Agenda of Devonport-Takapuna Local Board

1 Welcome

The meeting will open with a karakia.

Whakataka te hau ki te uru

Whakataka te hau ki te tonga

Kia mākinakina ki uta

Kia mātaratara ki tai

E hī ake ana te atakura

He tio

He huka

He hau hū

Tīhei mauri ora

Cease o winds from the west

Cease o winds from the south

Bring calm breezes over the land

Bring calm breezes over the sea

And let the red-tipped dawn come

With a touch of frost

A sharpened air

And promise of a glorious day.

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.

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member

A non-financial conflict interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Local Area Manager in the first instance.

4 Confirmation of Minutes

That the Devonport-Takapuna Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 10 May 2022, as true and correct.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

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

9 Public Forum

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

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.”

Devonport-Takapuna Local Board

17 May 2022

Draft Auckland golf investment plan

File No.: CP2022/05956

Te take mō te pūrongo

Purpose of the report

1. To seek tautoko / support for the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.

Whakarāpopototanga matua

Executive summary

2. To increase Aucklander’s access to, and the benefits from, publicly owned golf land, staff have developed a draft investment plan.

3. Staff recommend that you support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land.

4. There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework. Implementation of the plan is expected to achieve:

· increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

· increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

· best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

5. If adopted, any future investment would need to align with the plan. The main trade-off is between taking a consistent regional approach to future decision-making and one-off decisions as current leases end.

6. The next step is for the Parks, Arts, Community and Events Committee to consider adoption of the plan in mid-2022. Local board feedback will help inform their decision-making.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) tautoko / support the draft Auckland golf investment plan titled Where all Aucklanders benefit from publicly owned golf land attached to this report (Attachment A)

b) tautoko / support the three policy objectives set in the draft Auckland golf investment plan:

i) increased equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

ii) increased equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

iii) best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

c) tautoko / support the decision-making framework set in the draft Auckland golf investment plan, in which future use of publicly owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes.

Horopaki

Context

Exclusive use of publicly owned land for golf is not sustainable

Problem definition

7. There are 13 golf courses operating on 535 hectares of council-owned or managed land. This publicly owned land has an estimated value of $2.9 billion in 2018.^{^[1]}

8. Public access to this land, other than to play golf, is limited which means that some Aucklanders are missing out.

9. There are competing demands to provide open space and community facilities. Housing and business land is also in short supply in urban areas.

10. This makes exclusive use of publicly owned land by a single sports code unsustainable.

The draft investment plan builds on community engagement, research and analysis

11. Development of the draft plan involved community engagement, research and analysis.

12. Work commenced in 2016 with the release of a discussion document for public engagement [PAR/2016/11 refers].

13. The investment approach was supported by a majority of Aucklanders who responded to the consultation in 2016. There was strong feedback for council to maximise the benefits from its investment in golf. This is reflected in the draft plan.

14. Following analysis of submissions on the discussion document, the Parks, Sport and Recreation Committee approved development of a draft plan with the following components [PAR/2016/52 refers]:

· a policy statement setting out the vision, investment principles and the scope of council’s investment.

· a decision-making framework that sets how the investment approach will be applied as well as ongoing reporting and monitoring.

15. A range of research was undertaken to support the development of a draft plan, including an analysis of the value of golf to Auckland’s economy and benchmarking to assess the environmental performance of golf courses on publicly owned land.

16. Cost-benefit analyses were undertaken of the 13 golf courses. A tool was developed to assess the costs and benefits of different forms of sport and recreation investment.

17. An intervention logic and decision-making framework were developed and refined following workshops with the Environment and Community Committee and 10 local boards in September and November 2018.

18. Key aspects of the draft plan were workshopped with the Parks, Arts, Community and Events Committee in December 2021.

19. The Parks, Arts, Community and Events Committee considered the draft plan in February 2022 and invited staff to use this document to engage with the community.

Tātaritanga me ngā tohutohu

Analysis and advice

Changes are proposed so that all Aucklanders benefit from publicly owned golf land

20. Staff have developed a draft Auckland golf investment plan in order to make publicly owned golf land accessible to Aucklanders and to increase public benefits from this land.

21. It proposes three policy objectives:

· increase equity, sport and recreation by opening up publicly owned golf land to all Aucklanders

· increase equity and participation by providing a broad range of golf experiences that attract and retain participants and services targeted at low participation groups

· best practice in ecosystem management and biodiversity conservation of publicly owned golf land.

22. The proposed outcome-focused investment approach, with a clear decision-making framework, would also increase accountability and transparency.

Increasing public value is an accepted public sector approach

23. The draft plan takes a public value approach as it aims to deliver more public value to Aucklanders from council investment.

24. Public value is an accepted approach. It has informed public policy in New Zealand and other countries such as Australia and the United Kingdom since the mid-1990s.^{^[2]}

25. It focuses decision-making on how best to manage public assets to benefit all members of society.

26. Alternate approaches, where council does not consider the costs and benefits of allocating publicly owned land to golf or public versus private benefits, have been discounted.

27. These factors cannot be overlooked when there are competing demands for open space or community facilities and land supply constraints.

The investment approach is consistent with council policy

28. In 2019, the Environment and Community Committee adopted the Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 [ENV/2019/93 refers].

29. The draft plan is consistent with council policy on sport investment.^{^[3]} It has the same investment objective of increasing equity and participation and the same investment principles as the overarching sport investment plan.

30. A separate plan from Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 was needed because there is more complexity to golf both in terms of costs and benefits. For example, golf courses may operate on marginal land, and they can have other functions such as stormwater management.

31. Increasing environmental benefits were an additional consideration given the large land areas currently allocated to golf.

The draft plan proposes four key shifts to benefit all Aucklanders

32. Four key shifts to the status quo are proposed so that all Aucklanders benefit from increased equity, participation and environmental outcomes.

Figure 1: Four key shifts to deliver increased benefits to Aucklanders

FROM ad hoc historic decisions of legacy councils

Now there is intensive demand for land to accommodate Auckland’s growth

TO a robust investment framework that is focused on increasing benefits to all Aucklanders

Public-owned golf land will be considered in the context of local needs, increased equity, participation and environmental outcomes

DELIVERS increased accountability and transparency

FROM publicly owned land used exclusively by golfers

There is competition over access to open space and some Aucklanders are missing out

TO sport and recreation for all Aucklanders

Opening publicly owned golf land to other users with new play spaces, walking, running and cycling paths and other sport and recreation activities

DELIVERS increased equity and sport and recreation participation rates

FROM asset-based investment in traditional mid-level (development) golf courses

Auckland golf courses meet the needs of a relatively narrow segment of population^{^[4]}

TO a broad golf service offering across the network that appeals to a wider group of people

Providing a broad range of golf experiences and pathways that attract and retain participants with services targeted at low participation groups

DELIVERS increased equity and golf participation rates

FROM variable environmental management of publicly owned golf land

Some golf courses are high users of water, fertilisers, pesticides and energy

TO best practice in ecosystem management and biodiversity conservation that meets clearly defined targets

A kaitiakitanga framework ensures publicly owned golf land is environmentally sustainable, energy neutral and carbon positive

DELIVERS increased natural and environmental benefits

33. If the draft plan is adopted, these changes can be implemented as leases end, or by agreement with current leaseholders.

Decision-makers will consider a range of evidence and options before any future investment

34. The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. Its sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

35. Decisions will be informed by an indicative business case with a full range of policy options assessed against the plan’s investment objectives and principles. This will help inform decisions that local boards make about golf leases.

36. Development of the indicative business cases will commence three to five years prior to the end of a current lease for golf courses on publicly owned land. Eight of these leases end before 2028.

Figure 2: Proposed decision-making framework (see page 21 of Attachment A for a larger version)

Future investment decisions will involve the governing body and local boards

37. If the golf investment plan is adopted, the governing body and local boards will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

38. Currently the governing body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

39. During the development of indicative business cases for individual publicly owned golf land, joint working groups can be set up to consider policy options and implementation requirements. This would ensure close collaboration between decision-makers.

There are some trade-offs associated with adopting the plan and the key shifts

40. Key Shift 1 (a robust investment framework) means taking a consistent regional approach to future decision-making rather than making one-off decisions as current leases end. It also means that a full range of policy options will be considered as part of an indicative business case, rather than simply going through a new lease process.

41. Implementation will require a joint approach involving the governing body and local boards, reflecting and adapting to changing decision-making allocated to local boards.

42. Key Shift 2 (sport and recreation for all Aucklanders) means making space for other sport and recreation activities on publicly owned golf land.

43. In most cases, it is anticipated that these activities can co-exist alongside golf on publicly owned land.

44. Key Shift 3 (a broad golf service offering) could mean making changes to the types of services or facilities available. For example, a driving range and an introductory golf could be provided in place of an existing 18-hole golf course.

45. Any such change would have varied support between new and experienced golfers.

46. Key Shift 4 (sustainable environmental practices) means that all golf courses on publicly owned land will need to meet a minimum environmental benchmark.

47. Six golf courses on publicly owned land would not currently meet this benchmark.

48. Some of them are participating in a pilot run by Auckland Council’s Infrastructure and Environmental Services department to improve environmental practices, but decisions may need to be made as to whether additional council support is provided.

There are strengths and weaknesses to the plan

49. There are strengths and weaknesses to the draft plan as well as some limitations and constraints (see Table 1).

50. A strength of the draft plan is how it has built on public engagement in 2016. The majority of public respondents to a council discussion document sought increased access to publicly owned golf land. They supported walking, running and cycling trails. They also supported use of an environmental auditing tool.

51. Other key strengths are the proposed public value approach and strategic alignment with the Auckland and Māori Plans. It also builds on golf sector strategies and plans.

52. The main weakness is that the draft plan relied on publicly available golf participation data (up to and including data from 2020). Golf New Zealand has subsequently provided more up-to-date data, which shows increases in participation over the last two years.

53. Another weakness is that the draft plan does not specify any level of future council investment. Decisions will be made on a case-by-case basis as leases end. This will allow council to make timely decisions based on community needs as participation trends will change over time. This may however create uncertainty for leaseholders and the wider golf sector.

Table 1: High-level analysis of the merits of the draft plan

We are engaging again with Aucklanders to get their views

54. Staff are engaging with Aucklanders, the sport and recreation sector as well as golf clubs and leaseholders to get their views on the draft plan.

55. A range of mechanisms were used to engage the public, including the People’s Panel survey and public submissions to the Have Your Say consultation, with a cross section of Aucklanders providing feedback.

· Have Your Say engagement ran from 23 March to 20 April 2022. A total of 1,074 people provided feedback on the draft plan. A broad range of ages, ethnicities and locations were represented. However, a large proportion was older, male Pākeha/New Zealand European respondents, or from the Albert-Eden, Devonport-Takapuna and Ōrākei local board areas.

· The People’s Panel ran from 7 to 12 April 2022. A total of 1,070 people completed the survey. A broad range of ages, ethnicities and locations were represented in the feedback.

56. Consultation with the sport and recreation sector as well as golf clubs and leaseholders through a series of virtual meetings runs until 27 May 2022.

The views of Aucklanders in 2022 varied on the draft plan

57. Feedback from the Peoples Panel and Have Your Say varied (see Figure 3):

· 51 per cent of the Peoples Panel ‘support’ the overall goal to ensure that all Aucklanders benefit from publicly owned golf land. A further 28 per cent ‘partially support’ this goal.

· 59 per cent of Have Your Say respondents ‘don’t support’ the plan.

Figure 3: Summary of public feedback

People’s Panel: Goal to ensure all Aucklanders benefit

Chart type: Clustered Bar. 'Field1': 1 Support has noticeably higher 'Field2'.

Description automatically generated

Have Your Say: Overall opinion on the draft plan

Chart type: Pie. 'Field2' by 'Field1'

Description automatically generated

People’s Panel

62% Support

19% Partially support

15% Don’t support

44% Support

30% Partially support

20% Don’t support

72% Support

16% Partially support

9% Don’t support

54% Support

24% Partially support

14% Don’t support

62% Support

20% Partially support

15% Don’t support

40% Support

32% Partially support

20% Don’t support

70% Support

18% Partially support

9% Don’t support

Policy Objective 1 (increasing public access)

Policy Objective 2 (a broad range of golf experiences)

Policy Objective 3 (ecosystem management and biodiversity)

Key Shift 1 (a robust investment framework)

Key Shift 2 (sport and recreation for all Aucklanders)

Key Shift 3 (a broad golf service offering)

Key Shift 4 (sustainable environmental practices)

Have Your Say

21% Support

19% Partially support

59% Don’t support

28% Support

32% Partially support

37% Don’t support

53% Support

21% Partially support

22% Don’t support

26% Support

24% Partially support

44% Don’t support

21% Support

16% Partially support

63% Don’t support

20% Support

24% Partially support

45% Don’t support

44% Support

20% Partially support

27% Don’t support

58. There is support across both groups of respondents for the environmental aspects of the plan, in particular Policy Objective 3 (best practice in ecosystem management and biodiversity conservation).

59. On most other aspects of the plan there were opposing views between respondents to the Peoples Panel’s survey and the Have Your Say consultation.

The sport and recreation sector supports the focus on increasing equity and participation

60. Initial feedback from the sport and recreation sector supports the focus on increasing equity and participation in sport and recreation for all Aucklanders as well as golf.

61. They also welcome opportunities for new play spaces, walking, jogging and cycling paths.

The golf sector opposes the draft plan in its current form

62. The golf sector has indicated that they oppose the draft plan in its current form. They are concerned that the draft plan does not reflect the current situation.

63. Golf New Zealand provided evidence that participation rates have increased in recent years and suggested that further investment is required to meet the needs for golf in the future.

To date golf leaseholders have told us that the draft plan gives them more certainty and they are doing many of the things it seeks to achieve

64. Golf leaseholders that staff have spoken with to date think that the draft plan gives them more certainty as to what council would invest in and transparency over future decision-making processes.

65. They also noted that they were already doing many of the things outlined in the plan, including growing participation among young people and women, broadening their golf service offering and increasing environmental benefits.

Staff will analyse all the submissions and will look at what changes need to be made

66. Staff will analyse all of the submissions made on the draft plan and will look at what changes need to be made to the document. This includes updating golf participation data.

Staff recommend that local boards support the draft plan

67. Staff recommend that you support the adoption of this plan.

68. There will be increased accountability and transparency from an outcome-focused investment approach and a clear decision-making framework.

69. If adopted, the plan will help increase Aucklander’s access to publicly owned land.

70. It will also help increase equity and participation in sport and recreation, including golf.

71. Increased natural and environmental benefits will come from a kaitiakitanga framework with ecosystem management and biodiversity conservation.

Tauākī whakaaweawe āhuarangi

Climate impact statement

The draft plan aligns with Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan

72. Getting better environmental outcomes from the 535 hectares of open space currently allocated to golf is critical to Te Tāruke-ā-Tāwhiri: Auckland’s Climate Action Plan.

73. A kaitiakitanga framework will ensure golf courses employ best practice in ecosystem management and biodiversity conservation.

74. If the draft plan is adopted, leaseholders will need to meet a minimum benchmark covering:

· ecology

· landscape and cultural heritage

· energy consumption and waste reduction

· water resource

· climate change

· pollution prevention.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

75. Eke Panuku Development Auckland will need to ensure that decision-making on any leases is made in accordance with the plan if it is adopted.

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

Local impacts and local board views

There is inequity across age, gender and ethnic groups and people living with disabilities

76. Not all Aucklanders have the same opportunities to participate in sport and recreation or to play golf:

· there is inequity for people living with disabilities

· Asian and Pacific Aucklanders have lower sport and recreation participation rates

· women and young people have lower golf participation rates.

Local boards have been briefed on the draft plan and their views are now sought

77. The draft plan sets out a clear decision-making framework to guide and inform any future investment and leasing decisions. Its sets out clear objectives and expectations about the public benefits sought from publicly owned golf land.

78. If the draft plan is adopted, the governing body and local board allocated decision-making responsibilities will work together to implement the plan. This process will adapt to any changes made to current allocated decision-making responsibilities.

79. Currently the governing body makes strategic decisions concerning asset ownership and future investment to increase sport and recreation opportunities for all Aucklanders. Local boards make decisions on the use of publicly owned land, including leases, and the development of open space to meet community needs.

80. Joint working groups to consider policy options and implementation requirements as part of the development of indicative business cases can ensure close collaboration between investment and lease decisions.

81. Staff held a local board member briefing on 4 April 2022, providing an overview of the draft plan and responded to questions.

82. This report provides an overview of the draft plan as well as a high-level summary of public feedback. It seeks a formal view on the draft plan.

Tauākī whakaaweawe Māori

Māori impact statement

83. The draft plan aligns with the five key directions that reflect the overarching goals or aspirations of mana whenua and mataawaka as set-out in the Māori Plan:

· Whanaungatanga /… Access to public facilities

· Rangatiratanga /…Māori are actively involved in decision-making and management of natural resources

· Manaakitanga /… Access to clean parks and reserves

· Wairuatanga /… Indigenous flora and fauna

· Kaitiakitanga /…Māori are kaitiaki of the environment.

84. Mana whenua have been provided with a summary of the draft plan and public feedback to assist with their decision-making process about providing feedback.

Ngā ritenga ā-pūtea

Financial implications

85. There are no financial implications to the local board for any decision to support the draft plan, its policy objectives and the decision-making framework it outlines.

86. If the draft plan is adopted, the costs of undertaking indicative business cases would be funded within existing department budget.

87. The financial implications of any decisions recommended through individual indicative business cases would be outlined at the relevant time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

88. Adoption of a plan for future council investment in golf manages risk as well as increasing transparency and accountability.

89. If the governing body and local boards follow the indicative business case process and decision-making framework, then there would be a low risk of legal challenge.

Ngā koringa ā-muri

Next steps

90. The Parks, Arts, Community and Events Committee to consider adoption of the plan in mid- 2022. The agenda report will include local board feedback.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Where all Aucklanders benefit from publicly owned golf land	23

Ngā kaihaina

Signatories

Authors

Aubrey Bloomfield - Senior Policy Advisor

Authorisers

Carole Canler - Senior Policy Manager

Kataraina Maki - General Manager - Community and Social Policy

Louise Mason - General Manager Local Board Services

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

17 May 2022

Approval of concept design for the playground renewal at Allenby Reserve, Narrow Neck

File No.: CP2022/05170

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the concept design for the playground at Allenby Reserve, Narrow Neck and to progress the project to detailed design and construction. 

Whakarāpopototanga matua

Executive summary

2. The renewal of the playground at Allenby Reserve, Narrow Neck was identified by staff as an asset renewal project. The local board has allocated $220,000 of ABS: Capex - Renewals funding towards the playground renewal. The estimate cost to deliver the concept design is $280,000. Therefore, an additional $60,000 is required to deliver the project.

3. The project will deliver on Local Board Plan Outcome two: Parks, facilities, and open space and was approved by the local board as part of the 2021/2022 Customer and Community Services Work Programme (15 June 2021 resolution number DT/2021/84).

4. A concept design has been developed, incorporating feedback from community lease holders located at Allenby Reserve and wider community consultation. It also features recommendations from the Play and SunSmart Provision Audit to include challenging, inclusive, multiple use and connected play elements.

5. The concept design was presented to the local board at a workshop held on 9 November 2021. The local board requested staff to consider providing shade at the playground. The playground will be located near existing trees and four new trees planted to provide shade from the sun.

6. Staff now seek approval for the final concept design before progressing the project to detailed design, consenting and construction.

7. Cost estimates to deliver the project are based on current product supply and installation costs. There is a risk these costs could change as the project progresses due to potential cost escalation and supply chain constraints.

8. Subject to the local board approval of the proposed concept design, the consent process will begin in parallel with the development of the detailed design. Physical works to undertake construction of the design are expected to commence in late 2022.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) approve the concept design for the playground renewal at Allenby Reserve, Narrow Neck as per attachment A of this agenda report and request staff to progress the project to detailed design and construction

b) approve additional funding of $60,000 in financial year 2022/2023 from ABS: Capex - Renewals to Allenby Reserve - renew playground.

Horopaki

Context

9. Allenby Reserve is located at Narrow Neck. The existing playground is located on sloping terrain that crosses the Watercare exclusion zone where there is an underground wastewater line as shown below.

Map

Description automatically generated

10. As a part of the Devonport-Takapuna local board financial year 2021/2022 Customer and Community Services Work Programme the local board approved a project to renew the playground at Allenby Reserve (resolution number DT/2021/84). A total of $220,000 of ABS: Capex - Renewals funding was allocated towards the playground renewal.

11. The local board supported the concept design in principle at a workshop held in November 2021. The design incorporated feedback from community lease holders at the reserve including Girl Guiding North Shore (Girl Guides and Brownies), Devonport Scout Group and younger members of the nearby Waitematā Golf Club.

12. Feedback from the local board at the workshop was incorporated into the concept design before it was published for wider community consultation online through the Auckland Council Have Your Say webpage in February 2022.

13. The Play and SunSmart Provision Audit for Devonport-Takapuna recommended the provision of elements for exploring, challenging, inclusive, multiple use and connected play for junior age group at Allenby Reserve.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Two options were presented to the local board at a workshop held on 9 November 2021.

Option 1 - relocate the playground centrally on Allenby Reserve and away from the road.

Option 2 - playground is located centrally, with the same overall features as option 1 but with a different mix of play equipment.

15. An assessment of each option considering constraints, risks and estimated costs was tabled and discussed. The local board supported option 1, in principle, and requested the concept design for option 1 to be shared with the local community and that feedback be sought.

Consultation / Engagement

16. Consultation with the local community took place in February 2022 through the Auckland Council Have Your Say webpage, the Devonport-Takapuna Local Board Facebook page and via email. The consultation process was also promoted through the Devonport Community Facebook page.

17. Consultation feedback is detailed in attachment B to this report.

Have Your Say - feedback

18. Although 54 people visited the Auckland Council Have Your Say webpage online only 17 provided feedback. Of the 17 submissions received, 13 were in favour of the concept design while 4 had a contrary view.

19. The majority of feedback received indicated a preference for the design concept. Key aspects of the preference included:

· a much-needed playground upgrade

· the new location away from the road

· natural shade provision from nearby trees

· planting and nature play

· the provision of play equipment for a wider age group.

20. Those who did not support the design thought it did not fully support play for all-abilities or was an unnecessary expenditure.

21. Additional feedback was received from a mother of a child in a wheelchair and highlighted the need for better inclusion of children and adults of all abilities at council playgrounds.

22. Some of the ideas provided included core boards for non-verbal children, sign language and braille signage, auditory, tactile and visual play, climbing frame that a child can self-transfer to from a wheelchair, inground round-about, accessible bridge, slide and treehouse.

Facebook community engagement - feedback

23. The concept design was promoted on the local board and Devonport Community Facebook pages during the consultation period. Over 70 people commented on the design with the majority supporting the playground renewal.

24. The views received have been themed below:

· strong support for the inclusion of accessible play equipment

· support for the design catering for a wider age group

· agreed with the relocation of the playground

· like the planting and nature play design

· support for natural shade provision from the trees

· request for more play equipment for older kids

· noted the drainage issues at the park in winter.

All-abilities play elements

25. The proposed concept design includes a new basket swing for all-abilities and an accessible carousel on an accessible wetpour rubber surface. The concrete path from the road provides improved access to the playground.

26. The all-abilities play provision in the design is appropriate for a neighbourhood park of this size. Some of the additional elements would be more suitable for a destination playground. The all-abilities ideas provided during the community consultation will be passed to the design team for possible future planning of an all-abilities playground.

Final concept

27. The feedback from the community consultation shows strong support for the concept design, play elements and relocation of the playground.

28. A minor change is proposed to the design to shift the path leading to the golf club east so it is away from the golf practice net. The change will be included in the detailed design phase. The path is shown as number 10 in Figure 1 below.

29. It is recommended that the local board approve the concept design as detailed in Attachment A to this agenda report to allow the project to continue to detailed design, procurement and construction.

Map

Description automatically generated

Figure 1: Concept design showing the central location of the proposed playground and path leading to the golf club as number 10

Tauākī whakaaweawe āhuarangi

Climate impact statement

30. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

· to reduce greenhouse gas emissions to reach net zero emissions by 2050 and

· to prepare the region for the adverse impacts of climate change.

31. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as far as possible when delivering the project.

32. The concept design has incorporated the use of existing trees to provide natural shade for the playground. New trees will be planted as replacements for the removal of a row of Privet trees and a Phoenix palm.

33. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

34. Council staff from within the Customer and Community Services (Community Facilities -operational management and maintenance and Parks, Sports and Recreation), have been consulted.

35. The project will deliver the recommendations in the Play and SunSmart Provision study developed by Parks Sports and Recreation.

36. Watercare highlighted the requirement for approval of works within 10 meters of the wastewater line underground. The relocation of the playground away from the wastewater line eliminates the need for Watercare approval.

37. Collaboration with staff will be ongoing to ensure that the development of playground is appropriately integrated into the operational maintenance and asset management systems once completed.

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

Local impacts and local board views

38. A workshop was held with the Devonport-Takapuna Local Board on 9 November 2021 to discuss the concept design. The local board indicated support for the concept design.

39. The project aligns with the following Devonport-Takapuna Local Board Plan 2020 outcome:

Table 1: 2020 Devonport-Takapuna Local Board Plan outcome

Outcome	Objective
Outcome 2: Parks, facilities, and open spaces	Provide a network of safe, high-quality parks and open space to meet community needs now and in the future

Tauākī whakaaweawe Māori

Māori impact statement

40. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. These commitments are articulated in the council’s key strategic planning documents, the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan, Whiria Te Muka Tangata Māori Responsiveness Framework and Local Board Plans.

41. All iwi with an interest in the Devonport-Takapuna Local Board area were emailed to canvas interest in being involved in the project and/or contributing towards the design. There were no responses received.

42. The outcomes and benefits provided by the new playground design are beneficial for Māori living within the Narrow Neck and nearby areas. The new playground will provide recreational opportunities for local tamariki to benefit both mental and physical well-being though physical activities, socialising and learning through play.

Ngā ritenga ā-pūtea

Financial implications

43. A total budget of $220,000 has been approved by the local board for this project in the following financial years:

Budget source	FY21/22	FY22/23	FY23/24	Total ($)
Renewals	$30,000	$100,000	$90,000	$220,000
Total allocated budget				$220,000

44. High level indicative cost estimates for the design and construction of the concept design option are $280,000, which is $60,000 more than the allocated budget for the project.

45. Additional funding of $60,000 ABS: Capex - Renewals is estimated to be required in financial year 2022/2023 to ensure delivery of all aspects of the project as per the concept design. The additional funding has been included in the draft Community and Customer Services work programme for financial year 2022/2023.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. The following risks and mitigations have been considered:

Risks identified	Mitigation
Timeframe
Resource consent	Resource consent will likely to be required for earthwork of at least 10m³in the floodplain. Staff will start the resource consent process as soon as the concept design is approved to minimise any delays to the delivery timeframe.
Health & Safety
Public are exposed to unsafe conditions during construction phase	Fencing will be erected around the construction site to keep the public safe. The contractor will provide a Health and Safety plan to meet council standards before construction starts.
Budget
Budget is not adequate	The local board is requested to approve further funding allocation of $60,000 ABS: Capex - Renewals from 2022/2023 budget.
Cost escalation	Cost estimates are based on current product supply and installation costs. There is a risk these costs could change as the project progresses due potential cost escalation and supply chain constraint. If the cost of delivery escalates over the budget this will be discussed with the local board before proceeding further with the project.
Construction
Design changes	As the design is currently at concept stage there is potential for some elements to change through the detailed design phase and on-site during construction. For example, where site conditions might necessitate design changes, or if products and materials are no longer available or prices inflate. Any minor changes will retain the original design intent, while any potential larger changes will come back to the local board for consideration if necessary
Reputational	Public expectation has been raised regarding delivery, according to the feedback provided during consultation. If the plans are not supported, it may lead to community disappointment, as well as contribute to a drop in consultation and engagement of future projects.

Ngā koringa ā-muri

Next steps

47. Table 2 below summarises the anticipated next steps and estimated delivery timeframes for the project. The estimated timeframes assume successful and timely completion of each identified project step.

Table 2: Project phasing and timelines

Project phase	Planned completion timeframe
Resource consent application	May 2022
Detailed design Once the concept design option is approved by the local board, the development of the detailed design can be progressed.	June 2022
Procure physical works contractor/build partner The tender will be submitted to a suitable contractor as per the procurement guidelines.	July 2022
Physical works Accurate commencement and duration of the physical works is not known at this time and will be confirmed at a later stage but is envisaged between the dates specified.	Oct 2022 – Nov 2022

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Allenby Reserve Playspace Concept Plan	57
b ⇩	Community Engagement	59

Ngā kaihaina

Signatories

Authors

Roma Leota - Policy Analyst

Authorisers

Taryn Crewe - General Manager Community Facilities

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

17 May 2022

Endorsing Business Improvement District (BID) targeted rate grants for 2022/2023

File No.: CP2022/00481

Te take mō te pūrongo

Purpose of the report

1. To request the local board, recommend to the Governing Body the setting of the targeted rates for the Milford, Takapuna Beach and Devonport Business Improvement District (BID) programmes for the 2022/2023 financial year.

Whakarāpopototanga matua

Executive summary

2. Business Improvement Districts (BIDs) are rohe within Tāmaki Makaurau, where local business and property owners have agreed to work together to improve their business environment, encourage resilience and attract new businesses and customers.

3. Auckland Council supports business associations operating BID programmes, including Milford, Takapuna Beach, and Devonport business associations, by collecting a targeted rate from commercial properties within a defined geographic area. The funds from the targeted rate are then provided by way of a BID target rate grant to the relevant business association.

4. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rates to the Governing Body.

5. Each business association operating a BID programme sets the BID grant amount at its Annual General Meeting (AGM) when members vote to approve an operational budget for the following financial year. This budget funds the implementation of a business plan that delivers programmes based on each association’s BID strategic priorities.

6. Milford Business Association members approved a BID target rate grant sum of $145,000 for 2022/2023. This figure is unchanged from the current financial year.

7. Takapuna Beach Business Association members approved a BID grant sum of $457,211.85 for 2022/2023. This figure is increased by 3% from the current financial year.

8. Devonport Business Association members approved a BID grant of $129,000. This figure is unchanged from the current financial year.

9. The business associations operating BID programmes are incorporated societies that are independent of the council. However, to sustain public trust and confidence in the council, there needs to be a balance between the independence of the business association and the accountability for monies collected by a public sector organisation.

10. For the council to be confident that the funds provided to the BID-operating business associations are being used appropriately, the council requires the BIDs to comply with the Business Improvement District (BID) Policy (2016) (Kaupapa Hereā-Rohe Whakapiki Pakihi), known as the BID Policy.

11. The council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds.

12. Staff are satisfied the Milford, Takapuna Beach and Devonport business associations sufficiently comply with the BID Policy.

13. Staff propose the Devonport-Takapuna Local Board receives this report and recommends to the Governing Body the striking (setting) of the BID targeted rate sought by Milford, Takapuna Beach, and Devonport business associations as part of the council’s Annual Budget 2021/2022 decision-making.

14. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2022. This enables Milford, Takapuna Beach, and Devonport business associations to implement programmes that contribute to opportunity, prosperity, and growth thereby supporting the aspirations of the Devonport Takapuna Local Board Plan 2020.

15. Devonport-Takapuna Local Board BID programmes, managed by the BID-operating business associations, will continue to play an important role in supporting their members facing global challenges including recovery from the impact of the COVID-19/ omicron pandemic and facilitating local responses to the world’s climate change emergency with a focus on sustainability.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) recommends to the Governing Body the setting of the targeted rate for inclusion in the Annual Budget 2022/2023 for the following Business Improvement District (BID) programmes:

i. $145,000 for Milford Business Association.

ii. $457,211.85 for Takapuna Beach Business Association.

iii. $129,000 for Devonport Business Association.

Horopaki

Context

BID programmes promote economic well-being and collaboration with the council

16. The Auckland Council Growth Model 2021-2051 reports Tāmaki Makaurau is projected to include approximately 660,000 more people in the next 30 years. This level of population growth presents challenges and opportunities for Auckland town centres and commercial precincts.

17. Business Improvement Districts (BIDs) are rohe within Auckland where local business and property owners have agreed to work together, with support from the council, to improve their business environment, promote innovation and attract new businesses and customers.

18. The BID programme does not replicate services provided by the council but channels the capabilities and knowledge of the private sector to improve economic outcomes and achieve common goals.

19. BID programmes provide the opportunity for the council group to support business associations to seize on the opportunities from Auckland’s growth.

20. BID programmes encourage collaboration to achieve greater local outcomes. They provide a mechanism to enable local boards to engage with the business sector in local town centres and business areas in a co-ordinated way.

BID programmes provide essential support in building business resilience and aiding economic recovery

21. The economy continues to be impacted by the flow-on effects from the COVID-19/ omicron pandemic and accompanying ‘traffic light’ framework, affecting both retail-based town centres and commercial precincts.

22. BID-operating business associations provide the local business leadership required to help their members to mitigate some of the economic effects of the pandemic through business resilience and recovery initiatives.

BID programmes are funded by a targeted rate on business ratepayers within a set area

23. BID programmes are funded by a targeted rate applied to all commercially rated properties within a designated area around a town centre or commercial precinct.

24. Auckland Council supports business associations operating BID programmes by collecting the targeted rates and providing these funds, in their entirety, by way of a BID grant to the relevant business association.

25. This revenue is paid to the business association every quarter to provide a regular and sustainable income stream to implement an agreed work programme.

The BID Policy is the mechanism to ensure accountability for BID targeted rate grants

26. Auckland Council’s Business Improvement District (BID) Policy (2016) (Kaupapa Here ā-Rohe Whakapiki Pakihi) ensures accountability for BID targeted rate funding and encourages good governance and programme management.

27. The policy outlines the principles behind the council’s BID programme; creates the process for establishing, expanding, amalgamating, and disestablishing BID programmes; determines rating mechanisms; prescribes operating standards and guidelines; and sets accountability requirements.

Diagram A: From calculation to approval, how the BID targeted rate is set.

Diagram

Description automatically generated

The business association sets the BID targeted rate grant amount to deliver its work programme

28. BID-operating business associations are provided with a rate modelling spreadsheet to help with their budget decision-making. The spreadsheet models any proposed changes to their current BID targeted rate grant amount and, most importantly, how that influences the BID targeted rate for everyone who will pay it. When considering a change to the BID grant amount, the association’s board must consider what the local business and property owners can afford.

29. Each BID-operating business association prepares an annual business plan for the following financial year that will deliver programmes based on their strategic priorities and financial parameters.

30. The cost of implementing that business plan is set out in an annual budget that the association’s board (governing committee) agrees will be recommended for approval by the business association membership.

31. The AGM provides the forum where members vote to approve the operational budget and, in doing so, set the requisite BID targeted rate grant amount for the following financial year.

Local boards are responsible for recommending the BID targeted rate grant if a BID complies with the BID Policy

32. Under the Auckland Council shared governance arrangements, local boards are allocated several decision-making responsibilities in relation to BID programmes. One of these is to annually recommend BID targeted rate grants to the Governing Body. The local board should recommend the setting of the targeted rate if it is satisfied that the BID is sufficiently complying with the BID Policy.

33. The Devonport-Takapuna Local Board approved a similar recommendation for the BID programme last year (resolution DT/2021/64), as did 17 other local boards that have BID programmes operating in their rohe.

The Governing Body sets the BID targeted rate when it approves the Annual Budget

34. The recommendation in this report is put into effect with the Governing Body’s approval of the Annual Budget 2021/2022 and its striking (setting) of the targeted rates.

35. In accordance with the provisions of the Local Government Act 2002 and the Local Government (Rating) Act 2002, the Governing Body is authorised to make the final decisions on what BID programme targeted rates, if any, to set in any particular year or property (in terms of the amount and the geographic area to be rated).

Tātaritanga me ngā tohutohu

Analysis and advice

36. BID programmes are operated by independent business associations, and their programmes and services are provided according to their members’ stated priorities. In recognition of their independent status, the BID Policy does not prescribe standards for programme effectiveness. That is a matter for business association members to determine. Staff, therefore, cannot base recommendations on these factors, but only on the policy’s express requirements.

Milford, Takapuna Beach, and Devonport business associations comply with the BID Policy

37. Staff are satisfied that Milford, Takapuna Beach and Devonport business associations have sufficiently met the requirements of the BID Policy.

38. Staff require BID-operating business associations to provide to the council the following documents, and stay in touch with their local board at least once a year:

· Current strategic plan – evidence of achievable medium- to long-term opportunities.

· Audited accounts – assurance that the BID-operating business association is managing its members’ BID targeted rate funds responsibly.

· Annual report on the year just completed – evidence that programmes are addressing priority issues that benefit BID targeted ratepayers.

· Business plan for the coming year – detailed one-year programme, based on the strategic plan, to be resourced and achieved.

· Indicative budget for the following year – Auckland Council’s 10-year Budget 2021-2031 requires targeted rates to be identified a year in advance to inform the Annual Budget process which sets all rates.

· Board Charter – establishes guidelines for effective board governance and positive relationships between the association and its members.

· Annual Accountability Agreement – certification that these requirements have been met.

· Programme Agreement – a good faith agreement between each BID-operating business association and the council that sets basic parameters of the council-business association relationship.

· AGM minutes – the provisional minutes of each business association’s 2021 AGM meetings which contain the resolution, voted on by members, confirming the BID grant amount for the 2022/2023 financial year.

39. In addition, BID-operating business associations are required to inform the council staff of progress with other compliance requirements, including:

· Incorporated Society registration – a current registration of the business association along with all required documents up to date.

· Resolving problems or issues, if any – problems or issues that have an impact on the governance or operation of the BID programme.

40. The BID Policy sets an annual compliance deadline of 10 March for the information to be forwarded to the council, as summarised in the table below.

Table 1: Business association’s compliance with the BID Policy as of 10 March 2022

Requirement Financial Year 2021/2022
Strategic Plan	2019-2024	2021-2025	· 2017-2022 Currently under review
Audited financials
Annual Report
Business Plan
Indicative budget
Board Charter
Annual Accountability Agreement
Annual meeting w/ local board	5 April 2022	5 April 2022	5 April 2022
Programme Agreement	valid to 2023	valid to 2023	valid to 2023
Incorporated society registration
2020 AGM minutes (provisional)
Resolving problems or issues	Nothing to record	Nothing to record	Nothing to record

41. As Milford, Takapuna Beach and Devonport business associations have sufficiently complied with the BID Policy, staff advise the local board to recommend to the Governing Body the setting of the targeted rate.

Milford and Devonport Business Association retain the same BID target rate grant amount for 2022/2023 whilst Takapuna Beach Business Association increases its BID targeted rate grant amount.

42. As shown in Table 2 below:

§ Milford’s BID targeted rate for 2022/2023 - $145,000 – is unchanged from the current financial year.

§ Takapuna Beach’s BID targeted rate for 2022/2023 - $457,211.85 – is an increase of $13,315.85 from the current financial year.

§ Devonport’s BID target rate for 2022/2023 - $129,000 - is unchanged from the current financial year.

Table 2: BID targeted rates comparison: 2022/2023 c.f. 2021/2022

BID

2022/2023

2021/2022

Increase / %

$145,000

$145,000

Nil

Last increase: 2020

Logo, company name

Description automatically generated

$457,211.85

$443,896

$13,315.85

Last increase: 2018

$129,000

$129,000

Nil

Last increase 2020

A regional perspective

43. Of Tāmaki Makaurau’s 50 BID-operating business associations, 26 increased their targeted rates for 2022/2023 with the percentage increase ranging from between 1.6% to 10%.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. Through targeted rate-funded advocacy and activities, BID-operating business associations, promote and often facilitate environmental sustainability programmes.

45. From running carbon-reducing ‘shop local’ campaigns to promoting online channels and championing waste reduction and recovery programmes, there are many examples of BID programmes leading the local business sector’s response to the climate change emergency.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46. Advocacy is a key service provided by business associations and those with BID programme-funded personnel are at an advantage. BID-operating business associations ensure the views and ambitions of their members are provided to elected representatives and council teams, including CCOs, on those policies, plans, programmes, and projects that impact them.

47. The BID-operating business associations work with Auckland Unlimited (AU) on economic development initiatives, events, and sustainability programmes.

48. The BID-operating business associations also work constructively with both Panuku and Auckland Transport on often controversial proposals and projects.

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

Local impacts and local board views

49. The local board’s views are most frequently expressed by its appointed representative on the board of each BID-operating business association. This liaison board member (or alternates) can attend BID board meetings to ensure there is a direct link between the council and the operation of the BID programme.

Visions, plans aligned

50. The BID-operating business associations and local board share an interest in the local rohe and are ambitious for its future and its people. They also share goals that include economic prosperity, community identity, placemaking and pride.

51. Devonport-Takapuna Local Board BID programme/s tangibly support the vision and aspirations of the Devonport Takapuna Local Board Plan 2020, best expressed in Outcome 5: Opportunity, prosperity, and growth.

Local rohe, local benefit, local funding

52. Recommending that the Governing Body sets the targeted rates for Milford, Takapuna Beach and Devonport business associations means that the BID programme will continue to be funded from targeted rates on commercial properties within their respective current rohe. They will provide services in accordance with their members’ priorities as stated in their strategic plans.

53. Devonport-Takapuna Local Board is among several local boards which provides additional funding to local business associations, however accountability for any grants is set by funding agreements between the local board and each business association. Those contractual obligations are separate from the requirements of the BID Policy and are not covered in this report.

Tauākī whakaaweawe Māori

Māori impact statement

54. Māori make up more than 5.5% of the population living in the Devonport-Takapuna Local Board area, compared to 11.5% of Auckland (SOURCE: 2018 CENSUS). Individual business associations may, through operating their BID programme, identify opportunities for niche support or development of any Māori business sector in their rohe.

Ngā ritenga ā-pūtea

Financial implications

55. There are no financial implications for the local board. Targeted rates for BID-operating business associations are raised directly from commercial ratepayers in their district and used by the business association for improvements within that rohe. The council’s financial role is to collect the BID targeted rates and pass them directly to the association every quarter.

56. The targeted rate is payable by the owners of the commercial properties within the geographic area of the individual BID programmes. In practice, this cost is often passed on to the business owners who occupy these properties.

57. If the Governing Body agrees with the BID targeted rates proposed by the local boards, the cost of the grants will be met from the existing operational budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

58. There are no direct financial risks to the local board or the council that could result from this recommendation to endorse the BID targeted rates for /these business associations.

59. To sustain public trust and confidence in the council, there needs to be a balance between the independence of the BID-operating business associations and the accountability for monies collected by a public sector organisation.

60. The rules and obligations of the BID Policy are intended to help minimise the potential for business associations to misuse BID targeted rate funds by requiring each BID to plan for their intended use, report on its activities to its members and to have its accounts audited.

61. The council staff regularly monitor compliance with the BID Policy and this report is part of an active risk management programme to minimise inappropriate use of funds.

62. Economic disruption created by the flow-on effects of COVID-19 lockdowns will continue to be felt, in Auckland’s town centres and business precincts. The BID programme is an internationally proven approach to engage and empower local businesses.

Ngā koringa ā-muri

Next steps

63. If the local board supports this report, it will recommend to the Governing Body that the BID targeted rates be set as part of the Annual Budget 2022/2023.

64. After the Annual Budget is approved, the council collects the targeted rate funds and distributes them in quarterly BID grant payments, effective from 1 July 2022 to the Milford, Devonport and Takapuna Beach to implement programmes that improve their local business environment and support businesses as they recover from the flow-on effects from the COVID 19 lockdowns and help address the climate change emergency through sustainability initiatives.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Gill Plume - BID Senior Advisor

Authorisers

Alastair Cameron - Manager - CCO Governance & External Partnerships

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

17 May 2022

Devonport-Takapuna Local Grants Round Two and Multi-Board Round Two 2021/2022, grant allocations

File No.: CP2022/05624

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline the applications received for Devonport-Takapuna Local Grants Round Two and Multi-Board Round Two 2021/2022.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received for the Devonport-Takapuna Local Grants Round Two as shown in Attachment B to the agenda report and Multi-Board Round Two 2021/2022 as shown Attachment C to the agenda report.

3. The Devonport-Takapuna Local Board adopted the Devonport-Takapuna Local Board Community Grants Programme 2021/2022 on 20 April 2021 as shown in Attachment A to the agenda report. The document sets application guidelines for community contestable grants.

4. The local board set a total community grants budget of $218,331 for the 2021/2022 financial year. A total of $106,346.83 was allocated in the previous round. This leaves a total of $111,484 to be allocated to one quick response and one local grants round.

5. Twenty-nine applications were received for Devonport-Takapuna Local Grants, Round Two 2021/2022, requesting a total of $221,383.08 and eleven multi-board applications were also received requesting a total of $41,431.08.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) agree to fund, part-fund or decline each application in Devonport-Takapuna Local Grants Round Two 2021/2022 listed in the following table:

Table One: Devonport-Takapuna Local Grants Round Two 2021/2022 grant applications.

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2202-212	North Shore Theatre and Arts Trust (The PumpHouse Theatre)	Arts and culture	Towards the cost of electrical work at the PumpHouse Theatre, specifically the replacement of fluorescent lighting with more energy-efficient LED lighting in the deck area and two offices (upstairs and downstairs).	$2,254.05	Eligible
LG2202-213	Emma Bishop Glass Ceiling Arts Collective Limited	Arts and culture	Towards the StageAntics music theatre including venue hire and artistic director, tutor, and contractor fees.	$3,426.00	Eligible
LG2202-217	Glass Ceiling Arts Collective Limited	Arts and culture	Towards the professional artists' fees including the production manager, choreographer, and producer, NZSL interpreter, lighting and sound for an all-inclusive Disney High School musical production at The Rose Centre.	$9,990.00	Eligible
LG2202-222	Bayswater School Parent Group	Arts and culture	Towards the cost of hosting a Matariki Festival, specifically the cost of marketing and entertainment including signage, security, sound system, lighting, and entertainment costs.	$2,792.59	Eligible
LG2202-224	Depot Arts and Music Space Trust	Arts and culture	Towards the artist fees, workshop facilitation fee, mural production, gallery rental, Whare Toi rental, exhibition coordination, workshop material, delivery and coordination for a Matariki visual arts exhibition and associated events.	$6,550.00	Eligible
LG2202-201	The North Shore Budget Service Incorporated	Community	Towards the cost of development and facilitation of the community outreach programmes between June and December 2022, including the costs of volunteers, website upgrade, promotion, programme facilitation, travel expenses, laptop, and accessories.	$10,000.00	Eligible
LG2202-202	Narrowneck Playcentre	Community	Towards the repair of the sandpit.	$5,659.00	Eligible
LG2202-204	The Scout Association of New Zealand - Sunnynook Scout Group	Community	Towards the upgrade of the kitchen at the Sunnynook Scout Den including the purchase of appliances and whitewares.	$10,000.00	Eligible
LG2202-206	YMCA North Incorporated	Community	Towards the "Raise Up" North Shore Crew event and programme costs between June 2022 to May 2023 including meeting, camp, resources, uniform, training, marketing, materials, graduation, equipment, venue hire, workshop facilitators, transport, mileage, catering, gifts, and prizes costs.	$10,000.00	Eligible
LG2202-210	North Shore United Association Football Club Incorporated	Community	Towards the renovation and creation of a "History and Heritage area in the Club’s Dacre Park clubroom" including the purchase of four display cases, and the cost of preparation and painting of the display area.	$5,870.00	Eligible
LG2202-219	Youthline Auckland Charitable Trust	Community	Towards the cost of clinical supervision and training of the volunteer counsellors, from 1 June 2022 to 31 March 2023.	$5,000.00	Ineligible
LG2202-231	Chinese Association of North Shore City (Auckland, NZ) Incorporated	Community	Towards the cost of venue hire to host the "North Shore Chinese Community Matariki Weeks" and the Chinese Dragon boat festival celebration.	$1,900.00	Eligible
LG2202-216	Milford Mariners Incorporated	Environment	Towards the cost of disposing of the contaminated sediment at the Redvale landfill.	$10,000.00	Ineligible
LG2202-233	Auckland King Tides Initiative The Institution of Professional Engineers New Zealand Incorporated	Environment	Towards the design, production, and installation of CoastSnap device in Cheltenham or Takapuna Beach, including the coordination and delivery of the public launch.	$10,000.00	Eligible
LG2202-203	SILO (South Island Light Orchestra Limited)	Events	Towards the artist fee and delivery costs for "The Takapuna Winter Lights Festival 2022 event".	$10,000.00	Ineligible
LG2202-211	Lions Club Of Devonport Charitable Trust	Events	Towards the compliance costs, specifically, the cost of traffic management, medical services, and road closure notices for the Devonport Lions Santa Parade on 4 December 2022.	$4,685.00	Eligible
LG2202-227	North Harbour Triathlon Club Incorporated	Events	Towards event safety for a series of nine races for the “Club Swim Run” event held between November 2022 to April 2023.	$5,000.00	Eligible
LG2202-218	The Lake House Trust	Historic Heritage	Towards the restoration costs for the east and west side of the Lake House Arts main building.	$10,000.00	Eligible
LG2202-220	Victoria Theatre Trust Board	Historic Heritage	Towards the purchase and laying of new carpets in the foyer of The Victoria Theatre.	$10,000.00	Eligible
LG2202-207	Marist North Harbour Rugby & Sports Club Incorporated	Sport and recreation	Towards the purchase of rugby balls and partial support for the club administrator position from June 2022 to February 2023.	$7,288.30	Eligible
LG2202-208	East Coast Bays Association Football Club Incorporated	Sport and recreation	Towards the coaching and affiliation fees for the junior teams.	$8,333.34	Eligible
LG2202-214	North Shore Canoe and Youth Club Incorporated	Sport and recreation	Towards the purchase of two gazebos.	$9,000.00	Eligible
LG2202-215	Takapuna Bowling Club Incorporated	Sport and recreation	Towards the cost of refurbishment of the natural surface bowling greens at the Takapuna Bowling Club.	$4,000.00	Eligible
LG2202-221	Badminton New Zealand Incorporated	Sport and recreation	Towards the venue hire for the “the New Zealand Tour Finals”.	$4,000.00	Eligible
LG2202-225	Wakatere Boating Club Incorporated	Sport and recreation	Towards the purchase and replacement of the windows and doors for the clubhouse kitchen.	$10,000.00	Eligible
LG2202-226	Mass Sport Trust	Sport and recreation	Towards league costs to run 'Turbo Touch Autumn League' at Westlake Girls High School from June 2022 to July 2022.	$2,000.00	Eligible
LG2202-228	Pupuke Golf Club Incorporated	Sport and recreation	Towards the salary of the Golf Manager for the "Pupuke Golf Club Programme" for women and youth.	$30,000.00	Ineligible
LG2202-229	Ngataringa Tennis Club Incorporated	Sport and recreation	Towards the cost of shower fittings, toilets/urinals, washbasins, and lighting materials for the renovation of the Ngataringa Tennis Club changing rooms, toilets, and shower facilities.	$10,000.00	Eligible
LG2202-230	Devonport Schools Waterwise Society Incorporated	Sport and recreation	Towards the locker rental and Wakatere subscription costs.	$3,634.80	Eligible
Total				$221,383.08

That the Devonport-Takapuna Local Board:

b) agree to fund, part-fund or decline each application in Devonport-Takapuna Multiboard Round Two 2021/2022, listed in Table Two:

Table Two: Devonport-Takapuna Multiboard Round Two 2021/2022 grant applications

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
MB2022-214	North Harbour Community Patrol	Community	Towards resources for mobile crime prevention patrols in suburbs of Devonport-Takapuna, Hibiscus and Bays, Kaipātiki, and Upper Harbour Local Board from June 2022 to May 2023.	$942.00	Eligible
MB2022-225	Outline Aotearoa Incorporated	Community	Towards cost of the peer support services programme`s volunteer training, clinical supervision, advertising, stationery, insurance, and information technology service.	$1,250.00	Eligible
MB2022-228	HomeDish Limited	Community	Towards the Auckland Council verification costs, courses, and marketing of home-cook businesses from June 2022 to March 2023.	$4,000.00	Eligible
MB2022-229	The StarJam Charitable Trust	Community	Towards the workshop’s costs including tutor fees, venue hire, tutor and volunteer training, regional programme coordinator`s salary and equipment between 1 June 2022 to 31 December 2022.	$3,000.00	Eligible
MB2022-230	Recreate NZ	Community	Towards volunteer expenses, youth facilitators, and activities costs to run 'Urban Youth' programme from June 2022 to April 2023.	$1,800.00	Eligible
MB2022-233	Aotearoa Multicultural Families Society	Community	Towards an organized walking programme at different local trails, parks, and beaches in Devonport, Takapuna, Mission Bay, East Coast Bays, Unsworth Heights, and Hobsonville for local families from July 2022 to December 2022.	$2,000.00	Eligible
MB2022-236	Big Buddy Mentoring Trust	Community	Towards operational costs including wages, rent, transport, and equipment from September 2022 to September 2023.	$10,000.00	Eligible
MB2022-237	Pet Refuge New Zealand Charitable Trust	Community	Towards administration costs for the Pet Refuge shelter, Auckland from June 2022 to December 2022.	$500.00	Eligible
MB2022-240	Age Concern Auckland Incorporated	Community	Towards delivering the specialized Asian services to Chinese, Korean and Japanese people aged 65 and older across Auckland.	$10,000.00	Eligible
MB2022-244	PHAB Association (Auckland) Incorporated	Community	Towards the costs of youth workers’ wages, project coordination, external facilitation, and administration fees to run 12 weekly recreational programmes between 6 June 2022 to 10 March 2023.	$6,000.00	Eligible
MB2022-252	Communities Against Alcohol Harm	Community	Towards the community navigator project, including the purchase of a mobile phone, modem, laptop, speaker, conference camera, petrol costs and zoom, myhost, Microsoft 365 and jot form subscription.	$1,939.08	Eligible
Total				$41,431.08

Horopaki

Context

6. 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.

7. Auckland Council’s Community Grants Policy supports each local board to adopt a grants programme.

8. 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.

9. The Devonport-Takapuna Local Board adopted the Devonport-Takapuna Local Board Community Grants Programme 2021/2022 on 20 April 2021 as shown in Attachment A to the agenda report. The document sets application guidelines for community contestable grants.

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

11. The local board set a total community grants budget of $218,331 for the 2021/2022 financial year. A total of $106,346.83 was allocated in the previous round. This leaves a total of $111,484 to be allocated to one quick response and one local grants round.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The aim of the local board grants 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

13. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Community climate action involves reducing or responding to climate change by 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

· decreasing use of single-occupancy transport options

· home energy efficiency and community renewable energy generation

· local tree planting and streamside revegetation

· education about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

15. 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

16. Local boards are responsible for the decision-making and allocation of local board community grants. The Devonport-Takapuna 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.

17. Staff will provide feedback to unsuccessful grant applicants about why they have been declined, so they can increase their chances of success in the future.

18. A summary of each application received through Devonport-Takapuna Local Grants, Round Two 2021/2022 and multi-board applications is provided in Attachment B and Attachment C.

Tauākī whakaaweawe Māori

Māori impact statement

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

20. Fourteen applicants applying to Devonport-Takapuna Local Grants Round Two and five applicants applying to the multi-board round two 2021/2022 indicate projects that target Māori or Māori outcomes.

Ngā ritenga ā-pūtea

Financial implications

21. The allocation of grants to community groups is within the adopted Long-term Plan 2021-2031 and local board agreements.

22. The local board set a total community grants budget of $218,331 for the 2021/2022 financial year. A total of $106,346.83 was allocated in the previous round. This leaves a total of $111,984.17 to be allocated to one quick response and one local grants round.

23. Twenty-nine applications were received for Devonport-Takapuna Local Grants, Round Two 2021/2022, requesting a total of $221,383.08 and eleven multi-board applications were also received requesting a total of $41,431.08.

24. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes, including financial information in this report, and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. 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

26. Following the Devonport-Takapuna Local Board allocating funding for round two of the local grants and multi-board grants, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna Local Board Community Grants Programme 2021/2022	85
b ⇩	Devonport-Takapuna Local Grants Round Two 2021/2022 - grant applications	89
c ⇩	Devonport-Takapuna Multiboard Round Two 2021/2022 - grant applications	205

Ngā kaihaina

Signatories

Author

Moumita Dutta - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

17 May 2022

Devonport-Takapuna Local Board Grants Programme 2022/2023

File No.: CP2022/05610

Te take mō te pūrongo

Purpose of the report

1. To adopt the Devonport-Takapuna Grants Programme 2022/2023.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year.

4. This report presents the Devonport-Takapuna Grants Programme 2022/2023 for adoption (as provided in Attachment A to this report).

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) adopt the Devonport-Takapuna Grants Programme 2022/2023 (Attachment A to the agenda report)

Horopaki

Context

5. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grant programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

6. The Community Grants Policy supports each local board to review and adopt its own local grants programme for the next financial year. The local board grants programme guides community groups and individuals when making applications to the local board.

7. The local board community grants programme includes:

· outcomes as identified in the local board plan

· specific local board grant priorities

· which grant types will operate, the number of grant rounds and opening and closing dates

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

8. Once the local board grants programme 2022/2023 has been adopted, the types of grants, grant rounds, criteria and eligibility will be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The aim of the local board grant programme is to deliver projects and activities that align with the outcomes identified in the local board plan. The proposed Devonport-Takapuna Grants Programme 2022/2023 was workshopped with the local board on Tuesday 12 April 2022. Feedback indicated no changes to the existing criteria are required, however, the document has been updated to include the relevant dates for next years programme.

Tauākī whakaaweawe āhuarangi

Climate impact statement

10. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Local board grants can contribute to climate action through the support of projects that address food production and food waste; alternative transport methods; community energy efficiency education and behaviour change; build community resilience and support tree planting.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

14. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Tauākī whakaaweawe Māori

Māori impact statement

2. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori. Applicants are asked how their project aims to increase Māori outcomes in the application process.

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

16. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

17. An implementation plan is underway and the local board grants programme will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients of grants.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Devonport-Takapuna Grants Programme 2022/2023	253

Ngā kaihaina

Signatories

Author

Moumita Dutta - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

17 May 2022

Community Facilities Network Plan revised Action Plan (2022)

File No.: CP2022/05620

Te take mō te pūrongo

Purpose of the report

1. To present the revised Community Facilities Network Plan Action Plan (2022) including progress and completion of actions since 2015 and prioritisation of actions over the next three years.

Whakarāpopototanga matua

Executive summary

2. The Community Facilities Network Plan (CFNP) is a strategic document outlining how Auckland Council will invest in community facilities. It was approved by Regional Strategy and Policy Committee in August 2015.

3. The accompanying Action Plan prioritises actions and projects that will be undertaken to implement the CFNP. The CFNP contains criteria for identifying and prioritising actions.

4. Every three years the Action Plan is reviewed and updated to recognise progress, revise priorities of existing actions and assess potential new actions. The Action Plan was last updated in 2019.

5. The Action Plan has been revised for 2022 using the methodology outlined in the CFNP. It contains 33 new actions.

6. There are now 155 total actions in the Action Plan including:

· 65 completed actions

· 36 actions underway

· 50 actions to start

· 4 actions on hold.

7. Implementation of priority actions within the revised Action Plan will initially focus on:

· completing 36 actions that are already underway

· starting four new area-based actions located in Investment Priority Areas

· starting two network-wide strategic improvement actions.

8. Feedback from local boards will be part of the report to the Parks, Arts, Community and Events Committee in August 2022 (when considering the adoption of the Action Plan).

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) support the revised Community Facilities Network Plan Action Plan (2022), provided in Attachment A.

Horopaki

Context

What is the Community Facilities Network Plan and Action Plan?

9. The Community Facilities Network Plan and its companion Action Plan were approved in 2015 by the Regional Strategy and Policy Committee (REG/2015/57).

10. The Community Facilities Network Plan (CFNP) guides the council’s investment in the provision of community facilities and services. It provides direction on the development of new facilities, major upgrades of existing facilities, optimisation, and potential divestment of facilities no longer meeting community needs.

11. The CFNP addresses provision for:

· arts and culture facilities

· community centres

· libraries

· pools and leisure facilities

· venues for hire (community or rural halls).

12. The CFNP’s accompanying Action Plan prioritises projects to:

· ensure existing facilities are fit for purpose

· address gaps or duplication in provision and needs for community facilities

· meet future demand arising from population growth and changing users’ expectations.

13. Together the CFNP and its companion Action Plan support council’s goal to focus community service investment on:

· quality over quantity

· addressing service gaps where growth is significant

· improving portfolio performance.

The Action Plan is revised every three years

14. Every three years the Action Plan is reviewed and updated to recognise progress, revise priorities of existing actions and assess potential new actions.

15. The Action Plan was last reviewed in 2018 and adopted by the Environment and Community Committee in April 2019 (ENV/2019/47).

16. Progress on the Action Plan is reported annually to the relevant committees. The last update was provided to the Parks, Arts, Community and Events Committee in November 2021 (PAC/2021/58).

17. A summary of progress on the revised 2022 Action Plan is provided in Attachment B. It shows that 65 actions are completed, 36 actions are underway, 50 actions have not started, and 4 actions are on hold.

Actions are structured by category, theme and progress

18. There are three categories and two themes of actions in the Action Plan (refer Table 1).

Table 1: CFNP Action Plan categories

19. The 2022 Action Plan presents actions in two parts.

· Part A – new actions (identified since the last review) and actions carried over from the previous review which have not been started.

· Part B – actions underway at the time of the review and previously completed actions.

Departments work together to identify business and strategic improvement actions

20. The development of new business and strategic improvements involved Community & Social Policy, Community Facilities, and Regional Service Planning, Investment & Partnerships. These departments worked together to support quality advice and to improve the way we plan and prioritise delivery of community services.

The identification of area-based actions follows a set process

21. The process for the development of area-based actions in Part A of the 2022 Action Plan is set by the CFNP and shown in Figure 1.

Figure 1: Review process for 2022 CFNP Action Plan

22. Potential area-based actions for Part A were identified from a range of sources:

· political resolutions requesting the addition of items to the Action Plan

· work arising from completed actions in the Action Plan 2019

· the 10-year Budget 2021-2031

· local board plan initiatives and work programmes

· input from business intelligence and across the Auckland Council organisation

· actions not started in the Action Plan 2019.

Area-based actions are prioritised through the weighting of network, community, and building criteria

23. Once identified, the master list of area-based actions was assessed based on the prioritisation criteria outlined in section 5.2 of the CFNP (refer Table 2).

Table 2: Prioritisation criteria for area-based actions as defined by the CFNP

24. The tools used to conduct the assessment included population data, geospatial information, asset condition information, and in some instances needs assessments and business cases.

The priorities in the CFNP Action Plan guide the focus of our resources

25. The impact of Covid-19 and the resulting economic slow-down has had a significant impact on the council’s revenue and borrowing capacity. The 10-year Budget (Recovery Budget), adopted 29 June 2021, highlights:

· a tight fiscal environment for the immediate future

· the need to reduce capital expenditure across the council family

· reprioritisation of projects

· the unsustainability of maintaining the current community facility network while meeting the needs of growing and changing communities.

26. The ‘focused investment’ approach for community investment, adopted as part of the 10-year Budget, means we must focus on renewing priority assets, reducing our asset portfolio, expanding provision of tailored/alternative service delivery models and exploring partnership opportunities.

27. The approach for community investment supports the direction of the CFNP and in this constrained environment, priority actions determined by the criteria in the CFNP are guiding the focus of our resources.

Tātaritanga me ngā tohutohu

Analysis and advice

The revised CFNP Action Plan 2022

28. The revised Action Plan 2022 is provided in Attachment A.

29. Table 3 shows the distribution of all actions in the Action Plan 2022 and progress of actions since the Community Facilities Network Plan was adopted in 2015.

Table 3: Summary of the 2022 CFNP Action Plan

30. Attachment B shows the progress status of the revised 2022 Action Plan, as well as the distribution of actions across local boards, service type and priority status.

31. The progress being made on actions demonstrates staff’s commitment to focusing resources on a collectively agreed and mandated programme of work, as well as the commitment to delivering agreed priorities in a constrained environment.

The focus of the CFNP Action Plan work programme 2022/2023

32. The focus of next year’s work will be towards completing priority actions that; are already in progress, are located in Investment Priority Areas (identified in the 10-year Budget) or are strategic improvements with a network-wide reach (refer Table 4).

33. This focus ensures our effort is scalable and our advice about investment in community facilities is more effective. The efficiency created will allow us to concentrate on the priority actions that have not yet been started.

Table 4: Summary of proposed work programme for 2022/2023

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. Consideration of climate impact happens at a project level. There are no direct climate impacts arising from this report on the action plan.

35. Future detailed business cases will include application of the Community Facilities – Sustainable Asset Policy. The regional policy, the first of three phases under the council’s Sustainable Asset Standard (SAS), commits council to:

· achieve carbon neutrality in operations for new asset development

· achieve a minimum 5-Star Green Star rating (or equivalent certification) on the development of all new assets with a budget over $10 million

· incorporate decarbonisation principles into guideline documents for renewals and new asset development of all community assets.

36. The assessment of climate impacts in investigations and business cases will improve by applying learnings from across the organisation in its responsiveness to climate change. Staff will also seek to understand the allowances that need to be made to meet climate impact targets for Action Plan projects related to the development of new facilities, or the improvement of existing facilities.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. During the development of the Action Plan 2022 input has been sought from the following departments:

· Regional Service Planning, Investment and Partnerships

· Local Board Services

· Parks Sports and Recreation

· Financial and Business Performance

· Connected Communities

· Community Facilities

· Community and Social Policy.

38. Delivery of the Action Plan 2022 is resourced by council’s Community & Social Policy and Regional Service Planning, Investment & Partnerships teams subject to capacity. Individual actions are delivered with participation from other departments and, where relevant, Eke Panuku Development Auckland.

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

Local impacts and local board views

39. Local boards provided feedback on direction and specific content during the development of the Community Facilities Network Plan and Action Plan prior to adoption in 2015.

40. Key initiatives from local board plans (2020) were an input of the review process for the development of the 2022 CFNP Action Plan (refer Figure 1).

41. The CFNP’s prioritisation criteria applies the highest weighting of 15 per cent to local board priority to ensure local board’s views influence the overall assessment of actions.

42. Progressing area-based actions are reflected in relevant local board work programmes. Local boards provide feedback and input throughout the investigations and have decision making responsibilities as per schedule the 10-year Budget 2021-31

43. Decision-making for service provision and location sits with local boards within funding parameters set by the Governing Body.

Tauākī whakaaweawe Māori

Māori impact statement

44. The Community Facilities Network Plan outlines, in Section 2.2, how it will deliver on Māori outcomes. These outcomes include:

· engage with Māori organisations to understand Māori expectations and investigate the community needs of Māori groups, and factor this into decision-making for community facilities

· actively engage and consult to ensure the planning, development, and operations of facilities consider Māori needs and aspirations

· work closely with Māori groups and key stakeholders, including local iwi, to develop appropriate cultural programmes to be delivered through facilities

· investigate Māori demographic participation and usage trends, identifying opportunities to increase the attendance and use of facilities by Māori and developing appropriate business responses

· provide visual representations of commitment to Māori to tell stories of their connections to the place (such as signage) and honouring tikanga

· ensure that, in any exploration of potential future sites for facilities, Māori concerns about wāhi tapu are incorporated.

45. Engagement with Māori is included as part of investigations and continues through the planning and delivery of responses. Examples include:

· interviews and hui with mana whenua

· interviews and hui with mataawaka in local settings to understand community needs

· workshops and focus groups with local marae

· intercept surveys with representative samples of the Māori population base

· kanohi ki te kanohi interviews conducted in Te Reo Māori.

46. Feedback provided from Māori is specific to the nature of the investigation for which the engagement occurred. This feedback is used to inform the delivery of options and responses.

47. Staff will work with other relevant parts of the council to ensure effective engagement with Māori.

Ngā ritenga ā-pūtea

Financial implications

48. There are currently no identified financial implications for the delivery of the Community Facilities Network Plan Action Plan 2022 as work is delivered utilising existing resources.

49. Investment decisions and associated funding implications are reported separately to the relevant decision-maker(s).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50. There is a risk that development of the Action Plan 2022 may not match local board priorities, as implementation of the Action Plan involves understanding service needs and taking a network view. This risk is mitigated by:

· continuing to socialise and reinforce the strategic objectives of the CFNP to elected members, key staff, and through all deliverables

· clarifying local board plans were reviewed and any potential community service-related content was considered for potential inclusion as an action

· including One Local Initiative projects into the Action Plan 2022.

51. There is financial risk that:

· budget allocated in the 10-year Budget 2021-2031 may be insufficient to deliver some of the action findings

· the need for significant new investment identified from actions will be challenging due to the impact Covid-19 has had on the council’s revenue and borrowing capacity

· some investigations may require changes to the funding identified in the 10-year Budget 2021-2031.

52. This financial risk is mitigated by:

· ensuring investigations include looking at options for funding other than rates or debt

· ensuring findings of investigations that require new investment are supported by indicative business cases

· managing expectations by acknowledging budget constraints

· managing expectations by acknowledging the delegation for decision-making on investment in new facilities is held by the Governing Body and is considered as part of long-term planning (decision-making for service provision and location sits with local boards within parameters set by the Governing Body).

53. There is a timing risk that delivery of actions may take longer because of reduced operational capacity and may not align with elected members and/or local communities’ expectations. This risk is mitigated by driving delivery to meet targeted timeframes for priority actions and managing expectations based on the principles and direction set by the CFNP.

Ngā koringa ā-muri

Next steps

54. Local board resolutions will be included in the report to the Parks, Arts, Community and Events Committee when they consider adoption of the Action Plan in August 2022.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Community Facilities Network Plan (CFNP)	267
b ⇩	Attachment B - Focus of Community Facilities Action Plan 2022	283

Ngā kaihaina

Signatories

Authors

Tracey Williams - Service and Asset Planning Specialist

Angela Clarke - Head of Service Investment & Programming

Authorisers

Justine Haves - General Manager Regional Services Planning, Investment and Partnership

Louise Mason - General Manager Local Board Services

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

17 May 2022

Local board feedback on Auckland Transport's proposed speed limit changes

File No.: CP2022/05961

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on Phase Three (previously called Tranche 2B) of Auckland Transport’s proposed speed limit changes.

Whakarāpopototanga matua

Executive summary

2. Auckland Council and Auckland Transport have adopted the Vision Zero goal of eliminating road transport-related deaths and serious injuries (DSI) within the Auckland road network by 2050.

3. Setting safe and appropriate speed limits that recognise the function, safety, design, and layout of roads is a fast and cost-effective way to reduce DSI. Evidence from changes made in 2020 demonstrates that safe and appropriate speed limits are effective in reducing road trauma.

4. Auckland Transport is conducting a phased review of speed limits and recently completed public consultation on proposed Phase Three changes with the community. A list of changes proposed within this local board area is provided as Attachment A.

5. Public consultation on changes proposed in Phase Three closed on 3 April 2022 and a summary of public responses is provided as Attachment B. Local boards are now invited to provide their feedback.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) provide feedback on speed limit changes proposed as part of Phase Three of Auckland Transport’s Safe Speeds Programme.

Horopaki

Context

6. Auckland Transport (AT) is Auckland’s road controlling authority. Part of this role is reviewing and ensuring that speed limits across Auckland are set at levels that are safe and appropriate for road function, safety, design, and their use.

Alignment with Central Government Policy

7. Waka Kotahi New Zealand Transport Agency adopted a ‘Vision Zero’ approach to road safety in 2019 when it launched the ‘Road to Zero’ national strategy that aims to reduce the number of people killed and injured on New Zealand’s roads to zero by 2050.

Alignment with Auckland Council Policy

8. Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

9. Since receiving endorsement from Auckland Council and from the Auckland Transport Board, Auckland Transport has progressively reviewed roads across Auckland and reduced speed limits on many roads.

10. In this phase, the focus has been on town centres, roads near schools, high-risk rural roads, rural marae, and roads requested by the community.

11. Public consultation on the Safe Speeds Programme Phase Three took place from 28 February - 3 April 2022, and included the following measures:

· flyer mailout to 340,257 properties and PO Boxes near roads where changes to speed limits are proposed

· advertising in the NZ Herald, community newspapers, specialist, and ethnic media

· radio advertising on Niu FM, Radio Samoa and Radio Waatea

· radio interviews and adlibs on Niu FM, Radio Samoa and Radio Waatea

· media releases

· social media campaigns

· an article published in OurAuckland

· translation of consultation materials into Te Reo Māori, Braille and NZ Sign Language

· flyers, posters and hardcopy FreePost feedback forms in multiple languages to every library and service centre in Auckland

· 15 online webinars, including a Mandarin language webinar

· a community drop-in session on Aotea Great Barrier.

12. The community was able to provide their thoughts via a number of channels:

· online via http://AT.govt.nz/haveyoursay

· a paper survey

· a web-based mapping tool

· emails direct to the Safe Speeds Programme Team

· at public hearings held on 6 April 2022.

13. Local boards received localised reports on public feedback in early May (Attachment B) and now have the opportunity to provide feedback on Phase Three proposed speed limit changes within their local board area.

Tātaritanga me ngā tohutohu

Analysis and advice

14. Auckland Transport manages more than 7,300 kilometres of roads for Auckland Council. This includes setting speed limits, and since ‘Vision Zero’ was adopted Auckland Transport has been progressively reviewing and amending speed limits. Changes have been made only after engaging with both the community and local boards.

15. Auckland Transport’s first phase of reviewing and setting new speed limits was developing the Speed Limits Bylaw 2019 (under the Land Transport Act 1998) that enabled AT to set new speed limits for Auckland’s highest risk roads.

16. The impact of the changes made in this bylaw have been significant and support the claim that by setting safe and appropriate speed limits in Auckland, we reduce community harm.

17. Since 30 June 2020, in areas where speed limits were changed, fatal crashes have almost halved (down by 47 per cent) during the 18-month period since this action was taken.^{^[5]}

18. This change was most significant on rural roads where roads with reduced speed limits recorded a 71 per cent reduction in fatal crashes and more than a 25 per cent reduction in serious injury crashes.

19. In selected locations, speed limit changes are complemented by physical speed calming measures such as speed bumps, raised pedestrian crossings, kerb changes and road marking. These physical measures help reinforce the safe and appropriate speed limits and assist with pedestrians and cyclists crossing busy roads. Physical measures are installed based upon risk, with a focus on locations such as town centres, residential areas and roads near schools.

20. It will take time to confirm that these trends are sustained, however this initial impact is promising and indicates the effectiveness of the ‘Vision Zero’ approach. Overseas data records a similar impact on harm reduction and Auckland Transport’s advice to local boards is that the programme is working and should be supported.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The primary climate change benefit of safe and appropriate speed limits is that they support and encourage greater take-up of walking, cycling and micromobility by reducing the risk to vulnerable road users, making these modes more attractive. This supports emissions reductions.

22. In town centres where speed limits were reduced and safety improvements introduced during Phase One of speed limit changes, there has been strong positive feedback, with 19 per cent of people saying they now participate in at least one active mode (e.g., walking or cycling) more often since the projects have been completed. This is a direct contribution towards encouraging people to walk or cycle instead of using cars that produce carbon emissions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. Auckland Council is committed to road safety. The Auckland Plan envisages a transport network free of deaths and serious injuries by 2050. AT deliver the council’s policies in relation to transport. AT developed ‘Vision Zero for Tāmaki Makaurau’ in response to goals within the Auckland Plan and with the council’s Planning Committee’s direction (Resolution number PLA/2018/83).

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

Local impacts and local board views

24. Auckland Transport has held workshops with local boards throughout the various phases of the Safe Speeds programme.

25. Summaries of local submissions on changes proposed in Phase Three were provided to local boards in early May to inform their consideration of this topic.

26. This report seeks feedback from the local board on the proposed speed limit changes within Phase Three of the Safe Speeds Programme.

Tauākī whakaaweawe Māori

Māori impact statement

27. Auckland Transport is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations in being more responsive to and inclusive of Māori.

28. AT’s Māori Responsiveness Plan outlines the commitment to 19 mana whenua iwi in Auckland to deliver effective and well-designed transport policy and solutions. AT also recognises mataawaka and their representative bodies and our desire to foster a relationship with them. This plan is available on the Auckland Transport website at https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about

29. Safe speeds make our roads safer for active road users, which encourages more people to walk, cycle and use public transport. Te Ora ō Tāmaki Makaurau is the well-being framework developed by the Mana Whenua Kaitiaki Forum in response to Te Tāruke-ā-Tāwhiri. Safer roads contribute to more people walking or cycling, which in turn supports this framework developed by Mana Whenua.

30. Waka Kotahi’s 2021 study ‘He Pūrongo Whakahaumaru Huarahi Mō Ngā Iwi Māori – Māori Road Safety Outcomes’ provides data demonstrating that Māori are disproportionately more likely to be hurt or killed on New Zealand roads. The Safe Speeds Programme is expected to result in significant positive impacts for Auckland’s Māori communities.

31. Engagement with iwi at the AT northern, central and southern transport kaitiaki hui took place on the wider programme during 2021, and in early 2022 to introduce the Interim Speed Management Plan. Detailed engagement with individual rural marae as part of Phase Three commenced mid-2021 and is ongoing, with each marae typically requiring a tailored approach that takes into account localised safety issues.

32. Mana whenua are, in general, supportive of the Safe Speeds Programme and positive safety, community and environmental outcomes arising through safe and appropriate speed limits. There is in particular strong engagement and support for the rural marae workstream which forms part of Phase Three.

Ngā ritenga ā-pūtea

Financial implications

33. Although there are no specific financial implications arising from local boards providing feedback on the Safe Speeds Programme this programme has considerable financial implications.

34. In 2017, the social cost of road harm in Auckland was about $1.1 billion.^{^[6]} These costs are paid by all Aucklanders. There is the cost of health care for those injured and - for some - lifetime rehabilitation and support. There is a cost to families, businesses and the region of those who can no longer live and work as they did before due to road deaths and serious injuries.

35. Reducing the harm caused by road accidents impacts on the community by reducing hospital costs, insurance costs and Accident Compensation Corporation costs all of which are of direct financial benefit to the communities that local boards represent.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

36. Delays due to Covid-19 and lockdown in the Auckland Region have added complexity to both public consultation and implementation timelines. The following measures were undertaken to ensure a quality engagement process:

· The consultation length was extended from four to five weeks.

· The number of online events during the consultation was significantly increased.

· Digital advertising spend was increased and included Mandarin language public webinars and social media advertising.

37. Steps have also been taken to ensure flexibility in the implementation timeline.

Ngā koringa ā-muri

Next steps

38. The new speed limits are proposed to come into force at the end of November 2022.

39. The November 2022 date may need to be revised due to the impacts of Covid-19 and to take into account consultation feedback. Local boards will be kept up to date if any changes are made.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Devonport-Takapuna Local Board - Proposed speed limit changes - phase 3	293
b ⇩	Attachment B - Safe Speeds Programme Public feedback on proposed speed limit changes March/April 2022	297

Ngā kaihaina

Signatories

Authors

Annie Ferguson – Communications and Engagement, Auckland Transport

Ben Stallworthy – Elected Member Relationship Partner, Auckland Transport

Authorisers

Nathan Cammock – Programme Director, Auckland Transport

Louise Mason - General Manager Local Board Services

Eric Perry - Local Area Manager

Devonport-Takapuna Local Board

17 May 2022

Auckland Council’s Quarterly Performance Report: Devonport-Takapuna Local Board for quarter three 2021/2022

File No.: CP2022/05345

Te take mō te pūrongo

Purpose of the report

1. To provide the Devonport-Takapuna Local Board (the local board) with an integrated quarterly performance report for quarter three, 1 January to 31 March 2022.

Whakarāpopototanga matua

Executive summary

2. This report and its attachments include financial performance, progress against work programmes, key challenges the local board should be aware of and any risks to delivery against the 2021/2022 work programme.

3. The local board has an approved 2021/2022 work programme with the following operating departments:

Date approved

Council department or CCO

Resolution number

15 June 2021

· Customer and Community Services

· Infrastructure and Environmental Services

· External Partnerships (Governance)

· Auckland Emergency Management

· Auckland Unlimited

DT/2021/83

DT/2021/86

DT/2021/87

DT/2021/88

DT/2021/89

Key updates for quarter three

4. The local board work programme is tracking against its key objectives, milestones and timelines for delivery. Notable project updates from quarter three include:

· Apply the empowered communities approach (ID 126): Through quarter three, the Strategic Broker contacted diverse communities through the North Shore Chinese Community Network, the Restoring Takuranga on the Hauriki Wananga work and age-friendly work. Meetings were held with Drowning Prevention Auckland to scope supporting a possible pilot project to help address drowning in Asian communities. The Strategic Broker also met with ActivAsian to discuss ways to further develop their youth programmes in the local board area including applications for grants funding and connecting in with Younite.

· Taha Māori - Māori Responsiveness (ID 116): Funding was provided to Restoring Takarunga Hauraki to deliver a community and mana whenua/mataawaka led Arts and Ecology Wananga over 4-6 weeks in the lead up to Matariki in 2022. This funding will be used to employ mataawaka for a truly Mautaranga Māori and community led programme of events. Members, staff and community partners will have the opportunity to engage with mana whenua, mataawaka and tangata whenua through these events and build relationships. Planning is under way for the Wananga with staff attending community led meetings with organisers to help link in with other partners running Matariki events.

· Taonga tuku iho: Legacy - we preserve our past, ensure our future (ID 1434): Families took home over 100 activity packs to complete over the summer holidays to learn about the local environment. Included were resources to hunt for local landmarks, learn Māori history with word puzzles and try a recipe from local chocolatier. The Angela Morton Room at Takapuna Library held an exhibition by Makyla Curtis that displayed her travels around Aotearoa and her experience of uncovering her family history.

· Whakatipu i te reo Māori - we grow the Māori language Celebrating te ao Māori and strengthening responsiveness to Māori (ID 1429): Evening Te Reo classes continued on Zoom. Libraries are planning guest speakers, traditional Māori games for families, story times, displays and themed school holiday activities during Matariki.

· Youth: Youth development (ID 115): Shore Junction have continued to deliver a diverse weekly programme of activities, which include:

o a partnership with Pupuke Birdsong to activate an environmental initiative which includes the adoption of a park near Shore Junction, planting and pest control activities; and

o a 'clothing swap' initiative enabling youth members to swap clothing, shoes and other belongings and explore their identities in a safe way.

Younite are collaborating with Auckland Youth Voice Network (AYV) to engage youth populations in upcoming elections. They are currently working on the production of digital information and planning ‘meet your candidate’ events and civics education workshops in local schools. Activities will be coordinated regionally, with Younite leading those specific to Devonport-Takapuna. Younite are also working with AYV to research and develop training and resources created by young people in support of mental health.

· Activation of parks, places and open spaces (ID 1190): 13 out of 18 scheduled activations for the year have been delivered. All activations have been delivered in accordance with the COVID Protection Framework and vaccine passes have been scanned for participants over twelve years of age. Five more activations are scheduled to be delivered in April, concluding the local board's full programme and allocated funding.

· Pest-free environmental coordinators (ID 742): COVID-19 has impacted both Restoring Takarunga Hauraki and Pupuke Birdsong by preventing them from fully engaging with the community. However, both organisations have increased online and contactless pickup and drop-off with traps and information. Both organisations have held multiple online meetings and workshops, such as training sessions on moth plant and having guest speakers ‘Aotearoa Lakes’ to talk about Lake Pupuke.

Restoring Takarunga Hauraki have built up a team of volunteers to drop off traps via bicycle to fit in with their climate action initiatives. The groups are now working with council departments to organise planting plans and volunteers for the upcoming planting season.

· Wairau Estuary enhancement planting (ID 637): The contractor has confirmed that three dates have been set for community days for clean-up and maintenance of the site between February and April 2022. A clean-up day took place on 12 February 2022, with 25 volunteers involved in the clean-up including removing large objects of rubbish. On 12 March 2022, an additional clean-up day took place with a turnout of 46 people. Volunteers cleared 220m2 of weeds and around 250kg of rubbish. The final maintenance day before planting is scheduled for 9 April 2022, and a community planting day is planned for 28 May 2022.

· Aramoana and Lansdowne reserves - renew seawalls and boat ramp (IDs 1841 and 1862): Procurement for the renewals have been completed, and physical works will commence in quarter four.

· Bayswater Park - renew fitness equipment (ID 30834): Procurement process is complete and physical works will commence in quarter four.

· Linwood Reserve – renew park play spaces (ID 24264): Physical works are complete, and the play space is open to the public.

· Montgomery Reserve – renew park play spaces (ID 24228): Physical works are underway, however installation was disrupted by COVID supply issues. Completion of the play space is still on track to finish in quarter four.

· Narrowneck Beach – renew seawalls and paths (ID 16471): Physical works are underway, and the project is expected to be completed in quarter four.

· Kawerau / Oliver Reserve – renew park play space (ID 23600): Physical works are complete, and the play space is open to the public.

· Sunnynook Park – new toilet at Tonkin Drive end of the park (ID 30862): Awaiting the outcome of the building consent exemption from council’s Resource Consents department. Next steps include meeting with Ngaati Whanaunga to develop the puurakau and kowhaiwhai component of the exterior wrap and start physical works.

· Sunnynook Park – implement wheeled sports concept plan (ID 23962): Local board approved a concept plan for a new skate park at Sunnynook Square at its April 2022 business meeting. The project will move into the detailed design phase and physical works are expected to commence in early 2023.

Summary of financial performance

5. Overall net operating performance is six percent below the budget for the nine months ended 31 March 2022. Operating revenue is 38 percent below budget and operating expenditure is nine percent below budget. Capital expenditure is nine percent below year-to-date budget.

6. Operating expenditure of $10.7 million is $1.1 million below budget for nine months. Asset Based Services (ABS) expenditure is $1.1 million below budget and Locally Driven Initiatives (LDI) expenditure is on target.

7. Expected operating revenue of $874,000 is $546,000 below budget, largely due to reduced revenue from leisure facilities, facility hire and library services.

8. Capital expenditure of $5.3 million is below budget by $516,000 in the last nine months, however this is expected to be mitigated through delivery of the local renewals programme in quarter four.

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

Attachments

10. All work programme updates are detailed in Attachment A. A financial summary for quarter three is included in Attachment B.

Ngā tūtohunga

Recommendation/s

That the Devonport-Takapuna Local Board:

a) receive the performance report for quarter three ending 31 March 2022.

Ngā tāpirihanga

Attachments