In 2019/2020 we plan to invest $4.3 million to renew and develop assets and $12.3 million to maintain and operate assets, as well as provide local programmes and initiatives.
For information on the investment plan, see section 2.17 (page 55) of the supporting information document for the capital spend and operating spend for Upper Harbour Local Board 2019/2020.
What we are doing
In 2017/2018 we worked through issues associated with the NZTA Northern Corridor Improvement Project and the impacts it would have on some of our community groups. By the time this agreement finishes in 2020, the three groups most heavily affected should be in new purpose-built facilities.
In 2018, we continued refurbishing the Headquarters Building and Sunderland Lounge at Hobsonville Point. We expect to transition them to community management in 2019.
This year we’re also refreshing our Greenways Plan. This will provide us with a blueprint for future development of the 2017 Local Board Plan objective of a quality walking and cycling network within our neighbourhoods.
What we are proposing
We’re not proposing major changes to the existing work programme for 2019/2020 as we continue to deliver the projects identified in our 2017 Local Board Plan.
Message from the chair
The 2019/2020 year will be the second year since the adoption of our 2017 Local Board Plan. This year will see further progress towards the objectives and outcomes we have already agreed with our community.
In the past year, we have supported the community groups being displaced by the Northern Corridor Improvement Project (NCI) and provided them with new leases to give them security of tenure. This year we expect to see them move into new state of the art facilities, which should support their success and growth for future years.
This year we expect to continue our support for a wide range of community groups and continue to work on improving the quality of our facilities and parks. We will also transfer the Headquarters Building and Sunderland Lounge in Hobsonville into community management.
By the end of this financial year we expect to have refreshed our Greenways Plan which will provide us with a blueprint for future development of a quality walking and cycling network within our neighbourhoods. I encourage you to share your views on which areas of the local board area should be prioritised for project delivery. We are also updating our open space management plan, which shapes how individual parks are used, I hope you will help us by giving us your thoughts on how these spaces are used.
We also expect to see further progress towards the development of the board’s proposed indoor sports facility. This project was consulted on last year and the development of a formal business case will help make the case for council’s governing body to provide the necessary funding. The board is also earmarking some of its capital budget to support this project. Elsewhere in the board area, the Scott Point Sustainable Sports Park project is progressing through the more detailed planning phase and we hope to see phase one start in the 2019/2020 earthworks season.
Chair, Upper Harbour Local Board
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