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

 

Date:

Time:

Meeting Room:

Venue:

 

Thursday, 15 October 2020

2:00pm

Council Chamber
Orewa Service Centre
50 Centreway Road
Orewa

 

Hibiscus and Bays Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Gary Brown

 

Deputy Chairperson

Victoria Short

 

Members

Andy Dunn

 

 

Janet Fitzgerald, JP

 

 

Gary Holmes

 

 

Julia Parfitt, JP

 

 

Alexis Poppelbaum

 

 

Leanne Willis

 

 

(Quorum 4 members)

 

 

 

Gemma Kaldesic

Democracy Advisor

 

12 October 2020

 

Contact Telephone: 02 152 7397

Email: gemma.kaldesic@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 


Hibiscus and Bays Local Board

15 October 2020

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

8.1     Deputation: Brian Mooney - Pohutukawa limb at Waiake Beach                   5

8.2     Deputation: Betsy Kettle - Hibiscus Coast Zero Waste                                   6

9          Public Forum                                                                                                                  6

10        Extraordinary Business                                                                                                6

11        Auckland Transport Update to the Hibiscus and Bays Local Board October 2020 9

12        36 Hibiscus Coast Highway Service Assessment                                                   15

13        Freyberg Park, Browns Bay - new public toilets and changing rooms concept design approval                                                                                                           21

14        Centennial Park, Campbell's Bay - Detailed Design                                                29

15        Request for temporary alcohol ban on Hibiscus Coast on 5 and 6 December 2020                                                                                                                                       35

16        Resource Recovery Network Strategy update                                                         41

17        Auckland Tourism, Events and Economic Development six-monthly update to local boards: 1 January to 30 June 2020                                                                            49

18        Hibiscus and Bays Local Grants Round One and Multiboard Grants Round One 2020/2021 grant allocations                                                                                        67

19        Governance forward work calendar                                                                          79

20        Hibiscus and Bays Local Board workshop records                                                83

21        Members' Reports                                                                                                        87

22        Deputations update                                                                                                     89  

23        Consideration of Extraordinary Items 

 

 


1          Welcome

 

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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

 

4          Confirmation of Minutes

 

That the Hibiscus and Bays Local Board:

a)         confirm the ordinary minutes of its meeting held on Thursday 17 September 2020, including the confidential section, as a true and correct record.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

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

 

8.1       Deputation: Brian Mooney - Pohutukawa limb at Waiake Beach

Te take mō te pūrongo

Purpose of the report

1.       Brian Mooney has requested a deputation to discuss the Pohutukawa limb at Waiake Beach.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      thank Brian Mooney for his deputation.

 

 

 

8.2       Deputation: Betsy Kettle - Hibiscus Coast Zero Waste

Te take mō te pūrongo

Purpose of the report

1.       Betsy Kettle has requested a deputation to discuss Hibiscus Coast Zero Waste.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      thank Betsy Kettle for her deputation.

 

Attachments

a          15 October 2020 - Hibiscus and Bays Local Board, Deputation: Hibiscus Coast Zero Waste - presentation.................................................... 95

 

 

9          Public Forum

 

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

 

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

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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


Hibiscus and Bays Local Board

15 October 2020

 

 

Auckland Transport Update to the Hibiscus and Bays Local Board October 2020

File No.: CP2020/15085

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an update on Auckland Transport activities in the Hibiscus and Bays Local Board area.

Whakarāpopototanga matua

Executive summary

2.       This report covers:

·    Responses to Local Board resolutions

·    a summary of Auckland Transport projects and operations in the local board area

·    a summary of the local board’s Transport Capital and Community Safety Funds

·    a summary of the consultations and general information items sent to the local board.

 

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      receive the Auckland Transport update October 2020.

 

 

Horopaki

Context

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

4.       This report updates the Hibiscus and Bays Local Board on Auckland Transport projects and operations in the Hibiscus and Bays Local Board area, it summarises consultations and Traffic Control Committee decisions, and includes information on the status of the Local Board Transport Capital Fund (LBTCF) and Community Safety Fund (CSF).

5.       The LBTCF is a capital budget provided to all local boards by the Governing Body and delivered by Auckland Transport. Local boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of Auckland Transport’s work programme.

6.       The CSF is a capital budget established by Auckland Transport for use by local boards to fund local road safety initiatives. The purpose of this fund is to allow elected members to address long-standing local road safety issues that are not regional priorities and are therefore not being addressed by the Auckland Transport programme.

Tātaritanga me ngā tohutohu

Analysis and advice

Response to resolutions

7.       In response to resolution number HB/2020/100 of the Hibiscus and Bays Local Board:

request the opportunity to address the Auckland Transport Board on the need for the Glenvar Road Realignment Project to proceed with urgency in 2020/2021 year

8.       The Chairperson of AT has been notified of the request and has elected to deal with the matter herself directly in consultation with the Chairperson of the Hibiscus and Bays Local Board.

Auckland Transport projects and operations in the local board area

9.       The table below has a general summary of projects and activities of interest to the local board with their current status. Please note that all timings are indicative and are subject to change:

Item

Update

301 Beach Road, Campbells Bay - Pedestrian Improvements

Project is in detailed design.

522 Beach Road, Murrays Bay - Broken Yellow Lines

Project is in detailed design.

Anzac Road, Browns Bay – Pedestrian Improvements

Project is in detailed design.

Beach Road and Bute Road, Browns Bay – Roundabout upgrade

Project is currently in detailed design stage.

Progress on this project is on hold until available budgets are confirmed for 2020/2021.

Central Boulevard and Milner Avenue, Silverdale - Parking Time Restrictions

Construction is complete and our compliance team is enforcing the restrictions.

Glenvar Road and East Coast Road project - footpath and intersection upgrades, transition lanes, cycle facility upgrades, and safety measures.

The Single Stage Business Case is still being reviewed, and it is being taken through necessary committees for approval.

$500,000 from the ‘Pipeline’ fund has been set aside to start detailed design in 2021, if the Business Case is approved.

Funding for the project will need to be confirmed in the 2021-2031 Regional Land Transport Plan in June 2021.

Hibiscus Coast bus station

COVID-19 related delays have been minimised and the construction programme is on-track for January 2021 completion.

Current works on the waiting halls and walkway enclosing will continue through to November. Building fit out and retail installation will then progress through to January.

The additional 90-space carpark will become operational when the station building opens.

The above completion dates are subject to any further COVID-19 alert level changes.

Hibiscus Coast Highway – Footpath Project between Noel Avenue and Puriri Avenue

External consultation completed and currently in close-out phase.

Progress on this project is on hold until available budgets are confirmed for 2020/2021.

Hibiscus Coast Highway – Footpath Project between Silverdale Street and Millwater Parkway/Hibiscus Coast Highway Intersection

The two separate projects (Batch B and Batch C) are being re-designed together by the consultant.

Progress on this project is on hold until available budgets are confirmed for 2020/2021.

Orewa Town Centre Safety Improvements

Construction is underway.

Ramsgate Terrace – Proposed bus lanes and pedestrian improvements

Public consultation is underway. Following feedback from the local board the project team will:

·    Reschedule the drop-in session when COVID restrictions drop to level 1.

·    The public feedback period will remain open until the revised drop-in session is held.

·    All submitters and the original mail drop catchment will be notified of this. The project webpage has been updated.

·    They will all be re-notified once a new date is set for the drop-in session.

Whangaparaoa Road, Tower Hill and Main Street – Intersection Improvements

Public consultation was undertaken from the 7 September to the 21 September 2020. This feedback is now being evaluated.

 

Local Board Transport Capital Fund

10.     Auckland Transport has updated the local board on the effect of the Auckland Council Emergency Budget allocation to the Local Board Transport Capital Fund (LBTCF) and the budget now available in 2020/2021.

11.    The new allocation for the financial year 2020/2021 for the Hibiscus and Bays Local Board is $305,105.

12.     Auckland Transport is in ongoing discussions with the local board about allocation of the funding.

Community Safety Fund Projects Update

13.     The Community Safety Fund is funded from AT’s safety budget and is dependent on the level of funding AT receives from Auckland Council. This level of funding has been constrained through the Emergency Budget process.

14.     Safety projects will be prioritized according to death and serious injury (DSI) data and therefore local board community safety projects will continue with planning and design but will not be delivered in the 2020/2021 financial year.


 

15.     The below table has an update on the projects in the Community Safety Fund:

Name

Project Description

Update

20 Ramsgate Terrace, Mairangi Bay

 

Upgrade existing speed table to a raised zebra crossing. Crossing may need to be relocated depending on results of a pedestrian survey.

 

Following internal AT consultation, it was decided to redesign the speed table type from a Swedish to a standard 6m bus friendly table with kerb build outs.

The design will need to be reconsulted internally again before going external.

214 Hibiscus Coast Highway, Orewa –

 

Signalised crossing for both cyclists and pedestrians linking shared paths across Hibiscus Coast Highway

Project is in detailed design.

544 Hibiscus Coast Highway, Hatfield's Beach.

Access Improvements

Project is in detailed design.

Hatfields Beach

New gateway treatment on Hibiscus Coast Highway on either approach to Hatfields Beach. Also, installing a new pedestrian refuge with side islands.

Project is in detailed design.

Saddleback Rise pedestrian crossing

Upgrade existing speed table to a raised zebra crossing.

Consultation is complete and the project is on hold due to lack of budget.

 

Traffic Control Committee Decisions

16.    AT's resolution and approval process ensures the most appropriate controls and restrictions are put in place and can be legally enforced. The decisions made by AT’s Traffic Control Committee in the Hibiscus and Bays Local Board during September 2020 is as follows:


 

 


Street Name

Report Type

Nature of Restriction

Decision

Kenneth Hopper Place / Polkinghorne Drive

Permanent Traffic and Parking changes

 

No Stopping At All Times

 

Approved with Conditions

 

Centreway Road / Florence Avenue / Alice Avenue / Hibiscus Coast Highway / Marine View / George Lowe Place / Tenzing Lane / Moana Avenue / Bakehouse Lane / Keith Morris Lane / Tamariki Avenue / Cammish Lane / Moenui Avenue

Permanent Traffic and Parking changes

No Stopping At All Times / Give-Way Control / Stop Control / Pedestrian Crossing / Road Hump / Edge Line / Bus Stop / Shoulder Marking / Angle Parking / Flush Median / Traffic Island / Loading Zone / Footpath / Roundabout / Road Markings For Speed Management / Cycle Lane / Lanes / Lane Arrow Marking

Noted

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

17.     Auckland Transport engages closely with council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, the Auckland Climate Action Plan and council’s priorities.

18.     Auckland Transport’s core role is in providing attractive alternatives to private vehicle travel, reducing the carbon footprint of its own operations and, to the extent feasible, that of the contracted public transport network.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19.     The impact of information (or decisions) in this report is confined to Auckland Transport and does not impact on other parts of the council group.

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

Local impacts and local board views

20.     Auckland Transport regularly corresponds with the local board on matters of interest in their area. This is for the local boards information and to provide an opportunity for the local board to provide feedback.

21.     A workshop was held with the local board on the 10 September 2020 to update the Hibiscus and Bays Local Board on Auckland Transports current work programme.

Information items sent to the local board:

22.     Please see below for a summary of items sent to the local board for their information or feedback:


 

 

Item

Date sent to Local Board

FYI: 106 Saddleback Rise, Murrays Bay - Raised zebra crossing

3/9/2020

FYI: Bus Stops Consultation on Laurence Street

7/9/2020

FYI: Beach Road, Campbells Bay - Pedestrian Improvements

14/09/2020

FYI: January 2021 bus and ferry changes

15/09/2020

FYI: Ladies Mile and Whangaparaoa Road - Bus Stop Improvements

18/09/2020

FYI: 544 Hibiscus Coast Highway, Hatfields Beach - Access improvements for beach

21/09/2020

FYI: Long Street, Torbay - Broken yellow lines

21/09/2020

FYI: Supporting Growth Programme update for Hibiscus & Bays Local Boards

24/09/2020

Update: Orewa Speed Management Project

25/09/2020

 

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25.     In response to Auckland Council’s emergency budget Auckland Transport’s capital and operating budgets have been reduced. Some projects we had planned for 2020/2021 may not be able to be delivered and we expect this will be disappointing to communities that we had already engaged with.

26.     Both the CSF and the LBTCF are impacted by these budget reductions. 

27.     Auckland Transport will mitigate this risk by clearly communicating with the local board on the outcomes and new funding levels so that the local board may make the best use of their available funds.

Ngā koringa ā-muri

Next steps

28.     Auckland Transport will provide another update report to the local board next month.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Ben Halliwell – Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon – Relationship Manager, Auckland Transport

Lesley Jenkins – Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

36 Hibiscus Coast Highway Service Assessment

File No.: CP2020/08082

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the 36 Hibiscus Coast Highway Service Assessment (Attachment A), for use as a guide for development of the site.

Whakarāpopototanga matua

Executive summary

2.       The initial service assessment (Attachment A) has been commissioned by the Auckland Council Parks and Places Team to respond to the local board’s direction to complete a service assessment for 36 Hibiscus Coast Highway, to identify open space service outcomes and provision requirements.

3.       The Community Parks and Places Team recommends the Hibiscus and Bays Local Board adopt the 36 Hibiscus Coast Highway Service Assessment to inform the future development of the public open space on the site.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      adopt the 36 Hibiscus Coast Highway Service Assessment (Attachment A), for use as a guide for development of the site.

 

Horopaki

Context

4.       The 36 Hibiscus Coast Highway site in Silverdale is approximately 11,000 m2 in area and is framed by the Wēiti stream, the Hibiscus Coast Highway, and patches of native and exotic vegetation. Land cover on-site consists of native riparian restoration planting, grassed open space, stands of kauri trees alongside exotic trees and shrubs.

5.       The site adjoins the Silverdale Village and has been identified in the Silverdale Centre Plan 2015 (Attachment B) as `a Council owned strategically located piece of undeveloped land that can readily add to the open space network in Silverdale.’

Tātaritanga me ngā tohutohu

Analysis and advice

6.       The initial cost estimate to develop a concept plan in partnership with mana whenua that includes community engagement, which would enable accurate cost estimates for construction and allow for regulatory consent applications, is between $165,000 and $280,000.

7.       Four key moves are identified by the service assessment. Key moves are made up of a number of distinct pieces of work that, once complete, will result in a measurable change to the site. Each key move is a step toward delivering on the goal of a quality public open space at 36 Hibiscus Coast Highway.

8.       Key Move 1 _ Mana Whenua Engagement

Timeframe - year one

·    Strengthening of relationships between the local board and mana whenua through the exploration of site-based opportunities for expression of mana whenua narratives

·    Development of a wayfinding and signage strategy that incorporates mana whenua narratives

Engagement with mana whenua and mataawaka is always important and the 36 Hibiscus Coast Highway site represents an opportunity for the Hibiscus and Bays Local Board to take a partnership approach to the development of what will be a new local park.

As well as exploring the opportunity for strengthened relationships there are two detailed investigations recommended:

·    Cultural Values Assessment

·    Mana Whenua Engagement

Estimated Costs:

·    Investigations $5,000-10,000

·    Iwi Engagement $5,000-10,000

·    Design $10,000-$20,000

9.       Key Move 2 _ Ecological Restoration

Timeframe - years one and two

·    Protection of kauri through the development of a management strategy for kauri die-back with fencing of exclusion zones

·    Clearance of noxious weed species

·    Ecological restoration and habitat creation through the planting of native species on steep slopes

·    Increased stream habitat through ongoing maintenance of riparian margin planting

Recommended detailed investigation:

·    Kauri Die-Back Management Strategy

·    Arboricultural Assessment

·    Ecological Assessment

·    Contaminated Land Assessment

Estimated Costs:

·    Investigations $10,000-20,000

·    Ecological Restoration Plans $10,000-20,000

10.     It is recommended that Key Moves 3 and 4 are undertaken together and would represent a commitment to further investment in 36 Hibiscus Coast Highway. The result would be a comprehensive concept plan that would provide sufficient detail for accurate cost estimates for construction and allow for resource consent applications to be prepared.


 

11.     Key Move 3 _ Connections and Access

Timeframe - Years two and three

·    Improved access through new pedestrian connection to the site via a bridge over the Weiti Stream

·    Improved neighbourhood pedestrian and cycle connectivity via a new pedestrian connection through the site linking the existing path adjacent the Weiti Stream with the future Curley Ave road extension.

·    Improved connection to the village centre and potential future esplanade walkway via a bridge and steps

Access to the site and connections with Silverdale Village as well as the Silverdale Town Centre to the east and the Silverdale War Memorial Park to the west is vital to the success of the initiative to activate 36 Hibiscus Coast Highway. Due to the topography and aspect of the site, they will be challenging and require the most investment.

12.     Key Move 4 _ Site Activation

Timeframe - Years two and three

Improved safety through the maintenance of clear sightlines along paths by the planting of low ground-cover native species

·    Increased awareness of the reserve through roadside and entrance signage

·    Improved engagement with the stream through the addition of a stream edge viewing platform

·    Increased park amenity through the addition of park facilities (furniture, play equipment etc.)

13.     Further investigations required as part of Key Moves 3 and 4:

·    Topographical Survey

·    Geotechnical Investigations

·    Iwi Cultural Impact Assessment

·    Ecological Impact Assessment

·    Engineering Assessment and Report

·    Community and Stakeholder Engagement

·    Crime Prevention Through Environmental Design Report

·    Wayfinding and Signage Strategy

14.     Estimated costs for Key Moves 3 and 4:

·    Investigations $50,000-75,000

·    Consultation + Engagement $25,000-50,000

·    Design $50,000-75,000

 


 

Tauākī whakaaweawe āhuarangi

Climate impact statement

15.     The initiative proposes environmental restoration that will have long term positive effects on the Silverdale area’s resilience to climate change.

·    Protection of kauri through the development of a management strategy for kauri die-back with fencing of exclusion zones.

·    Clearance of noxious weed species.

·    Ecological restoration and habitat creation through planting of native species on steep slopes.

·    Increased stream habitat through ongoing maintenance of riparian margin planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16.     When the initiative progresses into detailed investigation, further engagement with the Auckland Council Infrastructure and Environmental Services Department and Auckland Transport will be required.

17.     Panuku Auckland has previously put the site forward for disposal, which was not supported by the Hibiscus and Bays Local Board.

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

Local impacts and local board views

18.     The local board has previously advocated for retaining this site when it was considered for disposal by Auckland Council.

19.     A key finding in the adopted Silverdale Centre Plan was the potential to create a centralised public open space at 36 Hibiscus Coast Highway. The site holds the capacity to link into the existing walking and cycling infrastructure, the Silverdale Village, and enhance the ecological surroundings in and alongside the Wēiti River and stream.

Tauākī whakaaweawe Māori

20.     The development of 36 Hibiscus Coast Highway has been identified as an opportunity for the Hibiscus and Bays Local Board to partner with mana whenua and mataawaka. Partnering with mana whenua and mataawaka at the beginning of an initiative is considered key to developing narratives and exploring opportunities to develop Ngā Pūtake (design drivers) appropriate for the whenua.

21.     The work undertaken has been designed to enable meaningful engagement with Iwi by outlining the potential project and how it will deliver on the outcomes identified in the Local Board Plan and give effect to the aspirations in the Silverdale Centre Plan. The intention is to provide enough information for Iwi to efficiently provide input into the direction of the project before the design process begins.

22.     If the initiative is prioritised by the local board then direction will be sought from mana whenua on how they would like to be involved.


 

Ngā ritenga ā-pūtea

Financial implications

23.     The service outcomes process undertaken for 36 Hibiscus Coast Highway is used as a tool to understand how funds may be allocated in the future. Should any projects be initiated in response to these service outcomes, funding will need to be allocated as part of a future Community Facilities work programme for investigation and design.

24.     For the development of 36 Hibiscus Coast Highway to progress, Capex funding for further investigation, as part of a future work programme, will need to be identified and prioritised by the local board.

25.     Mana whenua engagement and cultural values assessment, an ecological restoration plan and volunteer activation could be initiated through allocations of Opex funding.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26.     There is an inherent risk in allocating funding to investigation and design to initiate a project when there is no capital funding identified to deliver the physical work components.

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

28.     The service assessment has identified a range of more detailed investigations that will minimise the level of uncertainty relating to the cost of physical construction on the site, and ensure that any assets created are resilient to natural processes.

29.     Any further investment in the site will be made through the Community Facilites Work Programme. The work programme development process is designed to ensure the local board receive quality advice to inform financial decision making.

Ngā koringa ā-muri

Next steps

30.     If the project is considered a priority by the local board, the service assessment can be used to inform the Community Facilities Work Programme. The Hibiscus and Bays Local Board will need to approve funding to develop a detailed concept plan and progress the further investigations that are recommended.

31.     If the project is not prioritised by the local board to receive further funding at this time, Key Moves one and two may be able to progress without significant investment. This could begin with early engagement with mana whenua seeking a partnership to develop narratives that will inform future work. Options to incorporate the site within the volunteer programme can also be investigated.

 


 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

36 Hibiscus Coast Highway Service Assessment (Under Separate Cover)

 

b

Silverdale Centre Plan (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Jeff Lyford - Parks Advisor

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Lesley Jenkins – Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

Freyberg Park, Browns Bay - new public toilets and changing rooms concept design approval

File No.: CP2020/13978

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval for the location, preliminary concept design and construction of the new public toilets and changing rooms at Freyberg Park, Browns Bay.

Whakarāpopototanga matua

Executive summary

2.       In October 2019 the existing clubrooms, toilets and changing rooms were demolished at Freyberg Park, Browns Bay.

3.       In the Hibiscus and Bays Local Board financial year 2020/2021 Community Facilities work programme, the Hibiscus and Bays Local Board approved (resolution HB/2020/101) a project for a new building for toilets and changing rooms at Freyberg Park, Browns Bay.

4.       The site location and the preliminary concept design of the replacement public toilets and changing rooms has now been completed (Attachment A).

5.       It is recommended that the location for the new toilet and changing rooms is centrally positioned in the park next to the car park, this site is referred to as Option 2 in the Site Options Report (Attachment B). This site has been selected because it is:

·    Most centrally located

·    Can most easily accommodate future clubroom facilities

·    Lower risk of flooding

·    Least likely to be an annoyance to residential neighbours

·    Provides the best opportunity for 360-degree surveillance

·    Can be connected to existing public services

6.       The preliminary concept design consists of a 125m2 building constructed of precast concrete panels with a coloured steel roof. It includes five toilets, two changing rooms and a storage room. There is a small seating embankment in front of the building for spectators.

7.       Feedback has been received from a wide range of park users and other council departments, and that feedback has been considered in the development of the preliminary concept design.

8.       The preliminary concept design does not include clubrooms. The East Coast Bays Rugby League Club is progressing the scope and design of the clubrooms separately. However, there is a close working relationship between both the council and the rugby league club on the planning and design of both the public toilets and the clubrooms.

9.       The initial cost estimate for the new toilets and changing rooms is $1,700,000 which includes all construction and professional services costs. This cost is comparable with other reserve development projects within the city of a similar scale, based on size and complexity.

10.     The next steps for the project are to progress to detailed design and obtain all necessary building and resource consents. The anticipated date to commence construction is September 2021. This is however subject to budget being approved by the local board in the Community Facilities financial year 2021/2022 work programme.

11.     In the Hibiscus and Bays Local Board 2020/2021 Community Facilities work programme, the local board approved (resolution HB/2020/101) a project to rebuild parks infrastructure and allocated Asset Base Services Capex renewals funding across financial years 2021–2024.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      approve the new public toilets and changing rooms being constructed at Freyberg Park at site 2 of the Site Options Report

b)      approve the Freyberg Park – Public Toilets and Changing Rooms Preliminary Concept Design

c)      approve the construction of the Freyberg Park, Browns Bay – Public Toilets and Changing Rooms in financial year 2021-2022, subject to funding being available in the financial year 2021/2022 Community Facilities work programme.

 

Horopaki

Context

Background

 

12.     In October 2019, the Auckland Council owned East Coast Bays Rugby League Club (ECBRLC) toilets, changing rooms and clubrooms were demolished as the building had been condemned. The Club had relinquished its lease over the building in September 2019.

13.     The ECBRLC are currently operating out of temporary toilets and changing rooms that were installed in September 2019.

14.     In September 2019, the local board were provided with an update on the project and were presented with the Site Options Report - Freyberg Park Public Toilets and Changing Rooms (Attachment B).

15.     In the Hibiscus and Bays Local Board 2020/2021 Community Facilities work programme, the local board approved (resolution HB/2020/101) a project to rebuild parks infrastructure and allocated Asset Base Services Capex renewals funding across financial years 2021 – 2024.

16.     In March 2020, the ECBRLC and Auckland Council Parks, Sport and Recreation staff presented the ECBRLC Community Clubrooms Feasibility Study to the local board at a community forum. The study undertook a needs assessment and considered the feasibility of establishing a community hub and clubrooms at Freyberg Park. It also identified a potential way forward for addressing the recognised need.

17.     The two projects (construction of public toilets and changing rooms and construction of community clubrooms) are standalone projects being delivered by different entities. However, there is a close working relationship between both the council and the club on the planning and design of both buildings.

Tātaritanga me ngā tohutohu

Analysis and advice

Site Selection

18.     Tse Architects were engaged by Auckland Council to investigate site location options for new public changing rooms and public toilets on Freyberg Park. As part of the project scope they were also asked to consider clubrooms and additional changing rooms for the rugby league club at various locations.

19.     Three options were presented as part of the site location assessment and are shown in Figure 1 below. The advantages and disadvantages of each site have been summarised in the table below.

 

Figure 1: Site options for building location

 


 

Table 1: Advantages and disadvantages of each site

Site

Summary of advantages and disadvantages

Site 1

·    Is the easiest to connect to existing inground services

·    Worst regarding convenience of location, possible adverse effects to neighboring properties, poor sunlight and Crime Prevention Through Environmental Design (CPTED)

·    This is the only site that is fully within the area shown as being prone to flooding. This alone would make this a difficult site to successfully develop

·    This site is therefore considered to be the worst option for selection

Site 2

·    Will require the longest run of new underground services, but is still easily connected to the existing site infrastructure

·    Site 2 is rated best in terms of convenience of location, adverse effects to neighbours, micro-climate and CPTED

·    There is also more space in this location than is available at Site 3 for construction of clubrooms and additional changing rooms if required

·    Ability to maximise the usage of the existing carpark

Site 3

·    Is ranked in second place in all aspects

·    The available site area is less than potentially can be made available at Site 2

·    Development on this site will also have to take into consideration the proximity of mature trees

20.     These three site options were presented to the local board at a workshop in September 2019. There was unanimous support to proceed with the recommended site 2 which is to centrally locate the building in the park next to the car park. This location was also the preferred site of the ECBRLC. 

Preliminary design

21.     Tse Architects were engaged by Auckland Council to prepare preliminary concept designs for new public changing rooms and public toilets on Freyberg Park.

22.     The preliminary concept design consists of a 125m2 building constructed of precast concrete panels with a coloured steel roof. The finished floor level sits above the flood plain and building users will step down onto the playing fields.

23.     Some of the main design features of the building include:

·    toilets and changing rooms that are accessed from the car park and there are no internal corridors connecting the spaces

·    three public toilets (one accessible) that can be accessed when the park is open and a further two toilets that are accessed through the changing rooms

·    two changing rooms that can cater for up to 20 players in each, with bench seating and hooks

·    two shower rooms attached to the changing rooms, with three showers in each. The hot water is supplied through gas

·    a separate storeroom for sporting equipment and a service duct that is used to service the showers and toilets

·    a small seating embankment in front of the building for spectators.

24.     Any future clubrooms and additional changing rooms that ECBRLC wish to construct can be located adjacent to the public toilet and changing rooms as per the overall site plan, (Attachment A).

25.     The concept design was circulated to all stakeholders including:

·    East Coast Bays Rugby League Club

·    Browns Bay Bowling Club

·    East Coast Bays Tag

·    North Harbour Sea Hawks Tag

·    Auckland Cricket

·    North Harbour Rugby

·    Auckland League

·    Browns Bay Racquets Club

·    East Coast Bays Cricket Club

·    East Coast Bays Football Club

·    East Coast Bay Rugby Club

26.     Feedback received from user groups has generally been positive and requests such as adding a storage room and increasing the changing room size to 20 players have been accommodated.

27.     Other feedback that has been received includes installing individual lockers for each player, shower cubicles and a bigger grandstand. These items are not recommended by council staff, as they are over and above the existing service levels, as well as being prone to vandalism.

28.     Flood assessment and geotechnical investigation works have been completed in order to establish the buildings finished floor level (FFL). Assessment of soil contaminants also formed part of this investigation.

29.     High level cost estimates have also been prepared that are summarized in the financial implications section below.

30.     Crime Prevention Through Environmental Design (CPTED) and safety in design principles have been applied in the design and location of the new facility.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31.     Freyberg Park is prone to flooding. This may become more frequent as a result of climate change. The finished floor level of the proposed toilet and changing room takes the climate change predictions into account and has been elevated to a level that sits above the height of the projected flood plain.

32.     Minimal greenhouse gas (GHG) emissions are envisaged during the investigation and design phase. Future carbon emission impacts will be identified as part of investigation and design to meet council’s carbon-neutral growth commitments.

33.     Project management and decision making will consider asset whole-of-life impacts to optimise passive and renewable design options (e.g. sunlight and heat sinks, water retention methods) including solar and/or living roof design options.

34.     An increase in carbon emissions from construction, including contractor emissions is anticipated. GHG emissions will be reduced through the sourcing of low-carbon material options, and the use of products with environmental declarations for embodied carbon reductions.

35.     The location of the asset has considered the exposure to climate change hazards (sea level rise, rainfall, coastal inundation and flooding (flood plains), drought, heat island effect).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36.     Community Facilities staff have consulted widely with other departments within Auckland Council. Feedback from council’s Parks, Sports and Recreation specialists and Facilities Managers has been incorporated into the preliminary concept design.

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

Local impacts and local board views

Links to strategies, policies and plans

37.     The construction of the changing rooms and toilets at Freyberg Park will contribute to achieving three community and sporting related targets, such as:

·    to promote individual and community wellbeing through participation and excellence in recreation and sport

·    to plan, deliver and maintain quality infrastructure to make Auckland liveable and resilient.

38.     The project aligns with the following Hibiscus and Bays Local Board Plan 2017 Objectives and Key Initiatives:

Objective

Key Initiative

Protect, maintain and improve access and amenity for activities on our coastlines, parks and reserves

Improve parks and coastal facilities so they are adaptable for a range of activities, e.g. all-ability playgrounds, events, toilets, drinking water fountains, shade, barbeques, lighting, bicycle racks, sports, and passive and family-friendly use

Partner with other organisations to develop sport and recreation infrastructure

Support the development of multi-sport and recreation projects, e.g. Freyberg Park in Browns Bay and Metro Park East in Silverdale

Communities in our area are empowered to plan for their future

Work with our partners to ensure that activities in our community facilities meet the needs of our residents

Tauākī whakaaweawe Māori

Māori impact statement

39.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the 2018-2028 Long-term Plan, the Unitary Plan and Local Board Plans.

40.     Engagement with mana whenua on this project has been undertaken as part of the consultation process and the Te Aranga Māori Design Principles have been applied.

41.     Preliminary concept designs were circulated to iwi in August 2020. Feedback was received from Ngāti Manuhiri, Ngati Whatua Orakei, Te Kawerau a Maki, and Ngā Maunga Whakahii o Kaipara indicating their support for the project and the concept design.

Ngā ritenga ā-pūtea

Financial implications

42.     A high-level indicative cost estimate of the preliminary concept design has been completed. The construction cost estimate is $1,540,000 for the proposed scope of work. This does not include professional services fees which are estimated to be $160,000. The total project costs are estimated to be $1,700,000

43.     This cost is comparable with other reserve development projects within the city of a similar scale, based on the size and complexity.

44.     The Community Facilities work programme currently has the following budgets set across the next four financial years:

Financial Year

Budget

2021

$165,000

2022

$200,000

2023

$500,000

2024

$375,786

Total

$1,240,786

45.     There is currently enough funding to complete the detailed design and tender documents, however, additional renewals budget will need to be approved in the Community Facilities work programmes for financial years 2021/2022, 2022/2023 and 2023/2024 to cover the construction costs, as there is a $460,000 budget shortfall.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46.     There are no specific implementation risks anticipated based on the preliminary design, although typical implementation issues are likely to include:

·        securing building and resource consent

·        managing impacts of construction works, including noise, construction traffic and other impacts on other park users and adjacent residents

·        managing short term loss of car park and possibly sports field areas for both sport and events during construction works.

47.     The final funding will need to be approved by the Hibiscus and Bays Local Board in the financial year 2021/2022 Community Facilities work programme which will enable the entire project to be completed in financial year 2022.

48.     If the funding is not approved, the required level of service for Freyberg Park will not be met and provision of a temporary toilet and changeroom would need to be investigated.

Ngā koringa ā-muri

Next steps

49.     Subsequent to the approval of the location, preliminary concept design and construction by the local board, detailed design, resource and building consents will be progressed in 2020.

50.     Staff will continue to work with stakeholders through the detailed design process.

51.     It is anticipated that construction work would commence in September 2021 at the earliest.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Freyberg Preliminary Design (Under Separate Cover)

 

b

Freyberg Park Toilets Changing Rooms Site Options (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Mahesh Dharmaratne – Project Manager, Community Facilities

Authorisers

Rod Sheridan - General Manager Community Facilities

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

Centennial Park, Campbell's Bay - Detailed Design

File No.: CP2020/14539

 

  

 

Te take mō te pūrongo

Purpose of the report

       1.            To seek approval of the detailed design of paths and safety fencing within Centennial Park, and the allocation of $20,000 additional funding from the Hibiscus and Bays Local Board - Locally Driven Initiatives (LDI) capital expenditure (capex) budget towards the project.

Whakarāpopototanga matua

Executive summary

2.       The Hibiscus and Bays Local Board resolved in May 2019 (HB/2019/62) to design and construct a perimeter walkway and safety fencing around part of Centennial Park, Campbell’s Bay, adjacent to the golf course.

3.       Detailed design of the path and safety fencing has been completed.

4.       Engagement with the property owners adjacent to the walkway route, representatives from the Pupuke Golf Club and the Centennial Park Bush Society occurred as part of the concept design process.

5.       The path and safety fencing project has been tendered and the construction costs currently exceed the allocated budget. No contracts have been executed at this time.

6.       It is recommended that additional budget of $20,000 is allocated to the Centennial Park Path project from the Locally Driven Initiatives capex budget.

7.       In order to stay within the work programme budget envelope for the FY2020/2021 financial year, the additional budget required is proposed to be allocated from budget that will be unspent in financial year 2020/2021 on another LDI capex funded project in the programme, Hibiscus and Bays – Deliver Centre Plan improvements (SharePoint ID - 2173, specifically the Inverness Road Shared Space trial. This budget will then be returned to the Centre Plan project in the development of the financial year 2021/2022 work programme.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)        approve the construction of the Centennial Park path and safety fencing as per the Auckland Council Centennial Park Walkway and Fence Civil Engineering Drawings (Attachment A)

b)        approve the allocation of an additional $20,000 from the Locally Driven Initiatives capital expenditure budget towards the Centennial Park path and safety fencing project

c)        approve the delivery of the path and safety fencing project in financial year 2020/2021 as part of the Risk Adjusted Programme.

 

Horopaki

Context

8.       The Hibiscus and Bays Greenways Plan was published in 2016 after significant consultation with the wider community. In 2017, the local board prioritised seven specific greenway routes identified within the Greenways Plan for further investigation.

9.       The Centennial Park greenway was originally approved as a perimeter path providing a safe recreational and commuter route around part of the Pupuke Golf Club. The path was divided into six distinct subsections.

10.     At the October 2018 local board business meeting, four sections were approved to progress to design and construction (subsections two, three, four and six) and one to design and consenting only (subsection one) (Resolution HB/2018/166).

11.     The Hibiscus and Bays Local Board indicated at a workshop in April 2019, as a result of community feedback, that they no longer supported Resolution HB/2018/166.

12.     The design, consenting and construction of only one section, subsection six, was identified as important for safety reasons, and the local board resolved to progress with subsection six as a priority in May 2019 (Resolution number HB/2019/62).

Tātaritanga me ngā tohutohu

Analysis and advice

13.     The new proposed walkway is 145m in length and constructed of concrete, connecting two existing pathways. The width of the path ranges between 1.2m - 3.5m wide. The concrete will have a broom finish. New drains are being installed on either side of the pathway to capture stormwater runoff as per Attachment A.

14.     There is 55m of galvanized fencing at 2.4m high being installed to protect people using the path from the golf course.

15.     As well as the installation of the new path there are three areas of the existing concrete path that are being upgraded.

16.     As part of the community engagement process, feedback was received on aspects of the design. This included drainage, materials, the location and extent of the safety fencing, health and safety aspects and minor improvements and upgrades of existing sections of the walkway.

17.     The final design has been well received from most stakeholders. However, the Centennial Park Bush Society are concerned with the volume and area of concrete proposed. They believe there is no need for this degree of impervious surface in a catchment already under significant stress from erosion. They propose a hoggin aggregate - compacted MAP20 surface for the majority of the path.

18.     Council staff and designers have considered this feedback, however, believe that concrete is the most appropriate option for the following reasons:

·        Well compacted aggregate surfacing and concrete are both considered to be impermeable surfaces as water runs over them and will not soak through. Due to this, any stormwater in the area will be better directed to the drains over a concrete surfaced path compared with an aggregate surfaced track – especially at the 3m wide section of track

·        Hoggin aggregate has the potential to migrate onto the grass golf course area due to mowing and maintenance of the grass adjacent to the path

·        The existing path from Park Rise cul-de-sac up to adjacent to 100B Park Rise is a concrete surfaced path

·        The new design ties into this existing asset and we recommend matching the existing surfacing

·        The 3m wide section of path between green 10 and tee 11 is to allow for the parking, turning, and maneuvering of golf carts. Maneuvering on an aggregate path would likely damage the surface whereas concrete is a much harder wearing solution

·        Concrete paths have lower ongoing maintenance costs and general maintenance is easier

·        Concrete paths have greater longevity and will last in excess of 50 years with only minor maintenance requirements

·        A concrete mowing strip is required along the fence line for maintenance. Tying the concrete path into the mowing strip will give a higher quality finish and continuity compared to having an aggregate surfaced path.

19.     Centennial Park Bush Society have also provided feedback that the fence is utilitarian and ugly and suggest alternative materials should be investigated. They have also suggested the fence be planted with Tecomanthe speciosa, a native evergreen climber which will eventually cover the top of this fence.

20.     Council staff have reviewed this feedback and do not support Tecomanthe speciose as an appropriate species for this location as it does not meet the crime prevention through environmental design (CPTED) criteria. Being able to see through the fence is important as it allows for passive surveillance of the area. Native grasses positioned at 600mm intervals, along the base of the fence, are recommended. Galvanised chain-link mesh has been selected for the fencing as it is a cost effective, durable product that allows for passive surveillance.

21.     The original budget allocated to the project was based on a concept design. Through the detailed design phase, the fence design and footing details were refined and three small sections of the existing path were identified by Centennial Park Bush Society as needing upgrading.  These factors have all contributed to the increase of the construction costs.

22.     Options for providing cost savings are limited as they may compromise the design, safety and durability of the walkway.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23.     The Community Facilities department at Auckland Council are committed to the regional sustainability targets of Te-Taruke-A-Tawhiri-Auckland's Climate Plan.

24.     The upgrade of paths and the installation of safety fencing within Centennial Park are not expected to have an adverse effect on the local environment. There are existing paths in this location and the concrete surface will produce marginally more storm water runoff compared to the existing gravel paths.

25.     Stormwater is being captured and dispersed through a rip rap channel to slow the flow of water before it enters an existing overland flow path through Centennial Bush Reserve.  A hoggin surface will still produce surface stormwater that will need to be directed to the overland flow path.

26.     Whilst staff acknowledge the embodied carbon (CO2 emitted in producing material) of concrete is higher than hoggin aggregate, in this situation, for the reasons explained earlier in the report concrete is the recommended material.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27.     Consultation with Auckland Transport was undertaken in the preparation of the feasibility study reports for the perimeter greenway around the Pupuke Golf Course at Centennial Park. As the location of subsection six is within the Pupuke Golf Club lease area, further consultation was not required with Auckland Transport.

28.     Community Facilities operations staff have been consulted with and they are supportive of a concrete path for durability and reduced ongoing maintenance.

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

Local impacts and local board views

29.     Local board members indicated support for the scope of this project at the April 2019 workshop.

30.     Engagement with the property owners adjacent to the walkway route, representatives from the Pupuke Golf Club and the Centennial Park Bush Society occurred as part of the concept design process. Feedback from the community has been incorporated into the final design, with the aim of providing a solution that best reflects the desires of the whole community.

31.     The proposed works within Centennial Park are anticipated to improve safety for the local community and provide an improved level of service.

Links to the local board plan

32.     The project aligns with the following Hibiscus and Bays Local Board Plan 2017 outcomes and objectives.

 

Outcome

Objective

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

Protect, maintain and improve access and amenity for activities on our coastlines, parks and reserves

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

Communities in our area are empowered to plan for their future

A protected and enhanced environment

Continue to work with the community, volunteer groups, schools, iwi and businesses to protect and enhance the environment.

 

Tauākī whakaaweawe Māori

Māori impact statement

33.     Engagement with mana whenua on the Hibiscus and Bays Greenways Local Paths Plan (2016) was undertaken as part of the consultation process. Greenways around the wider Centennial Park area were included within the Hibiscus and Bays Greenways Local Paths Plan.

Ngā ritenga ā-pūtea

Financial implications

34.     The total cost to deliver the project including design, construction and a 10% contingency is expected to be $152,000. This is $20,000 over the currently allocated budget.

35.     It is recommended that additional budget of $20,000 is allocated to the Centennial Park Path project from the Locally Driven Initiatives capital budget.

36.     In order to stay within the work programme budget envelope for the FY2020/2021 financial year. This funding is proposed to come from budget that will be unspent in financial year 2020/2021 on another LDI capex funded project in the programme - Hibiscus and Bays – Deliver Centre Plan improvements (SharePoint ID -2173).

37.     The Deliver Centre Plan Improvements project has a $20,000 budget in financial year 2020/2021 that was to be used as the local board’s contribution towards the Inverness Road shared space trial. An application was made to Waka Kotahi NZ Transport Agency for the remainder of the funding, however, this application was not successful, so this $20,000 is available to be allocated to the Centennial Park path and safety fencing project.  It is the intention to recommence the centre plan improvement project again in financial year 2021/2022 and work in conjunction with Auckland Transport on gateway projects.

38.     The $20,000 budget will be returned to the Centre Plan project in the development of the financial year 2021/2022 work programme.

 

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

39.     Construction of the project will be delayed if the design or allocation of additional funding is not supported by the local board. There is a risk that delaying the construction may result in an escalation in construction costs.

40.     Engagement with the community has been undertaken and there is an expectation that the project will be completed this financial year.

41.     There is a risk that the final design may not be supported by all stakeholders. The proposed plans have integrated feedback as much as possible and the final design reflects the majority of aspirations and views from the wider community and relevant stakeholders.

42.     There has been concerns from the Centennial Park Bush Society that the upgrade to the concrete pathway on the proposed plan is not required. Engineering input by Stellar Projects, who have completed the proposed design, have outlined various reasons for a concrete pathway versus an aggregate pathway, which have been summarised in the Analysis section of this report.

Ngā koringa ā-muri

Next steps

43.     Appoint contractor for the Centennial Park path and safety fencing project in October 2020 in order for construction to commence during Summer 2020/2021.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Centennial Park - Detailed Design (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Sandra May - Property Coordinator, Community Facilities

Authorisers

Rod Sheridan - General Manager Community Facilities

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

Request for temporary alcohol ban on Hibiscus Coast on 5 and 6 December 2020

File No.: CP2020/13822

 

  

 

Te take mō te purongo / Purpose of the report

1.       To seek a decision to adopt a temporary alcohol ban on the Hibiscus Coast on 5 and 6 December 2020.

Whakarāpopototanga matua / Executive summary

2.       To enable a decision on a request for a 48-hour temporary alcohol ban on Saturday 5 and Sunday 6 December 2020 on the Hibiscus Coast, staff assessed the request against legislative criteria and identified three options:

·     Option one: Status quo - existing evening alcohol bans apply

·     Option two: Priority areas - adopt a 48-hour temporary alcohol ban on 5 and 6 December 2020 on the beach and adjoining parks in Waiwera, Orewa, Red Beach, Stanmore Bay, Manly, Arkles Bay, and on Western Reserve and Victor Eaves Park

·     Option three: All areas - adopt a 48-hour temporary alcohol ban on 5 and 6 December 2020 on areas of the Hibiscus Coast requested in Attachment A with signage in priority areas.

3.       Staff recommend the Hibiscus and Bays Local Board adopt Option three: All areas. Taking this approach is most likely to prevent crime and disorder associated with Crate Day gatherings on the Hibiscus Coast.

4.       There is a minor reputational risk associated with Option three: All areas. This option could be perceived as a disproportionate response to the issue due to the number of areas covered by the proposed ban. This can be mitigated by public communication that the proposed ban reduces the high risk of displacement of the event around the local area and will most effectively prevent crime and disorder in a reasonable way.

5.       If the Hibiscus and Bays Local Board adopt a temporary alcohol ban staff will notify New Zealand Police of the decision. The local board will be responsible for funding the public notification and installation and removal of temporary signage. Police will be responsible for enforcement.

 

 

Ngā tūtohunga / Recommendation/s

That the Hibiscus and Bays Local Board:

a)      adopt a 48-hour temporary alcohol ban on Saturday 5 and Sunday 6 December 2020 on areas of the Hibiscus Coast identified in the overview map in Attachment A of the agenda report.

b)      allocate up to $5,000 plus GST for public notification and installation and removal of signage in priority areas for the temporary alcohol ban, because there is no event organiser to cover these costs.

Horopaki Context

Police request a temporary alcohol ban to prevent Crate Day problems on Hibiscus Coast

6.       The New Zealand Police (Police) have requested a 48-hour temporary alcohol ban (alcohol ban) for Saturday 5 and Sunday 6 December 2020 on the Hibiscus Coast (Attachment A). The request includes beaches and adjoining parks from Waiwera Beach to Arkles Bay, including Victor Eaves Park, Western Reserve and Centreway Reserve.

7.       The request seeks to prevent alcohol-related crime and disorder associated with Crate Day. Crate Day is unofficially celebrated around New Zealand as the first Saturday of summer in December. The event has been promoted by The Rock radio station since 2009 for people to gather outdoors, listen to music and “share a crate” of alcohol.

8.       Current alcohol bans on the Hibiscus Coast (Attachment B) apply:

·     from 10pm-7am during daylight savings on beach, park and certain surrounding streets alongside Orewa Beach, Victor Eaves Park, Western Park, Red Beach, Stanmore Bay, Manly, and Arkles Bay

·     24 hours, 7 days a week in Orewa Town Centre and associated beach and parks.

Alcohol bans prohibit alcohol, are adopted by local boards, and enforced by Police

9.       Alcohol bans prohibit the consumption or possession of alcohol in specified public places during specified times. The Hibiscus and Bays Local Board has authority to make alcohol bans under the Auckland Council Alcohol Control Bylaw 2014 (Bylaw) (GB/2014/121).

10.     A local board decision to adopt an alcohol ban must meet criteria in the Local Government Act 2002 and Bylaw (refer Table 1 and Attachment C).

11.     Police enforce alcohol bans using powers of search, seizure, arrest, and $250 infringement fees[1]. Police also have powers to address incidents of crime or disorder under the Summary Offences Act 1981 and Crimes Act 1961, whether or not alcohol is involved.

 

Tātaritanga me ngā tohutohu / Analysis and advice

Staff have assessed the request against legislative criteria for making alcohol bans

12.     Staff have assessed the information provided in the request against the legislative and bylaw criteria in Attachment C. Table 1 provides a summary of this assessment.

13.     Police provided evidence of a high level of crime and disorder on Crate Day at Manly Beach in 2015 and Stanmore Bay in 2016 caused or made worse by alcohol consumed. Examples included litter, public urination, glass injuries, vomit in public bathrooms, and arrests including for disorderly behaviour and fighting (refer to summary in Table 1).

14.     A temporary ban would be appropriate, proportionate and a justified limitation on people’s rights and freedoms due to the level of crime and disorder associated with Crate Day, ease of displacement of gatherings, limited ban duration and general community and Police support. In addition, temporary alcohol bans in 2017, 2018 and 2019 for similar areas as in the request effectively prevented alcohol-related harm (refer to summary in Table below).


 

Summary assessment of alcohol ban request against statutory and bylaw criteria

Criteria

Staff assessment

Is there evidence of a high level of crime or disorder at the location caused or made worse by alcohol consumed there?

Police provided evidence of a very high level of alcohol-related crime and disorder at Manly Beach and Stanmore Bay on Crate Day in 2015 and 2016. Examples included litter, public urination, glass injuries, vomit in public bathrooms, and arrests including for disorderly behaviour and fighting.

Police and residents saw the crowds drinking excessively and noted that offenders were intoxicated. Police provided photos of alcohol-related litter and broken bottles.

There were at least 10 incidents of physical harm, 10-15 actual threats, and 20 incidents of nuisance.

Is the request appropriate in light of the evidence?

Temporary alcohol bans in 2017, 2018 and 2019 for similar areas in this request effectively prevented alcohol-related incidents occurring. This is likely to be because incidents at previous Crate Day gatherings were of a type that could be more successfully prevented by an alcohol ban, the premise for Crate Day gatherings is heavy drinking, notification of the alcohol ban prevented promoters organising a large gathering on the Hibiscus Coast, and Police planned to proactively patrol and enforce the ban.

Previous alternative options such as public awareness or relying on Police powers under the Summary Offences Act 1981 were ineffective.

The 2017, 2018 and 2019 alcohol bans were effective despite signage only in priority areas, which meant that Police had to first give people an opportunity to leave an area lacking signage with their alcohol. The local board may consider costs to install and remove signage from all areas in the request (an estimated $10,000) to be disproportionate to the effect of the ban. In 2019, the local board provided approximately $2,150 for 16 priority areas which is proportionate to the cost of cleaning up after previous Crate Day events without temporary bans in place. In 2019, the local board was able to reuse signs from 2018 but it is unknown how many of these can be reused again for 2020 so this may result in additional cost.

Is the request proportionate in light of the evidence?

A temporary alcohol ban at Stanmore Bay, Manly Beach and similar locations on the Hibiscus Coast is proportionate. The Police have anticipated a temporary alcohol ban would be needed for several years following the original incident and in 2020 still consider a ban is needed. However, the Police do not anticipate they will request a ban after 2020.

Police provided evidence that Crate Day gatherings can displace to other public places easily. Gatherings moved from Manly Beach (2015) to Stanmore Bay (2016) through social media promotion and similar problems occurred at the new location. The 2018 and 2019 temporary alcohol ban included Waiwera based on Police intelligence from 2017. Police consider a temporary alcohol ban at just some locations could displace gatherings to other public places.

In addition, the ban duration relates to a specific limited timeframe associated with a high level of alcohol-related crime and disorder.

Someone opposed to the request may argue that the number of areas covered by the temporary ban is excessive and that limiting the ban to the more popular areas in Orewa and the Whangaparaoa Peninsula would be more proportionate.

Is the request a justifiable and reasonable limitation on people’s rights and freedoms?

There is sufficient information to conclude that this limitation of rights or freedoms is justified, given:

·    the very high level of crime and disorder a temporary alcohol ban is likely to prevent as in previous years

·    its limited duration

·    general community and Police support

·    high risk of displacement of Crate Day gatherings.

Staff have identified three options in response to the assessment

15.     Staff identified the following three options in response to the assessment. Options are compared in the Table below.

·     Option one: Status quo - decline request, existing evening alcohol bans apply.

·     Option two: Priority areas - adopt a 48-hour temporary alcohol ban on 5 and 6 December 2020 on the beach and adjoining parks in Waiwera, Orewa, Red Beach, Stanmore Bay, Manly, Arkles Bay, and on Western Reserve and Victor Eaves Park.

·     Option three: All areas - adopt a 48-hour temporary alcohol ban on 5 and 6 December 2020 on areas of the Hibiscus Coast requested in Attachment A with signage in priority areas.

Comparative assessment of options to alcohol ban request

 

Option one: Status quo

Option two: Priority areas

Option three: All areas

(recommended)

Pros

No further limitations on people’s rights and freedoms to consume alcohol reasonably in public places on the Hibiscus Coast.

No local board cost to install and remove temporary signage.

Crime and disorder associated with Crate Day likely to be prevented.

 

Crime and disorder associated with Crate Day likely to be prevented.

Notifying the alcohol ban as “all areas” is easier to communicate and more effective than Option two.

Cons

High likelihood of crime and disorder associated with Crate Day in public places.

Significant council and local board cost to clean up afterwards.

Crate Day gatherings may take place on smaller public places and alcohol-related harm occurs.

Council incurs cost of signage, around $5,000 plus GST.

Disproportionate cost to install and remove signage in all areas (around $10,000) in relation to the effect of the ban, compared to only priority areas (around $5,000).

It is recommended that only priority areas have signage.

Risks

Council and local board perceived to have allowed harm to occur.

Council and the local board perceived to ignore evidence-based recommendations made by Police.

Council and local board perceived to have allowed harm to occur.    

Council and the local board perceived to ignore evidence-based recommendations made by Police.

Council and local board perceived to have responded disproportionately due to number of areas.

Police can take less immediate action to prevent harm in areas with no signage.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              

Mitigation

Public communication that the local board considers an alcohol ban is no longer required.

Public communication that the local board considers this option reasonable and financially justified, based on evidence presented.

Public communication that the local board considers this option best prevents crime or disorder in a way that is reasonable and financially justified.

Staff recommend the request for an alcohol ban be adopted on all areas

16.     Staff recommend Option three: All areas due to:

·        the very high level of crime and disorder experienced in the area from Crate Day gatherings in 2015 and 2016 prevented by an alcohol ban in 2017, 2018 and 2019

·        ease of displacement of Crate Day gatherings

·        the limited duration of the alcohol ban

·        general community and Police support

·        how the cost of signage is minimised.

 

17.     The Hibiscus and Bays Local Board adopted a similar alcohol ban in 2019 made under an urgent decision-making process and alcohol-related harm or disorder did not occur on coastal reserve land.

 

Tauāki whakaaweawe Māori / Māori impact statement

18.     Managing alcohol-related harm associated with events increases opportunities for health and well-being, which is consistent with the outcomes of the Māori Plan for Tāmaki Makaurau. Iwi and Māori health advocacy organisations support the general use of alcohol bans as a tool to reduce alcohol-related harm.

 

Ngā ritenga ā-pūtea / Financial implications

19.     Option three: All areas is estimated to cost the local board $5,000 for sign installation and removal in priority areas. In 2019, the local board installed temporary signs in 16 priority beach and park areas at approximately $2,150 to install and remove. In 2019, the local board was able to reuse signs from 2018 but it is unknown how many of these can be reused again for 2020 so this may result in additional cost.

20.     If the local board decides to signpost all areas, the cost is estimated to be $10,000.

 

Ngā raru tūpono / Risks

21.     There is a minor reputational risk associated with Option three: All areas. It could be perceived as a disproportionate response to the issue due to the number of areas covered by the proposed ban.

22.     This can be mitigated by public communication that the ban proposed manages the high risk of displacement of the event around the local area and will effectively prevent crime and disorder in a way that is reasonable.

 

Ngā koringa ā-muri / Next steps

23.     If the local board adopts the temporary alcohol ban, staff will notify Police of the decision.

24.     Temporary alcohol bans are usually associated with an event organiser, such as Auckland Tourism, Events and Economic Development. Crate Day gatherings are not associated with formal event organisers. This means that once a decision is made the local board will seek assurances that the relevant council departments will notify the public (for example in local newspapers) and install and remove temporary signage.

25.     Police will be responsible for enforcement.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A - Alcohol ban request (Under Separate Cover)

 

b

Attachment B - Map of existing alcohol bans (Under Separate Cover)

 

c

Attachment C - Assessment of alcohol ban request (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Talavao Ngata - Graduate Policy Advisor

Authorisers

Paul Wilson - Team Leader Bylaws

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

Resource Recovery Network Strategy update

File No.: CP2020/14803

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for local boards to give formal feedback on the Resource Recovery Network Strategy update (Attachment A).

Whakarāpopototanga matua

Executive summary

2.       The Resource Recovery Network Strategy, which was approved in October 2014, is being refreshed. This will respond to the updated Waste Management and Minimisation Plan 2018 and Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan. It will also reflect the current global context including changes to global recycling markets and the impacts of COVID-19.

3.       Key features of the strategy refresh include:

·        expanding the current strategy from 12 community recycling centres in total to 23 facilities by 2031, including nine additional community recycling centres and two resource recovery parks (capital expenditure to be funded through the central government waste levy)

·        seeking additional funding for ongoing operational support for community recycling centres beyond their current five-year contracts to enable continued service provision (to be funded through the waste targeted rate).

4.       The aim of the network is to maximise diversion of waste from landfill, contribute to creating a circular economy, achieve wider social and economic benefits and deliver local green jobs. The network helps to drive the aspiration of the Waste Management and Minimisation Plan to achieve a zero waste Auckland by 2040.

5.       The Resource Recovery Network of nine community recycling centres has provided 80 local jobs. The network diverted 5,213 tonnes of materials from landfill in 2019/2020.

6.       Central government funding has boosted the development of existing sites in the Resource Recovery Network. The revised Resource Recovery Network Strategy will build on this funding and enable greater accessibility for residents and businesses.

7.       A number of local boards have provided support for the Resource Recovery Network through the funding of scoping and feasibility studies, assistance with identifying suitable sites and support for local initiatives such as education outreach.

8.       Staff presented the key points of the strategy refresh to the Waste Political Advisory Group and local boards in September and October 2020. Formal feedback from local boards will be included in a report to Environment and Climate Change Committee seeking adoption of the updated Resource Recovery Network Strategy in November 2020.

9.       Approximately $8.6 million spread over ten years is proposed to fund new and existing sites. This funding will be sought through the Long-term Plan 2020-2031 process.

10.     An additional $28 million for the new resource recovery facilities, spread over ten years, is proposed to be funded through the budget allocated to Auckland Council from the central government waste levy.

 

 

 

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      provide feedback on the Resource Recovery Network Strategy update (Attachment A of the agenda report).

b)      note that local board feedback will be included in a report to Environment and Climate Change Committee in November 2020 seeking adoption of the updated Resource Recovery Network Strategy.

 

 

Horopaki

Context

11.     The Resource Recovery Network is one of the nine priority actions in Te Mahere Whakahaere me te Whakaiti Tukunga Para i Tāmaki Makaurau – Auckland Waste Management and Minimisation Plan 2018.

12.     The network was initially identified as a key initiative under the Waste Management and Minimisation Plan 2012 and has been developing across the region since that time.

13.     The purpose of the Resource Recovery Network is ‘to maximise the diversion of reusable and recyclable materials from landfill and, in the process, generate multiple environmental, social, cultural and economic benefits for Auckland’. The network helps to drive the aspiration of the plan to achieve a zero waste Auckland by 2040, taking care of people and the environment and turning waste into resources.

14.     A ten year strategy for the Resource Recovery Network was adopted in 2014 (resolution REG/2014/121). This strategy enabled the establishment of 12 community recycling centres across the Auckland region by 2024, funded by a combination of waste levy funding and targeted rates.

15.     Community recycling centres provide communities with a ‘one stop shop’ for people to drop off unwanted goods and recyclables. The focus is on reusing, repairing, repurposing and upcycling resources, as well as providing low cost retail goods to the community. 

Progress of the Resource Recovery Network

16.     As of September 2020, nine community recycling centres have been established. These centres are located in Waiuku, Helensville, Henderson, Wellsford, Warkworth, Aotea / Great Barrier, Devonport, Waiheke and Whangaparaoa. Community recycling centres are also under development in Western Springs and Onehunga.

17.     Across the nine existing sites, 80 local full-time and part-time jobs have been created. In the 2019/2020 financial year, 5,213 tonnes of materials were diverted from landfill for reuse or recovery.

18.     The development of the Resource Recovery Network in Auckland has been further boosted by central government Waste Minimisation Fund and shovel-ready funding, including:

·        $2.3 million from the Waste Minimisation Fund was provided to support development of a Community Recycling Centre in Onehunga

·        $10.6 million in shovel-ready funding for infrastructure development for the existing Devonport, Waiheke, Helensville, Warkworth, Wellsford and Western Springs community recycling centres as well as the Waitākere Waste Transfer Station/ Resource Recovery Park.

19.     The recent central government shovel-ready investment will fast track the improvement of existing community recycling centres through developing fit for purpose infrastructure. It will expand employment by increasing the volume of materials and the number of related activities they can undertake to work towards zero waste.

Strategic context

20.     COVID-19 continues to put pressure on international recycling markets, as countries restrict import and export activity through their borders. In addition to this, China implemented its National Sword policy in January 2018, which sets tight contamination limits on imported recyclable materials, including paper and plastics. As a result, global commodity prices for these products have dropped significantly as there is an oversupply to other existing markets.

21.     Several strategic changes have occurred since the initial Resource Recovery Network was approved in 2014. These include the adoption of the Long-term Plan 2018-2028, the Waste Management and Minimisation Plan 2018 and Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan 2020.

22.     These strategic changes draw focus to the significance of the Resource Recovery Network, which is identified as a priority action in the Waste Management and Minimisation Plan and is also an action in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan. The revised Resource Recovery Network Strategy will also feed into the Long-Term Plan 2021-2031 which is currently being developed for adoption in June 2021.

23.     The opportunities for community recycling centres to divert waste from landfill, generate income and create local jobs are expected to increase significantly over the next few years as government policy changes come into effect. These include the increase in the waste levy, a container return scheme currently under consideration by the government, and the 2019 Climate Change response (Zero Carbon) Amendment Act.

24.     An overview of the revised strategy was presented to the Waste Political Advisory Group on 1 September 2020. The Waste Political Advisory Group indicated its support for the draft strategy refresh.

Tātaritanga me ngā tohutohu

Analysis and advice

Key features of the refreshed Resource Recovery Network Strategy

25.     The refreshed Resource Recovery Network Strategy provides a pathway for futureproofing and scaling up the network. In developing the strategy, the priorities, budgets and method of delivery from the original 2014 strategy have been reassessed.

26.     The refreshed strategy focuses on five key areas:

·        increasing the number of sites from 12 to 21 community recycling centres to provide more equitable access to all Aucklanders and establishing two commercially focused resource recovery parks, bringing the total number of sites to 23 by 2031

·        supporting existing sites and operators to thrive

·        strengthening and enabling the network

·        developing a fit for purpose operating and governance model

·        fostering financial sustainability.

27.     Overall, the review has suggested that the strategy approved in 2014 is still valid. Two key changes have been identified that will require additional budget to enable the network to reach its full potential. These key changes are outlined below. Further detail is provided in the draft Resource Recovery Network Strategy update (Attachment A).

Increasing the number of resource recovery facilities

28.     One of the key changes in the updated strategy is an increase in the number of sites planned. The original strategy proposed 12 community recycling centres. The updated strategy proposes an expanded network with an additional nine community recycling centres and two resource recovery parks. This will bring the total number of sites up to 23, including:

·        21 community recycling centres that are strategically located across Auckland. They will be connected with their local communities, providing trusted places to take unwanted goods as well as fostering local innovation and resilience.

·        two resource recovery parks, which are larger-scale facilities that focus mainly on diverting commercial waste from landfill back into the circular economy, while also accepting and diverting domestic waste. One of these will be the upgrade of Waitākere Transfer Station to a resource recovery park and the second will be in south Auckland.

29.     Staff anticipate that an appropriate site will be found in south Auckland for a resource recovery parks. A resource recovery park in the south could provide an opportunity for economic transformation led by Māori or Pacifika businesses, social enterprises and local businesses. Studies have found that recycling results in around ten times more jobs compared to sending materials to landfill.

30.     The location of facilities will be determined by the availability of suitable sites, opportunities for joint ventures or partnerships, local board feedback, location of existing facilities and accessibility for Auckland residents and businesses. Centres will be equitably spread across the region, depending on the availability of appropriate sites.

31.     Increasing the number of sites will enable greater accessibility for residents and businesses to maximise diversion from landfill and deliver further local green jobs.

Ongoing operational funding

32.     Another key change in the updated strategy is the provision of ongoing operational funding for existing community recycling centres.

33.     When the strategy was originally created in 2014, it was expected that the centres would become self-funding by the end of their initial five-year contract period. Revenue would be generated from income from gate fees, the sale of reusable and recyclable materials, and other services that the centres provide.

34.     This intention was reflected by a reducing management fee from the council over the course of the centres’ five-year contracts. However, although sites that have come to the end of their contracts have significantly reduced their management fee from the council, they are not in a position to be completely self-funding.

35.     This has been caused by a combination of factors, including sites not being developed as quickly as anticipated and the impacts of COVID-19. China’s National Sword restrictions on global recycling have also presented a challenge due to reduced revenue from recycling commodities such as paper, cardboard and plastics.

36.     To ensure the on-going viability and impact of the existing sites, an ongoing site management fee from council will be required beyond the initial five years. This will be negotiated on a site by site basis and will be reassessed as the increase in the waste levy and introduction of product stewardship schemes come into force. 

37.     No additional operational funding is planned for resource recovery parks, which should operate as commercial ventures and be self-funding.

Tauākī whakaaweawe āhuarangi

Climate impact statement

38.     The expanded Resource Recovery Network is part of Action E6 in Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan (manage our resources to deliver a zero waste, circular economy).

39.     The Auckland Zero Waste Programme as part of Auckland’s Climate Plan estimates that this programme will reduce emissions by 39,650 tonnes of carbon dioxide equivalents per year by 2030.

40.     Resource recovery facilities also provide zero waste learning opportunities which will have impacts on residents’ purchasing decisions, with resulting climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

41.     Waste Solutions staff have worked closely with Community Empowerment Unit and The Southern Initiative who have provided support the development of the community recycling centres. The Southern Initiative have also advocated for a resource recovery park in south Auckland as a contribution to the economic transformation for the south.

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

Local impacts and local board views

42.     Several local boards have provided support and funding to enable the Resource Recovery Network through their local board work programmes. This has included funding for a range of initiatives from feasibility studies, local capacity building and waste minimisation and learning.

43.     Local boards have also provided feedback through the Waste Management and Minimisation Plan 2018 development process. A number of local boards supported the establishment of community recycling centres in their area, with Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe and Papakura stating the establishment of a southern community recycling centre should be a priority.

44.     Staff will engage with local boards on individual sites in their local areas as new facilities are investigated and developed.

45.     Staff attended workshops with local boards between 15 September and 14 October 2020 to present on the key points of the strategy refresh.

46.     This report presents the draft Resource Recovery Network Strategy and seeks formal feedback from the local board ahead of Environment and Climate Change Committee adoption of the strategy in November 2020.

Tauākī whakaaweawe Māori

Māori impact statement

47.     Mana whenua and matāwaka were engaged in the development of the 2018 Waste Management and Minimisation Plan and identified priority actions for Māori.

48.     The draft Resource Recovery Network Strategy aligns to a number of the Māori priorities that were identified, in particular:

·        protection of Papatūānuku by keeping waste from landfill

·        developing respectful and innovative partnerships for waste minimisation in order to restore the ‘mauri’ of Papatūānuku

·        nurturing relationships, looking after people, taonga and taiao

·        fostering mutual respect. 

49.     Auckland Council also partners with Para Kore ki Tāmaki – a Māori-developed and implemented programme that integrates mātauranga Māori and zero waste principles and practices to support marae, Māori organisations, Kura Kaupapa Māori and Kōhanga Reo to divert significant quantities of recycling and organic waste from landfill.

50.     The draft Resource Recovery Network Strategy was presented to the Infrastructure and Environmental Services Mana Whenua Forum on 11 September 2020, and then at a workshop on 14 September 2020. As a result of the workshop a number of mana whenua identified interest in potential opportunities for engaging with the development of the Resource Recovery Network.

Ngā ritenga ā-pūtea

Financial implications

51.     The 2020/2021 net operating cost of the community recycling centres that are currently in operation is approximately $2.6 million per year. An additional budget of approximately $8.6 million spread over ten years is proposed to fund new and existing sites.

52.     Ongoing operational funding will mainly be provided through the solid waste targeted rate. Changes to the strategy will not result in any increase to the waste targeted rate until 2025 in order to maintain budgets during the post COVID-19 recovery and response phase. Any minor increases in operational expenditure over this period will be covered by waste levy funding from central government.

53.     No operational expenditure is planned for resource recovery parks, which should operate as commercial ventures and be self-funding.

54.     An additional $28 million in capital expenditure is proposed for the new resource recovery facilities, spread over ten years. The new facilities are proposed to be funded through the budget allocated to Auckland Council from the central government waste levy. The waste levy will increase incrementally from its current rate of $10 per tonne to $60 per tonne by 2025.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

55.     The key risks and mitigations associated with the revised Resource Recovery Network Strategy are outlined in Table 1.

Table 1: Resource Recovery Network Strategy key risks and mitigations

Risk

Mitigation

Community recycling centres will not be able to become financially viable.

The increase in the waste levy will provide a greater incentive to keep resources out of landfill and increase use (and revenue generation) of community recycling centres. It will also provide increased funding to the council to establish new facilities.

The introduction of product stewardship schemes, such as a container return scheme will provide additional revenue for community recycling centres and attract new users of the facilities.

Additional operational funding provided as proposed in the refreshed strategy will support the centres until sufficient revenue is generated.

Suitable sites will not be available for the proposed additional nine community recycling centres.

Staff are investigating a wide range of opportunities to secure sites, including new models of ownership and operation. This could include joint ventures or lease arrangements.

There will not be suitable operators to tender for the operation of the community recycling centres.

Staff are undertaking early engagement in areas where community recycling centres are planned to build capacity and link interested groups to existing operators and the national membership body for community recyclers, the Zero Waste Network.

 

Ngā koringa ā-muri

Next steps

56.     Local board feedback will be included in a report to Environment and Climate Change Committee on 12 November 2020 seeking adoption of the updated Resource Recovery Network Strategy.

57.     Budgets to deliver the revised strategy will be sought through the Long-term Plan 2020-2031 process.

58.     The Resource Recovery Network will continue to develop over the next ten years, with the Western Springs and Onehunga Community Recycling Centres expected to be operational by the end of 2021.

 

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Draft Resource Recovery Network Strategy (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Authors

Jenny Chilcott – Senior Waste Planning Specialist

Julie Dickinson – Principal Advisor Waste Planning

Authorisers

Barry Potter – Director Infrastructure and Environmental Services

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

Auckland Tourism, Events and Economic Development six-monthly update to local boards: 1 January to 30 June 2020

File No.: CP2020/14958

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide local boards with an update on Auckland Tourism, Events and Economic Development activities in each local board area as well as Auckland Tourism, Events and Economic Development’s regional activities for the period 1 January to 30 June 2020.

Whakarāpopototanga matua

Executive summary

2.       To inform the local board about local/regional initiatives and how they are tracking.

3.       The role of Auckland Tourism, Events and Economic Development (ATEED) is to support:

·        the growth of Auckland’s key internationally competitive sectors

·        the provision of quality jobs across Auckland.

4.       ATEED has supported multiple local board/regional initiatives that have supported economic development through development of businesses and an increase in events and sustainable tourism growth (including for Māori) across Auckland.  

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      receive the update from Auckland Tourism, Events and Economic Development for the period 1 January to 30 June 2020.

 

Horopaki

Context

5.       ATEED has two areas of delivery focus:

·        Economic Development – including business support, business attraction and investment, local economic development, trade and industry development, skills employment and talent and innovation and entrepreneurship

·        Destination – supporting sustainable growth of the visitor economy with a focus on destination marketing and management, major events, business events (meetings and conventions) and international student attraction and retention.

6.       ATEED works with local boards, the council and other council-controlled organisations (CCOs) to support decision-making on local economic growth and facilitates or coordinates the delivery of local economic development activity. It further ensures that the regional activities it leads and/or delivers fully support local economic growth and employment.

7.       Additional information about ATEED’s role and activities can be found at: www.aucklandnz.com/ateed

Tātaritanga me ngā tohutohu

Analysis and advice

8.       From 1 January to 30 June 2020, 3726 businesses had been through an ATEED intervention, including 3174 businesses for Economic Development-related programmes and 549 for Destination-related programmes.[2]

9.       The COVID-19 pandemic and subsequent lockdowns have seen a marked increase in demand for business support in both resource and monetary terms, cancellation and postponement of major events and significant fallout incurred by the tourism sector. Figure 1 shows the number of businesses in each local board area who have sought out an ATEED Economic Development and/or Destination intervention.

10.     Waitematā Local Board had the highest number of business interventions, while Aotea / Great Barrier Local Board had the lowest. Because Waitematā Local Board includes the region’s CBD, it is unsurprising that it has had the highest number of interventions. The data shows that within a local board area, between 1 per cent and 4 per cent of businesses took part in an ATEED intervention.

11.     Most local board areas had higher rates of participation in Economic Development-related programmes compared to Destination-related interventions over the six months. The following local board areas had Destination-related interventions of over 25 per cent:

·        Waiheke

·        Waitematā

·        Rodney

·        Māngere-Ōtāhuhu.

12.     The businesses in these local board areas have high rates of Auckland Convention Bureau[3] membership and many benefit from ATEED’s tourism advocacy programme.

Māori businesses

13.     Māori businesses are represented in ATEED interventions across all local board areas, with Waitematā Local Board having the highest intervention uptake. This is due to the high number of businesses in the Waitematā Local Board area relative to other local board areas.

Jobseekers in Auckland

14.     During the April to June 2020 quarter, New Zealand experienced a rapid increase in the number of people who became recipients of a jobseeker benefit from the Ministry of Social Development. Jobseeker benefit data acts as a proxy for unemployment figures. The number of new recipients of the Jobseeker – Work Ready benefit from April to June 2020 can be compared for each local board area in Figure 3. Please note that the data from the Ministry of Social Development grouped together Waiheke and Aotea / Great Barrier local boards and cannot be separated for the purposes of this graph.

15.     Maungakiekie-Tāmaki and Henderson-Massey Local Board areas have the highest numbers of recipients in the second quarter of the year. Aotea / Great Barrier, Waiheke, and Devonport-Takapuna Local Boards reflect the lowest number of recipients in Auckland. The number of recipients generally correlate with socio-economic status and population size.

Economic Development

Locally driven initiatives

Table 1: Locally driven initiatives

Local board

Initiative

Update

Budget

Albert-Eden

Sustainability Kick Start

Business participation: 10

Programme completed: March 2020

$24,000

Franklin

Hunua Trail Plan Implementation

Project reinstated after Covid-19 interruptions in Q4 with expected increase in project activity going into 2020/21.

$80,000

Hibiscus and Bays

Pop-Up Business School

Course delivered: 10-21 February 2020

Registrations: 57

$7500

Māngere-Ōtāhuhu

Young Enterprise Scheme

Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.

$3500

Manurewa

Young Enterprise Scheme

Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.

$2000

Maungakiekie-Tāmaki

Onehunga Sustainability Development Programme

First year of two-year project. First stage focuses on retail/services. Waste audits scheduled for April-June, however continued business participation in programme uncertain due to pandemic.

$20,000

Ōrākei

Young Enterprise Scheme

Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.

$2000

Ōtara-Papatoetoe

Young Enterprise Scheme

Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.

$3000

Business Sustainability Follow-Up Programme

Programme launched mid-March, however continued business participation in programme uncertain due to pandemic.

$20,000

Little India Promotion

The promotion part of Visitor Attraction Programme, launched in February. Programme put on hold in March due to the pandemic.

$20,000

Upper Harbour

Young Enterprise Scheme

Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.

$2000

Waitematā

Sustainability Kick Start Programme

Business participation: 10

Programme completed: March 2020

 

$24,000

Young Enterprise Scheme

Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.

$5000

Whau

Young Enterprise Scheme

Local board funds supported the Kick Start Days (February). Sponsorship Agreement signed. Expected draw-down of funds by 30 June 2020.

$1000

Supporting local business growth

16.     A key programme in supporting the growth of Auckland’s internationally competitive sectors and the provision of quality jobs is central government’s Regional Business Partnership Network. This is delivered by ATEED’s Business and Innovation Advisors, whose role is to connect local businesses to resources, experts and services in innovation, Research and Development, business growth and management.

17.     Three thousand and seven businesses participated in this programme from January 1 to June 30, represented below in Figure 4 which also breaks down business uptake per local board area.

18.     Demand for business support increased significantly between March and June because of the fallout from the pandemic. To this end, programme coverage for the region ranged from 1 per cent to 2 per cent of all businesses in each local board area. Local boards with the highest coverage in percentage terms were Waitematā (2.1 per cent), Upper Harbour (2 per cent), Maungakiekie-Tāmaki (2 per cent), and Kaipātiki (1.8 per cent).

Other support for new businesses

19.     Figure 5 shows the number of Auckland businesses that took part in ATEED’s business innovation clinics per local board area from January to June 2020. Local board areas with the highest number of participants were:

·        Albert-Eden

·        Kaipātiki

·        Manurewa

·        Ōrākei

·        Waitematā.

20.     As businesses refocus their efforts to cope with uncertainties arising from the pandemic, ATEED has reviewed one of its programmes with a decision for it to be discontinued - no workshops took place over the relevant six-month period. The ‘Starting Off Right’ programme gave free support and provided expert advice to new business owners and managers. ATEED is working on an alternative approach to support Auckland business start-ups and entrepreneurs.

Film activity

21.     ATEED’s Screen Auckland team issues film permits for filming in public open spaces. This activity supports local businesses and employment, as well as providing a revenue stream to local boards for the use of local parks.

22.     Between 1 January and 30 June 2020, a total of 246 film permits[4] were issued across Auckland. During lockdown, most filming activity ceased, however once the more restrictive alert levels were lifted in May, there was an increase in permits being issued.

23.     Although Waitākere Ranges Local Board had the most permits issued (46), Franklin Local Board’s share of the permit revenue was the highest ($9921.74) from its 12 permits. Total revenue for all local boards was $45,342.49.[5] This information is shown in Figure 6 and Table 2 below.

 

Table 2: Film permits and revenue

Local Board

Film permits

Revenue

Albert-Eden

15

$2893.92

Aotea / Great Barrier

0

$0.00

Devonport-Takapuna

16

$3756.51

Franklin

12

$9921.74

Henderson-Massey

31

$3147.82

Hibiscus and Bays

18

$4066.08

Howick

3

$460.87

Kaipātiki

5

$1085.21

Māngere-Ōtāhuhu

8

$2452.18

Manurewa

3

$252.18

Maungakiekie-Tāmaki

6

$600.00

Ōrākei

8

$1017.39

Ōtara-Papatoetoe

14

$2782.60

Papakura

0

$0.00

Puketāpapa

4

$973.91

Rodney

26

$2817.39

Upper Harbour

0

$0.00

Waiheke

0

$0.00

Waitākere

46

$4860.87

Waitematā

30

$4210.34

Whau

1

$43.48

Total:

246

$45,342.49

 

Young Enterprise Scheme

24.     The Auckland Chamber of Commerce has delivered the Lion Foundation Young Enterprise Scheme (YES) since January 2018. ATEED plays a strategic role and provides funding for this initiative. Through the programme, students develop creative ideas into businesses, complete with real products and services generating profit (and sometimes losses). During the period, there were 53 schools (1523 students) that completed the programme. This year, the programme took place mostly online.

Table 3: YES Schools

Local Board

Schools involved

Albert-Eden

Auckland Grammar School

Diocesan School for Girls

Epsom Girls Grammar School

Mt Albert Grammar School

St Cuthbert's College (Epsom)

Devonport-Takapuna

Rosmini College

Takapuna Grammar School

Westlake Boys' High School

Westlake Girls' High School

Franklin

Onewhero Area School

Pukekohe High School

Wesley College

Henderson-Massey

Henderson High School

Massey High School

Waitakere College

Hibiscus and Bays

Kingsway School

Whangaparāoa College

Howick

Macleans College

Edgewater College

Pakuranga College

Saint Kentigern College (Pakuranga)

Kaipātiki

Birkenhead College

Glenfield College

Northcote College

Māngere-Ōtāhuhu

Al-Madinah School

De La Salle College

King's College

Māngere College

Southern Cross Campus

TKM o Nga Tapuwae

Manurewa

Alfriston College

Manurewa High School

Maungakiekie-Tāmaki

One Tree Hill College

Onehunga High School

Ōrākei

Baradene College

Glendowie College

Sacred Heart College (Auckland)

Selwyn College

Ōtara-Papatoetoe

Aorere College

Ormiston Senior College

Papatoetoe High School

Sancta Maria College

Sir Edmund Hillary Collegiate Senior School

Rodney

Mahurangi College

 

Upper Harbour

Albany Senior High School

Hobsonville Point School (Secondary)

Kristin School

Waitematā

Auckland Girls' Grammar School

St Mary's College (Ponsonby)

Western Springs College

Whau

Auckland International College

Avondale College

Kelston Girls' College

 

25.     Figure 7 shows the number of schools participating in the Young Enterprise Scheme by local board area.

 

26.     Higher participation in the scheme occurred in the following local board areas:

·        Māngere-Ōtāhuhu

·        Albert-Eden

·        Ōtara-Papatoetoe.

27.     This is mainly due to there being a higher number of schools in these areas.

Local jobs and skills hubs

28.     The City Centre, Manukau and Northern hubs were all closed during lockdown and were open in June but with limited public-facing services. A reorganisation of the jobs and skills hubs services is underway in response to the impact of COVID-19 on the labour market and the funding received in the central government budget in May this year.

The South and West Auckland Prosperity Project

29.    ATEED, the Southern Initiative (TSI) and the Western Initiative (TWI) have been working together on a project that is focused on how we can ensure that the mega economic shock of COVID-19 does not create further disparity and inequity for South and West Auckland, in partnership with Stakeholder Strategies. The presentation of the South and West Prosperity Project has been compiled using Auckland, South and West, Māori and Pacific-specific data, and includes a number of next steps for ATEED, TSI and TWI, and direction for the eco-system to enable prosperity for South and West Auckland.

Destination

Visitor survey insights report

30.     The Auckland Domestic Visitor Insights Report was created to inform the Auckland tourism industry about the changing domestic visitor market to assist with improved product development and destination marketing. This report was released in May 2020 for the year up to January 2020. It contains insights that can be used to market regions and local board areas to domestic visitors. Relevant insights are captured below.

31.     Central Auckland (Albert-Eden, Maungakiekie-Tāmaki, Puketāpapa, Ōrākei, & Waitematā local boards):

·        The majority of domestic visitors surveyed (78 per cent) came to Central Auckland, with an average satisfaction of experienced activities and attraction of 8.2/10. The top three attractions were Queen Street, Sky Tower and downtown waterfront/viaduct area.

·        Of the surveyed domestic visitors that came to Auckland Central (year to December 2019), the most popular activities were frequenting a restaurant/café (59 per cent) followed by shopping (55 per cent). Other activities included visiting the casino or participating in gambling (21 per cent) and attending an event, concert or festival (20 per cent).

32.     North Auckland (Devonport-Takapuna, Hibiscus and Bays, Kaipātiki, Rodney, and East Upper Harbour local boards):

·        Just under half of surveyed domestic visitors (43 per cent) visited North Auckland. Their average satisfaction with experienced activities and attractions was 8.2/10. Of these domestic visitors, the top attraction was Albany (30 per cent), followed by Devonport (27 per cent) and Takapuna (27 per cent). This group also visited Wellsford (17 per cent) and Whangaparāoa Peninsula (13 per cent).

·        The most common activity undertaken by surveyed international (39 per cent) and domestic (50 per cent) visitors was visiting a restaurant/café.

33.     East Auckland (Franklin (East) and Howick local boards):

·        A third of surveyed domestic visitors (32 per cent) visited East Auckland. Average satisfaction with East Auckland’s experienced activities/attractions was 8.2/10. Almost half (46 per cent) of domestic visitors went to Sylvia Park, a quarter (24 per cent) visited Howick and 18 per cent visited Half Moon Bay. In comparison to the international market, domestic visitors called in on the Howick Historical Village (13 per cent) and the Pakuranga Night Markets (11 per cent) in greater numbers.

·        Further, surveyed domestic visitors visited art galleries, museums, historic sites (10 per cent) in the region more than surveyed international visitors.

34.     South Auckland (Franklin (West), Māngere-Ōtāhuhu, Manurewa, Ōtara-Papatoetoe, and Papakura local boards):

·        Over half of surveyed domestic visitors (52 per cent) to Auckland visited South Auckland, with the average satisfaction with South Auckland’s activities and attractions being 8.0 out of 10. Over half of surveyed domestic visitors that visited South Auckland visited the Auckland Airport (53 per cent); a third (33 per cent) visited Manukau; and a quarter (26 per cent) visited Rainbow’s End. In comparison to the international market, surveyed domestic visitors visited the Ōtara Market (13 per cent) and Ōtara (10 per cent) in greater numbers.

·        Of the visitors that visited South Auckland, the top three activities for surveyed international and domestic visitors was visiting a restaurant or café, shopping and general exploration.

35.     West Auckland (Henderson-Massey, West Upper Harbour, Waitākere Ranges, and Whau local boards):

·        Over a third of surveyed domestic visitors (35 per cent) to Auckland visited West Auckland. The average satisfaction with West Auckland’s activities and attractions for the international market was 8.2 out of 10. A third of the surveyed domestic visitors who visited West Auckland went to Piha Beach (34 per cent); 20 per cent visited Titirangi; and 19 per cent visited the Avondale Sunday Markets. In comparison to the international market, domestic visitors visited the Kumeu Farmers’ Market (14 per cent) and Parakai Hot Pools (13 per cent) more often.

·        Visiting a restaurant or café, shopping and going to the beach were the top three domestic visitor activities.

36.     Hauraki Gulf Islands (Aotea / Great Barrier and Waiheke local boards):

·        20 per cent of surveyed domestic visitors to Auckland visited Hauraki Gulf Islands. Average satisfaction with the area’s experienced activities/attractions was 8.5/10 (highest satisfaction rating from the domestic market). The top domestic visitor attraction was Waiheke Island (44 per cent), followed by Rangitoto Island (18 per cent) and Onetangi Bay on Waiheke Island (18 per cent). In comparison to the international market, domestic visitors visited the Kaitoke Hot Springs on Great Barrier Island (12 per cent) and Whittaker’s Musical Museum on Waiheke Island (11 per cent) in greater numbers.

·        The top three activities for surveyed domestic visitors was visiting a restaurant (33 per cent), general exploration (24 per cent) and sightseeing (22 per cent). Visiting wineries/breweries was a common activity cited by both international and domestic markets and was unique to the Hauraki Gulf Islands.

Local board destination management and marketing activities

37.     During the six months to July 2020, there were a number of tourism-related ATEED interventions in each of the local board areas, including:

·        Spring Campaign: A number of businesses were promoted and supported through a multi-platform campaign to drive domestic visitation and spend in the spring off-season in Auckland.

·        Tourism Advocacy: A number of businesses were promoted for example in:

o   offshore trade events

o   trade shows

o   marketing material

o   broadcasts

o   social media

o   specific campaign content.

·        Tourism Destination Development/Innovation: Tourism business capability building through coaching and facilitation. This includes one-on-one advice from ATEED Tourism team members for new and existing Auckland businesses.

·        Tourism Famils (familiarisation trips for travel agents or media): A number of businesses who benefited from agent famils (ATEED links tourism operators to travel agents which results in bookings being made with the operators) and media famils (ATEED facilitated media files/hosting media to showcase tourism products).

38.     Figure 8 below shows the number of Auckland businesses in local board areas (excluding Rodney and Waitematā local boards) involved in an ATEED tourism intervention (January-June 2020). Figure 9 depicts the number of Auckland businesses in the Albert-Eden, Rodney and Waitematā local board areas involved in an ATEED tourism intervention for the same period of time.

39.     Waitematā and Rodney Local Boards are excluded from Figure 8 to allow for intervention participation scales of the other local boards to be appreciated without distraction. Instead, Waitematā and Rodney local boards are depicted in Figure 9 and compared to the Albert-Eden Local Board to highlight a much larger uptake of interventions by businesses in the two previously mentioned local board areas.

40.     The reason for the difference in scale amongst the identified local boards is because Waitematā includes the region’s central business district – it is therefore unsurprising that it maintains the highest number of business interventions.

41.     Specific tourism interventions in the period included the Nau Mai multi-media content series in collaboration with New Zealand Media and Entertainment, which saw ambassadors promoting their favourite places in Auckland including where they love to eat, shop and go on ‘staycations’. These stories were aimed at encouraging Aucklanders to experience and explore their own region and targeted and encouraged other regions in the upper North Island to come and visit Auckland. Ambassadors mentioned attractions such as cafés, walks, beaches, parks, venues from the Matakana Farmers’ Market in Rodney Local Board to Castaways Resort on the west coast in Franklin Local Board, Ambury Farm in Māngere-Ōtāhuhu Local Board and Waiheke Island’s Oyster Inn.

42.     In March, the ‘Journeys North’ project in collaboration with Northland Inc saw the development of ‘Auckland Journeys’ offering visitors richer and easier journeys in the region to enjoy. Promoted locations included:

·        Puhoi to Pakiri in Rodney

·        Auckland Airport to Wellsford through Waitākere and Kumeu in the Waitākere Ranges

·        Rodney.

43.     ‘Famils’ are a means of promoting Auckland to influential international travel sellers, and prior to March hosted guests from the United States. Ōrewa and Waiheke Island were profiled in Air New Zealand’s in-flight magazine. Two episodes of Emmy award-winning US Travel show Samantha Brown’s Places to Love which focused on marketing Auckland to domestic and overseas viewers aired in January with an advertising spend rate of NZ$2.1 million per episode, and a reach of 700,000+ people per episode. Samantha enjoyed sailing in the Waitematā Harbour, eating and drinking in the city’s centre, hiking with a local Māori guide in the Parnell Domain, and taking a surf lesson at Piha beach.

Examples of separate local board area activities include:

44.     Aotea / Great Barrier Local Board – Direct/indirect marketing activity increased in late June/July including:

·        Surfer Today articulating the best surf spots in New Zealand featuring the Great Barrier Island.

·        Stuff.co.nz published an article detailing the successes of Aotea / Great Barrier Island and other small towns, in terms of recovery from the pandemic.

·        New Zealand Herald in an article about the ‘Life on Great Barrier Island: Local remedies led to thriving Māori health business’ and other articles (‘Off the Beaten Track’ andThe Best of Great Barrier’) promoting Aotea / Great Barrier Island as a great place for domestic tourists to visit.

·        Radio New Zealand interviewed the owner of Great Barrier Island’s ‘The Curragh’ to talk about the upswing in domestic tourism after lockdown.

·        ATEED will continue to play a supportive and facilitative role for tourism product development in the region to help raise the profile of Auckland as a destination.   

45.     Devonport-Takapuna Local Board – Devonport, Takapuna and Milford Business Improvement Districts were supported via the marketing activity of Explore North Shore – a digital site encouraging visitation and activity into the North Shore. Takapuna Beach Business Association received a grant from the local board for providing highly targeted and relevant tactics for businesses impacted by the Hurstmere Road infrastructure upgrade. The grant is endorsed and managed by ATEED.

46.     Franklin Local Board – Ongoing support to the East Auckland Tourism Group and the Franklin Tourism Group through regular attendance at local board meetings and important events, working with ATEED and leveraging this relationship for mutual benefit across marketing and product opportunities, and working with individual operators on product development for example the continuing development of the Hunua Trail and the Glenbrook Vintage Railway. Additionally, there was a focus on ongoing work with the development of Clevedon as a destination.

47.     Howick Local Board – Continued engagement and strategy sessions through the ATEED Tourism Innovation team and South Auckland tourism clusters as well as managing an increased Howick Local Board grant to East Auckland Tourism development.

48.     Rodney Local Board – Initiated multi-linked support for Aotea Organics in Rodney, which is one of the oldest organic farms in New Zealand. Multi-linked means that ATEED has a very large suite of products and services it can offer businesses, in this case ATEED was able to establish links and actions for tourism; inclusion in the travel maps, identification of event hosting, and research and development activity.

49.     Waiheke Local BoardCollaboration with the Waiheke Island Tourism Group and other key stakeholders on the sustainable future of tourism for the island.

Māori Tourism Development Activity

50.     ATEED worked with 45 Māori businesses in the tourism and 23 Māori businesses on the Māori and Iwi Tourism Development programme. Table 4 details the number of Maori tourism businesses by local board area:


 

 

Table 4: Māori Tourism businesses

Local board

Māori businesses

Māori and Iwi tourism development businesses

Albert-Eden

4

3

Aotea / Great Barrier

1

1

Henderson-Massey

4

4

Māngere-Ōtāhuhu

5

2

Maungakiekie-Tāmaki

1

1

Orākei

2

1

Rodney

4

3

Waiheke

1

-

Waitākere Ranges

4

1

Waitematā

18

7

Whau

1

-

 

51.     Waitematā Local Board had the most Māori businesses involved in an ATEED tourism intervention, once again, owing to its inclusion of the CBD and being a top tourist destination. Just under half of local boards are not included in this table because no businesses that were involved in an ATEED tourism intervention were identified as Māori.

52.     The Māori Tourism Innovation Partnership Programme has been established to enable ATEED to work collaboratively with the tourism industry to support the sustainable growth of tourism within Tāmaki Makaurau  The programme aims to grow and strengthen the Auckland visitor economy by supporting iwi, hapū, marae, Māori Trusts, Urban Māori Authorities and Māori Tourism collectives within the region, and to aid the development of new Māori tourism experiences, build capability and business partnerships to meet the diverse needs of international and domestic markets.

Delivered, funded and facilitated events

53.     The Tāmaki Herenga Waka Festival occurred on 31 January 2020 celebrating Auckland’s Māori heritage. The event was attended by nearly 6000 people and received media coverage. Overall customer satisfaction with the festival was 90 per cent.

54.     To date, event cancellations and postponements due to COVID-19 have resulted in the loss of an estimated 74,179 visitor nights and over $10 million in GDP for the local economy. Cancelled events include the 2020 Auckland Lantern Festival, the 2020 Pasifika Festival and the 2020 Corona Piha Pro Challenger Series event.

55.     Diwali and the second year of Elemental are confirmed to join other exciting events for the region in the coming months. Elemental 2020, like its inaugural festival last year, will take place all over the Auckland region. It will feature over 30 free and ticketed events in October. Elemental 2019 was attended by over 147,000 people. Due to uncertainty in the domestic tourism market, it is unlikely that there will be the same attendance for the 2020 festival.

56.     Diwali is an annual festival that celebrates traditional and contemporary Indian culture in Aotea Square in the city centre and is set to occur in the last weekend of October this year. Last year’s festival was attended by approximately 65,000 people, up 9 per cent from an estimated 59,990 in 2018. Due to COVID-19, festival attendance is uncertain, but likely to decrease.

57.     Figure 10 shows businesses ATEED works with across its major events. Major events stallholders are businesses that were supported through ATEED delivered events. Major Events Investments are those that were supported through ATEED sponsored events. Local boards not included in the graph were not part of such interventions.

Go With Tourism

58.     Go with Tourism (GWT) is a jobs-matching platform that targets young people (18-30 years) and encourages them to consider a career in tourism. Since 2019, GWT has been expanded from an ATEED initiative to a national programme.

59.     The platform signed up over 550 businesses prior to COVID-19, 149 of those were in Auckland.

60.     In response to the pandemic, GWT formed a new ‘Support the Tourism Workforce’ Strategy which aims to help redeploy displaced tourism workers and provide guidance to businesses as they navigate their way through the impacts of the pandemic and, in due course, begin a post-crisis rebuild. Go with Tourism has received over 2200 requests for assistance from employees and businesses, since adopting the new strategy.

61.     The industries most represented in the Auckland GWT programme (classified by Australian and New Zealand Standard Industrial Classification codes) are:

·        Accommodation and Food Services (60 per cent)

·        Arts and Recreation Services (19 per cent)

·        Administrative and Support Services (7 per cent)

·        Transport, Postal and Warehousing (5 per cent).

62.     Because the programme is sector-focused, there is a cluster of businesses in tourism-heavy Waitematā Local Board (central city), and surrounding areas (Albert-Eden, Devonport-Takapuna, and Ōrākei local boards). Local boards not included in the graph did not have any businesses take part in the interventions.

Tauākī whakaaweawe āhuarangi

Climate impact statement

63.     ATEED is currently considering how we respond to climate impacts in our projects and programmes. In the interim, ATEED assesses and responds to any impact that our initiatives may have on the climate on a case-by-case basis.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

64.     The proposed recommendation of receipt of this paper by the local board has no identified impacts on other parts of the council group. The views of council-controlled organisations were not required in the preparation of this report.

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

Local impacts and local board views

65.     Local board views were not sought for the purposes of this report. However, such views were sought in the development of some of the initiatives as described in this paper.

Tauākī whakaaweawe Māori

Māori impact statement

66.     The proposed decision to receive the six-monthly report has no impact on Māori. ATEED assesses and responds to any impact that our initiatives may have on Māori on a case-by-case basis.

Ngā ritenga ā-pūtea

Financial implications

67.     The recommendation to receive the report has no financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

68.     The proposed decision to receive the six-monthly report has no risk. ATEED assesses and manages any risk associated with our initiatives on a case-by-case basis.

Ngā koringa ā-muri

Next steps

69.     ATEED will provide the next six-monthly report to the local board in February 2021 which will cover the period 1 July to 31 December 2020.

 


 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Stephanie Sole – Strategy and Planning Graduate, ATEED

Authorisers

Quanita Khan – Manager Strategy and Planning, ATEED

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

Hibiscus and Bays Local Grants Round One and Multiboard Grants Round One 2020/2021 grant allocations

File No.: CP2020/07591

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To fund, part-fund or decline applications received for the Hibiscus and Bays Local Grants Round One and Multiboard Grants Round One 2020/2021.

2.       To reinstate a facilities grant round in the Hibiscus and Bays Grant Programme 2020/2021.

Whakarāpopototanga matua

Executive summary

3.       This report presents applications received in Hibiscus and Bays Local Grants Round One 2020/2021 (Attachment B) and multiboard applications received in Multiboard Grants Round One 2020/2021 (Attachment C).

4.       The Hibiscus and Bays Local Board adopted the Hibiscus and Bays Grants Programme 2020/2021 on 9 July 2020 HB/2020/1.The document sets application guidelines for contestable community grants submitted to the local board (Attachment A).

5.       The 2020/2021 grant programme does not include a facilities grant round. The local board would like to reinstate the facilities round for 2020/2021 and this is included in the revised Hibiscus and Bays Grant Programme 2020/2021 (Attachment D).

6.       The Hibiscus and Bays Local Board has set a total community grants budget of $552,395 for the 2020/2021 financial year, which currently includes two local grant and two multiboard grant rounds.

7.       Forty-four applications were received for Local Grants Round One 2020/2021, requesting a total of $344,977.51. In addition, nine multiboard applications were submitted to Multiboard Grants Round One 2020/2021 requesting a total of $46,000. The total amount requested for Local Grants Round One and Multiboard Grants Round One is $390,977.51.

 


 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      agree to fund, part-fund or decline each application received in Hibiscus and Bays Local Grants Round One, listed in Table One:

Table One: Hibiscus and Bays Local Grants Round One 2020/2021 grant applications:

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

Eligibility

LG2106-116

Art Yoga

under the umbrella of Mairangi Arts Centre

Arts and culture

Towards wages, materials, advertising and venue hire.

$3,000.00

Eligible

LG2106-120

Estuary Arts Charitable Trust

Arts and culture

Towards training and facilitation costs, online education coordinator and tutor filming costs.

$10,000.00

Eligible

LG2106-134

Panacea Arts Charitable Trust

Arts and culture

Towards an arts facilitator, venue hire and project administration for one year.

$4,500.00

Eligible

LG2106-101

Rotary Satellite Club of Orewa-Millwater

under the umbrella of the Rotary Club of Orewa Incorporated

Community

Towards expenses to hold the Greek Extravaganza 2020, fundraiser for Hibiscus Hospice

$4,000.00

Eligible

LG2106-104

Long Bay Baptist Church

Community

Towards the Whare Rangatahi youth-work at Long Bay College

$9,000.00

Eligible

LG2106-109

Mairangi Bay Business Association

Community

Towards costs associated with the Christmas Carols, Moments of Mairangi Bay, Mid Winter Swim events and the Buy Local campaign.

$10,800.00

Eligible

LG2106-110

Blue Light Ventures Incorporated

Community

Towards Blue Light's Life Skills Camp fees for five young people from the local board area

$2,173.90

Eligible

LG2106-111

North Shore Community Toy Library Incorporated

Community

Towards new and safe toy packaging for the loaned toys.

$6,041.64

Eligible

LG2106-114

Torbay Business Association

Community

Towards costs associated with “Through Their Eyes,” “Market Themes,” “Buy Local” and “Support Local” events, including advertising.

$10,500.00

Eligible

LG2106-117

Arogya Mantra

Community

Towards an interactive workshop, two professional dancers and coordinator costs for Whangaparoa Diwali Mela.

$2,011.00

Eligible

LG2106-118

The Mums Clique Charitable Trust

Community

Towards costs associated with upgrading a new space for a motherhood centre including consenting fees.

$10,000.00

Eligible

LG2106-125

Auckland Adventure Park Limited

Community

Towards an “Xtreme Orb” ball production.

$10,000.00

Eligible

LG2106-128

Youthline Auckland Charitable Trust

Community

Towards the Hibiscus and Bays share of annual costs to manage and train volunteer counsellors.

$5,000.00

Eligible

LG2106-131

Whangaparaoa Playcentre

Community

Towards costs to build stairs at the playcentre.

$4,200.00

Eligible

LG2106-132

Awatuna Sea Scouts Group

Community

Towards the purchase of safety equipment including life jackets, printing on life jackets, helmets and marine radios.

$4,713.65

Eligible

LG2106-136

Orewa Community Development Trust

Community

Towards keynote speakers, desks, stationary, marketing, catering, student gifts, chill out zone activities, prizes and miscellaneous items associated with Focus Week.

$10,000.00

Eligible

LG2106-138

Glass Ceiling Arts Collective

Community

Towards salaries for a lead teacher, two support people and an administrative worker.

$10,000.00

Eligible

LG2106-139

Business Whangaparaoa

Community

Towards various events and activities that are designed to support local businesses.

$10,000.00

Eligible

LG2106-140

Hibiscus Coast Youth Council Incorporated

Community

Towards supervision, training and programme delivery, for the “Youth Re-connecting Youth” project

$20,000.00

Eligible

LG2106-143

No. 5 (Rodney District) Squadron Air Training Corps

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

Community

Towards 40 cadet uniforms for 2021

$10,000.00

Eligible

LG2106-146

Rodney Neighbourhood Support

Community

Towards internet and the monthly mobile phone bill (for three phones) for one year and resources for information packs and road signs.

$2,233.00

Eligible

LG2106-148

Orewa Sea Scout Group

Community

Towards the purchase of three kayaks and 10 paddles.

$3,600.00

Eligible

LG2106-150

Murrays Bay Residents Association

Community

Towards the purchase of a Closed Circuit Television (CCTV) camera for Outram Hall.

$6,000.00

Eligible

LG2106-105

The Sustainable North Trust t/a Hibiscus Coast Zero Waste

Environment

Towards the manager's time and donations for Zero Waste Events, including food scraps, materials and equipment for two schools.

$8,220.00

Eligible

LG2106-106

Mountains to Sea Conservation Trust

Environment

Towards costs to run a paddle event and two snorkel events

$10,035.00

Eligible

LG2106-107

Friends of Okura Bush Incorporated

Environment

Towards the materials and installation for the roof construction, and water tanks and the purchase of autotraps and a Global Positioning System (GPS) camera.

$10,000.00

Eligible

LG2106-122

Long Bay Okura Great Park Society Incorporated

Environment

Towards the cost to host two community information days including venue hire, photography, volunteer coordination and one “Experience the Marine Reserve” snorkelling day.

$6,860.00

Eligible

LG2106-145

The Auckland King Tides Initiative

under the umbrella of The Institution of Professional Engineers New Zealand Inc

Environment

Towards the design, production and installation of a tide gauge and the cost to deliver a community workshop.

$10,351.25

Eligible

LG2106-103

Long Bay Baptist Church

Events

Towards costs associated with “A Very Long Bay Christmas 2020”

$4,000.00

Eligible

LG2106-135

Future Whangaparaoa Trust

Events

Towards costs associated with producing “A Very Coastie Christmas,” including zero waste management, stage, sound, safety equipment, promotions, entertainment, toilets, chairs, generators, advertising, health and safety, a photobooth and bubble machines.

$10,000.00

Eligible

LG2106-141

Shakespear Open Sanctuary Society Incorporated

Events

Towards band costs for “Summer Sounds - Live on the Green.”

$9,000.00

Eligible

LG2106-142

Browns Bay Business Association Incorporated.

Events

Towards costs associated with the Summer Fun Weekend, including a screen, audio, equipment, movie rights, stage, bands and advertising.

$10,000.00

Eligible

LG2106-102

Pupuke Golf Club

Sport and recreation

Towards training aids and salary costs for an assistant as part of the Pupuke School Golf Programme

$10,000.00

Eligible

LG2106-113

Browns Bay Bowling Club Incorporated

Sport and recreation

Towards annual greenkeeper fees

$10,000.00

Eligible

LG2106-119

Hibiscus Coast Softball Club Incorporated

Sport and recreation

Towards the purchase of club resources including polo shirts, caps, visors, venue hire, social media support and corflute signage

$7,652.00

Eligible

LG2106-123

Silverdale Squash Club Incorporated

Sport and recreation

Towards the purchase and installation of new carpet

$10,000.00

Eligible

LG2106-124

Milford Tennis Club Incorporated

Sport and recreation

Towards alterations to the court gate at the tennis club.

$4,170.00

Eligible

LG2106-129

The Browns Bay Racquets Club Incorporated

Sport and recreation

Towards youth coaching costs for tennis and squash

$9,800.00

Eligible

LG2106-130

Campbells Bay Tennis Club Incorporated

Sport and recreation

Towards resurfacing of two courts including uplift and disposal of the old surface and installation of a new surface.

$10,000.00

Eligible

LG2106-133

East Coast Bays' and Districts Cricket Club Incorporated

Sport and recreation

Towards coaching costs from 2 November 2020 to 31 March 2021

$10,000.00

Eligible

LG2106-147

North Harbour B.M.X Association Incorporated

Sport and recreation

Towards the construction of a retaining wall and track for the club.

$5,000.00

Eligible

LG2106-149

North Harbour Synchronised Swimming Club

Sport and recreation

Towards the purchase of 20 coaches uniforms and 12 competition togs.

$2,207.07

Eligible

LG2106-151

Sir Peter Blake Marine Education and Recreation Board

Sport and recreation

Towards costs associated with the Sea Marine Education and Recreation Centre (MERC) programme and refreshments for seminars.

$9,909.00

Eligible

LG2106-152

Hibiscus Coast Association Football Club Incorporated.

Sport and recreation

Towards the costs of goals and nets for summer and winter programmes.

$10,000.00

Eligible

Total

 

 

 

$344,977.51

 

 

b)      agree to fund, part-fund or decline each application received in Hibiscus and Bays Multiboard Grants Round One 2020/2021, listed in Table Two:

Table Two: Hibiscus and Bays Multiboard Grants Round One 2020/2021 grant applications:

 

 

Application ID

Organisation

Main focus

Requesting funding for

Amount requested

Eligibility

MB2021-138

The New Zealand Society of Authors Te Puni Kaituhi o Aotearoa (PEN NZ Incorporated)

Arts and culture

Towards costs for a project to record oral histories for people who have made a significant contribution to New Zealand literature.

$2,000.00

Eligible

MB2021-104

North Shore Centres of Mutual Aid Incorporated

Community

Towards a proportion of operational costs, excluding wages, for eight centres in the North Shore

$10,000.00

Eligible

MB2021-126

North Shore Women's Centre

Community

Towards four weeks of salaries for the social workers at the North Shore Women's Centre

$2,000.00

Eligible

MB2021-133

Assistance Dogs New Zealand Trust

Community

Towards operating costs for Assistance Dogs for a four month period, from 2 November 2020 to 29 February 2021.

$2,000.00

Eligible

MB2021-134

Community Think Limited

Community

Towards “Camp 2021” costs, including venue hire, food and a presenter donation.

$2,000.00

Eligible

MB2021-111

Harbour Sport Trust

Community

Towards the transport, first aid, sound, printing, and event timing costs to deliver the "Shore to Shore" 2020 event

$2,500.00

Eligible

MB2021-140

The Kids for Kids Charitable Trust

Arts and culture

Towards venue hire and production costs for the Kids Youth Choir performance at Bruce Mason Centre from 2 to 6 November 2020.

$2,000.00

Eligible

MB2021-125

Badminton North Harbour Incorporated

Sport and recreation

Towards replacement of the court lighting at Badminton North Harbour

$3,500.00

Eligible

MB2021-142

Gymnastics Community Trust

Sport and recreation

Towards salary costs for the trampoline coach coordinator and purchase of Tumble Trak, Tumble Trak Air Floor Pro and floor rolls.‍

$20,000.00

Eligible

Total

 

 

 

$46,000.00

 

 

c.)        agree to reinstate a facilities grant round in the Hibiscus and Bays Community Grants Programme             2020/2021 for the amount of $150,000, as follows:

 

Opening Date

Closing Date

Decision date

Projects to occur after

15 February 2021

26 March 2021

20 May 2021

1 June 2021

 

 

 

Horopaki

Context

8.       The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

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

10.     The local board grants programme sets out:

·    local board priorities

·    lower priorities for funding

·    exclusions

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

·    any additional accountability requirements.

 

11.     The Hibiscus and Bays Local Board adopted their grants programme for 2020/2021 on 19 March 2020 (HB/2020/2). To address the impacts of COVID-19 on the community, as well as potential implications of Auckland Council’s emergency budget, a revised grant programme was adopted on 9 July 2020 (HB/2020/3).

12.     The revised grant programme removed the facilities grant from the local board’s 2020/2021 grant programme.

13.     The removal of the facilities grant from the 2020/2021 grant programme was to prepare for the impacts of Auckland Council’s emergency budget on the local board’s community grants budget. The impact on the community grants budget was not as severe as anticipated, therefore the local board may wish to reinstate the facilities grant round in the 2020/2021 grant programme, including the same criteria as in the 2019/2020 grant programme.

14.     It is proposed to reinstate a facilities grant round in the Hibiscus and Bays Community Grants Programme 2020/2021 (see Attachment D), as follows:

Opening Date

Closing Date

Decision date

Projects to occur after

15 February 2021

26 March 2021

20 May 2021

1 June 2021

 

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

17.     The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

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

22.     A summary of each application received through Hibiscus and Bays Local Grants Round One 2020/2021 (Attachment B) and Multiboard Grants Round One 2020/2021 (Attachment C) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

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

 

Ngā ritenga ā-pūtea

Financial implications

24.     The allocation of grants to community groups is within the adopted Long-Term Plan 2018-2028 and local board agreements.

25.     The Hibiscus and Bays Local Board has set a total community grants budget of $552,395 for the 2020/2021 financial year.

26.     Forty-four applications were received for Local Grants Round One 2020/2021, requesting a total of $344,977.51. In addition, nine multiboard applications were submitted to Multiboard Grants Round One 2020/2021 requesting a total of $46,000. The total amount requested for Local Grants Round One and Multiboard Grants Round One is $390,977.51.

27.     In previous years’ grant programmes, the local board has approved $150,000 of its community grants budget for a facilities grant round. In the case that the local board decides to reinstate the facilities grant round in the 2020/2021 financial year, $150,000 of the total $552,395 community grants budget would be set aside for the facilities grant. 

 

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

29.     Following the Hibiscus and Bays Local Board allocation of funding for Local Grants Round One and Multiboard Grants Round One, Commercial and Finance staff will notify the applicants of the local board’s decision.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays Local Board Community Grants Programme 2020 2021 (Under Separate Cover)

 

b

Hibiscus and Bays Local Grants Round One 2020 2021 Application Summary  (Under Separate Cover)

 

c

Hibiscus and Bays Multiboard Grants Round One 2020 2021 Application Summary (Under Separate Cover)

 

d

Revised Hibiscus and Bays Local Board Grant Programme 2020 2021  (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Mary Kienholz - Senior Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

Governance forward work calendar

File No.: CP2020/14971

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present to the Hibiscus and Bays Local Board with a governance forward work calendar.

Whakarāpopototanga matua

Executive summary

1.       This report contains the governance forward work calendar, a schedule of items that will come before the Hibiscus and Bays Local Board at business meetings and workshops over the coming months until the end of the electoral term. The governance forward work calendar for the local board is included in Attachment A to the agenda report.

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

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

· clarifying what advice is required

· clarifying the rationale for reports.

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

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      receive the governance forward work calendar for October 2020.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Governance Forward Work Programme October 2020

81

     

Ngā kaihaina

Signatories

Author

Gemma Kaldesic - Democracy Advisor, Hibiscus and Bays Local Board

Authoriser

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 


Hibiscus and Bays Local Board

15 October 2020

 

 

Hibiscus and Bays Local Board workshop records

File No.: CP2020/14972

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       Attached are the Hibiscus and Bays Local Board workshop records for 10 and 24 September 2020.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      note the workshop records for 10 and 24 September 2020

 

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Workshop record 10 and 24 September 2020

85

     

Ngā kaihaina

Signatories

Author

Gemma Kaldesic - Democracy Advisor, Hibiscus and Bays Local Board

Authoriser

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 


 


Hibiscus and Bays Local Board

15 October 2020

 

 

Members' Reports

File No.: CP2020/14974

 

  

 

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for members to update the Hibiscus and Bays Local Board on matters they have been involved in over the last month.

Whakarāpopototanga matua

Executive summary

2.       An opportunity for members of the Hibiscus and Bays Local Board to provide a report on their activities for the month.

 

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      receive the reports from members A Poppelbaum, J Fitzgerald and A Dunn.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Alexis Poppelbaum_September_Member Report (Under Separate Cover)

 

b

Andy Dunn_August_Member Report (Under Separate Cover)

 

c

Janet Fitzgerald_DOB September_Member Report (Under Separate Cover)

 

d

Janet Fitzgerald_LGNZ September_Member Report (Under Separate Cover)

 

     

Ngā kaihaina

Signatories

Author

Gemma Kaldesic - Democracy Advisor, Hibiscus and Bays Local Board

Authoriser

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

Deputations update

File No.: CP2020/14973

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       As part of its monthly community forum, Hibiscus and Bays Local Board has set aside time for deputations/presentations during which time members of the public can address the local board on matters within the local board’s delegated authority.

Whakarāpopototanga matua

Executive summary

2.       Under Standing Orders there is provision for deputations/presentations to the local board. Applications for deputations/presentations must be in writing setting forth the subject and be received by the Relationship Manager at least seven working days before the meeting concerned. Subsequently, requests for deputations are considered and approved by the local board chairperson.

3.       Requests, matters arising and actions from the deputations/presentations are recorded and updated accordingly. The Hibiscus and Bays Local Board deputations/presentations update is attached as attachment A to the agenda report.

 

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      note the deputation update for 3 and 17 September 2020.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Hibiscus and Bays Local Board Deputation Update 3 and 17 September 2020

91

     

Ngā kaihaina

Signatories

Author

Gemma Kaldesic - Democracy Advisor, Hibiscus and Bays Local Board

Authoriser

Lesley Jenkins - Local Area Manager, Hibiscus and Bays Local Board

 


Hibiscus and Bays Local Board

15 October 2020

 

 

    

  


Hibiscus and Bays Local Board

15 October 2020

 

 

 

 

 

 

 

 

ATTACHMENTS

 

Item 8.2      Attachment a    15 October 2020 - Hibiscus and Bays Local Board, Deputation: Hibiscus Coast Zero Waste - presentation                                                     Page 95


Hibiscus and Bays Local Board

15 October 2020

 

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 

 



[1]        Section 169 of the Local Government Act 2002 and Local Government (Alcohol Ban Breaches) Regulations 2013

[2] Some businesses were involved in an ATEED intervention for both Destination- and Economic Development-related activities, hence the numbers adding to over 3726. Business names must remain confidential for privacy reasons.

[3] Auckland Convention Bureau is responsible for positioning Auckland as a premium business events destination and for sales and marketing activity to grow the value and volume of business events in Auckland.

[4] This does not reflect all filming that takes place in studio, private property or low impact activity that does not require a permit.

[5] This includes local board fees only, other permit fees are directed to Auckland Transport (Special Events) and Regional Parks. Figures exclude GST and are as per the month the permit was invoiced, not necessarily when the activity took place.