Puketāpapa Local Board

Transcription

1 Puketāpapa Local Board Puketāpapa Local Board Message from the chairperson This past financial year (2012/2013) has been a most exciting one for the board as we have seen a great deal of projects that started at the beginning of our term move to completion. We continued to make progress on the implementation of our Puketāpapa Greenways Network through the construction of paths in various locations in parks and reserves along the Manukau foreshore. The mayor officially opened a track through War Memorial Park in June We have continued the dialogue with Auckland Transport and stakeholders on building safer routes throughout our community, particularly to and from the Mt Roskill School campus and on planning the upgrade of Dominion Road that is due to start soon. Our leadership in this area was highlighted when the council s Open Space team won a NZILA Distinction Award for Auckland s Greenways: A Green Vision for the City. We completed a wide range of small local improvement projects throughout the year from interpretive signage that act as markers for heritage places and reserves to exercise and sports equipments in parks. Our heritage survey got underway, providing valuable information for the local board which will be included in its submission to the draft Unitary Plan. This past financial year also consisted of a high volume of public engagement on key plans such as the draft Unitary Plan and the Three Kings Precinct Plan. These consultations will form the basis of decisions that will determine the shape and look of our local board area in the future. We are proud of the various local events we have sponsored, creating opportunities to bring our diverse community together. We successfully delivered the inaugural Taste of Puketāpapa event, a week-long marketing activity celebrating the ethnic diversity of Puketāpapa focusing on food and promoting local restaurants offering a range of cuisines. We delivered a bigger and better Puketāpapa Santa Parade and have created events that targeted different sectors such as business breakfasts for Puketāpapa business community. We worked with Albert-Eden Local Board to deliver a highly successful disco for youth with disabilities. We hosted a number of public meetings, including an Environment and Sustainability Forum, Heritage Forum and Transport Forum to dialogue on related issues. We contributed representatives to political working parties on gambling venues, alcohol policies and community assistance. 235

2 Puketāpapa Local Board I would like to take this opportunity to thank my fellow local board members for their commitment and hard work as well as our community who invested their time and energy into contributing to our consultations, engagement activities and projects. It is because of their energy, passion and commitment that we have been able to notch up as many worthy achievements as we have in the 2012/2013 financial year. Richard Barter Chairperson Puketāpapa Local Board Achievements and events We implemented the Puketāpapa Greenways Network. We developed and carried out consultation on the draft Three Kings Precinct Plan. We supported community events such Puketāpapa Santa Parade, Carols by Candlelight, Disco for Disabilities, business breakfasts for the local business community, the Inaugural Taste of Puketāpapa event, ANZAC Day ceremony, Environment and Sustainability Forum, Heritage Forum, Transport Forum and quarterly meetings of the Puketāpapa Garden Web. We undertook key studies and research into resource recovery network options and local heritage sites. We delivered improvements in our local parks: Keith Hay Park playground and other improvements, War Memorial Park drinking fountain, fitness equipment and walking track, St Andrews Reserve interpretive signage and landscaping, Turner Reserve basketball court lights installation, table tennis table at Arthur Faulkner Reserve, Manukau foreshore pest management programmes and walking track development. We delivered improvements to community facilities at the Wesley Community Centre and Roskill youth Zone including a community arts mural and contributions to local facilities, e.g. Mount Roskill Tennis Club building. We implemented the Youth Connections Programme, Youth Needs Assessment and Youth Development Action Plan, and selected a Youth Advisory Panel representative. 236

3 Puketāpapa Local Board Local libraries Provide safe, welcoming and accessible library facilities and services The Mt Roskill library located at Three Kings is within in the Puketāpapa area The average number of library visits per capita was below target this can partly be attributed to the changing behaviour of library customers. Customers are now being more savvy about using libraries both online and for specific purposes, for example to pick up requested items or to attend a programme, rather than dropping in regularly to browse. This shift in behaviour is reflected in the increased use of digital resources, continued high rates of item requests, and increased participation in events and information skill programmes. 237

4 Puketāpapa Local Board Local community services Provide local community development resources, funds and programmes that build community wellbeing The community group funding system is in transition to a new structure and processes are in place at the beginning of the 2013/2014 financial year and issues identified will be resolved. The percentage of community funding/grant recipients meeting grant obligations is below target as deadlines for meeting accountability requirements are still open in this region, so the measure cannot be accurately reported yet. A regional approach and timeframes are being implemented in 2013/2014 to standardise practice around grant obligations. C-DUB Youth network. The Community Development Arts and Culture team hosted a youth leadership summit at Te Piringatahi o te Maungaarongo Marae, West Harbour over the weekend of 21 and 22 September 2012 to develop young people into leadership roles and provide tools on communication and development. The C-DUB youth network managed to enroll 40 young people through the 'Feel the beat' workshop, which will help raise the volume of youth voice and influence change. Pasifika Youth Conference. Roskill Youth Zone was approached in January by the Ministry of Pacific Island Affairs to assist in developing and running their first youth conference. A group of eight local young people aged between 18 and 24 met from February to May to develop and implement a plan, working alongside other agencies. This gave them exposure to staff and processes from government agencies. At the conference the group was responsible for coordinating, the setup and packing up, MC- 238

5 Puketāpapa Local Board ing the event, speaking, facilitating icebreakers for groups of 100 to 200 people, catering and conference registrations. Roskill Youth Zone: activities range from the fitness-focused Youth Connections PUSH programme to YouthLine and homework sessions. The facility also held an exciting diverse school holiday programme ranging from the Youth Crew Project (young people working cleaning up yards, weeding, and window washing) to a specialised Somalian holiday programme. Provide community halls, centres and houses that meet the recreational and social needs of the local community Local community services include the Fickling Convention Centre, War Memorial Hall, Wesley Community Centre, Roskill Youth Zone and the Three Kings Tennis Pavilion Wesley Community Centre Christmas Festival. This year the festival attracted over 6000 visitors, up 1000 from the previous year. The market, performances and activities from both the Wesley Community Centre and Mt Roskill Youth Zone were well attended and appreciated by the community. 239

6 Puketāpapa Local Board Improve community safety through delivery of programmes and initiatives with partner organisations and the community An alcohol action plan and injury prevention strategy is being developed. Exterior lighting programme: This project is improving exterior lighting for community facilities in a number of local boards, including Puketāpapa. The work ensures users will have better visibility moving in and out of these buildings and feel an increased sense of safety at night. We have already received positive feedback. The lights are directed and less intrusive to people living near these facilities, are less prone to vandalism and, being LED fittings, they are more environmentally sustainable and cost-effective.. 240

7 Puketāpapa Local Board Local arts, culture and events services Provide opportunities and facilities for the community to experience and enjoy the arts 241

8 Puketāpapa Local Board Deliver, facilitate and fund diverse and high-quality arts and cultural programmes 242

9 Puketāpapa Local Board Deliver and facilitate events that meet local community needs Attendance results may vary from year to year depending on the level and mix of funding for local events and also availability of attendance numbers Satisfaction results may vary year on year depending on the events selected for surveying. Particular types of events generally score consistently higher than others, e.g. Music and Movies in Parks which formed the core of events surveyed in 2011/2012 scored 91 per cent average. Local parks services Develop and maintain local park network to cater for community needs 243

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11 Puketāpapa Local Board Within the Puketāpapa area there are approximately 232 hectares of local parks, including Wattle Bay Reserve, and Waikōwhai, Keith Hay, War Memorial, Margaret Griffen and Monte Cecilia parks. A new parks maintenance contract started in July 2012 and standard service levels were applied across the region. The percentage of residents satisfied with the quality of parks, reserves, sports fields and beaches averaged 71 per cent across the region, down from 75 per cent the previous year. The result may reflect residents perception of the new service delivery standards as it varies across local boards. As the new contract is embedded the satisfaction levels and public perception around the standards and service levels should improve. Two results are reported for this performance measure as different methodologies were used to calculate the results for July 2012-January 2013 and February-June From February 2013 onwards, the council contracted one external audit firm to audit the performance of local parks and reserves maintenance standards. Prior to this the council had different auditing mechanisms in place for each region (north, west, south and central). The result for February to June 2013 will be comparable with the 2013/2014 result. 245

12 Puketāpapa Local Board Local recreation services Provide safe and accessible facilities and programmes that support recreation and leisure activities Recreation facilities include the Cameron Pool and Recreation Centre, and the Lynfield Recreation Centre. 246

13 Puketāpapa Local Board Local economic development Develop local business precincts and town centres as great places to do business No business area improvement or economic development related infrastructure initiatives were planned for Puketāpapa Local Board in 2012/2013, and hence none were delivered. Develop and maintain safe, clean and vibrant commercial town centres and street environments There were no agreed street environment upgrades in this local board. 247

14 Puketāpapa Local Board Local built and natural environment Provide leadership and support to protect and conserve the region s cultural heritage The priority programmes in 2012/2013 were not developed and/or implemented in conjunction with mataawaka or mana whenua organisations. 248

15 Puketāpapa Local Board Local governance Ensure the community can participate and contribute to local board decisionmaking All agendas and minutes were published on time and meet statutory timeframes. Note 1. Note the actual result is based on a very small sample size which has led to an inconclusive result. 249

16 Puketāpapa Local Board Financial information Actual 12 months to 30 June 2013 Annual Plan budget 12 months to 30 June 2013 Reason for significant variance $000 OPERATING EXPENDITURE Local arts culture and events services Local built and natural environment Local community services Local economic development Local governance Local libraries 1,124 1,241 Local parks services 5,507 5,092 1 Local recreation services Total operating expenditure 9,877 9,781 OPERATING REVENUE CAPITAL EXPENDITURE Local arts culture and events services Local community services Local economic development Local governance 35 0 Local libraries Local parks services 1,407 2,094 3 Local recreation services Total capital expenditure allocated 1,817 3,362 Variances to budget 1. The costs of maintaining parks facilities exceeded the budget, which was prepared on a council-wide basis and averaged across local boards. 2. The underspend is related to the Mt Roskill village upgrade project which has been delayed. Capital expenditure not spent due to the need to integrate the project with wider Auckland Transport Dominion Road upgrade. A designer has been commissioned to identify design options in conjunction with the Puketāpapa Local Board. 3. A number of renewals programs and Small Local Improvement Projects are behind schedule due to consenting, planning and design-related delays. All capital underspends will be deferred. 4. The underspend is mainly resulting from renewal programs running behind schedule. A combination of planning and resourcing-related matters has contributed to this delay. All capital underspends will be deferred. 250

17 Rodney Local Board Rodney Local Board Message from the chairperson The 2012/2013 financial year has been a positive one for the Rodney Local Board. We have good processes in place and are working collaboratively with Auckland Council staff and our communities. We are pleased to report that we have made sizeable progress and completed a number of significant projects. This year the community celebrated the opening of the new Wellsford library which is a fabulous asset for Rodney. A lot of planning and hard work went into the project and it shows in the finished product. The library will be a focal meeting point for the town and offers something everyone, young and old alike. We are also delighted to confirm that we have secured funding to address the structural issues in the Warkworth Town Hall. This was a constant point of advocacy to the governing body which has realised the importance of this asset to the ever growing Warkworth community. The doors to this heritage building will once again be open. As always, the improvement of sports fields and sports facilities across the Rodney Local Board area has been a key focus. Consultation on the future of the Warkworth Showgrounds has been extensive and we now have a clear direction for the completion of this project. At Huapai Reserve, the cricket nets have been upgraded and we have provided funding towards the extension of the cricket clubrooms. Transport has been a key advocacy area this year and Auckland Transport has acknowledged the local board s priorities. Our views have influenced a number of key initiatives such as footpath extensions and pedestrian bridges. The key planning document for this year would have to be the draft Unitary Plan, including the Rural Urban Boundary. We have listened to our communities and attended numerous consultation events on these. We feel that local boards have been listened to and have guided the direction of the plan, which is ultimately a governing body decision. Thank you to all of you who took the time to get involved in influencing the future of our area by lodging a submission. 251

18 Rodney Local Board The local board continues to be heartened by the many groups and individuals who donate their time to community causes. We have been pleased to be able to support these groups in a small way through grants and funding for environmental initiatives. It has been a pleasure to work with each and every local board member over the past year. The commitment to their communities and to providing a united voice for Rodney is commendable. It has been a pleasure to work with each and every local board member over the past year. The commitment to their communities and to providing a united voice for Rodney is commendable. Bob Howard Chairperson Rodney Local Board Achievements and events We completed and opened the new Wellsford library. We granted funding in support of the community-led Waimauku gateway project. We completed a new car park serving the Riverhead War Memorial Reserve. We achieved considerable progress on the development of the Warkworth Showgrounds, including confirmation of the master plan and design of the Warkworth Showgrounds toilet block. We worked with the Coatesville community to design and build a running track in the Coatesville Reserve. We advocated successfully for funding to upgrade the Warkworth Town Hall. We provided contestable funding to numerous community groups and funding for community groups undertaking environmental initiatives, such as riverbank cleanups. We funded the delivery of youth connections into Helensville and Parakai. We constructed the Whangateau and Omaha seawalls, resulting in the creation of beach areas and improved access to the water. 252

19 Rodney Local Board Local libraries Provide safe, welcoming and accessible library facilities and services Local libraries are located at Helensville, Kumeū, Mahurangi East, Warkworth and Wellsford. Volunteer libraries are also located at Tapora, Leigh and Point Wells. A small community-run library operates at Puhoi. Wellsford War Memorial Library Opening Festival More than 400 community members attended the celebrations at the Wellsford War Memorial Library opening festival. Staff helped to organise and run the day, including arranging for community organisation stalls, entertainment and marketing for the event. The response from the community has been very positive. 253

20 Rodney Local Board Local community services Provide local community development resources, funds and programmes that build community wellbeing The community group funding system is in transition to a new structure and processes are in place at the beginning of the 2013/2014 financial year and issues identified will be resolved. The percentage of community funding and grant recipients meeting grant obligations is below target as this measure cannot be accurately reported yet. A regional approach and timeframes are being implemented in 2013/2014 to standardise practice around grant obligations. 254

21 Rodney Local Board Provide community halls, centres and houses that meet the recreational and social needs of the local community The Rodney Local Board area has 22 community halls and three community centres. There are no community houses in the Rodney Local Board area. Improve community safety through delivery of programmes and initiatives with partner organisations and the community The annual residents survey asks a number of questions related to perceptions of safety. The result shown for the perception of safety at night time relates to the survey statement walking alone in your neighbourhood after dark. 255

22 Rodney Local Board Local arts, culture and events services Provide opportunities and facilities for the community to experience and enjoy the arts There are four community-based arts centres in the Rodney Local Board area at Kumeū, Helensville and Warkworth. 256

23 Rodney Local Board Deliver, facilitate and fund diverse and high-quality arts and cultural programmes 257

24 Rodney Local Board Deliver and facilitate events that meet local community needs The Rodney Local Board has supported community events through the provision of discretionary funding. These include Christmas Parades, ANZAC Services and a variety of smaller community events. Local parks services Develop and maintain local park network to cater for community needs 258

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26 Rodney Local Board Within the Rodney Local Board area there are approximately 868 local parks covering 1139 hectares, including numerous beach reserves. A new parks maintenance contract started in July 2012 and standard service levels were applied across the region. The percentage of residents satisfied with the quality of parks, reserves, sports fields and beaches averaged 71 per cent across the region, down from 75 per cent the previous year. The result may reflect residents perception of the new service delivery standards as it varies across local boards. As the new contract is embedded the satisfaction levels and public perception around the standards and service levels should improve. Two results are reported for this performance measure as different methodologies were used to calculate the results for July 2012-January 2013 and February-June From February 2013 onwards, the council contracted one external audit firm to audit the performance of local parks and reserves maintenance standards. Prior to this the council had different auditing mechanisms in place for each region (north, west, south and central). The result for February to June 2013 will be comparable with the 2013/2014 result. Local economic development Develop local business precincts and town centres as great places to do business Funding has been provided to establish adult and second chance learning at Mahurangi College. Economic development reports have also been commissioned including a report on international connections for our kura and villages. 260

27 Rodney Local Board Develop and maintain safe, clean and vibrant commercial town centres and street environments 261

28 Rodney Local Board Local built and natural environment Provide leadership and support to protect and conserve the region s cultural heritage The Rodney Local Board provides funding support via the Rodney Natural Heritage Fund and the Rodney Heritage Assistance Fund. The Rodney Local Board has initiated the Kaipara Harbour Joint Committee to work towards consistent governance of the harbour. The committee has representatives from all iwi and all local authorities with land that adjoins or is part of the harbour or its catchment. Auckland Council has two representatives (one governing body, one local board). Māori concerns in Kaipara Harbour include: recognition of kaitiangitanga (guardianship) quality of water sediment runoff from farming and forestry into the waterways and harbour underwater power turbines as a major issue for mana whenua for the past sixseven years the impact on fisheries from commercial fishing. 262

29 Rodney Local Board Local governance Ensure the community can participate and contribute to local board decisionmaking Local board meetings are held monthly and are open to the public. Meetings during 2012/2013 were held at Orewa, Kumeu and Snells Beach. These meetings are advertised in line with statutory requirements (i.e. not less than five days prior to the meeting). A key aspect of local governance this year has been engagement with iwi on Treaty settlement matters relating to the Parakai Recreation Reserve and funding for the Ngāti Whatua o Kaipara housing initiative in association with Beacon Pathway Limited. Treaty settlements in Rodney Historically, Ngāti Whātua o Kaipara had a strong working relationship with the former Rodney District Council. This relationship has continued with the Rodney Local Board which has been actively engaged with iwi in support of their settlement and wider aspirations. This strong and active relationship has resulted in outcomes benefiting both Māori and the wider local community in the Rodney Local Board area. For example, Ngāti Whātua o Kaipara received through their settlement 100 relocatable houses from 263

30 Rodney Local Board Hobsonville Airbase that are in need of renovation. The Rodney Local Board provided a council site for the houses to be retrofitted through a trade training programme before being relocated for use by iwi. The trade training programme is being done in collaboration with Unitec and Kaipara College and provides opportunities for training and future employment for the entire community. Financial information Actual 12 months to 30 June 2013 Annual Plan budget 12 months to 30 June 2013 Reason for significant variance $000 OPERATING EXPENDITURE Local arts culture and events services Local built and natural environment Local community services Local economic development Local governance 1,244 1,705 2 Local libraries 1,822 1,949 Local parks services 11,484 12,427 3 Total operating expenditure 16,046 17,341 OPERATING REVENUE CAPITAL EXPENDITURE Local arts culture and events services Local community services Local economic development 8 21 Local governance Local libraries 3,748 3,352 Local parks services 2,420 3,707 4 Total capital expenditure allocated 6,485 7,517 Variances to budget 1. Contractors' expenses for street amenities were not recovered from Auckland Transport. 2. Operating expenditure was under budget due to communication work programmes and elected members professional development not being fully used. 3. Local parks expenditure does not accurately reflect the new contracts that came into effect on 1 July 2012 and is being reviewed for the new financial year. Budgets were prepared on a council-wide basis and averaged across local boards. 4. Delays in the Warkworth Showgrounds future project resulted in an underspend. The balance of the underspend will be carried forward to

31 Upper Harbour Local Board Upper Harbour Local Board Message from the chairperson As another exciting year concludes, it gives me great pleasure to highlight the Upper Harbour Local Board s community achievements for the 2012/2013 financial year. The Upper Harbour Local Board area had the privilege of hosting the ISF Men s World Softball Championships 2013 in March at Rosedale Park, which saw the Black Sox take home a sixth championship title. To coincide with the Men s World Softball Championships, the board initiated and hosted a Junior World T-Ball Championship. A number of local boards throughout the Auckland region joined us in sponsoring local schools, who represented participating countries in the Men s World championships, in a T-Ball competition. Our young stars then went on to participate in the opening ceremony, played the curtain raiser for the men s final and bid the teams farewell after the tournament, in the closing ceremony. We were extremely touched by the willingness of other local boards to join us in this venture and by the enthusiasm and participation of the children and their respective schools. Despite this wonderful achievement, there was still serious work to be done in compiling another annual local board agreement. Our community once again showed their commitment to prioritising their projects of significance, by engaging with the board during the 2012/2013 annual plan process, and assisting us in finalising the local board agreement. We then set about working together with council officers to achieve what we had committed to in the agreement. As listed in the achievements section, I am pleased to be able to report that, with the assistance of our local board and parks advisors, all of the priorities were initiated and the short-term projects completed. Once again our residents have played an enormous role in the board s ability to achieve its objectives during this past year and we are grateful for their commitment to the Upper Harbour area and its success. I also wish to thank my fellow board members for their tireless effort on behalf of our residents. Margaret Miles Chairperson Upper Harbour Local Board 265

32 Upper Harbour Local Board Achievements and events We made progress of the Albany Stadium Pool envisaged to open in We made significant progress on the development of the Albany Community Hub. We provided funding assistance towards the completion of the Softball Diamonds prior to the ISF Men s World Softball Championships 2013 at Rosedale Park. To coincide with the championships, the board initiated, sponsored and hosted the Junior World T-Ball Championships. We completed a skate park, a 3-on-3 basketball court, adult fitness equipment and the walkway along the length of Hooton Reserve. We installed new public toilets in Rosedale Reserve completed public toilets renewals in Kell Park, Albany Domain, and Bill Moir Park. We resurfaced Whenuapai s boat ramp and installed new stormwater drainage. We renewed playgrounds in Bill Moir Park, Meadowood Reserve and Hooton Reserve. The board funded two Movies in Parks, one at the Albany Lakes and another in Wainoni Park. We supported contestable funding for community projects and events to the value of $102,596 and backed the improvement of the local area through discretionary Small Local Improvement Projects (SLIPs) funding to the value of $103,300. A 15-metre macrocarpa tree was carved in-situ in Sanders Reserve as a public art piece. Auckland Transport opened a shared cycleway/walkway in the Unsworth Reserve. We installed new cricket nets and handrails along the walkway at Wainoni Park. 266

33 Upper Harbour Local Board Local libraries Provide safe, welcoming and accessible library facilities and services The only library within the local board is located at Albany Village. The drop in the number of visits and issues per capita can partly be attributed to the changing behaviour of library customers. Customers are now savvier about using libraries both online and for specific purposes, for example to pick up requested items or to attend a programme, rather than dropping in regularly to browse. This shift in behaviour is reflected in the increased use of digital resources, continued high rates of item requests, and increased participation in events and information skill programmes 267

34 Upper Harbour Local Board Local community services Provide local community development resources, funds and programmes that build community wellbeing The community group funding system is in transition to a new structure and processes are in place at the beginning of the 2013/2014 financial year and issues identified will be resolved. The percentage of community funding/grant recipients meeting grant obligations is below target as deadlines for meeting accountability requirements are still open in this region, grant recipients have months to return accountability reports, so the measure cannot be accurately reported. A regional approach and timeframes are being implemented in 2013/2014 to standardise practice around grant obligations. 268

35 Upper Harbour Local Board Provide community halls, centres and houses that meet the recreational and social needs of the local community Note s 1. The actual result is based on a very small sample size which has led to an inconclusive result. 2. The board did not collect data in this financial year but intends to do so in 2013/2014. Local examples of community facilities include responsibility for five community centres and halls and a crèche. The most popular bookings were for social activities, group meetings and programmes. Strengths identified were that facilities generally provided value for money, were well located, safe, clean and well maintained. 269

36 Upper Harbour Local Board Improve community safety through delivery of programmes and initiatives with partner organisations and the community The safety team is conducting a regional audit of the perception of safety survey and undertaking remedial action firstly for red zones and then in June 2014 for those areas designated as amber. Local arts, culture and events services Provide opportunities and facilities for the community to experience and enjoy the arts There are no arts facilities in the local board area. 270

37 Upper Harbour Local Board Deliver, facilitate and fund diverse and high-quality arts and cultural programmes Note 1. The actual result is based on a very small sample size which has led to an inconclusive result. 271

38 Upper Harbour Local Board Deliver and facilitate events that meet local community needs Events held this year included Music and Movies in Parks at Albany Lakes, Luckens Reserve and Wainoni Park Attendance results may vary from year to year depending on the level and mix of funding for local events and also availability of attendance numbers. Local parks services Develop and maintain local park network to cater for community needs 272

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40 Upper Harbour Local Board Within the Upper Harbour Local Board area there are 281 local parks covering 740 hectares, including Sanders Reserve, Hobsonville Domain, Rosedale Park, Wainoni Reserve, Hooton Reserve and Pāremoremo Scenic Reserve. A new parks maintenance contract started in July 2012 and standard service levels were applied across the region. The percentage of residents satisfied with the quality of parks, reserves, sports fields and beaches averaged 71 per cent across the region, down from 75 per cent the previous year. The result may reflect residents perception of the new service delivery standards as it varies across local boards. As the new contract is embedded the satisfaction levels and public perception around the standards and service levels should improve. Two results are reported for this performance measure as different methodologies were used to calculate the results for July 2012-January 2013 and February-June From February 2013 onwards, the council contracted one external audit firm to audit the performance of local parks and reserves maintenance standards. Prior to this the council had different auditing mechanisms in place for each region (north, west, south and central). The result for February to June 2013 will be comparable with the 2013/2014 result. 274

41 Upper Harbour Local Board Local economic development Develop local business precincts and town centres as great places to do business We completed scoping for the smart signage project in collaboration with Upper Harbour Local Board and North Harbour Business Association. Upper Harbour Local Board Business Improvement Districts (BIDs) met the obligations under the BID Partnership Programme and their business area has been extended further after a successful bid process. 275

42 Upper Harbour Local Board Develop and maintain safe, clean and vibrant commercial town centres and street environments There were no agreed street environment upgrades in this local board. 276

43 Upper Harbour Local Board Local built and natural environment Provide leadership and support to protect and conserve the region s cultural heritage 277

44 Upper Harbour Local Board Local governance Ensure the community can participate and contribute to local board decisionmaking The local board continues to work with the governing body to try and increase the opportunities for participation of residents in decision-making processes, e.g. public forums, the local board agreement and Unitary Plan. Note 1. The actual result is based on a very small sample size which has led to an inconclusive result. 278

45 Upper Harbour Local Board Financial information Actual 12 months to 30 June 2013 Annual Plan budget 12 months to 30 June 2013 Reason for significant variance $000 OPERATING EXPENDITURE Local arts culture and events services Local built and natural environment Local community services Local economic development Local governance 1,000 1,302 1 Local libraries 1,282 1,214 Local parks services 8,451 8,574 2 Local recreation services Total operating expenditure 12,195 12,532 OPERATING REVENUE CAPITAL EXPENDITURE Local community services Local governance 39 0 Local libraries 5 8 Local parks services 2,038 3,746 3 Local recreation services Total capital expenditure allocated 2,230 4,366 Variances to budget 1. Operating expenditure was under budget due to communication work programmes and elected members professional development not being fully used. 2. Local parks expenditure does not accurately reflect the new contracts that came into effect on 1 July Budgets were prepared on a council-wide basis and averaged across local boards. 3. The savings and unspent budgets will be deferred to the next financial year. Three work programmes contributed to the underspend: Rame Road reserve canoe ramp, currently in the procurement stage; to be completed in the next financial year Hobsonville Corridor Reserves was delayed to align with work planned by Auckland Transport the park public convenience renewal programme was completed under budget. 4. Delays to the Stadium Pool (Albany) were due to the need for a geotechnical report and resolution of property tenure. The underspend will be deferred to the next financial year. 279

46 Waiheke Local Board Waiheke Local Board Message from the chairperson Another year has passed and this report provides some of the highlights and achievements for the final annual report of the first triennium of the Waiheke Local Board. In 2011, over 30 public engagement sessions with community groups helped us create the Waiheke Local Board Plan ( ). Our work programme, as outlined in the 2012/2013 Waiheke Local Board Agreement, focused on delivering projects and activities within the key priorities, identified in the plan. They are: Protecting and enhancing our environment: building a strong community identity building our local economy protecting and enhancing our character improving our physical infrastructure arts and culture. Much needed improvements and upgrades to local facilities and services have been balanced with our strong community desire to retain a unique identity; appropriate to an island lifestyle in the midst of the Hauraki Gulf Marine Park. In addition to specific budgets, the board s discretionary SLIPs (Small Local Improvements Projects) allocation has once again enabled us to respond quickly to community needs and deliver a wide range of projects. Projects such as new tracks, track upgrades, weed control and planting on reserves have resulted in an enhanced network of parks, walkways and bridleways. The update and ongoing reprints of the Waiheke Walkways brochure provides residents and visitors with a guide to experiencing the walkway network and helps support local businesses by promoting Waiheke as a visitor destination. Collaboration with Auckland Transport has resulted in a number of key roading and infrastructure projects, including traffic calming and pedestrian safety at Surfdale shops, new footpaths and the construction of a cycle lane on a section of Onetangi Road. The protection and preservation of the natural environment is a high priority for our community. We have responded by developing wetland restoration plans for sites of ecological significance on council land. Of these, Rangihoua Creek is a regionally significant ecosystem and Te Matukuis is nationally significant. We will progressively 280

47 Waiheke Local Board fund the five-year plans and works are already underway, removing weeds and implementing planting and pest control programmes. With the population of Waiheke Island swelling to more than 40,000 in the summer months, the board recognises the importance of the visitor industry. However, we are also keen to ensure its growth does not adversely impact on our residential island lifestyle and the very values which bring so many people to our shores. We have worked with various council departments and council-controlled organisations to improve public areas and facilities, and to increase service levels during peak periods. We have funded a summer mobile orderly to focus on the cleanliness of high-use areas, improving the street environment and enhancing the experience for visitors while also benefiting local residents. The board supports the Be Accessible programme, which focuses on making areas accessible to all people, particularly the elderly and those with disabilities. We have worked with Auckland Transport and contributed SLIPs funding to provide new easy-toread bus timetables and map information in bus shelters, and we have funded a number of new bus shelters and safer bus stop landing areas for passengers. Community facilities have been high on our priority list with the expected completion of the new Waiheke Community Library at Artworks in March 2014, and a planned upgrade to the Artworks courtyard to complement this new civic building. The former Oneroa Bowling Club building on Alison Park is being brought up to council standards and will be gradually upgraded. The board has distributed over $30,000 to local community groups for local activities and for natural heritage projects. We have also provided annual operating grants to recreation, arts and theatre groups, and supported the delivery of arts and culture events aimed at engaging our community and supporting the visitor economy. Local events have also received a boost with the board funding council-delivered events on Waiheke, in addition to supporting a wide range of community initiatives. I am pleased to present some highlights from the July 2012 to May 2013 year. Warm regards, Faye Storer Chairperson Waiheke Local Board 281

48 Waiheke Local Board Timber walls being constructed at the new Oneroa Waiheke Library site. Achievements and events Wetland restoration: we developed a priority list for restoration of significant wetlands on the island, approved five-year wetland restoration plans and launched those programmes at two priority sites. Around Waiheke Walkway: we approved the implementation plan, and started associated track upgrades, weed control and public facility improvements. Physical infrastructure and connectivity: we carried out track upgrades and weed control to enhance the network of walkways, cycling routes and bridleways. We also collaborated with Auckland Transport and the community on a traffic calming and pedestrian safety project at Surfdale shops, and the construction of a cycle lane on Onetangi Road. Rangihoua/Onetangi Sports Park: we started weed control works and constructed a new perimeter route track. We worked on retaining Waiheke specific parks signage and also implementing interpretive signage for parks, walkways and village destinations that reflect Waiheke s local identity. Focus on Youth: we constructed and installed a new public toilet at the Tawaipareira Reserve skatepark, complementing previous years projects at the reserve which include a new half pipe, picnic tables and gas BBQ installation, cycle circuit works with learners circuit and pump track, and weed control and planting. We granted community leases for sports groups. 282

49 Waiheke Local Board We supported events that bring the community together, such as Christmas Festival, Carols by the Sea, The Carnival of Colour (Teddy Bear s Picnic), ANZAC Parade Waiheke RSA, International Volunteers Day WICOSS, Waiheke Walking Festival, Fireworks display and the Rotary Onetangi Beach Races. We supported the delivery of arts and culture events aimed at engaging our community and supporting the visitor economy, such as Headland Sculpture on the Gulf, Waiheke Community Art Gallery regular exhibitions and special events, Artworks Theatre, Waiheke Festival of Story, Waiheke Book Festival, Waiheke Jazz, Waiheke Writers Festival and Waiheke Poetry Festival. We improved public area cleanliness and public facility management during peak periods by increasing service levels, ensuring accessibility and connectivity to ferry terminals, improving bus stop information and bus shelter infrastructure, and funding a mobile orderly to focus on high-use areas to improve the street environment and enhance the experience for visitors while also benefiting local residents. Rangihoua Creek Wetlands upgrade weed and pest control and new planting (in foreground).this is a regionally significant wetland. 283

50 Waiheke Local Board Local libraries Provide safe, welcoming and accessible library facilities and services There is one library located on Waiheke Island. The new Waiheke Community Library is expected to be completed by March 2014, and will be a much larger (800 square metre) single storey building that is open and light, and aspires to be a source of pride for Waiheke Islanders and a site of interest for visitors to the island. The drop in the number of visits and issues per capita can partly be attributed to the changing behaviour of library customers. Customers are now savvier about using libraries both online and for specific purposes, for example to pick up requested items or to attend a programme, rather than dropping in regularly to browse. This shift in behaviour is reflected in the increased use of digital resources, continued high rates of item requests, and increased participation in events and information skill programmes. 284

51 Waiheke Local Board Local community services Provide local community development resources, funds and programmes that build community wellbeing The community group funding system is in transition to a new structure and processes are in place at the beginning of the 2013/2014 financial year and issues identified will be resolved. The percentage of community funding and grant recipients meeting grant obligations is below target as deadlines for meeting accountability requirements are still open in this region, so the measure cannot be accurately reported yet. A regional approach and timeframes are being implemented in 2013/2014 to standardise practice around grant obligations. 285

52 Waiheke Local Board Provide community halls, centres and houses that meet the recreational and social needs of the local community Improve community safety through delivery of programmes and initiatives with partner organisations and the community 286

53 Waiheke Local Board Local arts, culture and events services Provide opportunities and facilities for the community to experience and enjoy the arts The figure for the average number of visits to local arts facilities per 1000 residents for 2012/2013 reflects new funding agreements with community arts organisations enabling improved reporting of visitor numbers compared with the 2011/2012 year. 287

54 Waiheke Local Board Deliver, facilitate and fund diverse and high-quality arts and cultural programmes 288

55 Waiheke Local Board Deliver and facilitate events that meet local community needs Local parks services Develop and maintain local park network to cater for community needs 289

56 Waiheke Local Board Within the local board area there are approximately 148 local parks and reserves covering 305 hectares. A new parks maintenance contract started in July 2012 and standard service levels were applied across the region. The percentage of residents satisfied with the quality of parks, reserves, sports fields and beaches averaged 71 per cent across the region, down from 75 per cent the previous year. The result may reflect residents perception of the new service delivery standards as it varies across local boards. As the new contract is embedded the satisfaction levels and public perception around the standards and service levels should improve. 290

57 Waiheke Local Board Two results are reported for this performance measure as different methodologies were used to calculate the results for July 2012-January 2013 and February-June From February 2013 onwards, the council contracted one external audit firm to audit the performance of local parks and reserves maintenance standards. Prior to this the council had different auditing mechanisms in place for each region (north, west, south and central). The result for February to June 2013 will be comparable with the 2013/2014 result. Local economic development Develop local business precincts and town centres as great places to do business 291

58 Waiheke Local Board Develop and maintain safe, clean and vibrant commercial town centres and street environments The board will continue to advocate with Auckland Transport for an improved service level for the quality and maintenance of the street environment. 292

59 Waiheke Local Board Local built and natural environment Provide leadership and support to protect and conserve the region s cultural heritage The priority programmes in 2012/2013 were not developed and/or implemented in conjunction with mataawaka or mana whenua organisations. 293

60 Waiheke Local Board Local governance Ensure the community can participate and contribute to local board decisionmaking All agendas and minutes were published on time and meet statutory timeframes. 294

61 Waiheke Local Board Financial information Actual 12 months to 30 June 2013 Annual Plan budget 12 months to 30 June 2013 Reason for significant variance $000 OPERATING EXPENDITURE Local arts culture and events services Local built and natural environment Local community services Local economic development Local governance 768 1,026 1 Local libraries Local parks services 3,880 3,653 Local recreation services Total operating expenditure 6,406 6,214 OPERATING REVENUE CAPITAL EXPENDITURE Local arts culture and events services Local community services Local libraries 1,242 7,407 2 Local parks services Total capital expenditure allocated 1,892 8,373 Variances to budget 1. Operating expenditure was under budget due to meeting related expenses, communication work programmes and elected members professional development not being fully used. The budget for elected members honorarium was also overstated for the Waiheke Local Board. 2. Waiheke Library build was delayed due to issues with Mainzeal; a new contractor started work in April

62 Wāitakere Ranges Local Board Waitākere Ranges Local Board Message from the chairperson A year ago, this local board was still operating under the old legacy policies and procedures of Waitākere City Council. To some extent, this is still the case. Still, the Waitākere Ranges Local Board has got on with the job. We have had a busy programme of works for the ranges and the environment including the Five-Year Monitoring Report for the Waitākere Ranges Heritage Area Act, the Laingholm/Parau/Waima/Woodlands Park Local Area Plan (known as the Muddy Creeks Plan), the implementation of the Henderson Valley Local Area Plan and implementation of the Glen Eden Urban Design Framework, which has started. Local businesses, residents and school children are involved in this process. Great progress has been made on Lopdell House the building of the car park and the restoration of Lopdell Hall are now complete, and the seismic strengthening of Lopdell House and the building of the new gallery are underway. Two new walkways are being built: one from Tangiwai Reserve to Rimutaka Place (ultimately to Arataki) and another in the Swanson foothills. These are treasures we will look at with pride in future years. The vision of Waitākere residents will continue to be fulfilled in the coming year. Denise Yates Chairperson Waitākere Ranges Local Board Achievements and events We constructed a new toilet at Lake Wainamu including design artwork by a local artist funded by the board. We advocated for the Glen Eden Park and Ride, essential to the increased use of trains by local and rural people. We implemented the Plan for the Glen Eden Urban Design Framework an overdue development with lots of local input. We have projects to implement the local area plans for Henderson Valley, Oratia and Waiatarua. We launched the Laingholm/Parau/Waima/Woodlands Park Local Area Plan (known as the Muddy Creeks Plan). 296

63 Wāitakere Ranges Local Board We continued work for the seismic strengthening of Lopdell House including the ongoing construction of the new gallery and the completion of the car park building and Lopdell Hall. We planned a new playground at Parrs Park to provide an exciting play space for kids of all ages. We started work on a new toilet and shower block at Piha, with sensational works of art. Completion date is summer We advocated between Atkinson Road residents and Auckland Transport to address speed issues and pedestrian safety around schools. We created a walkway from Grendon Road to Landing Road to allow easy pedestrian connection to Titirangi. We created a walkway at Little Muddy Creek to join up with the Beveridge Track and with the Arataki Visitors Centre. The Swanson Foothills Walkway Project is underway and will provide a wonderful recreational asset. 297

64 Wāitakere Ranges Local Board Local libraries Provide safe, welcoming and accessible library facilities and services Local libraries are located at Glen Eden and Titirangi. The board also contributes funding to the Piha and Waiatarua libraries, and outer residents benefit from the mobile library service. The average number of library visits per capita below target can partly be attributed to the changing behaviour of library customers. Customers are now savvier about using libraries both online and for specific purposes, for example to pick up requested items or to attend a programme, rather than dropping in regularly to browse. This shift in behaviour is reflected in the increased use of digital resources, continued high rates of item requests, and increased participation in events and information skill programmes. 298

65 Wāitakere Ranges Local Board Local community services Provide local community development resources, funds and programmes that build community wellbeing The community group funding system is in transition. A new structure and processes are in place for the beginning of the 2013/2014 financial year and issues identified will be resolved. Provide community halls, centres and houses that meet the recreational and social needs of the local community There are 11 community centres and halls in the Waitākere Ranges Local Board area. 299

66 Wāitakere Ranges Local Board Improve community safety through delivery of programmes and initiatives with partner organisations and the community The Glen Eden Township Safety Project has been launched as a collaborative project involving the New Zealand Police and voluntary safety patrols including Māori Wardens, Pacific Wardens and Community Patrols New Zealand. It was developed in response to anti-social behaviour in the town centre leading to perceptions that the area was unsafe, and involved the deployment of police and volunteer patrols from September 2012 to April The project is championed by the Waitākere Ranges local board and supported by the Glen Eden Business Association. 300

67 Wāitakere Ranges Local Board Local arts, culture and events services Provide opportunities and facilities for the community to experience and enjoy the arts The average number of visits to local arts facilities per 1000 residents fell short of the target because Lopdell House has been closed for refurbishment. 301

68 Wāitakere Ranges Local Board Deliver, facilitate and fund diverse and high-quality arts and cultural programmes 302

69 Wāitakere Ranges Local Board Deliver and facilitate events that meet local community needs Attendance results may vary from year to year depending on the level and mix of funding for local events and also the availability of attendance numbers. Local parks services Develop and maintain local park network to cater for community needs 303

70 Wāitakere Ranges Local Board There are approximately 236 local parks covering 574 hectares in the Waitākere Ranges local board area. 304

71 Wāitakere Ranges Local Board A new parks maintenance contract started in July 2012 and standard service levels were applied across the region. The percentage of residents satisfied with the quality of parks, reserves, sports fields and beaches averaged 71 per cent across the region, down from 75 per cent the previous year. The result may reflect residents perception of the new service delivery standards as it varies across local boards. As the new contract is embedded the satisfaction levels and public perception around the standards and service levels should improve. Two results are reported for this performance measure as different methodologies were used to calculate the results for July 2012-January 2013 and February-June From February 2013 onwards, the council contracted one external audit firm to audit the performance of local parks and reserves maintenance standards. Prior to this the council had different auditing mechanisms in place for each region (north, west, south and central). The result for February to June 2013 will be comparable with the 2013/2014 result. 305

72 Wāitakere Ranges Local Board Local economic development Develop local business precincts and town centres as great places to do business No business area improvement or economic development related infrastructure initiatives were planned for Waitākere Ranges Local Board in 2012/2013, and hence none were delivered. Waitākere Ranges Business Improvement District (BID) is meeting its obligations under the BID Partnership Programme. 306

73 Wāitakere Ranges Local Board Develop and maintain safe, clean and vibrant commercial town centres and street environments There were no agreed street environment upgrades in this local board area, but future works are planned. 307

74 Wāitakere Ranges Local Board Local built and natural environment Provide leadership and support to protect and conserve the region s cultural heritage Sustainable Neighbourhoods, Buffer Zone and Bat projects were funded from the Waitākere Ranges Heritage Area Programme. The priority programmes in the 2012/2013 year were not developed and/or implemented in conjunction with mataawaka or mana whenua organisations. 308

75 Wāitakere Ranges Local Board Local governance Ensure the community can participate and contribute to local board decisionmaking All agendas and minutes were published on time and meet statutory timeframes. 309

76 Wāitakere Ranges Local Board Financial information Actual 12 months to 30 June 2013 Annual Plan budget 12 months to 30 June 2013 Reason for significant variance $000 OPERATING EXPENDITURE Local arts culture and events services 1,188 1,190 Local built and natural environment Local community services Local economic development Local governance 916 1,150 1 Local libraries 1,549 1,413 Local parks services 4,955 4,290 2 Total operating expenditure 9,516 9,114 OPERATING REVENUE CAPITAL EXPENDITURE Local arts culture and events services 4,144 5,280 3 Local community services Local governance 56 0 Local libraries Local parks services 1,296 1,974 4 Total capital expenditure allocated 5,715 7,494 Variances to budget 1. Operating expenditure was under budget due to communication work programmes and elected members professional development not being fully used. 2. The costs of maintaining parks facilities exceeded the budget which was prepared on a council-wide basis and averaged across local boards. 3. The Lopdell House redevelopment has progressed well but was under budget due to wet weather delays; the balance will be deferred where appropriate. 4. Zoning changes have caused delays around the land purchase at Oratia Domain and delays in procurement of play equipment for sports parks. 310

77 Waitematā Local Board Waitematā Local Board Message from the chairperson Last year has been an exciting time for Waitematā Local Board. Despite its challenges, the shared-governance model is well and truly underway and local boards continue to play a crucial role in shaping Auckland s future. During the past year, we have been actively engaged in the development of the draft Unitary Plan. We engaged with our community on the Unitary Plan prior to and after the release of the draft Unitary Plan through numerous forums and public meetings. Our commitment to our community is that our feedback to the Auckland Plan Committee is informed by the concerns they raised and the innovative solutions they proposed during our public meetings or through the formal submission process. The past year has also seen the board working hard to turn the vision and priorities in the Waitematā Local Board Plan ( ) and latest local board agreement into actions on the ground. We have invested and continue to invest in projects and initiatives that will ensure our growing communities have more places to safely play and be active, walk and cycle, relax and enjoy their surrounds and access the beautiful Waitematā coastline. We are proud of our achievements to date. Since the inauguration of the first Waitematā Local Board in November 2010, we have delivered excellent improvements in parks, facilities and services for our communities. The board has overseen the completion of the Judges Bay upgrade, the refurbishment of the historic Tepid Baths, the provision of a new skate park at Victoria Park, the renewal of Pt Resolution Bridge and the return of the Campbell Free Kindergarten building as a vital community asset. We have also overseen the completion of two allweather artificial turfs at Seddon Fields and committed to a significant two-year upgrade of Myers Park. We have reopened Newmarket Park to the public following significant remedial works, and are currently progressing the Weona-Westmere Walkway segment of our coastal walkway project. The board has also invested in drinking fountains in parks, art workshops for children, ecological restoration of our urban forests, and has made our playgrounds and sports fields smokefree. We have also worked hard advocating for our communities to the governing body and council-controlled organisations, particularly in regard to heritage protection, waste minimisation and better walking and cycling infrastructure to improve transport choices. 311

78 Waitematā Local Board We would like to take this opportunity to thank our engaged and active communities because these achievements could not have happened without their enthusiasm and support. Shale Chambers Chairperson Waitematā Local Board Pt Resolution Bridge Achievements and events We completed the renewal of the iconic Pt Resolution Bridge and connecting stairways to St Stephens Avenue. We oversaw the completion of the Cox s Bay Reserve renewal and the widening of the boardwalk. We oversaw the completion of two all-weather artificial turfs and a warm-up area up to FIFA standards at Seddon Fields. We adopted the Waitematā Local Board Accessibility Plan, developed in collaboration with the Be.Institute. We hosted the Parnell Festival of Roses, Movies in Grey Lynn Park, and Ponsonby Carols by Candlelight in Western Park. We also supported local events, including Art in the Dark at Western Park, Franklin Road Christmas Lights opening, Art Week Auckland and Festival Italiano. We advocated to Auckland Transport and supported implementation of the following initiatives to help manage parking issues: one-year St Marys Bay parking zone trial in July 2012, Eden Terrace parking proposal, and the city centre parking zone. 312

79 Waitematā Local Board We advocated to, and worked alongside, Auckland Transport, which resulted in the installation of feeder lanes and advance stop boxes, footpath renewals at Grey Lynn shops and installation of pram ramps at the intersection of Great North Road and Williamson Avenue, the installation of bike parking in a number of locations including outside the Central Library and the Richmond Road Safety Action Plan. All-weather artificial turfs at Seddon Fields 313

80 Waitematā Local Board Local libraries Provide safe, welcoming and accessible library facilities and services Local libraries are located at Grey Lynn, Ponsonby, Parnell and the city centre. 314

81 Waitematā Local Board Local community services Provide local community development resources, funds and programmes that build community wellbeing The community group funding system is in transition to a new structure and processes. A review of community funding is underway. In addition, the department has been restructured and a review of processes and systems is also in place. The percentage of community funding and grant recipients meeting grant obligations is below target as deadlines for meeting accountability requirements are still open in this region. Grant recipients have months to return accountability reports, so the measure cannot be accurately reported. A regional approach and timeframes have been developed and will be implemented in 2013/2014 to standardise practice around grant obligations. Disability Accessibility Plan. This plan was drafted and subject to receiving costing for physical upgrades to buildings. The plan was audited and presented to the Waitematā Local Board for adoption in early World Homeless Day Aotea Square. The event gave a voice and a face to homelessness in Auckland, de-bunking stereotypes. Different community groups and stakeholders that work homelessness took part and created a platform for speakers to educate the general public on hidden homelessness, and used Māori art to further raise awareness. 315

82 Waitematā Local Board Provide community halls, centres and houses that meet the recreational and social needs of the local community Examples of local community services in Waitematā include responsibility for three community centres at Grey Lynn, Parnell and Ponsonby, and five halls Freemans Bay, Grey Lynn Library, Leys Institute, Outhwaite and Pioneer Women's). Improve community safety through delivery of programmes and initiatives with partner organisations and the community 316

83 Waitematā Local Board The Waitematā Local Board is working on improving exterior lighting for community facilities in the board area. The work ensures users will have better visibility moving in and out of these buildings and feel an increased sense of safety at night. Positive feedback has already been received. The lights are directed and less intrusive to people living near these facilities, are less prone to vandalism and are LED fittings which are more environmentally sustainable and cost-effective. Local arts, culture and events services Provide opportunities and facilities for the community to experience and enjoy the arts Fly Me Up To Where You Are: The Artstation gallery showed Te Waharoa, a video installation by Robert George and a participatory exhibition by Tiffany Singh throughout March This exhibition was presented as a gateway to understanding the larger project Fly Me Up To Where You Are. Tiffany has worked with groups of children around Auckland to make thousands of dream flags expressing their hopes and dreams for the future. Her project was exhibited in Aotea Square. 317

84 Waitematā Local Board The Artstation gallery held exhibitions in June 2013 in cooperation with the Festival of Photography, including Old Soldiers Never Die which was a photographic memoir of the Korean War commemorating the 60th anniversary of the armistice. The exhibition had record attendance, with nearly 5000 visitors over three weeks an Artstation record high. 318

85 Waitematā Local Board Deliver, facilitate and fund diverse and high-quality arts and cultural programmes Artstation: students from four year-long art programmes exhibited new works of art throughout the month as part of developing a professional approach to art- making. The works were selected from The Artstation Foundation Course Painter s Progress, 319

86 Waitematā Local Board Painter s Studio and A Glass Studio courses and featured painting, printmaking, sculpture, photography and cast glass. Living Room 2012.This public art festival of temporary public art ran from 26 October until 4 November 2012 with high audience attendance and solid media coverage. A huge 96 per cent of attendees expressed the view that the festival gave a positive impression of the city centre. A total of 91 per cent felt that it also helped to foster and encourage arts and culture in Auckland. Deliver and facilitate events that meet local community needs Attendance results may vary from year to year depending on the level and mix of funding for local events and also availability of attendance numbers. Parnell Festival of Roses: this successful event held on 3 and 4 November 2012, included talks by Ruud Kleinpaste, a stage show, children s entertainment and food stalls. The event evaluation reported a 79 per cent level of satisfaction from attendees. We received positive feedback from the Waitematā Local Board. 320

87 Waitematā Local Board Local parks services Develop and maintain local park network to cater for community needs 321

88 Waitematā Local Board Within the Waitematā area there are 89 local parks covering 142 hectares. They include Newmarket, Myers, Victoria, Western, Pt Erin and Grey Lynn parks, Seddon Fields and Cox's Bay Reserve. A new parks maintenance contract started in July 2012 and standard service levels were applied across the region. The percentage of residents satisfied with the quality of parks, reserves, sports fields and beaches averaged 71 per cent across the region, down from 75 per cent the previous year. The result may reflect residents perception of the new service delivery standards as it varies across local boards. As the new contract is embedded the satisfaction levels and public perception around the standards and service levels should improve. Two results are reported for this performance measure as different methodologies were used to calculate the results for July 2012-January 2013 and February-June From February 2013 onwards, the council contracted one external audit firm to audit the performance of local parks and reserves maintenance standards. Prior to this the council had different auditing mechanisms in place for each region (north, west, south and central). The result for February to June 2013 will be comparable with the 2013/2014 result. 322

89 Waitematā Local Board Local recreation services Provide safe and accessible facilities and programmes that support recreation and leisure activities Recreation facilities include the Olympic Pools and Fitness Centre, the Tepid Baths, Parnell Baths, Pt Erin Pool, and the Grey Lynn Paddling Pool. 323

90 Waitematā Local Board Local economic development Develop local business precincts and town centres as great places to do business No business area improvement or economic development related infrastructure initiatives were planned for Waitematā Local Board in 2012/2013 and hence none were delivered. Waitematā Local Board Business Improvement Districts (BIDs) are meeting their obligations under the BID Partnership Programme. 324

91 Waitematā Local Board Develop and maintain safe, clean and vibrant commercial town centres and street environments There were no agreed street environment upgrades in this local board Public art. The installation of Sappho by Greek artist Aleko Kyriakos on the grassed area in Horotiu Square, corner of Queen and Wakefield streets, has been completed. The work of art celebrates the return to public view of one of the two sculptures that were located at the Auckland Art Gallery for over 30 years prior to its redevelopment. December 2012 saw the installation of the third and final component of the Critters project by Rachel Walters in Myers Park. Critters consists of three cast bronze bird sculptures that evoke the former abundance of wildlife in the park. The birds include a kokako under a paper bag and an oystercatcher beneath a cardboard box. Feedback from the public on Critters included I saw the sculpture some weeks ago, and loved it, but thought it was cardboard, a temporary artwork. Seeing it again, still there some weeks later, made me realise that it was something more permanent. Very neat, very cute a little half-hidden gem. Waterfront works of art. The arts and culture team is working closely with Waterfront Auckland on the development of a new work of art by Michael Parekowhai for Queen s 325

92 Waitematā Local Board Wharf. Recently announced by Barfoot & Thompson as a gift to the people of Auckland, this project is Auckland Council s first opportunity to create a significant public work of art with a private patron. Newmarket Station Square. In October 2012, an artist group made up of eight young people working alongside aerosol artists created several works of art including the completion of a large-scale mural. 'Activation through art intervention', as the project was called, helped test the viability of the space (as part of the transport hub activation programme) for further activation via community-led initiatives. Delivered in partnership with Auckland Council, Auckland Museum and the Newmarket Business Association, the project was an extension of Auckland Museum s Urbanlife programme. Using two Auckland Council-owned retail spaces as the work base, the project brought together young people, artists, local businesses, local residents and other users of the square, including converting retail spaces into a workshop and pop-up gallery. The following month a second activation of the square was held to further explore how activity can change a space and increase community ownership of the square. A pop-up exhibition, developed between the Newmarket Business Association and The Transit Collective (an arts group), was set up in the two empty shop spaces. Local built and natural environment Provide leadership and support to protect and conserve the region s cultural heritage The Waitematā Local Board worked closely with mana whenua to create a heritage walk through downtown Auckland that tracks the original coastline and links important Māori and European sites along the route. 326

93 Waitematā Local Board Local governance Ensure the community can participate and contribute to local board decisionmaking Note 1. The actual result is based on a very small sample size which has led to an inconclusive result. 327

94 Waitematā Local Board Financial information Actual 12 months to 30 June 2013 Annual Plan budget 12 months to 30 June 2013 Reason for significant variance $000 OPERATING EXPENDITURE Local arts culture and events services 1,157 1,223 Local built and natural environment Local community services 815 1,346 1 Local economic development 10,163 11,244 2 Local governance 1,150 1,314 Local libraries 7,812 7,746 Local parks services 16,952 16,986 Local recreation services 3,231 3,436 Total operating expenditure 41,313 43,366 OPERATING REVENUE 2,469 2,282 CAPITAL EXPENDITURE Local arts culture and events services Local community services Local governance 13 0 Local libraries Local parks services 8,649 4,631 3 Local recreation services 54 1,533 4 Total capital expenditure allocated 9,626 6,872 Variances to budget 1. The local community services activity shows a $531,000 underspend. Actual expenditure for utility and maintenance costs in community centres and halls were lower than the budget because of the high-level assumptions used. The budget will be reviewed to better align with the asset management plans in The local economic development activity shows an underspend of $1,081 million. This is due to no maintenance costs allocated to the local board for street amenities, lower than expected spend on street arboricultural and green works activity due to the summer drought. Eden Terrace Business Improvement District grant was $200,000 less than planned. 3. The local parks services activity shows a overspend of $4.018 million due to budget been brought forward from financial year 2014 to enable physical works in financial year 2013 on key priority projects for Seddon Fields and Pt Resolution Bridge renewal. 4. The underspend is due to $1.2 million being bought forward into the 2011/2012 year to offset budget overruns for the Tepid Baths upgrade. The balance is a result of a change in accounting policy which restated capital expenditure relating to planting to 328

95 Waitematā Local Board remediate construction sites as operational expenditure. This change is reported as a reduction in capital spend. In terms of the bottom lines, if the above explanations were applied to the budget and expenditure lines, they would result in the apparent operating underspend changing to $441,000. This would also reduce the capital expenditure overspend from $2.5million to $215,

96 Whau Local Board Whau Local Board Message from the chairperson Greetings from the Whau! Here we are, in the final year of the first term of elected office. The Whau Local Board has been working smarter as the term has progressed. We have risen to the challenges brought to our table in the past year and have mostly worked hard to build strong relationships with the governing body and council officers who support us with professional advice and practices. This process produces an honorable undertaking: that we fight the right battles for our communities for the right reasons. I would like to take this opportunity to thank all of you, Whau citizens, who took the time to make a submission to Auckland Council. Your submissions help identify hot topics and compel us to do our best to support you. The community response has been most encouraging in their positive feedback regarding projects, rooted deep within our communities, that the Local Whau Board is proud to have helped bring into existence this year. These include the following. Kelston Hub: this will become a point for the community to gather and open up their hearts and minds. La Rosa Gardens Community Orchard August planting: this was proof that there is a shared social spirit out there willing to explore what might be fun and rewarding for their neighborhood. Blockhouse Bay Intermediate School: the native bush planting and organic gardens earned the Enviroschools Green Gold Award. This most impressive project has inspired the board to ensure its continuation, in the hope that it will inspire others to follow suit. Avondale town centre: the old toilet block has been transformed from an unattractive derelict site into a fresh new community facility. Metropolitan New Lynn: this is now an up-to-date and smart-looking metropolitan centre with a growing restaurant culture. Whau parks: there have been major improvements to play equipment, facilities and general maintenance, which enhance community use and enjoyment. The board has contributed actively to informing the new Unitary Plan. The plan seeks to develop coherent development rules and guidance for all Aucklanders. While one document will never please everyone, it does come into existence with the sincere conviction that the next generation will enjoy an Auckland that is more compact, of higher quality, provides healthier housing and maintains a healthy environment (including marine) for all to enjoy their chosen lifestyles. 330

97 Whau Local Board The core of this will come from the creation of sustainable and caring neighbourhoods and so, mana to those of you who selflessly strive to make your communities better and safer places for everyone. Derek Battersby Chairman Whau Local Board Achievements and events Suffrage Mural re-dedicated: when the old New Lynn community centre was demolished, a mural commissioned to mark the 1993 centenary of women's suffrage mysteriously disappeared. The mural has been recreated by the original artist Sally Griffin and installed outside the new New Lynn Community Centre. A ceremony hosted by Whau Local Board celebrated the mural s return to its rightful place. Pohutukawas for Peace: Whau Local Board, along with enlisted help from local school children and the community at large, planted pohutukawas in Craigavon Park, Green Bay, to elaborate on the Auckland Peace City declaration and 25 years of nuclear-free New Zealand. This is something we all take for granted that many individuals in the past have had to fight for to ensure that we today enjoy a peaceful community not living in the shadow of fear of a nuclear incident. Legends of the Moon: we transformed the legacy Waitākere City Council Moon Festival, once with Chinese-oriented celebrations, into a successful regional event representing multiple cultures. A committee has now been established to ensure the delivery of this annual event in New Lynn. Utility box works of art: transformational art is creating colourful ripples on drab utility boxes in the Whau area. The board-funded project enables artists to get their work out on the streets; it sometimes gives students a chance to work on the designs that the artists paint. Whau's Got Talent: electric guitar soloist Eric Chan-Foon rocked the house to win the inaugural Whau's Got Talent Supreme Award at the Avondale final. Category winners were vocal solo, Chanal van Weelie; vocal group, Take 2; dance, Famous 5; instrumental, Eric Chan-Foon; cultural performance, Fobbawockeez. All contestants are from within the Whau Local Board area. We hope that this event becomes an annual fixture because of its success. Kelston Community Hub: this facility was opened in November 2012 at 68 St Leonard s Road, Kelston thanks to the collaboration between the council and Kelston community. This is a much needed facility in an area where growth has outstripped amenities. Light up New Lynn: for the first time, New Lynn town centre glows with sparkling fairy lights and garlands of baubles for Christmas. With the board's support, the Business Improvement District, which represents 220 local 331

98 Whau Local Board businesses, is behind the project. Another first is the centrally located, fully lit, Christmas tree for all to enjoy. Sports parks in the west: we have approved a $5.2 million capital works programme to improve local and sports parks in Whau for the current financial year. La Rosa Day Lighting Project: the currently piped Avondale and Parahiku streams, which run through Green Bay s La Rosa Garden Reserve, are to be opened-up to the daylight as real streams again through one of Mayor Len Brown s 100 projects. The board has given land owner approval for the project, which will improve the water quality of the two streams. It will also improve the water quality and biodiversity of the reserve as a whole, providing opportunities for outdoor classroom activities for local schools and creating attractive recreational spaces for people to enjoy. The plan includes removing the existing pipes and the creation of a natural watercourse, building a path network with bridges and boardwalks, and establishing a wetland and landscaping. Charette Enquiry by Design: a series of meetings of the key stakeholders with the board and council officers representing every single department of the Auckland Council to work in a collaborative environment to advance the Avondale Development Plan. This was very successful on the ground, now it remains for the Auckland Council officers to provide the backing to ensure this work progresses to the next step. Opening of the McCrae Way Project: after many long months of continual roading and construction work, the buildings and newly refurbished McRae Way was officially opened on a sunny March afternoon. One of the buildings houses all medical services under one roof a first for the west outside of hospitals. This is tied in with the upgrading of Great North Road, which runs through the New Lynn shopping precinct, and with the provision of a new parking building in MacCrae Way, adjacent to the existing New Lynn Transport Hub. All these developments are pivotal in the plan to transform New Lynn into a thriving metropolitan centre. Annual plan: deliberations went smoothly enough and it was good to have the Whau Local Board working collaboratively to set outcomes. New Lynn Night Markets started in an effort to enliven the town centre. We look forward to the weekly markets (taking place on Thursdays from 5.30pm to 9pm) and hope they will be successful. 332

99 Whau Local Board Local libraries Provide safe, welcoming and accessible library facilities and services Local libraries are located at Avondale, New Lynn and Blockhouse Bay. The drop in the number of visits and issues per capita can partly be attributed to the changing behaviour of library customers. Customers are now savvier about using libraries both online and for specific purposes, for example to pick up requested items or to attend a programme, rather than dropping in regularly to browse. This shift in behaviour is reflected in the increased use of digital resources, continued high rates of item requests, and increased participation in events and information skill programmes. 333

100 Whau Local Board Local community services Provide local community development resources, funds and programmes that build community wellbeing The community group funding system is in transition. A new structure and processes are in place at the beginning of the 2013/2014 financial year and issues identified will be resolved. 334

101 Whau Local Board Provide community halls, centres and houses that meet the recreational and social needs of the local community Community services in the Whau Local Board area include providing and supporting activities in the Avondale, New Lynn, Blockhouse Bay, Kelston Community Hub and Green Bay Community centres and houses. The Kelston Community Hub was officially blessed at a dawn ceremony on 29 November This new community facility is a collaborative project between the Whau Local Board and members of the Kelston community and is now nearing completion. Improve community safety through delivery of programmes and initiatives with partner organisations and the community Exterior lighting programme: this project is improving exterior lighting for community facilities in a number of local boards, including Whau. The work ensures users will 335

102 Whau Local Board have better visibility moving in and out of these buildings and feel an increased sense of safety at night. We have already received positive feedback. The lights are directed and less intrusive to people living near these facilities, are less prone to vandalism and, being LED fittings, they are more environmentally sustainable and cost-effective. Local arts, culture and events services Provide opportunities and facilities for the community to experience and enjoy the arts There were no arts facilities in the local board area during 2012/2013 (see below). 336

103 Whau Local Board Deliver, facilitate and fund diverse and high-quality arts and cultural programmes There were no arts facilities in the local board area during 2012/2013. Five art groups have been affected by the Lopdell House renovation and have moved to premises in New Lynn for the next two years. This creates an instant arts hub in the Whau area. An alternative public programme is being developed to build new audiences. 337

104 Whau Local Board Deliver and facilitate events that meet local community needs Attendance results may vary from year to year depending on the level and mix of funding for local events and also availability of attendance numbers. Satisfaction results may vary year on year depending on the events selected for surveying. Particular types of events generally score consistently higher than others. For example, Music and Movies in Parks events surveyed in 2011/2012 scored 91 per cent average. Local parks services Develop and maintain local park network to cater for community needs 338

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106 Whau Local Board The local board area is home to approximately 139 local parks covering 206 hectares, including Avondale South Domain, Blockhouse Bay Recreation Reserve, Craigavon Park and Archibald Park. A new parks maintenance contract started in July 2012 and standard service levels were applied across the region. The percentage of residents satisfied with the quality of parks, reserves, sports fields and beaches averaged 71 per cent across the region, down from 75 per cent the previous year. The result may reflect residents perception of the new service delivery standards as it varies across local boards. As the new contract is embedded the satisfaction levels and public perception around the standards and service levels should improve. Two results are reported for this performance measure as different methodologies were used to calculate the results for July 2012-January 2013 and February-June From February 2013 onwards, the council contracted one external audit firm to audit the performance of local parks and reserves maintenance standards. Prior to this the council had different auditing mechanisms in place for each region (north, west, south and central). The result for February to June 2013 will be comparable with the 2013/2014 result. Local recreation services Provide safe and accessible facilities and programmes that support recreation and leisure activities 340

107 Whau Local Board Local economic development Develop local business precincts and town centres as great places to do business No business area improvement or economic development-related infrastructure initiatives were planned for Whau Local Board in 2012/2013, and hence none were delivered. Whau Business Improvement Districts (BIDs) are meeting their obligations under the BID Partnership Programme. 341

108 Whau Local Board Develop and maintain safe, clean and vibrant commercial town centres and street environments There were no agreed street environment programmes in this local board. The new HubWest community facility now features a series of works of art such as stone sculptures and wall features that reflect the community and local history. Among the latter is Anchor Rings, by Clarence Lomiwes. The recreated mural installed at the New Lynn community centre depicts the struggle for New Zealand women to obtain the right to vote. It celebrates those who emerged victorious from a battle that made their country a world leader in women s suffrage. Councillor Cathy Casey commissioned the replacement and Whau Local Board hosted a ceremony to celebrate the mural s return to its rightful place. Whau Local Board Chairperson Derek Battersby unveiled the mural. This artwork commemorates an important part of New Zealand s political history and I am pleased to welcome it back to our community," he said. "It brightens up the Totara Avenue space and reminds us that women s right to vote was hard won." 342

109 Whau Local Board Local built and natural environment Provide leadership and support to protect and conserve the region s cultural heritage The priority programmes in 2012/2013 were not developed and/or implemented in conjunction with mataawaka or mana whenua organisations. 343

110 Whau Local Board Local governance Ensure the community can participate and contribute to local board decisionmaking All agendas and minutes were published on time and meet statutory timeframes. Note 1. The actual result is based on a very small sample size which has led to an inconclusive result. 344

111 Whau Local Board Financial Information Actual 12 months to 30 June 2013 Annual Plan budget 12 months to 30 June 2013 Reason for significant variance $000 OPERATING EXPENDITURE Local arts culture and events services Local built and natural environment Local community services 749 1,352 1 Local economic development 1,102 1,285 Local governance 1,127 1,208 Local libraries 2,672 2,547 Local parks services 8,027 6,556 2 Local recreation services Total operating expenditure 14,273 13,559 OPERATING REVENUE CAPITAL EXPENDITURE Local arts culture and events services Local built and natural environment 0 77 Local community services Local economic development Local governance Local libraries Local parks services 2,642 3,813 3 Local recreation services Total capital expenditure allocated 3,462 4,720 Variances to budget 1. Lower than anticipated maintenance and occupancy costs on community centres 2. The costs of maintaining parks facilities exceeded the budget, which was prepared on a council-wide basis and averaged across local boards 3. The underspend is due to a change in design of the Crum park toilet and changing facilities block which has delayed construction. 345

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113 Council-controlled organisations Council-controlled organisations Overview A council-controlled organisation (CCO) is an organisation in which the council controls 50 per cent or more of the votes, or has the right to appoint 50 per cent or more of the directors or trustees. A substantive CCO is a CCO that is either responsible for the delivery of a significant service or activity on behalf of Auckland Council, or owns or manages assets with a value of more than $10 million. Auckland Council has seven substantive CCOs: Auckland Transport Auckland Council Property Ltd (ACPL) Auckland Council Investments Ltd (ACIL) Auckland Waterfront Development Agency Ltd (Waterfront Auckland) Auckland Tourism, Events and Economic Development Ltd (ATEED) Regional Facilities Auckland. (RFA) Watercare Services Ltd (Watercare). We also have a number of smaller CCOs. ACIL holds the equity in Ports of Auckland Limited (POAL), Auckland International Airport Limited (AIAL) and Auckland Film Studios Limited (AFSL). Governance of CCOs CCOs are governed by their boards of directors or trustees, and operate at arm s length from the council. CCOs are, however, accountable to the council, which determines the objectives for each CCO and monitors their performance. The council, in turn, is accountable to its ratepayers and residents for the performance of the CCOs. 347

114 Council-controlled organisations Statements of Intent (SOIs) Statements of Intent set out the outcomes and objectives each CCO works towards over a three-year period. Each SOI sets out the basis of accountability of the board of the CCO to Auckland Council. It includes the objectives, nature and scope of activities undertaken, and the performance targets by which performance will be measured. Monitoring the performance of CCOs The SOIs require the CCOs to provide regular reports to Auckland Council. The council s Accountability and Performance Committee is responsible for monitoring the performance of CCOs and approving policies relevant to CCO accountability. The CCO Review and Appointment Sub-committee is responsible for appointing directors and negotiating SOIs with CCOs. The committee and its sub-committee are assisted by the CCO Governance and Monitoring department. Local boards also provide input into the SOI process through the governing body, representing the interests of their communities. The Independent Māori Statutory Board can also provide input into the SOI process. 348

115 Auckland Transport Auckland Transport Overview Auckland Transport is responsible for managing the Auckland region s transport services and infrastructure consistent with the overall strategic direction set by the council. It provides all of Auckland s transport requirements (except state highways) including roads and footpaths, traffic signals, rail and buses. Auckland Transport was legally constituted under Part 4 of the Local Government (Auckland Council) Act 2009 on 1 November Auckland Transport is a body corporate with perpetual succession. For the purposes of the Local Government Act 2002, Auckland Council must be treated as if it were the sole shareholder of Auckland Transport. Directors Dr Lester Levy Chairperson Philippa Dunphy Deputy Chairperson Geoff Dangerfield Christine Fletcher Mike Lee Paul Lockey Dr Ian Parton Rabin Rabindran Mike Williams Objectives Auckland Transport s purpose, as set down in the Local Government (Auckland Council) Act 2009, is 'to contribute to an effective and efficient land transport system to support Auckland s social, economic, environmental and cultural well-being'. Auckland Transport s statutory functions include: preparing the Regional Land Transport Programme (RLTP) managing and controlling the Auckland transport system carrying out research and providing education and training in relation to land transport in Auckland carrying out other transport-related functions as lawfully directed or delegated by Auckland Council carrying out functions, powers or duties in respect of state highways as lawfully delegated by the New Zealand Transport Agency. In order to carry out its intended purpose and functions, Auckland Transport is fully empowered to act on behalf of Auckland Council in all activities assigned to it. 349

116 Auckland Transport Activities While Auckland Council is responsible for the overall transport strategy and planning for the Auckland region, the activities of Auckland Transport are centred on delivering transport services, such as: construction and maintenance of our roads, footpaths and streetscape amenities providing public transport facilities and services, including bus, rail and ferry services, and their associated infrastructure operating traffic signal networks providing parking facilities and enforcement establishing and promoting road safety and school travel initiatives. Subsidiaries Auckland Transport does not have any subsidiaries. Contribution to council strategies and activities Transport is the single biggest activity undertaken by or on behalf of Auckland Council. Auckland Transport makes a contribution to a broad range of council strategies including quality built environment, thriving economy, and lifestyle choices. Auckland Transport primarily aligns to the following Auckland Council strategy: Transport choices Auckland Transport connects the region s people and places by helping to provide easy and affordable access to a range of safe and sustainable transport options. Auckland Transport directly contributes to delivering the following Auckland Council groups of activities: Transport Auckland Transport manages and develops Auckland s transport infrastructure and services in a manner consistent with the regional land transport strategy. This includes delivery of the transport sub-activities of transport planning, public transport, road network, travel behaviour change, and parking and enforcement Planning and regulation Auckland Transport contributes to the delivery of city transformation projects Lifestyle and culture Auckland Transport contributes to the delivery of major national and international events such as Rugby World Cup Contribution to the mayoral vision The mayor has articulated a vision for Auckland and identified the following strategic priorities that Auckland Transport contributes to: school transit plan planning and implementation inner city rail link progress initial planning, design and designations airport rail link progress initial planning, design and designations peak time bus journeys made faster through additional bus and transit lanes that are more clearly identifiable double public transport use (an aspirational goal) review of ferry services and present options for enhancement better integrated traffic management coordination of traffic lights 350

117 Auckland Transport give emphasis to a review of public transport, particularly in the southern local board areas of Māngere-Ōtāhuhu, Ōtara-Papatoetoe and Manurewa a third harbour crossing report options and funding combat graffiti vandalism of the rail corridor through a collaborative effort between Auckland Transport and KiwiRail. Funding assumptions The funding assumptions that support the activities and financial performance of Auckland Transport are as follows. Auckland Transport will be funded by both New Zealand Transport Agency (NZTA) and Auckland Council through their own operating revenues such as parking. Auckland Transport is a tax exempt entity. Part of Auckland Council s capital funding will be raised through development contributions that reflect the total cost of growth-related capital expenditure by Auckland Transport. Auckland Transport s net operating funding requirement (operating expenditure less direct income inclusive of NZTA grants) will be funded by Auckland Council and forms part of the operating expenditure in the council parent statements, funded by council revenue. Capital expenditure is funded first through NZTA grants, revenue from CCO operations then from available Auckland Council rates funding for capital expenditure renewals, and finally council borrowing, which is shown in council statements as an increase in equity investment in the CCO. Where to find out more: 351

118 Auckland Council Property Limited (ACPL) Auckland Council Property Limited Overview Auckland Council Property Limited (ACPL) is responsible for managing the council s commercial properties, ensuring an appropriate return on these assets, and bringing a market perspective to council planning activities. It is also responsible for managing other selected properties, projects and activities on behalf of Auckland Council such as development at Flatbush and the council s interest in Whitford Quarry. Directors Sir John Wells (Chairperson) Richard Aitken (Deputy Chair person) Leigh Auton Neil Barr Margaret Blackburn Tukoroirangi Morgan (until 31 October 2012) Tiwana Tibble Peter Wall Objectives The objectives of ACPL include: to ensure the efficient use of Auckland Council's capital in respect of the property activities for which ACPL is responsible or involved on the council's behalf to obtain an appropriate return on property under ACPL's management to facilitate, where appropriate, private sector collaboration in any Auckland Council initiated property projects for which ACPL is responsible or involved on the council's behalf to bring a commercial perspective to any Auckland Council planning initiatives to efficiently and effectively manage and control the council's rights and interests in properties, projects, and business activities that are assigned to it by the council. Activities The activities of ACPL include: managing Auckland Council s non-core property assets not immediately required for service delivery or infrastructure bringing a market perspective to Auckland Council spatial planning and placeshaping initiatives managing acquisitions and disposals for Auckland Council and some CCOs managing Auckland Council projects undertaken by terminated CCOs, Tomorrow's Manukau Properties Ltd and Waitākere Properties Ltd (e.g. Hobsonville and Flat Bush) managing Auckland Council s existing rights and interests in projects, business and investment activities assigned to it, including managing the council s interests in: 352

119 Auckland Council Property Limited (ACPL) o o o o Whitford Quarry (under management agreement with Fulton Hogan) and Whitford Landfill (joint venture with Transpacific Industries) Araparera Forestry (unincorporated joint venture with Māori Trustee) commercial space in the Auckland Council Bledisloe Administration building and retail space on Devonport Wharf the Britomart development. Subsidiaries Auckland Council Property Ltd does not have any subsidiaries. Contribution to council strategies and activities ACPL primarily contributes to the following council strategies: Strong governance ACPL aims to provide an appropriate return on commercial property and activities under ACPL's management, and to bring a commercial perspective to all council planning initiatives Quality built environment ACPL aims to bring a market perspective to spatial planning and placeshaping initiatives as well as managing selected property projects and encouraging private sector collaboration. ACPL directly contributes to the delivery of the following council group of activities: commercial and investment ACPL manages Auckland Council s commercial property activities and some other commercial activities in a way that optimises returns while supporting other council objectives. Contribution to the mayoral vision The mayor has articulated his vision for Auckland and identified the following strategic priority that ACPL is expected to contribute to: consolidation of the council s property portfolio. Funding assumptions The funding assumptions that support the activities and financial performance of ACPL are as follows: ACPL is a tax paying entity ACPL will charge a management fee to Auckland Council for undertaking the management of properties, projects and transactions As ACPL will not own the properties it manages, there is not expected to be any requirement for funding of capital works Property leases managed by ACPL have been treated as operating leases, and the proceeds of sale as unearned revenue. Where to find out more: 353

120 Auckland Council Investments Limited (ACIL) Auckland Council Investments Limited Overview ACIL holds the equity in Ports of Auckland Limited (POAL), Auckland International Airport Limited (AIAL) and Auckland Film Studios Limited (AFSL). It also manages the diversified financial assets (DFA) portfolio on behalf of Auckland Council. The purpose of ACIL is to support the council s vision and to bring a strong commercial focus to the ownership and management of the Auckland Council s investments in POAL, AIAL, AFSL and the DFA portfolio and to provide an efficient structure for the ownership of these assets. Directors Simon Allen (Chairperson) Miriam Dean (Deputy Chairperson) Brian Corban Candis Craven Pauline Winter Objectives The objectives of ACIL include: to bring a strong commercial focus to the ownership and governance of Auckland Council s major investment assets while recognising and making significant contribution to the council s objectives for the public good to provide an efficient structure for the ownership of the assets. In support of its objectives, ACIL aims to: optimise the value of the investments under its management, both in terms of short-term returns and longer term increases in value ensure the council is advised of strategic issues relating to the investments held by ACIL distribute available income and other returns in a cost-effective manner, as agreed with Auckland Council recognise and make a significant contribution to the council s objectives for the public good. Activities The activities of ACIL include: management of Auckland Council s major investment assets management of funding arrangements through subsidiaries. 354

121 Auckland Council Investments Limited (ACIL) Contribution to council strategies and activities ACIL primarily contributes to the following council strategy: strong governance ACIL provides a strong commercial focus to the ownership and governance of the council s major investment assets and provides an efficient structure for the ownership of those assets while recognising and making significant contribution to the council s objectives for the public good. ACIL directly contributes to the delivery of the following council group of activities: Commercial and investment ACIL manages Auckland Council s equity and financial investments and distributes income and other returns to the council. Contribution to the mayoral vision The mayor has articulated his vision for Auckland and identified the following strategic priorities that ACIL is expected to contribute to: commit to keeping assets in public ownership. leverage off assets to achieve the council s objectives by managing assets, including Ports of Auckland and Auckland International Airport shares, strategically and prudently to optimise their long-term benefit for the region. Funding assumptions The funding assumptions that support the activities and financial performance of ACIL are as follows: ACIL is a tax paying entity 355

122 Auckland Council Investments Limited (ACIL) ACIL is expected to generate surpluses and hence will not require any funding of its operations by Auckland Council Cash operating surpluses generated by ACIL are assumed to be returned to the council in the form of a dividend. Where to find out more: 356

123 Waterfront Auckland Auckland Waterfront Development Agency Limited Overview Auckland Waterfront Development Agency Limited (Waterfront Auckland) is responsible for leading waterfront development consistent with the council s vision. Waterfront Auckland owns and manages a large portion of the Auckland waterfront from Harbour Bridge Park in the west to Teal Park in the east (excluding Ports of Auckland). Its area of influence extends as far inland as the original shoreline of Directors Bob Harvey (Chairperson) Adrienne Young-Cooper (Deputy Chairperson) Ngarimu Blair Christine Caughey Evan Davies Terry Kayes Kerry Stotter Objectives The objectives of Waterfront Auckland are to deliver: a public waterfront a place for all Aucklanders and visitors to Auckland, a destination that is recognised for its outstanding design and architecture, public spaces, facilities and events; a place where we can express our cultural heritage and history, and celebrate our great achievements as a city and nation a working waterfront a place for marine industries and businesses, local and international port activities; an attractor of further high value business investment and activity, the location that supports authentic and gritty waterfront activities that must be located here a growing waterfront the critical location of urban transformation and renewal in Auckland, where we must demonstrate international best practice and innovation, achieve a significant lift in Auckland s and New Zealand s productivity, create the most liveable of New Zealand s central city urban communities, and encourage a vibrant mix of residents, businesses and employees, visitors and activities a connected waterfront a place where people are highly connected locally and with the inner city, and to the rest of Auckland and New Zealand; a place that is highly accessible and safe for pedestrians, cyclists, and passengers, with telecommunications that support connectivity. Waterfront Auckland will work to deliver these objectives through: a successful business managed under strong commercial and financial disciplines a highly innovative, sustainable organisation with skilled staff supported by efficient and robust business systems 357

124 Waterfront Auckland demonstrated excellence in operational areas with a major customer service provision, e.g. marina operations, rental and lease operations, and car parking. Activities The activities of Waterfront Auckland include: developing and advocating spatial planning policies, concept and precinct plans urban renewal and development urban design and city building portfolio management (assets and property) project management and delivery (public spaces and private development) activation and place management development and management of marinas, wharves and water spaces delivery of a heritage tram service. Contribution to council strategies and activities Waterfront Auckland primarily contributes to the following council strategies: Transport choices we are focused on enhancing transport choices for people to access the waterfront Thriving economy playing a major role in growing the region s economy by making Auckland s waterfront a gateway that attracts business and visitors Outstanding natural environment managing New Zealand s most beautiful urban waterfront, with a focus on enhancing our harbours, waterways and the water s edge for the benefit of all Quality built environment developing property that delivers high-quality architecture, quality urban design and public open space, improved connections, and integration with the CBD and surrounding city Strong communities as a place maker, our role is to provide the physical and social infrastructure to provide for community needs, and to activate places and spaces enabling residents, workers and visitors to feel welcome and have a strong sense of belonging Lifestyle choices provide recreation and leisure opportunities in a prime CBD location through the development of public open space around the waterfront, and operation and development of marina facilities and services. 358

125 Waterfront Auckland Waterfront Auckland also directly contributes to the delivery of the following council groups of activities: planning and regulation develop and implement strategies and plans to transform the waterfront into an area Aucklanders and visitors can enjoy and which can commercially prosper. Create places and spaces where we can express and celebrate our cultural heritage and maritime history commercial and investment optimise the development and management of the waterfront assets to generate long-term commercial returns for our shareholders and economic returns for Auckland. Contribution to the mayoral vision The mayor has articulated his vision for Auckland and identified the following strategic priorities that Waterfront Auckland is expected to contribute by: developing and delivering a Waterfront Masterplan planning and delivering urban transformation projects activating and managing waterfront places and spaces. Funding assumptions The funding assumptions that support the activities and financial performance of Waterfront Auckland are as follows: Waterfront Auckland is a tax paying entity. Operational funding for public space activities will be from Auckland Council. Other operational funding, being the funding of the day to day operating expenses of Waterfront Auckland, will be sourced from internal cashflows. Cash received from the sale of leases which results in operating surpluses are assumed to be used to reduce borrowing otherwise required to fund commercial activities. Public space capital works will be funded from funds available from Waterfront Auckland operations or lease sales or from equity investment by Auckland Council. Capital works for commercial development will be funded by borrowing. Capital works on the marinas will be internally funded from user charges to the extent possible, and any shortfall will be funded by borrowing. From 1 July 2012, Auckland Council is able to require development contributions to fund its contribution to the total cost of growth-related capital expenditure by Waterfront Auckland. Where to find out more: 359

126 ATEED Auckland Tourism, Events and Economic Development Limited Overview Auckland Tourism, Events and Economic Development Limited (ATEED) is responsible for bringing a consistent and integrated region-wide approach to economic development, tourism and events promotion to help lift Auckland region's economic performance and support it in competing internationally. Directors David McConnell (Chairperson) Norm Thompson (Deputy Chairperson) Franceska Banga Vivien Bridgwater Richard Jeffery Danny Chan Objectives The objectives of ATEED include: to lift Auckland's economic well-being to support and enhance Auckland's performance as a key contributor to the New Zealand economy to support and enhance Auckland's ability to compete internationally as a desirable place to visit, live, work, invest, and do business in. Activities The activities of ATEED include: providing destination management and marketing services that improve the Auckland tourism product and make the most of Auckland in marketing campaigns interacting with central government agencies such as the Ministry of Economic Development, Tourism New Zealand and New Zealand Trade and Enterprise as well as the private sector and non-governmental organisations to ensure a coordinated approach to meeting economic development and tourism goals attracting, funding, facilitating and leveraging major events to support economic growth and the performance and profile of Auckland attracting and retaining productive investment, and developing high-potential economic sectors, businesses and skills developing and implementing a brand strategy for Auckland. Contribution to council strategies and activities ATEED primarily contributes to the following council strategies: Thriving economy ATEED plays a key role in attracting people and investment, providing jobs and supporting a good standard of living for all across the region 360

127 ATEED Lifestyle choices ATEED contributes to providing major world-class visitor experiences and events to Auckland. ATEED directly contributes to the delivery of the following council groups of activities: Economic development ATEED is pivotal in the delivery of the council s economic development activities, including responsibility for attracting new business investment and retaining business in Auckland, providing advice and support to help businesses and industry sectors grow, and delivering programmes to foster entrepreneurship and innovation Lifestyle and culture ATEED contributes to making Auckland dynamic, exciting and distinctive by supporting the development of world-class visitor experiences and infrastructure that contribute to Auckland s lifestyle choices and amenity, and by attracting major events and providing them with the logistical and operational support for their duration. Contribution to the mayoral vision The mayor has articulated his vision for Auckland and identified the following strategic priorities that ATEED is expected to contribute to: develop an events strategy for major events for Auckland, including a focus on cultural events assist the council, as required, to secure an agreement with the government to progress an International Convention Centre leverage off international partnerships the 2017 World Masters Games maintain a sub-regional economic development focus through economic development agencies, including continuation of business awards strengthen existing and develop new business start-up zones, including redevelopment of brownfields sites. Funding assumptions The funding assumptions that support the activities and financial performance of ATEED are as follows: ATEED is a tax paying entity ATEED will charge a service fee to Auckland Council for undertaking its activities. The payment of the service fee will cover the cost of the day to day running expenses of ATEED ATEED will generate some revenue from grants and sponsorship from external private sector and central government organisations, which will be used to reduce the funding requirement from Auckland Council with the exception of some event-related capital expenditure in 2010/2011 and 2011/2012, funded primarily by Auckland Council through borrowing and reflected as investment in ATEED, no capital funding is assumed to be required. Where to find out more: 361

128 Regional Facilities Auckland Regional Facilities Auckland Overview Regional Facilities Auckland (RFA) is responsible for providing a regional perspective for the development of Auckland s arts, culture and heritage, leisure and sport and entertainment venues including Auckland Art Gallery Toi o Tāmaki, Viaduct Events Centre, Auckland Zoo, Mt Smart Stadium, Western Springs and The Edge (including Aotea Centre, Civic Theatre, south Town Hall and Aotea Square). Directors Rt. Hon. Sir Don McKinnon (Chairperson) Dame Jenny Gibbs (Deputy Chairperson) John Avery Lisa Bates Derek Dallow John Robertson Rukumoana Tira Marie Schaafhausen Peter Stubbs Gary Troup Objectives The objectives of RFA include: to support the vision of Auckland as a vibrant city of the South Pacific which attracts high-quality events and promotes the social, economic, environmental, and cultural well-being of its communities by providing regional facilities throughout Auckland for the daily engagement of those communities (and visitors to Auckland) in arts, culture, heritage, leisure, sport, and entertainment activities develop and maintain a range of world-class arts, culture, heritage, leisure, sport, and entertainment venues that are attractive both to residents of and visitors to Auckland, while applying a regional perspective. Activities The activities of RFA include: operation of regional facilities where they are integrated into this CCO on behalf of Auckland Council: Auckland Art Gallery Toi o Tāmaki, Auckland Zoo, Viaduct Events Centre, Mount Smart Stadium, Western Springs Stadium and The Edge management of Auckland Council interests in achieving its objectives through regional facilities affiliated with RFA: North Harbour Stadium, North Shore Events Centre, Vodafone Pacific Events Centre, Bruce Mason Centre, The Trusts Stadium, Maritime Museum, Stardome Observatory, Auckland War Memorial Museum, and Museum of Transport and Technology (MOTAT). 362

129 Regional Facilities Auckland Strategies and activities RFA primarily contributes to the following council strategies: lifestyle choices RFA plays a key role in providing access to a wide range of recreation, leisure and arts opportunities, attractions including the zoo, museums and art galleries, and a world-class programme of international, national, regional and local events thriving economy RFA attracts visitors and provides jobs through its worldclass events, venues and activities. RFA directly contributes to the delivery of the following council group of activities: lifestyle and culture RFA manages and oversees key facilities with a focus on making better use and coordination of Auckland s major venues and attractions. Contribution to the mayoral vision The mayor has articulated his vision for Auckland and identified the following strategic priorities that RFA is expected to contribute to: continue streamlining the management and operations of regional facilities where possible in order to create synergies and efficiencies manage facilities and collections to the highest standard within budget constraints ensure local communities access to regional facilities while managing those facilities with a regional approach assist the council, as required, to secure an agreement with the government to progress an international convention centre develop a regional strategy for the management of major venues and collections which is consistent with the relevant policies of the council. 363

130 Regional Facilities Auckland Funding assumptions The funding assumptions that support the activities and financial performance of RFA are as follows: RFA has been approved by the Charities Commission as a Charitable Trust and therefore will be tax exempt Operational funding, being the funding of the day to day operating expenses of RFA, will be provided by Auckland Council RFA will generate revenue from its operations (e.g. user charges, events income), which will be used to reduce the operational funding requirement from Auckland Council Capital works will be funded from RFA operating surpluses and then borrowings via Auckland Council. Where to find out more: 364

131 Watercare Watercare Services Limited Overview Watercare Services Limited (Watercare) is responsible for water and wastewater services in the Auckland region. On 1 November 2010, the company absorbed the ownership and management of local networks and the retail functions from the previous local councils. The exception is United Water, which manages the local networks and retailing of water and wastewater in the Papakura area under a franchise agreement while Watercare owns the assets. Directors Ross Keenan (Chairperson) David Clarke (Deputy Chairperson) Peter Drummond Catherine Harland Susan Huria Tony Lanigan Mike Allen Jeff Todd Objectives Watercare s objectives are reflected in the company's vision 'to provide outstanding and affordable water services to all the people of Auckland.' Outstanding means Watercare will provide safe drinking water, promote efficient water use, and protect waterways and the environment through the effective transport and treatment of wastewater. Affordable water services means Watercare will run an efficient business and manage the overall costs of services to customers (collectively), recognising the diversity of Auckland s local communities. Activities The activities of Watercare include: collection, treatment and distribution of drinking water to the people of Auckland collection, treatment and disposal of wastewater for the people of Auckland transfer, treatment and disposal of trade waste provision of commercial laboratory services in support of Watercare s business activities. 365

132 Watercare Contribution to council strategies and activities As the regional provider of water and wastewater services, Watercare plays an important role in the health, prosperity and well-being of Auckland s communities. The company has a sound record as a good corporate citizen, committed to the delivery of cost-effective services that consider the social, economic and environmental impacts of decisions as well as transparent and accountable reporting. Watercare collaborates and works closely with other stakeholders to ensure communityfocused outcomes are achieved. Watercare participates in regional planning processes to ensure the infrastructure needs of the region are well understood and appropriately integrated into regional plans, ensuring the current and future social economic and environmental needs of the regional community can be met in the most cost-effective way. Watercare primarily contributes to the following council strategies: Outstanding natural environment Watercare contributes to enhancing Auckland s unique natural environment, including its world-class harbours, waterways and beaches through the effective transport and treatment of wastewater Strong communities Watercare contributes to safe communities by providing safe drinking water, promoting efficient water use, and protecting waterways and the environment. Watercare directly contributes to the delivery of the following council groups of activities: Water supply and wastewater Watercare is responsible for providing safe, healthy drinking water and high-quality wastewater services that are economically viable, environmentally sound, sustainable and responsive to customer needs. 366