during peak times would ensure that the needs of the club are largely met.

45. There however remains a risk OBC will consider an agreement on this basis as inadequate because the lease footprint fails to fully meet their operational needs and/or the market valuation on which the lease is based is assessed by OBC to be prohibitively high.

Ngā koringa ā-muri

Next steps

46. Next steps include:

· obtaining a market valuation for proposed lease area

· initial negotiations with OBC

· technical, legal advice

· negotiations with OBC

· survey to define lease area

· workshop with board

· business report

· public notification/iwi consultation

· hearing on submissions, negotiation with submitters, analysis and reporting back to board for further decisions

· drafting deeds/agreements

· deed executions.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

David Barker - Parks & Places Team Leader

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

20 August 2020

New community lease to Kohimarama Yacht Club Incorporated, Madills Farm, 6 Baddeley Avenue, Kohimarama

File No.: CP2020/10720

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to Kohimarama Yacht Club Incorporated, for the land situated at Madills Farm, 6 Baddeley Avenue, Kohimarama.

Whakarāpopototanga matua

Executive summary

2. Kohimarama Yacht Club Incorporated seeks a new community lease for the tenant-owned building at Madills Farm, 6 Baddeley Avenue, Kohimarama.

3. The group holds a community lease with Auckland Council. The lease commenced on 1 November 2003 for an initial term of five years with two rights of renewal of five years each, with final expiry on 31 October 2018. The lease is holding over on a month by month basis on the same terms and conditions.

4. The lease is for the land comprising approximately 228.3m2 (more or less) shown hatched in red on Attachment A. The land is legally described as Lot 1 Deposit Plan 204517 Certificate of Title Part NA133C/247, held in fee simple by the Auckland Council under the Reserves Act 1977 as a recreational reserve.

5. The group has submitted a comprehensive application in support of the new lease request. Staff have assessed the application and are satisfied that the requirements under Auckland Council’s Community Occupancy Guidelines 2012 have been met.

6. The group’s application was workshopped with the local board in July 2019 and was put on hold pending investigation into the future utilisation of the reserve. It was re-workshopped with the board in June 2020 who informally supported the group’s application.

7. As the building is tenant-owned, calling for expressions of interest to occupy the site is not required.

8. The group and its activities are contemplated in the Eastern Parks Master Plan 2012, however there is no approved Reserve Management Plan for Madills Farm. Public notification of the intent to grant a new lease is therefore required pursuant to section 54(2) of the Reserves Act. Iwi have been consulted and engagement is underway pursuant to section 4 of the Conservation Act 1987.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve the public notification of the intent to grant a lease to the Kohimarama Yacht Club Incorporated at Madills Farm, 6 Baddeley Avenue, Kohimarama.

b) appoint a hearings panel to consider any submissions received, with respect to the intent to grant a lease to the Kohimarama Yacht Club Incorporated at Madills Farm, 6 Baddeley Avenue, Kohimarama, following the public notification and delegate the panel to make any required decisions on behalf of the local board.

c) subject to the satisfactory resolution of any public submissions, and completion of iwi engagement, grant a new community lease to Kohimarama Yacht Club Incorporated, at Madills Farm, 6 Baddeley Avenue, Kohimarama, pursuant to section 54(1)(a) of the Reserves Act 1977, for Lot 1 Deposited Plan 204517 Certificate of Title NA133C/247, shown in Attachment A, hatched in red, subject to the following terms:

i) term – five (5) years commencing on the resolution date of this business report with one (1) five (5) year right of renewal

ii) rent – $1.00 plus GST per annum if demanded

iii) an early termination clause with six (6) month’s notice to remove or demolish the building

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

v) the approved Kohimarama Yacht Club Incorporated Community Outcomes Plan be attached to the lease document.

d) delegate authority to the Chair and Deputy Chair to approve the Kohimarama Yacht Club Incorporated lease, at Madills Farm, 6 Baddeley Avenue, Kohimarama, Community Outcomes Plan to be attached to the lease as a schedule.

Horopaki

Context

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

Land and Building

10. Kohimarama Yacht Club Incorporated holds a community lease for the land situated at Madills Farm, 6 Baddeley Avenue, Kohimarama, legally described as Lot 1 Deposit Plan 204517 Certificate of Title Part NA133C/247, held in fee simple by the Auckland Council under the Reserves Act 1977 as a recreational reserve. The lease area is approximately 228.3 m2 (more or less) shown in Attachment A hatched in red.

11. The building is tenant-owned and used as a storage facility to store patrol, rescue and coach boats and engines owned by the club.

12. The building is located in the central sports field north east of the reserve, and directly south of the Eastern Suburbs Association Football clubroom. A site visit has been completed and the building is well maintained.

Kohimarama Yacht Club

13. Kohimarama Yacht Club was established in 1939. It prides itself on being a youth Yacht club dedicated to introducing young people to sailing and training them to love and excel at the sport. The club is affiliated to Yacht New Zealand; it is a voluntary organisation with 50 plus part time volunteers who are passionate about the sport and who freely give their time and skills to the club.

14. Club membership sits at 168 members with 100 member family groups. The highest numbers being in the 5 - 13 and 14 - 21 year age groups.

15. The group’s clubroom is located on Tāmaki Drive, and its location does not have sufficient space to store the club’s patrol, rescue and coach boats which have been housed at the Madill’s Farm for 17 years.

16. Because of the proximity of the current leased site to Kohimarama’s clubrooms and the water, which is one kilometre in distance, Madill’s Farm is the closest available location and the only logistically safe option for the group to store its safety and training boats.

17. The boat shed at Madill’s Farm houses 18 inflatable patrol boats and 20 Learn to Sail Optimist boats. Although the boats are primarily used by the Kohimarama Yacht Club, the boats are also utilised for sailing regattas around the Auckland region and South Island. The boats are also used for a swim series run from Kohimarama Beach and other community groups such as Brothers in Arms.

18. The club’s activities support the local board plan outcomes and provide the best utilisation of this space. The club operates all year round with coaching provided through winter and summer months. It also runs significant regattas through the year where sailors from around New Zealand and the world compete, these include:

· Auckland Intermediate Schools Regatta

· Auckland Tanner Cup Trials

· Auckland Region Starling Match Racing Trials

· Auckland Secondary Schools Team Sailing Regatta

· Auckland Girls Regatta

· Junior Sail Auckland Council 29er Class Youth Trials.

· Auckland Optimist and Starling Champs incorporating the Auckland Anniversary Regatta.

19. The club has produced many successful sailors, notably double Olympian medalists Polly Powrie and Jo Aleh. Gold in the 470 Class, at the London Olympics in 2012 and silver in the 470 Class at the Rio de Janeiro Olympics in 2016.

20. Other recent notable achievements from club sailors include:

· 2020 NZ Champion Tauranga Cup (P Class)

· 2020 Tanner Cup Champion (P Class)

· 2020 Optimist Worlds Team Members (based on top 5 sailors in NZ)

· 2019 Optimist Teams Racing Champions – Kohimarama Yacht Club

· 2019 NZ Champion Tauranga Cup (P Class)

· 2019 Girls NZ Champion (P Class)

· 2019 Tanner Cup Champion (P Class)

· 2019 Girls Optimist NZ Champion

· 2019 Optimist Worlds Teams Members (based on top 5 sailors in NZ)

· 2019 Starling Nationals - 2nd place

· 2019 Optimist Europeans Team Members (based on top 10 sailors in NZ).

Tātaritanga me ngā tohutohu

Analysis and advice

Lease Application

21. The club has submitted a comprehensive application and are able to demonstrate its ability to deliver services. The group is financially viable and audited accounts show proper accounting records have been kept. Kohimarama Yacht Club was registered as an Incorporated Society on 18 October 1940. The group has all necessary insurance cover, including public liability insurance in place.

22. After assessing the lease application and meeting with the group’s representative, staff advise that the group qualifies for a new community lease by virtue of the following:

· Its activities support the Ōrākei Local Board Plan 2017 outcome one: Our local parks and open space areas are valued and enjoyed

· It is not in breach of the current occupancy agreement

· The financial accounts have sufficient reserves to cover its operating costs with no declared contingent liabilities

· It sustains its activities predominantly through a combination of fees, donations, and grants.

23. The group holds a community lease with Auckland Council. The lease commenced on 1 November 2003 for an initial term of five years with two rights of renewal of five years each with final expiry on 31 October 2018. The lease has been holding over on a monthly basis on the same terms and conditions. As the building is tenant-owned, calling for expressions of interest to occupy the site is not required. The club is seeking a new lease continue their activities and services. The proposed lease area is shown hatched in red on Attachment A.

24. The application for a new lease was workshopped with the local board in July 2019 and re-workshopped in June 2020, where the local board informally indicated support for the group’s application, providing for a five (5) year tenure with one (1) five (5) year right of renewal and an early termination clause of six (6) months, to provide the group with surety of tenure to allow for the continuation of their activities while awaiting the outcome of enquiry into the future utilisation of the reserve.

25. As there is no approved Reserve Management Plan, notification of the intent to grant a new lease to the group is required under section 54(2) of the Reserves Act 1977. Iwi have been consulted and the engagement process is underway pursuant to section 4 of the Conservation Act 1987.

26. This report recommends that a new lease be granted to the Kohimarama Yacht Club Incorporated for an initial term of five (5) years with one (1) five (5) year right of renewal, subject to conditions.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. There is no impact on Green House Gas emissions as the proposal does not introduce any new source of emissions.

28. A stream runs directly behind the Kohimarama Yacht Club building and the council-owned building occupied by the Eastern Suburbs Association Football Club next to it. Although the club reports never having experienced flooding onsite since they have been there, climate change is likely to impact on the lease as the site is in a low-lying area and sits in a flood prone zone.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

29. The proposed new lease impacts on other parts of the council group. Parks Sports and Recreation staff are investigating the future utilisation of the reserve, looking at options to support its optimum use, and are working together with Local Board Services and Community Leasing on this. The views of Parks Sports and Recreation and Local Board Services staff have been sought in preparation of this report’s advice, and both are supportive of the new lease to Kohimarama Yacht Club.

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

Local impacts and local board views

30. This is an approved item on the upcoming Community Facilities Work Programme for 2020/2021 as a deferred item from the 2019/2020 workplan. The application for a new lease was workshopped with the local board in July 2019 and was placed on hold pending investigation into the future use of the reserve and council-owned building leased to Eastern Suburbs Association Football Club Incorporated, situated directly next to the Kohimarama Yacht Club building.

31. It was re-workshopped in June 2020, when the local board informally indicated support for the group’s application, providing for a five (5) year tenure with one (1) five (5) year right of renewal and an early termination clause of six (6) months, to provide the club with surety of tenure to allow for the continuation of their activities while awaiting the outcome of enquiry into the future utilisation of the reserve.

32. Reasons for the local board’s support included Kohimarama Yacht Club having proven themselves to be a long time and well-established community group, which is embraced by their local community, and providing services needed by youth within the community.

33. The Ōrākei Local Board is the allocated authority to approve the granting of a new community lease.

Tauākī whakaaweawe Māori

Māori impact statement

34. 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 Ōrākei area.

35. Iwi consultation is in progress and the proposed new lease is subject to the completion of the Iwi engagement process.

Ngā ritenga ā-pūtea

Financial implications

36. The proposed new rental of $1 per annum versus the current rent of $1 per annum implies that there will be no shortfall in the revenue account. There is no maintenance fee charged as the club owns the building and is therefore responsible for the cost of maintenance.

37. Council staff sought advice and input from the local board’s Lead Financial Advisor about the matter and received positive feedback. There are no financial implications for the board.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38. If a new community lease is not granted to the group, the current lease will continue to roll over on a monthly basis. If a new community lease is not granted, this may adversely affect Kohimarama Yacht Club financially as the club requires surety of tenure to continue its activities and services, and depends on funding from fees, donations and grants to continue operating.

39. Without a new lease, the group will not be able to plan and develop programmes for the future, and it will be inhibited in continuing to deliver its services to the local community.

Ngā koringa ā-muri

Next steps

40. Subject to the grant of a new community lease, staff will work with the Kohimarama Yacht Club to finalise the community outcomes plan and community lease arrangements.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan of Leased Premises	23

Ngā kaihaina

Signatories

Author

Valerie Vui - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

20 August 2020

Approval of the Ōrākei Local Board’s environment work programme 2020/2021

File No.: CP2020/10603

Te take mō te pūrongo

Purpose of the report

1. To approve the Ōrākei Local Board’s environment work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the board’s environment work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3. The Ōrākei Local Board identified an aspiration in its 2017 local board plan that ‘the natural environment is valued, protected and enhanced by our communities’. To give effect to this aspiration, staff developed a number of projects for the local board to consider funding through its 2020/2021 work programme.

4. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position. In July 2020, the Governing Body adopted the council’s Emergency Budget 2020/2021, which has reduced both capital and operating budgets. However, locally driven initiatives (LDI) operational funding has not been reduced.

5. The board provided feedback to Infrastructure and Environmental Services staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Tāmaki Estuary Environmental Forum – $9,000

· Ōrākei schools marine project – $20,000

· Ōrākei sustainable schools moth plant competition – $15,000

· Hobson Bay catchment project (Waiata Reserve) – $37,200

· Madills Farm stream restoration – $10,500

· Newmarket/Middleton Stream restoration – $15,000

· Victoria Portland Significant Ecological Area restoration – $10,000

· Eastern Bays Songbird initiative – $70,000

· Ōrākei Wildlink Network fund – $60,000

· Tāhuna Tōrea investigation of habitat restoration for shorebird roosting – $15,000

· Ōkahu Bay mussel reef restoration trial – $20,000

· Ecological restoration on local parks – $73,500.

6. The proposed work programme has a total value of $355,200, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

7. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation

That the Ōrākei Local Board:

a) approve its environment work programme 2020/2021 (Attachment A to the agenda report) including associated budget as summarised in the table below:

Activity name	2020/2021
Tāmaki Estuary Environmental Forum	$9,000
Ōrākei schools marine project	$20,000
Ōrākei sustainable schools moth plant competition	$15,000
Hobson Bay catchment project (Waiata Reserve)	$37,200
Madills Farm stream restoration	$10,500
Newmarket/Middleton Stream restoration	$15,000
Victoria Portland Significant Ecological Area restoration	$10,000
Eastern Bays Songbird initiative	$70,000
Ōrākei Wildlink Network fund	$60,000
Tāhuna Tōrea investigation of habitat restoration for shorebird roosting	$15,000
Ōkahu Bay mussel reef restoration trial	$20,000
Ecological restoration on local parks	$73,500
Total	$355,200

Horopaki

Context

8. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

9. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for budgets available in the 2020/2021 financial year. Given the new financial realities facing Auckland, the council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. However, this does not include a reduction of locally driven initiatives (LDI) operational funding.

10. The COVID-19 pandemic occurred part way through the planning cycle for the development of the 2020/2021 local board work programmes. This led to local boards undertaking a reprioritisation exercise for all proposed activity.

11. The proposed work programme responds to the outcomes and objectives that the local board identified in the Ōrākei Local Board Plan 2017. In particular, the work programme will support the board to achieve its outcome ‘the natural environment is valued, protected and enhanced by our communities’.

12. The development of the work programme was also guided by plans and strategies such as the National Policy Statement for Freshwater Management, the Regional Pest Management Plan and the Indigenous Biodiversity Strategy.

Tātaritanga me ngā tohutohu

Analysis and advice

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

14. The proposed activities for delivery as part of the board’s environment work programme 2020/2021 are detailed below. See Attachment A for further detail.

Tāmaki Estuary Environmental Forum – $9,000

15. To achieve the local board plan objective ‘the health of our waterways is improved.’, the board has indicated that it would like to continue to fund the Tāmaki Estuary Environmental Forum in the 2020/2021 financial year.

16. The Tāmaki Estuary Environmental Forum includes the Maungakiekie-Tāmaki, Ōrākei, Howick, Māngere-Ōtāhuhu and Ōtara-Papatoetoe Local Boards. Members include local community groups, businesses and individual residents who have an interest in protecting and restoring the mauri of the Tāmaki Estuary.

17. In 2019/2020, the five member local boards each provided $5,000 to co-fund the Tāmaki Estuary Environmental Forum coordinator. Further funding is sought for 2020/2021 to continue maintain coordinator support for 12 hours per week to progress the forum’s the vision for the Tāmaki Estuary.

18. In the 2020/2021 financial year, the proposed budget for this activity has been increased to $9,000 for each of the five member boards. This additional funding will support Tāmaki Estuary Clean Stream Watch, a new community stream monitoring and response project, through which real time data will be captured to monitor stream water quality. This project would involve a high amount of community engagement including community guardianship of each sensor.

19. The additional funding will also enable the forum to commission scientific research to explore how native and endemic shorebirds utilise the Tāmaki Estuary. This research will build upon a strong foundation of citizen science reports prepared by local experts, as well as work commissioned by the forum in 2018 that identified key night roosting sites within the estuary and the species that were present.

Ōrākei schools marine project – $20,000

20. To achieve the local board plan objective ‘our natural areas are restored and enhanced for present and future generations’, the board has indicated that it would like to continue to support the school marine project.

21. This project will support three schools in the Ōrākei Local Board area to take action towards the protection of the marine environment. The project will provide experiential educational sessions that focus on identifying local marine issues (in areas such as Ōkahu Bay, Kohimarama Beach, Tāhuna Tōrea and Pourewa Valley) and exploring potential solutions. Local experiences will connect students to the marine environment and surrounding catchment. The project will also connect to local businesses. At the conclusion of the project a student-led celebration will be held to share their learning with the wider Ōrākei community.

22. This initiative was funded for the first time in the 2019/2020 financial year with $15,000 of local board funding, however was unable to be fully delivered due to COVID-19 restrictions. Staff recommend the board allocate a further $20,000 towards the programme for the 2020/2021 financial year to provide more support for schools.

Ōrākei sustainable schools moth plant competition – $15,000

23. To achieve the local board plan key initiative ‘foster and support relationships with community groups and schools to undertake pest control’, the board has indicated that it would like to continue to support the school moth plant competition.

24. The school moth plant competition will engage primary, intermediate and secondary schools in the Ōrākei Local Board area. The competition will close with a weed swap where students bring in their moth plant pod photos, and other weeds they have collected to be replaced with a native plant sourced from the Ngāti Whātua Ōrākei nursery.

25. The budget will be used for promotional material of the project, weed bins and prize money for the top collectors. Ngāti Whātua Ōrākei Nursery will be contracted to grow native plants for the weed swap and there will be a celebration prizegiving event.

26. This initiative was funded for the first time in the 2019/2020 financial year with $6,500 of local board funding, however was unable to proceed due to COVID-19 restrictions and the seasonal nature of moth plant growth. Staff recommend the board allocate a further $15,000 towards the programme for the 2020/2021 financial year to support the programme in more schools.

Hobson Bay catchment project (Waiata Reserve) – $37,200

27. To achieve the local board plan objective ‘the health of our waterways is improved’, the local board has indicated it would like to continue supporting the Hobson Bay catchment project. The local board allocated $31,200 to this project for the 2019/2020 financial year. Staff recommend the board allocate $37,200 towards this initiative in 2020/2021.

28. This project will continue to support the implementation of the Waiata Reserve Operational Restoration Plan which was completed for the local board in 2019.

29. The project includes weed control, site preparation and plant supply and a community planting day to connect existing islands of vegetation, buffer the stream and wetland areas and to encompass areas of wet ground that are difficult to mow in winter.

30. The project will also include control of several large crack willow specimens throughout the park, some of which will need to be controlled by a qualified contractor to prepare the planting sites for community planting.

Madills Farm stream restoration – $10,500

31. The board has also indicated it would like to continue supporting the Madills farm stream restoration project in 2020/2021. The local board allocated $16,200 to this project in the 2019/2020 financial year. Staff recommend the board allocate $10,500 towards this initiative in 2020/2021.

32. This project supports water quality improvements and enhanced biodiversity outcomes in the local board area by continuing to implement the Madills Farm Reserve Stream Restoration Plan commissioned for the local board in 2015.

33. The recommended budget allocation has reduced from the 2019/2020 financial year as the planting recommended in the 2015 plan is largely complete, and pest plant control visits can be reduced to twice a year. There have been some plant losses due to dry weather in the planted areas, so the proposed budget for this financial year will also support infill planting.

Newmarket/Middleton Stream restoration – $15,000

34. The local board has indicated it would like to continue supporting the Newmarket/Middleton Stream community restoration project in the 2020/2021 financial year. The local board allocated $15,000 towards this project in the 2019/2020 financial year.

35. This project is jointly funded with the Waitematā Local Board as the stream passes through both local board areas. The Waitematā Local Board has a lower proposed investment of $8,250 for the 2020/2021 financial year as more of the stream is in the Ōrākei Local Board area.

36. The project supports a community led initiative to implement the restoration plan for Newmarket Stream, including weed control, animal pest control and native planting. This restoration work will continue to improve biodiversity and enhance the waterway by mitigating issues such as contamination, erosion and sedimentation.

Victoria Portland Significant Ecological Area restoration – $10,000

37. To achieve the local board plan key initiative ‘work with landowners to restore and enhance waterways and significant ecological areas on private properties’, the board has indicated that it would like to continue to fund the Victoria Portland Significant Ecological Area restoration project in 2020/2021.

38. This will be the fifth year of local board support for this project, which supports over 50 landowners, whose properties are located in a significant ecological area between Victoria Avenue and Portland Road, to undertake community restoration efforts. This year the focus will be on strategic weed control in the upper catchment area, as well as pest animal control and native revegetation.

39. The board allocated $10,000 towards this initiative in the 2019/2020 financial year. Staff recommend the board allocate a further $10,000 towards the programme for the 2020/2021 financial year.

Eastern Bays Songbird Initiative – $70,000

40. To achieve the local board plan objective ‘more of our community participates in environmental enhancement projects’, the board has indicated that it would like to continue to fund the Eastern Bays Songbird Initiative work programme item.

41. The board allocated $70,000 towards this initiative in the 2019/2020 financial year. Staff recommend the board allocate a further $70,000 towards the programme for the 2020/2021 financial year, which will be the third year of local board funding for the Eastern Bays Songbird Project.

42. This funding will support coordination and project management of the group as well as providing pest control and monitoring equipment.

New project: Ōrākei Wildlink Network fund – $40,000

43. To achieve the local board plan key initiative ‘foster and support relationships with community groups and schools to undertake pest control, stream and bush clean-ups, restoration and planting’, the board has indicated that it would like to fund a new project to build a local board-wide, multi-sector engagement forum or network for environmental care in Ōrākei.

44. In the 2019/2020 financial year, the local board allocated $40,000 towards the Neighbourhood Liaison initiative and $40,000 towards the community environmental enhancement fund initiative. The Ōrākei Wildlink Network fund will replace these projects and will deliver similar outcomes in supporting communities and community groups to work together, build knowledge and connect with nature. Staff recommend the board allocate $60,000 towards this project for the 2020/2021 financial year.

45. The initiative will support the creation of the Ōrākei Wildlink Network, which will be facilitated by Infrastructure and Environmental Services staff working with existing and new restoration groups in the Ōrākei Local Board area. The funding will be provided to groups within the network to deliver local action that will contribute to regionally significant biodiversity and water quality outcomes.

New project: Tāhuna Tōrea investigation of habitat restoration for shorebird roosting – $15,000

46. To achieve the local board plan key initiative ‘continue to enhance waterways and wetland areas, such as Tāhuna Tōrea Nature Reserve’, the board has indicated that it would like to fund a new project to investigate ways to improve roosting sites for the declining shorebird populations within Tāhuna Tōrea Nature Reserve.

47. Potential benefits of this project include more roosting sites within the reserve, providing secure, undisturbed places for shorebirds to rest when their feeding grounds are submerged at high tide.

48. Infrastructure and Environmental Services staff delivering this project will work closely with Parks, Sports and Recreation and Community Facilities staff as well as consulting with the Tāhuna Tōrea Rangers community group.

New project: Ōkahu Bay mussel reef restoration trial – $20,000

49. To achieve the local board plan key initiative ‘work with Ngāti Whātua Ōrākei on restorative projects to improve water quality, including in Ōkahu Bay and its inland catchment’, the board has indicated that it would like to fund a new project, which is a contribution to the establishment of a 10-tonne mussel reef on a new 50 by 50 metre shell reef within Ōkahu Bay.

50. This is an opportunity for the local board to partner with Healthy Waters, Ngāti Whātua Ōrākei, and Revive Our Gulf. The project will consist of three phases – site assessment, shellfish and mussel deployment, and post-deployment monitoring.

51. The benefits of restoring shellfish beds include water filtration, carbon sequestration, increased biodiversity and protection of shorelines from erosion. The project is supported by local iwi as a return of mauri to the bay.

52. The project will trial a new restoration method that hopes to restore sustainable mussel reefs much faster and at a lower cost. This will be a critical contribution to achieving the Hauraki Gulf Forum's goal to establish 1,000 square kilometres of shellfish beds and reefs.

Ecological restoration on local parks – $73,500

53. To achieve the local board plan outcome ‘the natural environment is valued, protected and enhanced by our communities’, the board has indicated it would like to continue to fund ecological restoration and pest control projects on local parks, reserves and open spaces.

54. The benefits of these projects include:

· reduced invasive plant species present in the reserves limiting further spread both within the reserves and in other areas

· increased native biodiversity and improved ecosystem health

· improved social value of the reserves as spaces for public recreation and enjoyment.

55. A list of reserves, project descriptions and budget allocations are summarised in Table 1 below.

Table 1: Ecological restoration and pest management in the Ōrākei Local Board area

Project	Description	Budget
Andersons Beach Reserve – phase four	This project will continue with pest plant control targeting high priority species. Plant maintenance and replacement planting will be undertaken where required.	$4,000
Grampian Road Retention Dam - phase four	This project will continue with pest plant control on areas cleared in 2019/2020. Up to 300 native plants will be planted as infill depending on previous planting survival rates.	$6,000
Hobson Bay Walkway One - phase four	Follow-up weed control and removal of remaining privets and wattles under four metres will be undertaken. Infill planting of up to 300 plants, including low grow amenity plantings, will be carried out, along with the removal of a large phoenix palm.	$5,000
Hobson Bay Walkway Two - Thomas Bloodworth Reserve and Hapua Reserve - phase four	Follow-up pest plant control on high priority species, tradescantia control and tree privet crown lifting will be undertaken. The project includes planting preparation and planting of native plants in gaps as required. Some animal pest control targeting rats and possums will also be undertaken. The project will involve collaboration with the childcare centre in the reserve and with the community group Hapua Thrive.	$10,000
Lawry Reserve – phase three	This project will continue with pest plant control. Follow-up weed control will focus on tradescantia, tree privet and cape honeysuckle. The project will also include a possum and rat control programme, as well as a community-led planting day in the reserve.	$4,000
Lingarth Reserve – phase three	Follow-up pest plant control on high priority species such as tradescantia, periwinkle and English ivy will continue, along with removal of some large privet trees and replacement native planting as required. The project will also include animal pest control pulses within the reserve for rats, possum and mustelids.	$3,000
Ngapipi Reserve and Ngapipi Cliff Reserve – phase four	Follow-up pest plant control on priority species will continue along with replacement native planting where required. Animal pest control targeting rats, possum and mustelids will be continued throughout the area.	$10,000
Pamela Place Reserve - phase four	This project will deliver follow-up control of tradescantia and other pest plants.	$1,500
Stonefields ecological restoration - phase two	This project will implement recommendations from the restoration plan, including pest plant and animal control and planting opportunities that have been recommended by the Stonefields Residents Association community group. This will include follow-up weed control, planting maintenance and planting preparation to make space for the planting of up to 2,000 plants. Work will also continue on the cliff faces to limit the continued spread of invasive plant species. Contractors will work in collaboration with the Stonefields Residents Association.	$30,000
	Total	$73,500

Tauākī whakaaweawe āhuarangi

Climate impact statement

56. Table 2 outlines the activities in the 2020/2021 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

Activity Name	Climate Impact
Ōrākei schools marine project	The impact of understanding and making the behaviour change to improve the marine environment will contribute to climate change resilience.
Ōrākei sustainable schools moth plant competition	Enhanced native tree planting will improve native bird and animal habitat. Improved native biodiversity will strengthen climate resilience and sequester carbon. Learning through experience will engage school communities in action and behaviour change around enhancing our native biodiversity.
Stream and waterway restoration projects including: • Tāmaki Estuary Environmental Forum • Hobson Bay catchment project (Waiata Reserve) • Madills Farm stream restoration • Newmarket/Middleton Stream restoration	These projects will provide resilience to the community by ensuring waterways are protected and enhanced through native planting. Riparian margins are important in ensuring that flooding and erosion impacts are minimised in increased rainfall events as a result of climate change. Freshwater ecosystems provide many services such as flood mitigation, habitat for native biodiversity and carbon sequestration. These services are enhanced when the ecosystems are restored.
Tāhuna Tōrea investigation of habitat restoration for shorebird roosting	Mangroves provide carbon sequestration. However, if a small number of mangroves are removed as part of this project the impact on carbon sequestration will be negligible.
Ōkahu Bay mussel reef restoration trial	The water quality benefits associated with this project will provide resiliency to storm surges and climatic fluctuations, while cleaning contaminants from the water.
Ecological restoration projects including: • Ōrākei Wildlink Network fund • Victoria Portland Significant Ecological Area restoration • Eastern Bays Songbird Initiative • Ecological restoration on local parks	Enhancing biodiversity and ecosystem resilience plays a key role in climate change mitigation and adaptation, including carbon sequestration through tree plantings, reduced damage to native vegetation and improved natural regeneration.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

57. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

58. Infrastructure and Environmental Services staff delivering stream restoration projects and ecological restoration on local parks will work closely with Parks, Sports and Recreation and Community Facilities staff to ensure that work is not duplicated and maximum environmental outcomes are achieved.

59. The Ōrākei Wildlink Network fund will involve close collaboration between Infrastructure and Environmental Services, Parks, Sports and Recreation, Community Facilities and Community Empowerment staff.

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

Local impacts and local board views

60. The projects proposed for inclusion in the board’s environment work programme will have positive environmental outcomes across the Ōrākei Local Board area. Particular focus areas for the 2020/2021 work programme include Hobson Bay, Newmarket Stream, Madills Farm, Ōkahu Bay and the Eastern Bays Songbird catchment area.

61. The projects noted above align with the local board plan outcome ‘the natural environment is valued, protected and enhanced by our communities’. The proposed environment work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

62. The Ōrākei Local Board area has many community volunteer groups who take an active role in ecological restoration and kaitiakitanga. Staff will work with and support these groups to help build on the strong community-led environmental action underway in the local area.

Tauākī whakaaweawe Māori

Māori impact statement

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

64. Table 3 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori impact assessment of proposed activities

Activity name	Māori impact
Tāmaki Estuary Environmental Forum	No direct Māori engagement will be undertaken as part of this project, however there is opportunity for local iwi to participate in the forum. The forum’s mission will enhance cultural values of the land and water by restoring the mauri of the Tāmaki Estuary.
Ōrākei schools marine project	This project involves collaboration and engagement between Ngāti Whātua Ōrākei and local Ōrākei schools to support: · the use of te reo Māori and advice on mātauranga Māori · Māori business and employment, through potential facilitators from Ngāti Whātua Ōrākei engaging in the project · kaitiakitanga across schools' communities through awareness, learning and action taken to care for the marine environment · Māori identity and culture enhanced through connection to place and stories (pūrākau) · realising rangatahi potential through empowerment and connection to the local marine environment.
Ōrākei sustainable schools moth plant competition	Ngāti Whātua Ōrākei nursery will be contracted to grow the native plants for the weed swap and prizes, and consultation on appropriate species will be sought. The project will involve collaboration with Ngāti Whātua Ōrākei nursery staff and school communities to support ongoing relationships.
Hobson Bay catchment project (Waiata Reserve) and Madills Farm stream restoration	Plants for these projects will be eco-sourced from Ngāti Whātua Ōrākei nursery.
Newmarket/Middleton Stream restoration	This project will help to restore the mauri of the Newmarket Stream by implementing the management plan developed by Te Ngahere. Plants for riparian planting will be sourced from Ngāti Whātua Ōrākei.
Tāhuna Tōrea investigation of habitat restoration for shorebird roosting	Tāhuna Tōrea holds important cultural values. Consultation will be held with mana whenua prior to significant work being undertaken.
Ōkahu Bay mussel reef restoration trial	This project is being led by Ngāti Whātua Ōrākei with the aim of restoring mauri to Ōkahu Bay. There will be extensive collaboration between Ngāti Whātua Ōrākei and council staff during project delivery.

65. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken. This may include activities such as Eastern Bays Songbird Initiative, Ōrākei Wildlink Network fund and ecological restoration on local parks and private land.

Ngā ritenga ā-pūtea

Financial implications

66. The proposed environment work programme budget for 2020/2021 is $355,200 of the boards locally driven initiatives (LDI) operational budget. This amount can be accommodated within the board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

67. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

68. The identified risks and proposed mitigations associated with activities in the proposed 2020/2021 work programme have been outlined in Attachment B.

69. Resourcing of the proposed work programme is based on current staff capacity within departments. If changes to staff capacity have an impact on work programme delivery, this will be signalled to the local board at the earliest opportunity. Staff will also signal if any other unforeseen circumstances may impact on the delivery of the activities outlined in this report, alongside options to address such challenges.

Ngā koringa ā-muri

Next steps

70. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

71. Where 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 ⇨	Ōrākei Infrastructure and Environmental Services Work Programme 2020/2021 (Under Separate Cover)
b ⇨	Ōrākei Infrastructure and Environmental Services Risks and mitigations 2020/2021 (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Emma Cowie - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

20 August 2020

Approval of the Ōrākei Local Board Local Economic Development work programme 2020/2021

File No.: CP2020/10685

Te take mō te pūrongo

Purpose of the report

1. To approve the Ōrākei Local Board Local Economic Development Work Programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the Board’s local economic development work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3. The work programme responds to the following outcomes and objectives that the Local Board identified in the Ōrākei Local Board Plan 2017:

· A thriving economy which supports local businesses and town centres.

5. The Board provided feedback to staff on the projects it would like to fund in a series of workshops. The Board indicated its support for the following projects, with budgets as listed below:

· Business Growth Accelerator - $5,000

· Young Enterprise Scheme - $2,000.

6. The proposed work programme has a total value of $7,000, which can be funded from within the board’s draft locally driven initiatives (LDI) budget for the 2020/2021 financial year.

7. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve the Local Economic Development Work Programme 2020/2021 (Attachment A to the agenda report).

Horopaki

Context

9. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for the budgets available in the 2020/2021 financial year. Given the new financial realities facing Auckland, the council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. However, this does not include a reduction of locally driven initiatives (LDI) operational funding.

11. The work programme responds to the outcomes and objectives that the local board identified in the Ōrākei Local Board Plan 2017. The specific outcome that is reflected in the work programme is:

· A thriving economy which supports local businesses and town centres.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The proposed activities for delivery as part of the board’s local economic development work programme 2020/2021 are detailed below. See Attachment A for further detail.

Business Growth Accelerator – $5,000

13. The Business Growth Accelerator aims to provide practical and accessible support to help micro businesses recover from the Covid-19 crisis and enable them to grow their business operation through innovation as well as learning best practice from their peers. Micro-businesses are the target audience. A series of workshops will be designed to develop business capability in the areas such as finance, digital marketing, e-commerce capability, and social media promotion. It’s envisaged that the workshops will be delivered online. These workshops would be recorded and shared to wider business community.

Young Enterprise Scheme – $2,000

14. Auckland Business Chamber, on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for year 12 and 13 students.

15. Fostering youth entrepreneurship is a key requirement for developing an innovative economy and creating employment pathways for our young people. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and real profit and loss. Students learn key work skills and business knowledge including: business fundamentals, planning, interpersonal relations, financial, decision making, reporting, risk management and team work. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people.

16. The funding from the Local Board will support the delivery of the overall YES program, including the Kick Start days in February 2021 where the Auckland Business Chamber will specifically acknowledge local board support. The Kick start days are the first day students get to meet the Young Enterprise team, and find out about their 2021 year, what YES is about, and what is in store for them. All schools in the local board area that have shown an interest in YES are invited. In addition, an invite is extended to those schools who have not shown an interest to enable them to make a decision as to whether to participate

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. Table 2 outlines the activities in the 2020/2021 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

Activity name	Climate impact
Business Growth Accelerator	The programme will be delivered online and virtually. This will reduce need for attendants to travel

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

19. The proposed local economic development work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

20. The activities in the proposed work programme align with the Ōrākei Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

21. Table 3 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori impact assessment of proposed activities

Activity name	Māori impact
Business Growth Accelerator	Māori businesses would benefit from participating in the course and further develop their capabilities and business skills
Young Enterprise Scheme	In implementing the YES Māori students at participating schools will be able to benefit from the experience and learnings from the YES.

22. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

23. The proposed Local Economic Development Work Programme budget for 2020/2021 is $7,000 of the Board’s locally driven initiatives (LDI) operational budget. This amount can be accommodated within the Board’s total draft budget for 2020/2021.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

24. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

25. Table 4 shows the identified significant risks associated with activities in the proposed 2020/2021 work programme.

Table 4: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Business Growth Accelerator	Budget from ATEED to fund this programme is not available.	The project scope will be reviewed and reduced to meet available budget level.	Medium
Business Growth Accelerator	The project supplier is unable to deliver to the reviewed scope. Finding a new supplier is causing delay to the programme delivery.	Multiple suppliers will be contacted to ensure a suitable supplier is founded as soon as possible	Low
Young Enterprise Scheme	There is a risk that the Kick Start days do not proceed due to changes in the Covid-19 alert levels. As a result, the sponsorship provided to the Auckland Business Chamber may not be required.	To maintain contact with the Auckland Business Chamber on the running of the event to ensure that if the events are cancelled the full impact on the need for the Local Board support is identified.	Medium

26. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

27. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

28. Where 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 ⇨	Ōrākei Local Board Local Economic Development Work Programme (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Jonathan Sudworth – Local Economic Development Advisor – ATEED

Authorisers

John Norman – Strategic Planning Manager LED – ATEED

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

20 August 2020

Approval of the Ōrākei Local Board Community Facilities work programme 2020/2021

File No.: CP2020/10938

Te take mō te pūrongo

Purpose of the report

1. To approve the Ōrākei Local Board Community Facilities work programme 2020/2021 and approve the 2021/2022 and 2022/2023 work programmes in principle.

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. This report presents the Ōrākei Local Board’s Community Facilities work programme and associated budgets for approval for the 2020/2021 financial year and for approval in principle for the subsequent two financial years, 2021/2022 and 2022/2023 (see Attachment A).

4. The work programme responds to the following outcomes and objectives that the local board identified in the Ōrākei Local Board Plan 2017:

· 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.

5. The council’s financial position has been severely impacted by the COVID-19 pandemic. Council’s Emergency Budget for 2020/2021 has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic.

6. The reduction in anticipated budgets has required the reprioritisation of projects and activities that can be accommodated within the local board’s revised budget.

7. The local board provided feedback to staff on the projects it would like to fund in anticipation of its reduced budgets in a series of workshops between November 2019 and July 2020.

8. A number of projects in the work programme for the 2021/2022 or 2022/2023 financial years have been identified as part of the Risk Adjusted Programme (RAP). Approval is sought for these projects to commence at the beginning of the 2020/2021 year so that they can be delivered early in the event that projects approved for delivery in 2020/2021 are delayed for any unforeseen reason.

9. The work programme includes projects proposed to be funded from regional programmes, including local and sports field development (growth), coastal renewals, slips prevention and the Natural Environment Targeted Rate programmes. Inclusion of these projects in the local board work programme is subject to approval by the relevant Governing Body committees.

10. It is recommended that the local board approve the inclusion of these projects in the work programme and provide feedback for consideration by the relevant Governing Body committees.

11. Additionally, there are some external sources of funding not held by council that contribute to projects such as Panuku and Auckland Transport funding.

12. Updates on the delivery of this work programme will be provided through the local board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve the Community Facilities work programme 2020/2021 and associated budget. (Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report).

b) approve in principle the Community Facilities work programme 2021/2022 and 2022/2023. (Attachment A – Build, Maintain, Renew and Attachment B – Community Leases to the agenda report).

c) approve the Risk Adjusted Programme (RAP) projects identified in the Community Facilities Work Programme 2020/2021 work programme (Attachment A to the agenda report) as projects that will commence and may be delivered in advance of the expected delivery year, if required to meet expected financial expenditure for the 2020/2021 financial year.

d) note that approval of budget allocation in the 2020/2021 for multi-year projects implies the local board’s support for the projects in their entirety.

e) note that the inclusion in the Community Facilities Work Programme 2020/2021 work programme of projects that are funded from the Coastal Renewals, Slips Prevention, Local Parks and Sports Field Development and Natural Environment Targeted Rate budgets are subject to approval of the identified budget allocation by the relevant Governing Body committees.

f) provide feedback for consideration by the relevant Governing Body committees in relation to the Community Facilities Work Programme 2020/2021 projects funded from the Coastal Renewals, Slips Prevention and Local Parks and Sports Field Development budgets.

g) note that budget allocations for all projects in the 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) note the cancellation of Locally Driven Initiative (LDI) capex for work programme activity ‘Mission Bay - install swimming pontoons’, resolved in the 2019/2020 financial year (Resolution OR/2019/106) as the establishment of swimming pontoon in this location is not feasible. Locally Driven Initiative (LDI) capex funding of $50,000 to be returned for reallocation within the 2021/2022 financial year.

i) note the cancellation of Locally Driven Initiative (LDI) capex for work programme activity ‘The Landing Reserve - develop a dinghy access ramp’, resolved in the 2019/2020 financial year (Resolution OR/2019/106) as the establishment of a dingy ramp in this location is not feasible. Locally Driven Initiative (LDI) capex funding of $50,000 to be returned for reallocation.

Horopaki

Context

13. Work programmes are presented to local boards for approval each year. The 2020 – 2023 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. The projects identified in the work programme have been prioritised for investment based on a combination of local board feedback through a series of workshops, staff assessments of assets and key stakeholder input.

14. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow on effects for the budget for the 2020/2021 financial year. Given the new financial realities facing Auckland, council has adopted an Emergency Budget 2020/2021, which has reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic.

15. The COVID-19 pandemic occurred part way through the planning cycle for the development of the 2020/2021 work programme. This resulted in a disruption to the work programme development process, including requiring a reprioritisation exercise for all proposed activity.

16. The work programme responds to the outcomes and objectives that the local board identified in the Ōrākei Local Board Plan 2017. The specific outcomes that are reflected in the work programme are:

· 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.

17. The following adopted strategies and plans also guided the development of the work programme:

· Tāmaki Drive Masterplan

· Colin Maiden Precinct Masterplan

· Eastern Parks Masterplan

· Hobson Bay Action Plan

· Local Paths Plan

· Stonefields Heritage Trail Plan.

· Concept and development plans for open spaces such as Churchill Park, Crossfield Reserve, Kepa Bush, Tahuna Torea and Waiatarua Reserve

· The Landing concept plan

· Plans in progress such as for Pourewa Valley and Hakumau Reserve.

18. The Community Facilities work programme is a three-year programme which demonstrates the phasing of project delivery and enables the organisation to prepare for delivery. The local board is asked to approve a new three-year work programme each year (approve year one and approve in principle years two and three.

Tātaritanga me ngā tohutohu

Analysis and advice

19. The proposed work programme is made up of activities continuing from previous financial years and new initiatives supported by the local board.

20. Due to COVID-19 impacts, the Emergency Budget means that the budgets available to the local board are reduced from those previously anticipated and as a result, some activity that was previously proposed for 2020/2021 has been deferred or removed from the draft work programme through a reprioritisation exercise.

Capital works programme

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

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

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

24. 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). All projects include actual anticipated spend as there will be no carry forward of capital funding from the 2019/2020 financial year.

Local Programme

25. 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 capex 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. The Emergency Budget includes a reduction in the LDI budget available for each local board from that anticipated prior to the COVID-19 emergency.

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

· strategies and plans

· service assessment input from Community Services

· asset condition assessments

· input from operational maintenance teams and staff working within facilities

· budget availability.

27. Table 1 shows key projects included in the work programme.

Table 1: Key projects in the work programme

ID number	Activity name	Activity description	FY21 Budget	Total Budget
Line item 36	Selwyn Reserve - renew heritage stone toilets and the beachfront change rooms	Renew heritage stone toilets and the beachfront change rooms and toilets in Selwyn Reserve in advance of America's Cup event. 2019/2020 - investigation and design 2019/2020 to 2020/2021 - physical works	$463,718	$509,445
Line item 37	Selwyn Reserve - renew play space	Renewal and improvement of the play space at Selwyn Reserve. 2019/2020 - investigate and design (consultation, obtain any required consents) 2020/2021 - physical works (stage one minor works)) 2021/2022 - physical works (full renewal) (2021/2022 Budget contribution: LDI capex $200,000)	$60,000	$849,840
Line item 14	Michaels Ave Reserve - renew amenity lighting	Renewal of footpath amenity lighting in the reserve around the lower sports fields area as popular pathway for the local community. 2019/2020 - investigation and design (consultation) 2020/2021 - physical works	$205,000	$215,705
Line item 21	Open space reserves - renew walkway lighting	Renewal of open space walkway amenity lighting to ensure fit for purpose safe passage for users of these reserves. Priority locations have been identified as along St Heliers and Kohimarama Reserves. 2020/2021 - investigation and design 2021/2022 - physical works	$100,000	$265,000
Line item 22	Ōrākei - Auckland Urban Forest (Ngahere) Strategy - Growing Phase	Community Facilities will deliver the planting plan, as informed by the year one (2018/2019) 'Knowing' phase, for the local board's specific implementation of the Urban Ngahere Strategy (UNS). 2020/2021 - year two 'Growing' phase.	$45,000	$45,000
Line item 26	Ōrākei Basin - renew and automate sluice gates	Renewal and automation of the Sluice Gates in Hobson Bay to ensure the gates are fit for purpose and can be operated safely. 2019/2020 - investigation and design, physical works (renewal of sluice gates) 2020/2021 - physical works (automation of the sluice gates)	$140,000	$267,260
Line item 27	Ōrākei Community Centre CAB Fitout	Ōrākei Community Centre CAB Fitout, to enable the CAB to move into their newly renovated premises in September 2020. 2019/2020 to 2020/2021 - physical works	$221,289	$264,850

28. Prioritising the delivery of one project may mean other projects have to be phased into later years in order to meet budget requirements.

29. The proposed work programme in Attachment A contains:

· Number of projects (excluding leases and contract lines) over three years: 48

· Indicative cost for proposed projects in the 2020/2021 financial year: $2,427,589

Regional Programme

30. 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.

31. 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. For Natural Environment Targeted Rate (NETR) projects, the local board has decision making responsibility within the parameters of the targeted rate framework and the national kauri dieback programme standards for protection of kauri.

32. Regional budgets include:

· Local parks and sports field development (growth)

· Coastal renewals

· Slips prevention and remediation

· Natural Environment Targeted Rate funding (NETR).

33. Projects in the local parks and sports field development programme are identified and prioritised based on consideration of a number of factors, including:

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

· Current levels of provision

· Available budget.

34. These projects include:

· Michaels Ave Reserve - design & install toilets and changing rooms

· Michaels Avenue Reserve - renew lighting and install an acoustic wall (monitor resource consent conditions)

· Ōrākei Spine shared path - develop feeder links

· Shore Road Reserve - install sand carpet and lighting on field 3

35. Projects in the coastal renewals and slips prevention and remediation programme are identified and prioritised based on consideration of a number of factors, including:

· Asset condition

· Relative hazard and risk

· Available budget

36. These projects include:

· Anderson Bay Reserve - renew retaining seawall

· Ōrākei Basin - automate sluice gates

37. The allocation of budget to specific projects will be approved by the relevant Governing Body committee post local board work programme adoption.

38. The local board has an opportunity to provide formal feedback on the growth, coastal and slips allocations, through resolution to this report, for consideration by the relevant Governing Body committee prior to approval of the regional programmes.

39. The Natural Environment Targeted Rate programme is a regional budget under the decision making of the Environment and Climate Change Committee and reported to individual local boards.

Capital Programme Delivery

Cost estimates subject to change

40. 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.

41. 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

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

43. Approval is sought for these projects to commence at the beginning of the 2020/2021 year so that they can be delivered early if projects approved for delivery in 2020/2021 are delayed for any unforeseen reason.

Changes to the work programme

44. Local boards have given a general delegation to the Chief Executive subject to terms and conditions contained in the local board delegation protocols.

45. In relation to work programmes, the delegation protocols require local boards to approve work programmes annually and require staff to seek a decision from the board for “any proposed variations to the approved work programme that may result in an overspend.” The protocols also include a range of more general requirements for reporting to boards, including “decisions of a politically sensitive nature”, “any other matters specified by the Local Board Chair”, and to report other matters on request of the Chair.

46. Staff propose that in addition to proposed work programme variations “that may result in an overspend”, other proposed variations that impact on the agreed outcomes of approved projects or the delivery of the overall approved work programme should also be referred to the board for a decision. Such changes include:

· changes to an approved projects activity description or activity benefit

· changes to project budget or timing that impact other approved projects in the programme

· cancellation of a project

· addition of a new project.

47. More minor changes that do not substantially alter the approved work programmes will be made by staff under general delegation, following discussion with the board, and noted in the quarterly reports.

Operational maintenance work programme

48. 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.

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

a. Full Facilities Maintenance Contracts – these contracts include all buildings, parks and open space assets, sports fields, coastal management, storm damage response and streetscapes maintenance

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

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

50. 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 regular updates to all elected members on contractor performance.

Leasing work programme

51. Community leases are a valuable way in which the council provides support to not-for-profit 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.

52. The detailed list of the community leases and licences that will expire or are due for renewal over the 2020/2021 financial year is provided in Attachment B. 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.

53. Two additional project lines include those leases and licences proposed to be progressed in the 2021/2022 and 2022/2023 financial years respectively.

54. 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 local board to request further information or a formal report. Expired and more complex community leases will be reported to the local board at a business meeting.

Locally Driven Initiatives (LDI) operational activities

55. There are projects within the 2019/2020 Community Facilities Work Programme that had budget allocated from the Ōrākei Local Board locally driven initiatives (LDI) operational budget 2019/2020 and are being carried forward to the new financial year. These projects are ‘Churchill Park - develop and enhance lookout site (former golf clubhouse site) - design only’, ‘Hobson Bay - develop walkway - Shore Road Reserve to Wilsons Beach - stage 2 design and consent’ and ‘Whakatakataka Bay - develop concept plan to improve open space’.

56. There are no new LDI opex projects requested within the 2020/2021 Community Facilities work programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

57. Many of the activities in the 2020/201 work programme will have impact on greenhouse gas emissions and contribute towards climate change adaptation. These impacts will be considered as projects progress and will be reported to the local board at future reporting opportunities. The sorts of impacts to be considered include:

a. Maximum upcycling and recycling of old material

b. Installation of energy efficiency measures

c. Building design to ensure the maximum lifetime and efficiency of the building is obtained

d. Lifecycle impacts of construction materials (embodied emissions)

e. Exposure of building location to climate change hazards (sea level rise, flooding (floodplains), drought, heat island effect)

f. Anticipated increase in carbon emissions from construction, including contractor emissions

g. Lifecycle impacts of construction materials.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

58. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

59. The Community Facilities work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The views expressed by local board members during the workshops have informed the recommended work programme.

60. Community facilities and open spaces provide important community services to the people of the local board area. 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.

61. The activities in the proposed work programme align with the Ōrākei Local Board Plan 2017 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

62. The 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.

63. Karanga Atu! Karanga Mai! relationship approach responds to Māori aspirations and delivers on council’s statutory obligations and relationship commitments to Māori. It guides staff to deliver on agreed work programme activities and support the local board to achieve the outcomes in its local board plan.

64. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

65. Financial implications of COVID-19/Emergency Budget have resulted in a reduced renewals budget per local board and significantly reduced development budgets such as growth.

66. Table 3 summarises the relevant budgets, proposed allocation and the balance of unallocated budget available.

Table 3: Budget allocation

Local Budgets	2020/2021	2021/2022	2022/2023
Renewals - Budget	$1,558,658	$2,359,075	$2,259,891
Renewals - Proposed Allocation	$1,388,658	$2,359,075	$2,259,891
Renewals - Unallocated budget	$170,000	$0	$0

Growth and Development - Allocation	$53,105	$773,532	$0
Coastal Renewals - Allocation	$181,000	$0	$0
Slips Prevention – Allocation	$0	$52,500	$450,000

LDI Capex - Proposed Allocation	$323,131	$429,977	$0

LDI Opex - Proposed Allocation (including carry forwards)	$106,695	$0	$0

One Local Initiative (OLI) Allocation	$0	$0	$0

LTP Specific Projects	$45,000	$0	$0

External Funding	$215,000	$64,413	$0

Kauri Dieback (NETR) Funding	$15,000	$0	$0

67. 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.

68. 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

69. 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. This risk is mitigated by utilising the risk adjusted programme (RAP) to progress those projects identified as ready to proceed under the RAP at the beginning of the financial year.

70. 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 2020/2021 financial year.

71. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes (New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level). The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level.

72. Staff believe that the proposed work programme is deliverable within existing resources. Delivery progress will be monitored through the year. Any resourcing challenges arising will be brought to the local board’s attention alongside consideration of implications and options to address challenges.

Ngā koringa ā-muri

Next steps

73. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

74. Where 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 ⇨	Ōrākei Local Board Community Facilities 2021 - 2023 Work Programme – Build, Maintain, Renew (Under Separate Cover)
b ⇨	Ōrākei Local Board Community Facilities 2021 - 2023 Work Programme – Leases (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Katrina Morgan - Work Programme Lead, Community Facilities

Authorisers

Rod Sheridan - General Manager Community Facilities

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

20 August 2020

Approval of the Ōrākei Local Board community services work programme 2020/2021

File No.: CP2020/11086

Te take mō te pūrongo

Purpose of the report

1. To approve the community services work programme 2020/2021.

Whakarāpopototanga matua

Executive summary

2. This report presents the Ōrākei Local Board’s community services work programme and associated budgets for approval for delivery within the 2020/2021 financial year (see Attachment A).

3. The community services work programme includes activities to be delivered by the following departments:

· Arts, Community and Events.

· Libraries.

· Parks, Sport and Recreation.

· Service, Strategy and Integration.

4. The work programme responds to the following outcomes and objectives identified in the Ōrākei Local Board Plan 2017:

· Our local parks and open space areas are valued and enjoyed.

· Our residents are proud of their community facilities and public places.

· The natural environment is valued, protected and enhanced by our communities.

5. COVID-19 put significant pressure on Auckland Council’s finances. The Emergency Budget 2020/2021 was adopted by Governing Body in July 2020 (GB/2020/76).

6. While the budget has reduced capital and asset-based services (ABS) operating budgets, locally driven initiatives (LDI) operational funding has not been reduced.

7. The local board provided feedback to staff on the activities it would like to fund in anticipation of its reduced budgets in a series of workshops.

8. The proposed work programme has a total LDI operational budget value of $1,014,780, which can be funded from within the local board’s LDI operational budget for the 2020/2021 financial year.

9. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board Customer and Community ABS operational budget for 2020/2021 is $9,597,639. This budget is direct operational expenditure only and does not include revenue and excludes depreciation and finance costs if applicable.

10. Projects from 2019/2020 LDI operational budget have been carried forward where there was an agreed scope and cost which have not been delivered. These are shown as separate activity lines in the work programme.

11. Updates on the delivery of this work programme will be provided through the local board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve the Ōrākei community services work programme 2020/2021 and associated budget (Attachment A to the agenda report).

b) note that activities with locally driven initiatives (LDI) operational budget carried forward from 2019/2020 are included in the Ōrākei work programme (Attachment A to the agenda report).

Horopaki

Context

12. Each year, each local board decides which activities to allocate its annual budget toward, through a series of workshops. Local board feedback from these workshops has informed the work programme.

13. The work programme responds to the board’s priorities as expressed in its Local Board Plan.

14. The COVID-19 pandemic has exerted considerable pressure on the council’s financial position, which has had flow-on effects for the budgets available in the 2020/2021 financial year.

15. Given the new financial realities facing Auckland, the council has adopted an Emergency Budget 2020/2021.

16. The budget reduced both capital and operating budgets from those anticipated prior to the COVID-19 pandemic. This does not include a reduction of LDI operational funding.

17. COVID-19 occurred part way through the planning cycle for the development of the 2020/2021 local board work programmes. This led to local boards undertaking a reprioritisation exercise for all proposed activity.

18. Table 1 shows the business objectives and strategic alignment for community services departments. These also guided the development of the work programme.

Table 1: Adopted community-based strategies and plans

Department	Business objectives	Strategies and plans
Arts, Community and Events (ACE)	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	· Auckland Libraries Strategy 2020
Parks, Sport and Recreation (PSR)	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

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

Asset Based Services (ABS) operational activities

20. The Emergency Budget reduced the anticipated asset-based services (ABS) operational budgets across all 21 local boards. This has required a reduction in asset-based services (ABS) operational budgets in the local board’s community venues, libraries and facilities.

21. Staff provided advice about how services delivered from community facilities could be adjusted to achieve the savings of the Emergency Budget. Staff discussed proposed changes at workshops with the local board in July 2020.

22. Proposed changes to community venues, facility programming and opening hours in response to budget constraints are:

Community venues: Ōrākei Community Centre and Meadowbank

23. Auckland Council provides art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion, and connection.

24. Staff have been requested to provide advice about how the ACE venues service can be adjusted to achieve the savings of the Emergency Budget.

25. There are two elements to these impacts:

· Reduction in programming budget and delivery.

· Level of Services changes linked to staffing reductions.

26. In the Ōrākei Local Board area this will affect the following programming budgets for the Ōrākei community:

	Pre-COVID programming budget	Savings at 3.5%	Total FY21 programming budget
Ōrākei Community Centre	$10,127	- $2,021	$8,107

27. The local board has the option to top up this budget from its LDI budget.

28. Staff have developed options to respond to the staff reductions and recommend that Ōrākei Community Centre primarily operates as a venue for hire.

29. This option enables the required Emergency Budget savings, ensures service and programmes to the community are maintained, is cost effective, aligns to decisions of the local board and organisational goals.

Libraries: Remuera Library, St Heliers Library

30. Libraries will have no reductions to approved standard opening hours: 112 hours per week across two libraries.

31. Efficiencies will still be required and will be managed across the library network. Analysis of staffing resource versus customer use has shown where efficiencies can be achieved by optimising staffing levels within the local board area.

32. The local programming budget has been reduced. There will be a reduction in the number of external partners coming in to support programming, however, programmes will continue to be run by staff within libraries for 2020/2021.

Pools and leisure centres

33. Maintaining access to, and the safe provision of, core services is a minimum service level that will continue:

· ensuring aquatic facilities are available every day and are staffed with lifeguards who can help people stay safe in the water

· ensuring leisure centres are open and staffed to provide the local community with access to active recreation services.

34. Staff considered the following options to reduce budgeted spend and improve operational efficiencies in pools and leisure centres:

· optimise services based on utilisation and prioritise the communities that need our services the most

· assess alternative delivery options, for example, contracting or partnering to provide term, holiday and sports programmes

· adapt frequency of value-add activities due to pressure on staff budgets and availability. For example, use of aqua run in the pool or, fitness boot camps.

35. At the July 2020 workshop staff recommended that no additional LDI funding be allocated for the pools and leisure service because operational efficiencies and sustainable cost savings are achievable through ongoing business improvement activities.

Locally Driven Initiatives (LDI) operational activities

36. LDI operational activities in the work programme respond to the local board plan and local board feedback. Community services LDI activities are detailed at Attachment A.

37. The proposed work programme has a total LDI operational budget value of $1,014,780, which can be funded from within the local board’s LDI operational budget for the 2020/2021 financial year.

38. The Corporate and Local Board Performance team has identified projects from the LDI operational budget 2019/2020 where there was an agreed scope and cost which have not been delivered. The following carry-forwards are expressed as separate activity lines in the work programme:

· Ōrākei Community arts programmes - $19,000

· Urban Forest (Ngahere) Knowing - $18,000

· Pourewa Valley Integrated Plan - $5,000

· Ōrākei Basin: Monitoring and Implementing Action Plan - $5,000

· Waiatarua Reserve development plan - $8,000

· Ōrākei Local Parks Management Plan - $59,000.

COVID-19 impacts on the community were considered while developing the work programme

39. Staff acknowledge that our communities have faced significant challenges during the COVID-19 pandemic lock-down.

40. In preparing recommendations for the 2020/2021 work programme, a number of COVID-19 related matters have been considered. The 2020/2021 work programme seeks to prioritise activity that responds to these needs:

· newly vulnerable communities

· financial constraints

· accessibility restrictions

· community resilience

· community response and recovery.

Tauākī whakaaweawe āhuarangi

Climate impact statement

41. Table 2 outlines the activities in the 2020/2021 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 2: Climate impact assessment of proposed activities

ID number	Activity name	Climate impact
173	Ellerslie Recreation Centre – operations	In partnership with Community Facilities operations, pools and leisure facility management teams are implementing opportunities to reduce climate impacts, starting with reductions in water and energy consumption.
180	Ecological volunteers programme	• Integrate nature into urban environments. • Increase in native forest/ urban cooling. • Offset carbon emissions. • Protect water quality by planting along rivers and coastlines. • Improve our living environment. • Supports soil retention, erosion control and flood mitigation and coastal protection. • Nitrogen sequestration – planting to support areas where cattle are on site and the plants absorb the nitrogen run off protecting waterways.
178	Ngahere (Urban Forest) Growing programme	• Increase in native forest/ urban cooling. • Offset carbon emissions. • Improve air quality, reduce UV exposure. • Improve water quality. • Reduce the load on stormwater infrastructure system through rainfall interception by increasing tree canopy cover.
2175	Environmental Forum	The local community can gain knowledge about projects related to sustainability and positive environmental activities which will help them to take ownership of their specific areas to achieve more positive environmental/social outcomes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

42. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

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

Local impacts and local board views

43. The activities in the proposed work programme provide important community services to the people of the local board area. Work programme activities support the outcomes and objectives outlined in the Ōrākei Local Board Plan 2017.

44. They contribute to building strong, healthy, and vibrant communities by providing services and spaces where Aucklanders can participate in a wide range of social, cultural, art and recreational activities.

45. These activities improve lifestyles and a sense of belonging and pride amongst residents.

46. The community services work programme has been considered by the local board in a series of workshops from November 2019 to July 2020. The feedback received from the workshops has informed the proposed work programme.

Tauākī whakaaweawe Māori

Māori impact statement

47. Table 3 outlines the activities in the 2020/2021 work programme that contribute towards the delivery of specific Māori outcomes.

Table 3: Māori impact assessment of proposed activities

ID number

Activity name

Activity description

840

Māori Responsiveness Ōrākei

Facilitate hui and engagement opportunities between mana whenua, the local board and community organisations.

Encourage local community organisations to increase their knowledge and awareness of local Māori history.

Identify opportunities to engage and work collaboratively with mana whenua and mataawaka on activities, events and opportunities that enable responsiveness to Māori.

1284

(Libraries) Whakatipu i te reo Māori - we grow the Māori language

Celebrating te ao Māori and strengthening responsiveness to Māori - Ōrākei

Champion and embed te reo Māori in everyday communication.

Celebrate and promote te ao Māori through events and programmes including regionally coordinated and promoted programmes: Te Tiriti o Waitangi, Matariki and Te Wiki o te Reo Māori.

Seek opportunities to engage with local iwi and mana whenua to collaborate on initiatives.

48. Karanga Atu! Karanga Mai! relationship approach responds to Māori aspirations and delivers on the council’s statutory obligations and relationship commitments to Māori. It guides staff to deliver on agreed work programme activities and supports the local board to achieve the outcomes in its local board plan.

49. Where aspects of the proposed work programme are anticipated to have a significant interest or impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

50. Activities are funded from one or multiple budget sources which include: ABS operational expenditure and LDI operational expenditure.

51. The total community services work programme LDI operational budget for 2020/2021 is $1,014,780. This budget was unaffected by the Emergency Budget.

52. ABS budgets were reduced due to the Emergency Budget and specific reductions have been detailed in the Analysis and Advice section of this report. The local board’s Customer and Community ABS operational budget for 2020/2021 is $9,597,639. This budget is direct operational expenditure only, does not include revenue and excludes depreciation and finance costs if applicable.

53. Each activity line has a budget allocation, which covers the delivery for the 2020/2021 period. Where activity lines show a zero-dollar budget, this reflects that the implementation costs are met through staff salary or other funding sources.

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

55. Projects where the budget has been carried forward from 2019/2020 are shown as separate activity lines in the work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

56. The COVID-19 pandemic could have a further negative impact on the delivery local board work programmes if the COVID-19 Alert Level changes. New Zealand’s 4-level Alert System specifies measures to be taken against COVID-19 at each level.

57. The deliverability of some activities will decrease if there is an increase to the COVID-19 Alert Level. Some activities can be adapted to be delivered at different COVID-19 Alert Levels.

58. Resourcing of the work programmes is based on current staff capacity within departments. If changes to staff capacity have an impact on work programme delivery, this will be signalled to the local board at the earliest opportunity.

59. The key risks for activities that are managed through the work programme are non-delivery, time delays and budget overspend.

60. 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.

61. 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.

62. 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

63. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2021. Activity progress will be reported to the local board on a quarterly basis.

64. Where 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 ⇨	Ōrākei Community services work programme 2020/2021 (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Mirla Edmundson - General Manager Libraries & Information

Mace Ward - General Manager Parks, Sports and Recreation

Justine Haves - General Manager Service Strategy and Integration

Authorisers

Claudia Wyss - Director Customer and Community Services

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

20 August 2020

Approval for two new road names at 71 Swainston Road, St Johns

File No.: CP2020/10309

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Ōrākei Local Board to name two new private roads, both being a commonly owned access lot (COAL), created by way of a subdivision development at 71 Swainston Road, St Johns.

Whakarāpopototanga matua

Executive summary

2. The Ōrākei Local Board Road Naming Policy and Guidelines set out the requirements and criteria of the Council for proposed road names within the Board’s area. These requirements and criteria have been applied in this situation.

3. On behalf of the developer and applicant, Dreamhome Group, agent Birch Surveyors have proposed the names presented in this report for consideration by the Local Board.

4. The agent engaged with the Ōrākei Local Board to assist with naming ideas and together the applicant/agent and Board Member Davis of the Ōrākei Local Board developed two road names (‘Mohi Place’ and ‘Wetini Way’) to further commemorate the first New Zealand Attorney General William Swainson, after whom ‘Swainston Road’ was named (note the name of this street name has been misspelt for many years). The subdivision is on Swainston Road.

5. The applicant has advised that several buildings of the project have been completed and it is currently applying to Vector and Chorus which require road names to be allocated and approved before the services can be installed. Because of urgency, a decision on the street names needs to be made at the Board’s August 2020 meeting.

6. Both of the proposed road names would be acceptable for the Local Board to approve for use in this location, having been assessed to ensure that they meet the Ōrākei Local Board Road Naming Policy and Guidelines and the National Addressing Standards administered by LINZ for road naming. All technical standards are met and the names are not duplicated anywhere else in the Auckland region. Mana Whenua were also consulted.

7. The proposed names for the new private roads at 71 Swainston Road are:

· COAL 1: Mohi Place

· COAL 2: Wetini Way

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) approve the names below for the following new commonly owned access lots (COAL) at 71 Swainston Road, St Johns, in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent references BUN60314750 and SUB60315002):

i) COAL 1: Mohi Place

ii) COAL 2: Wetini Way

Horopaki

Context

8. Resource consent BUN60314750 (subdivision reference number SUB60315002) was issued in October 2018 for the construction of twenty residential lots and one COAL.

9. Due to the design of the COAL being in two branches, Auckland Council’s Property Data team has advised that two road names should be approved to enable correct addressing of the houses.

10. In accordance with the National Addressing Standards for road naming (the AS/NZS 4819-2011 standard), the COALs require a road name because they serve more than five lots.

11. Site and location plans of the development can be found in Attachments A and B respectively.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The Ōrākei Local Board Road Naming Policy and Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval.

13. The Ōrākei Local Board Road Naming Policy and Guidelines criteria typically require that road names try to reflect one of the following local themes:

· an historical, cultural, or ancestral linkage to an area;

· a particular landscape, environmental or biodiversity theme or feature; or

· an existing (or introduced) thematic identity in the area.

14. The Applicant’s proposed names and meanings are set out in the table below:

Table 1: 71 Swainston Street Preferred Road Names & Meanings

Road reference

Proposed name

Meaning

COAL 1

Mohi Place

To commemorate Mohi Horowhenua Te Puatau, who was William Swainson's long-time friend and who worked and travelled with Swainson. Mohi died 1884 and is buried close to Swainson.

Suggested by the Ōrākei Local Board Member.

COAL 2

Wetini Way

Māori word meaning: (personal name) Swainson.

When the main road was first named, the Swainson name was misspelt. When the error was proposed to be corrected in 1973 to remove the extra "t", the majority of the then residents did not want the spelling changed and the misspelling continued. ‘Wetini’ is to reflect the correct spelling of the Swainson name.

Consultation

15. The Ōrākei Local Board Road Naming Policy and Guidelines expect that there will be consultation with the local residents’ and business associations, local special interest groups, historical societies and mana whenua. A list of those organisations which may have an interest in the naming was prepared in consultation with the applicant. The applicant then consulted with the following groups:

· John Kinder Theological Library, St Johns Theological College

· Ngāti Whātua Ōrākei Trust Board

· Meadowbank St Johns Residents Association

· Stonefields Residents Association

· St Johns Rotary

· St Johns Group, NZ Society of Genealogists.

16. The only organisation to respond was the Meadowbank and St Johns Residents Association, the Chairman of which has advised that the Association “has no objection to the use of either of the names proposed”.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The decision sought for this report has no identified impacts on other parts of the Council group. The views of Council-controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

19. The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

20. The naming of roads is linked to the Auckland Plan Outcome “A Māori identity that is Auckland’s point of difference in the world”. The use of Māori names for roads, buildings and other public places is an opportunity to publicly demonstrate Māori identity. To aid Local Board decision-making, the Ōrākei Local Board Road Naming Policy and Guidelines include:

· The principle where an ancestral linkage to mana whenua is proposed and has been identified as being of significance to mana whenua, consultation with identified iwi is expected to ensure cultural propriety and appropriateness and spelling of the road name.

21. The road names proposed in this report have been provided to all mana whenua for consideration through Council’s central facilitator. Where feedback has been received, this has been indicated.

22. Te Rūnanga o Ngāti Whātua advise they recognise the primary interest of Ngāti Whātua Ōrākei in this area and therefore withdraw their engagement unless specifically requested by Ōrākei.

23. Nga Maunga Whakahii o Kaipara defer to Ngati Whatua Ōrākei, who in turn deferred to Ngāti Paoa who did not respond.

24. Despite being contacted, no other iwi provided responses or comments, or suggested any other road name options.

Ngā ritenga ā-pūtea

Financial implications

25. The road naming process does not raise any other financial implications for the Council. The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. There are no significant risks to Council as road naming is a routine part of the subdivision development process, with consultation being a key part of the process.

Ngā koringa ā-muri

Next steps

27. Approved road names are notified to Land Information New Zealand which records them on its New Zealand-wide land information database which includes street addresses issued by local councils.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site Plan for 71 Swainston Road	63
b ⇩	Location Plan for 71 Swainston Road	65

Ngā kaihaina

Signatories

Author

Elizabeth Salter - Subdivision Technical Officer

Authorisers

David Snowdon - Team Leader Subdivision

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

20 August 2020

Endorsement of the Open Space Network Plan for part of Panmure, Glen Innes and St Johns

File No.: CP2020/10123

Te take mō te pūrongo

Purpose of the report

1. To endorse the Open Space Network Plan for part of Panmure, Glen Innes and St Johns.

Whakarāpopototanga matua

Executive summary

2. Endorsement of the open space network plan will assist local board decision-making and provide a framework for the development of open space over the next 10 to 14 years.

3. The purpose of an open space network plan is to set out actions to deliver a sustainable, quality open space network that can respond to, and accommodate, anticipated population growth. This is important, given the scale of urban redevelopment anticipated in the Panmure, Glen Innes and St Johns area over the next decade.

4. In September and October 2018, feedback was sought on the draft open space network plan from the local community. The feedback identified minor changes, which have now been made to the open space network plan.

5. The Maungakiekie-Tāmaki Local Board endorsed the open space network plan at its business meeting of 23 April 2019.

6. In May 2019, the Ōrākei Local Board requested that the final version of the network plan, be presented to the Board for endorsement.

7. There is no additional funding to implement projects in the plan beyond the renewal of existing assets and planned capital expenditure.

8. The lack of funding to implement all identified actions could create a reputational risk. The local board can use the plan to advocate for increased funding as part of Annual and Long-term Plan processes, or to help inform prioritisation of its locally driven initiative and capital budgets.

9. The next steps are to progressively implement the plan as funding allows.

Ngā tūtohunga

Recommendation

That the Ōrākei Local Board:

a) endorse the Open Space Network Plan for part of Panmure, Glen Innes and St Johns (Attachment A).

Horopaki

Context

10. An open space network plan (network plan) has been prepared for the Tāmaki area. It includes land in both the Maungakiekie-Tāmaki and Ōrākei Local Board areas.

11. The network plan responds to the anticipated population growth in the area, including changes to demographics and patterns of open space usage. It allows both Local Boards to respond to open space development and possible land exchanges proposed by the Tāmaki Regeneration Company.

12. The network plan outlines the Maungakiekie-Tāmaki and Ōrākei Local Boards’ aspirations and priorities for the future development of local parks and open spaces within the Tāmaki urban regeneration area.

13. The network plan is a non-statutory guidance document and is not binding on the council.

14. The network plan was prepared in consultation with the Maungakiekie-Tāmaki and Ōrākei Local Boards, partners and key stakeholders. It is informed by the Neighbourhood Parks Research from 2015 and 2017.

Summary of consultation

15. Public consultation on the draft network plan was undertaken in October and November 2018 to provide the two local boards with community feedback on the draft network plan.

16. Many comments received were out of scope. These included comments relating to parks operations and maintenance, as well as the housing and development work of the Tāmaki Regeneration Company.

17. The key messages of the consultation feedback are:

· parks are most enjoyed for green spaces and nature

· concerns were expressed over facilities due to lack of maintenance

· maintaining and updating facilities would increase utilisation of parks and open spaces

· well-maintained toilets and more lighting would improve safety

· more cycleways and improved pathways would encourage walking and cycling

· there is appetite for inclusive playgrounds for all ages and abilities.

Relationship with the Ōrākei Open Space Network Plan

18. The Ōrākei Local Board area already has a network plan: The Ōrākei Open Space Network Plan. This was adopted by the Ōrākei Local Board in September 2019.

19. There is a minor overlap between the proposed network plan and the Ōrākei Open Space Network Plan. This relates to parks and reserves in the St Johns area.

20. The overlap has no implications for open space provision in the Ōrākei Local Board area:

· all the proposed actions and land exchanges are within the Maungakiekie-Tāmaki Local Board area

· all actions for parks and reserves align to the Ōrākei Open Space Network Plan.

21. For avoidance of doubt, the Ōrākei Open Space Network Plan would take precedence.

Tātaritanga me ngā tohutohu

Analysis and advice

22. The network plan analyses the current state of the open space network. It sets out six key moves that provide the framework for actions that inform future development over the next 10 to 14 years.

Changes to the network plan

23. The results of the public consultation have formed the basis of changes to the network plan. These are minor changes for improvement.

The title of the network plan was confusing

24. There was some confusion expressed over the area covered by the network plan.

25. The name of the network plan has been changed to remove reference to Tāmaki. The network plan is renamed the Open Space Network Plan for Part of Panmure, Glen Innes and St Johns. This references the neighbourhoods rather than the ward area and removes mistaken connections being made to the Tāmaki Regeneration Company.

Changes that apply to the whole document

26. The following are changes throughout the network plan:

· the use of terminology, in particular Te Reo Māori, is correct and consistent

· the lifespan of the document is now 2019-2034.

27. Additional changes include:

· broad statements that refer to Māori principles and other documents

· Ōrākei Local Board research and broad consultation results to the Park User Research and Satisfaction section have been added. This updates the network plan with more recent data

· the exploration of a possible location for a Pasifika fale

· the protection and enhancement of shorebird roosts has been added as an action to Dunkirk Reserve, Mt. Wellington War Memorial Reserve and Panmure Wharf Reserve

· the proposed land exchanges have been moved to an appendix.

Staff recommend that the local board endorse the amended network plan

28. Staff recommend that the local board endorse the amended network plan.

29. Endorsement by both local boards will give weight to the plan and provide a strategic overview for council in its work with the Tāmaki Regeneration Company.

30. However, not endorsing the network plan would have no practical implications:

· the open space in the Tāmaki area has been assessed as a network

· there is an existing network plan for the Ōrākei area

· all the proposed actions and land exchanges are within the Maungakiekie-Tāmaki Local Board area

· it would not invalidate the network plan.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. Parks and open space serve as ecological and biodiversity corridors which promote and protect native plants and animals.

32. Vegetation and woodlands process carbon which helps slow the accumulation of greenhouse gases.

33. Grassed areas help reduce maximum temperature ranges in urban and suburban areas. Parks and open space also act as collection points for surface and run-off water, reducing flood risks during storms.

34. Parks and open space must be managed in environmentally sensitive ways to achieve these benefits. This includes energy and waste reduction and conserving water resources.

35. The network plan will reflect the effects of predicted climate change. The network plan will consider such impacts as increasing temperatures, rising sea levels and changing rainfall patterns on the open space network.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. The network plan has been developed in consultation with relevant council departments. Their views are reflected in the network plan.

37. Customer and Community Services, Infrastructure and Environmental Services and Auckland Transport will implement the network plan.

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

Local impacts and local board views

38. Local communities will benefit from the actions in this network plan. These include increased sport and recreation opportunities, leading to improved health and wellbeing.

39. Staff engaged the Maungakiekie-Tāmaki and Ōrākei Local Boards in the preparation of the network plan through a series of workshops from July 2017 to February 2019.

40. The key moves were approved by the Maungakiekie-Tāmaki Local Board at its business meeting of 28 February 2017.

41. The Ōrākei Local Board approved all except one of the key moves at its business meeting of 16 March 2017.

42. The Maungakiekie-Tāmaki Local Board endorsed the network plan at its business meeting of 23 April 2019 and delegated approval of minor amendments to the Chairpersons of both Local Boards.

43. In May 2019, the Ōrākei Local Board requested that the final version of the network plan, once all amendments have been completed, be presented to the board for endorsement.

Tauākī whakaaweawe Māori

Māori impact statement

44. Quality parks and open spaces help to facilitate Māori participation in sport and recreation.

45. Staff engaged with mana whenua in September 2017 to seek their views and values in relation to the open space network in Tāmaki. An opportunity was identified to integrate a mana whenua perspective into the network plan. This has been incorporated into the plan through key move four, reaffirm and revitalise the mana whenua identity.

46. Staff engaged with mana whenua and mataawaka at a hui in November 2018 to seek their views on the network plan.

47. The key issues are outlined below:

· improving water and environmental quality and to Te Mana o te Wai

· identifying and highlighting the headwaters in the area

· making parks attractive and safe with adequate facilities for locals to use

· promoting kaitiakitanga of parks and the facilities within them

· promoting use of local parks with residents

· incorporating Māori names and storytelling signage in parks

· preventing crime and making parks feel safe.

48. These views have been incorporated into the network plan.

Ngā ritenga ā-pūtea

Financial implications

49. Budget is provided in an Infrastructure Funding Agreement between Auckland Council and the Tāmaki Regeneration Company.

50. The council has a fund to support approved works within the Tāmaki regeneration area that are critical to the successful enabling of the redevelopment. This includes expenditure on some parks and open space projects that have been approved by the Local Boards. The fund will also include growth revenues as part of the regeneration.

51. No additional budget is provided for the implementation of the network plan.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

52. The lack of funding to implement the network plan could create a reputational risk to council. However, the local boards can use the network plan to advocate for increased funding as part of Annual Plan and Long-term Plan processes.

53. The partial overlap of the network plan with the existing Ōrākei Open Space Network Plan means that some parks and reserves will fall within the scope of both plans. This could be confusing to staff and elected members.

54. Alignment of the two network plans means that this has no practical implications. In addition, the Ōrākei Open Space Network Plan would take precedence.

Ngā koringa ā-muri

Next steps

55. The network plan will be implemented over the next 10 to 14 years as budgets allow.

56. The delivery of specific projects will involve public consultation and draw on a wide range of potential partners.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Open Space Network Plan for Part of Panmure, Glen Innes and St Johns (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Adam Eggleton - Principal Policy Analyst

Authorisers

William Brydon - Principal Policy Analyst

Paul Marriott-Lloyd - Senior Policy Manager

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

20 August 2020

Panuku Development Auckland - Ōrākei Local Board Six-Month Report 1 September 2019 to 29 February 2020

File No.: CP2020/07705

Te take mō te pūrongo

Purpose of the report

1. To update the Ōrākei Local Board on Panuku Development Auckland (Panuku) activities within the local board area and the region for the six months from 1 September 2019 to 29 February 2020.

Whakarāpopototanga matua

Executive summary

2. Panuku is 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 currently manages 22 commercial or residential interests in the Ōrākei Local Board area.

4. No properties were purchased or sold in the Ōrākei Local Board area during the six-month reporting period.

5. Three properties are subject to the service property optimisation approach.

6. One property is currently under review as part of the rationalisation process.

Ngā tūtohunga

Recommendation/s

That the Ōrākei Local Board:

a) receive the Panuku Development Auckland - Ōrākei Local Board Six-Month Report 1 September 2019 to 29 February 2020.

Horopaki

Context

7. 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 plays a significant role in achieving the ‘Homes and Places’ and ‘Belonging and Participation’ outcomes.

9. Panuku leads urban redevelopment in 14 locations across Auckland as part of its Priority Location programme. The programme supports regeneration of existing town centres by developing underutilised sites within the urban area to meet the needs of the city’s long-term growth. Panuku do this in a range of ways including enabling high quality mix housing developments and investing in public spaces. The 14 locations include: 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 $3 billion of the 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. “Non-service properties” are the council’s properties that are not used to deliver council or CCO services.

11. Panuku’s managed regional property portfolio comprises 1674 properties, containing 1035 leases. This 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

12. Panuku is contributing commercial input into approximately fifty 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 activities in the Ōrākei Local Board area:

15. 84-100 Morrin Road, St Johns – Panuku has a subdivision plan for 84-100 Morrin Road, following work with Auckland Transport and Council’s Parks Sport & Recreational services. Mana whenua have been invited to submit an ‘Expression of Interest’ on the residential land parcel and next steps include assessment of these submissions. Local Board feedback has been incorporated into the planning and Panuku will provide an update to the Local Board on progress in the latter part of 2020.

16. 78 Merton Road, St Johns – This site is a 2.6 hectare reserve that has been rezoned to mixed use, part of which is currently leased by a BMX club. The assessment of alternative locations for the relocation of the BMX park continues, including using part of 84-100 Morrin Road.

Properties managed in the Ōrākei Local Board Area

17. Panuku currently manages 21 commercial and one residential interest within the Local Board area.

Portfolio strategy

Overview

18. Optimisation is a self-funding development approach, targeting sub-optimal service assets approved in 2015. The process involves an agreement between Community Facilities, Panuku and local boards and is led by Panuku. It is designed to provide 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.

19. Using optimisation, underperforming assets will have increased utility and efficiency, lower maintenance and operating costs, as well as improved service delivery benefiting from co-location of other complementary services or commercial activities. Optimisation will free up a range of undercapitalised development opportunities such as air space, full sites, or part sites.

20. Using optimisation as a redevelopment and funding tool, the Local Board can maximise efficiencies from service assets while maintaining levels of service through the release of some or all of that property for sale or development.

21. 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.

22. Service optimisation properties in the Ōrākei Local Board area are listed below.

Property

Details

29-31 St Johns Road, Meadowbank

22 Tahapa Crescent, Meadowbank

4 Victoria Road, Remuera

The Ōrākei Local Board approved the redevelopment of the Meadowbank Community Centre to an enlarged and fit-for-purpose service property and the sale of 22 Tahapa Crescent, Meadowbank and 4 Victoria Avenue Remuera (the sub-optimal assets), under the service property optimisation approach on 19 July 2018.

The implementation of the Ōrākei Service Property Optimisation programme is progressing.

A COVID-19 lockdown ‘stock take’ was conducted and some project timelines are being revised.

One major milestone reached during the period of this report was the settlement of 4 Victoria Avenue on 1 July 2020. Sale proceeds from this property will assist the relocation of the community group tenants and contribute towards the funding of the Meadowbank Community Centre redevelopment.

During and after the COVID-19 lockdown period, the preferred development partner expressed a continued interest and willingness to works towards achieving the project development agreement milestone. The development partner will redevelop Meadowbank Community Centre into a mixed-use, fit-for-purpose asset.

The inherent funding characteristics of this Service Property Optimisation programme means that it is not subject to Auckland Council’s COVID-19 funding review of capital projects.

Portfolio review and rationalisation

Overview

23. Panuku is required to undertake on-going 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/or development if appropriate. Panuku has a focus on achieving housing and urban regeneration outcomes.

24. 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 the prioritisation of funds to achieve its activities and projects.

Performance

25. Panuku works closely with Auckland Council and Auckland Transport to identify potential surplus properties to help achieve disposal targets.

Target for July 2018 to June 2019:

Unit	Target	Achieved
Portfolio review	$30 million disposal ‘recommendations’	$30.4 million disposal recommendations.

July 2019 to June 2021 Target:

Unit	Target	Achieved
Portfolio Review	$45m disposal recommendations.	$20 million disposal recommendations as at 23 February 2020.

Process

26. 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 Auckland Council departments and Council Controlled Organisations (CCOs), the local board and mana whenua. This is followed by Panuku board approval, engagement with the local ward councillors, the Independent Māori Statutory Board and finally, a Governing Body decision.

Acquisitions and disposals

27. 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

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

29. Panuku has purchased seven properties for open space across Auckland in the time period between September 2019 and March 2020 at a cost of $23.1 million.

30. No properties have been purchased for open space in the Ōrākei Local Board area during the reporting period.

Disposals

31. In the reporting period, the Panuku disposals team has entered into six sale and purchase agreements, with an estimated value of $3.5 million of unconditional net sales proceeds.

32. Panuku’s 2019/2020 disposals target was $24 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis.

33. No properties have been sold in the Ōrākei Local Board area during the reporting period.

Under review

34. Properties currently under review in the Ōrākei 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

9 Tagalad Road/6A Nihill Crescent, Mission Bay

The reserve was occupied by the former Mission Bay Bowls Club until June 2016.

Council’s Community Facilities department requested that Panuku investigate future service requirements or a potential disposal.

The Ōrākei Local Board formally resolved, in response to a public presentation outside of the formal consultation process, that it does not support a disposal and requested that staff investigate a proposed multi-sports facility should the site be retained as a service property.

The rationalisation process commenced in April 2017. Panuku discussed the results of the internal consultation and a multi-sports facility investigation with the board in September 2018.

In December 2019 the board advised it had requested a possible service use be explored by the council’s Community Leasing Team. Further Panuku engagement with the Ōrākei Local Board is dependent on the conclusion of that investigation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

35. The Panuku Priority Location programmes support regeneration of existing town centres by developing underutilised sites within the urban area. Increasing the density of housing results in reduced carbon emissions through improved utilisation of existing infrastructure and transit-oriented development. The provision of easy, safe and attractive walking and cycling routes reduces reliance on private motor vehicles and enables low carbon lifestyles. Panuku has adopted a minimum standard of a Homestar 6 rating for all homes, resulting in warmer, drier and more energy efficient buildings.

36. Climate change increases the probability of hotter temperatures and more frequent flooding and drought in the Ōrākei Local Board Area. Panuku seeks to future-proof our communities by:

a) specifying adaptation and resilience in the design of buildings and spaces.

b) specifying that infrastructure and developments are designed to cope with warmer temperatures and extreme weather events.

c) use of green infrastructure and water sensitive design for increased flood resilience, ecological and biodiversity benefits

d) provision of increased shade and shelter for storm events and hotter days.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. 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

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

Tauākī whakaaweawe Māori

Māori impact statement

39. Panuku staff 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 which has a broader mandate.

40. Panuku will continue to partner with Māori on opportunities which enhance Māori social and economic well-being.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

43. The next six-monthly update is scheduled for October 2020.

Ngā tāpirihanga

Attachments