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

 

Date:                      

Time:

Meeting Room:

Venue:

 

Wednesday, 20 November 2013

4.30pm

Local Board Office
2 Glen Road
Browns Bay

 

Hibiscus and Bays Local Board

 

OPEN AGENDA

 

 

 

MEMBERSHIP

 

Chairperson

Julia Parfitt, JP

 

Deputy Chairperson

Greg Sayers

 

Members

David Cooper

 

 

Janet Fitzgerald, JP

 

 

Gaye Harding

 

 

Gary Holmes

 

 

Lovisa Kronqvist

 

 

Lisa Whyte

 

 

(Quorum 4 members)

 

 

 

Vivienne Sullivan

Local Board Democracy Advisor

 

15 November 2013

 

Contact Telephone: (09) 427 3317

Email: vivienne.sullivan@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 


Hibiscus and Bays Local Board

20 November 2013

 

 

ITEM   TABLE OF CONTENTS                                                                                        PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

8          Deputations                                                                                                                    5

8.1     Pauline Smith - Hibiscus Coast Forest and Bird Protection Society            5

9          Public Forum                                                                                                                  5

10        Extraordinary Business                                                                                                6

11        Notices of Motion                                                                                                          6

12        Ward Councillors Update                                                                                             7

13        Infrastructure and Environmental Services Update Report                                     9

14        Hibiscus & Bays Quarterly Performance Report for the quarter ended September 2013                                                                                                                                       33

15        Estuary Arts Centre Education Wing Development                                                47

16        New Structure for Facilities and Reserves Committee                                           53

17        Hibiscus and Bays Local Board Meeting Schedule for the remainder of 2013 and for 2014                                                                                                                                       63

18        Local board members portfolio allocation and urban design champion              67

19        Appointment of Board Members to Outside Organisations and Community Networks                                                                                                                                       71

20        Establishment of Swimming Pool Fencing Exemption Committee                       81

21        Commitments and Funding Report for Hibiscus and Bays Local Board Key Projects                                                                                                                                       85

22        Northern Joint Funding Committee                                                                          89

23        Urgent Decision Process for the Hibiscus and Bays Local Board                      103  

24        Consideration of Extraordinary Items 

 

 


1          Welcome

 

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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

 

4          Confirmation of Minutes

 

That the Hibiscus and Bays Local Board:

a)         confirm the minutes of its inaugural meeting, held on Thursday, 7 November 2013, as a true and correct record.

 

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

8.1       Pauline Smith - Hibiscus Coast Forest and Bird Protection Society

1.       Pauline Smith from Hibiscus Coast Forest and Bird Protection Society has requested a deputation to address the Hibiscus and Bays Local Board on a “Pest Free Peninsula” project.

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      Thanks Ms Smith for her presentation.

 

 

 

9          Public Forum

 

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

 

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

 

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

11        Notices of Motion

 

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

 


Hibiscus and Bays Local Board

20 November 2013

 

 

Ward Councillors Update

 

File No.: CP2013/26097

 

  

 

Purpose

1.       The Hibiscus and Bays Local Board allocates a period of time for the Ward Councillors, Cr Wayne Walker and Cr John Watson, to update them on the activities of the Governing Body.

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      Thank Councillors Walker and Watson for their update to the Hibiscus and Bays Local Board on the activities of the Governing Body.

 

 

Attachments

There are no attachments for this report.     

Signatories

Authors

Vivienne Sullivan - Local Board Democracy Advisor

Authorisers

Lesley Jenkins - Relationship Manager

Karen Lyons - Manager Local Board Services

 


Hibiscus and Bays Local Board

20 November 2013

 

 

Infrastructure and Environmental Services Update Report

 

File No.: CP2013/25243

 

  

 

 Purpose

1.    This quarterly update from the Infrastructure and Environmental Services (I&ES) Department covers the period from August to October 2013.  It reports on both regional and place based activities undertaken by the three I&ES units – Environmental Services, Stormwater and Solid Waste.

2.    This report also tracks the delivery and expenditure of environmental budget lines from the 2013/2014 Local Board Agreement (LBA), as assigned to the Infrastructure and Environmental Services Department.

Executive Summary

3.    The I&ES Department delivers on the Auckland Plan and Local Board Plans through the delivery of environmental programmes, regional stormwater and waste services, as well as the maintenance and enhancement of Auckland's natural environment.

4.    This report has been written to update the local board on the delivery of activities and work programmes by I&ES.  A number of these regional activities have a distinct local involvement and impact and are detailed in the attachments to this report.

5.    This report also includes some background information for newly elected board members, to familiarise them with the work programme and priorities of the department.

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      receives the Infrastructure and Environmental Services update report.

 

Discussion

6.    This report and attachments specifically details the activities delivered by the three units of I&ES within the Local Board area which support and contribute to the following Local Board Plan priorities and initiatives:

Priority: Protecting our natural environment

Initiatives:

Deliver key initiatives that protect and enhance our local board’s natural environment and character areas. Secure reserve areas for the local board at Whangaparaoa, Gulf Harbour and identify future reserve needs in our local board area. Advocate for the development and implementation of catchment management plans across the local board area. Develop and maintain partnerships with organisations and community groups that maintain and protect our environment.

7.    In addition this report may detail activities which may not be specifically identified in the Local Board Plan but which will impact on the local area.

8.    The following provides some background information for board members, to familiarise them with the work programmes and priorities delivered by the three units within the I&ES department.

 

 

 

Environmental Services Unit

 

9.    The Auckland Plan describes a transformational shift to ‘strongly commit to environmental action and green growth’.  It is the responsibility of the Environmental Services Unit (ESU) within I&ES to support that shift through the development, promotion and implementation of projects that support environment and sustainability outcomes.

10.  Improving freshwater quality is a key focus for ESU and is supported through the implementation of catchment-based restoration projects (such as the Sustainable Catchments Programme and Project Twin Streams), land management programmes, and community education initiatives such as Wai Care.

11.  The vision of the Indigenous Biodiversity Strategy is to ensure that Auckland’s biodiversity is flourishing and treasured. In supporting this vision, as well as that of the Auckland Plan, the biodiversity team provide technical advice to ecological restoration projects being delivered by either Council or private landowners. Biodiversity staff also provides technical input into the evaluation of resource consent applications and other statutory processes, such as the development of the draft unitary plan. 

12.  Biosecurity works alongside biodiversity to contribute to environmental outcomes. Biosecurity is responsible for the implementation of the Regional Pest Management Strategy through a number of programmes, and is also responsible for the regional coordination of national biosecurity management programmes, such as the local response to kauri dieback and kiwifruit vine disease (PSA).

13.  ESU also delivers a number of projects that support community development through engaging communities in environment and sustainability projects.  These projects include Wai Care, Enviroschools and Trees for Survival.  In addition, ESU is currently developing and trialling a number of household sustainability initiatives in various local board areas. 

 

Solid Waste Unit

 

14.  The Solid Waste Unit, within the Infrastructure and Environmental Services Department, is responsible for the management of the region’s kerbside domestic refuse, recycling, hazardous waste, inorganics, illegal dumping and litter collection. It also manages some transfer stations, and develops and delivers waste minimisation programmes. It is made up of four main operational delivery groups; Waste Planning, Waste Minimisation, Waste Operations and Waste Infrastructure and Assets.

15.  The Waste Planning team is responsible for carrying out implementation planning for the delivery of the Waste Management and Minimisation Plan (WMMP) and ensuring our waste operations and plans are consistent with regional waste bylaws and national level waste legislation. They advocate council views to central government on waste issues.

16.  The Waste Minimisation team is responsible for the development, management and delivery of waste minimisation behaviour change and education programmes to households, businesses, and schools. This includes programmes such as the Create Your Own Eden composting courses and WasteWise schools.

17.  The Waste Operations team is responsible for the management of the region’s kerbside domestic refuse, recycling and inorganic waste collection services, servicing and maintaining public litter bins and loose litter cleaning.

18.  The Waste Assets and Infrastructure team is responsible for providing the infrastructure which ensures Auckland meets its obligations under the Waste Management Act for the safe and efficient recovery, recycling and disposal of waste across the region.

19.  These infrastructure requirements are managed in many ways. For example, through direct service supply contracts for delivery of waste to landfill, Build Operate Own and Transfer contracts for facilities to process recycling, and through council-owned assets and operations such as those at the Waitakere Transfer Station in Henderson and the Claris Landfill on Great Barrier Island. In addition, the team also procures and manages the stock of refuse and recycling bins and public litter bins. Finally, they work with suppliers to make provision for hazardous waste drop off, recovery and disposal.

 

Stormwater Unit

 

20.  Council’s Stormwater Unit is largely responsible for two of the activities outlined in the 2010 amendment of the Local Government Act 2002: Stormwater drainage, and flood protection and control, and is required to comply with the Resource Management Act and other legal requirements. The purpose of these activities is to minimise the nuisance of flooding, protect people and property from the adverse effects of extreme storm events and protect the environment and public health by reducing stormwater contaminant and sediment runoff that is discharged into natural waters.

21.  Council’s stormwater functions are guided by the draft Stormwater Unit Strategic Direction and the Stormwater Asset Management Plan 2012-2032.

22.  The Stormwater Asset Management Plan is updated every three years and its review is a key focus for the 2013/14 financial year. The Stormwater Asset Management Plan spans a 20-year period with focus on the ten year period covered in the council’s 10-year Long Term Plan (LTP).  The Stormwater Asset Management Plan addresses all major asset based activities.  A primary purpose of asset management planning is to ensure that present and future customer service requirements are met while managing assets in the most cost effective manner.

23.  The draft Stormwater Unit Strategic Direction was completed in 2013.  It is a non-statutory document aligned to the Auckland Plan that guides the operational matters of the council in relation to stormwater that informs and engenders support from internal and external parties involved in stormwater management.  The document ultimately will be incorporated into the updated Stormwater Unit Asset Management Plan 2015-2035.

Consideration

Local Board Views

24.  This is a report prepared specifically for the Local Board.

 

Maori Impact Statement

25.  While this report is for information only and does not require any decision making, it is recognised that environmental management, water quality and land management has integral links with the mauri of the environments and concepts of kaitiakitanga.

 

Implementation Issues

26.  The activities detailed in this report are within budget. Any decisions arising from discussions and planned changes to work programmes will have financial and resourcing implications which will need to be managed.

 

 

 

 

Attachments

No.

Title

Page

a

Infrastructure and Environmental Services Update Report

13

b

Stormwater  Local Board Update Report

17

c

Solid Waste Update Report

23

d

Auckland Household Waste Prevention Study

29

     

Signatories

Authors

Theresa Pearce - Relationship Advisor

Lucy Hawcroft - Relationship Advisor

Mara Bebich - Senior Relationship & Engagement Advisor

Emma Joyce - Relationship Advisor

Varsha Belwalkar - Stormwater Liaison Advisor

Authorisers

John Dragicevich - Manager Infrastructure and Environmental Services

Lesley Jenkins - Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 


Hibiscus and Bays Local Board

20 November 2013

 

 


Hibiscus and Bays Local Board

20 November 2013

 

 



Hibiscus and Bays Local Board

20 November 2013

 

 







Hibiscus and Bays Local Board

20 November 2013

 

 

Solid Waste Local Board Update Report (Hibiscus and Bays)

 

 

Relevant to Local Board Priority: Protecting our natural environment

 

This update describes the activities of the Solid Waste unit with regards to Local Board projects and regional programmes over the update period, August to October 2013. Some background information about the Waste Management and Minimisation Plan (WMMP) is also provided for newly elected board members.

 

 

The Waste Management and Minimisation Plan

 

A major priority for the Solid Waste unit over the next four years will be to implement the Auckland WMMP. This plan was approved by the governing body in June 2012, after extensive consultation with the public, key stakeholders and local boards. Its vision is that:

 

“To become the most liveable city in the world, Auckland will aim for the long-term, aspirational goal of ‘Zero Waste’ by 2040, turning its waste into resources.”

 

To help achieve this goal, the plan also sets some bold targets. These are:

·    to reduce the amount of domestic kerbside waste sent to landfill by 30% by 2018, from 160 kg to 110 kg per capita per year.

·    to reduce council’s own in-house waste by 30% per capita by 2018

·    to reduce total council and private sector influenced waste to landfill by 30% by 2027.

 

To achieve this final goal, council will have to work closely with the commercial sector as council only influences approximately 17% of the waste stream.

 

To achieve these targets, the WMMP identifies a series of key actions.

 

These include major changes in waste collection services for some board areas. These changes will take place after July 2015 and are outlined in the table below, along with the current waste services that are available in the board area. In Hibiscus and Bays these services are quite different in the legacy North Shore City Council and Rodney District Council areas.

 

Table One. Waste collection services to be provided under the WMMP

 

Service type

Current service in board area

Current funding system

Service to be provided under WMMP

Future funding system

Organics

No current service

NA

A kerbside collection of organic waste in bins from all Aucklanders living in urban areas.

Rates

Recycling

North Shore: Fortnightly recycling collection in a 140 litre bin, with separate paper

Rates

A fortnightly recycling service in bins will be provided to all Aucklanders. Typical bin size will be 240 litres, with a choice from 140 to 360 litres.

Targeted rate

Rodney: Fortnightly collection in a blue crate, with separate paper

Rates

Inorganics

North Shore: Annual kerbside inorganics

Rates

An improved inorganics service will be provided to all Aucklanders annually. Residents will make a booking in advance and have inorganic material collected from their property, rather than the kerb.

Targeted rate

Rodney: No inorganics

No charge

Rubbish

North Shore: Weekly rubbish collection in council bags.

User pays (per bag)

A fortnightly “pay as you throw” rubbish collection will be provided to all residents. Typical bin size for urban residents will be 120 litres, with a choice from 60 to 240 litres. Rural and HGI residents will have a choice of bins or bags.

User pays (per bin lift)

Rodney: Private collection

User pays

 

One of the benefits of making these changes is that all Aucklanders will receive a regionally consistent level of waste services.

 

Some other key projects included in the WMMP that council is working on include:

 

Development of a Resource Recovery Network (RRN)

 

The RRN would consist of a network of facilities across the region that would provide a convenient place for local residents to drop off their used furniture, clothes, whiteware, hazardous waste and other materials.  Planning for the RRN is still underway but it is envisaged it would include:

·     a small number of large Resource Recovery Parks focused predominantly on commercial waste or resources that would act as more substantial hubs of the network

·     a larger number of smaller Community Recycling Centres (CRCs) focused on serving local households and businesses

·     local Drop-off Depots for isolated areas or where there is limited space.

 

These facilities would be spread across the city and run by businesses, community organisations, voluntary sector organisations and iwi. They will enable large quantities of reusable and recyclable materials to be diverted from landfill for reuse, repair or refurbishment and sale. They would also create valuable opportunities for local employment.

 

In the short-term, five council-owned sites have been identified as being priorities for redevelopment into resource recovery facilities in 2014. These are the:

1.    Waiuku Transfer Station

2.    Waitakere Refuse and Recycling Centre

3.    Central isthmus site (location to be identified)

4.    Devonport Transfer Station

5.    Helensville Resource Recovery Centre

 

Community engagement and education programmes

 

Local education programmes will be key to achieving the goals of the WMMP and supporting the service changes outlined above. They will be particularly focused on areas in South Auckland and the Hauraki Gulf Islands which will experience greater change as a result of the WMMP. However, these programmes will be introduced across the region. They could potentially include local waste minimisation projects that are developed in conjunction with local boards and are shaped by board priorities and community needs.

Update on Ongoing Solid Waste Activities

 

 

Waste Planning

 

This team is responsible for carrying out implementation planning for the delivery of the Waste Management and Minimisation Plan (WMMP) and ensuring our waste operations and plans are consistent with regional waste bylaws and national level waste legislation. They advocate council views to central government on waste issues.

 

Regional activities and achievements

Waste Minimisation and Innovation Fund: The second round of the waste fund closed on 31 October 2013. This round has a total value of $475,000. A list of applications to the fund will be sent to board members in November, and they will be asked to give feedback and local input on applications from their area.

 

Waste collection controls: These controls regulate issues such as the times that waste can be collected and the levels of contamination allowed in refuse and recycling containers. After consultation with local boards in July and August, the controls were approved by the Regional Development and Operations Committee in September. They become operational on 1 November.

 

TV TakeBack programme: This programme enables Aucklanders to recycle their old analogue televisions at various drop off points around the region for just $2 at council subsidised sites. It is being delivered by Ministry for the Environment, with some council support. A memo was sent to all local board members with more information about the scheme in early October, before it opened on 23 October. A full list of all the available sites for residents to use and the cost of each is available at www.tvtakeback.govt.nz. Sites will remain open until roughly 70,000 televisions have been recycled.

 

 

Waste Minimisation

 

This team is responsible for the development, management and delivery of waste minimisation behaviour change and education programmes to households, businesses, and schools. This includes programmes such as Create Your Own Eden and WasteWise schools.

 

Regional activities and achievements

 

Supporting events to minimise their waste: Council is working with the Auckland Community Zero Waste Alliance (ACZWA) to support 15-20 events around the region to reduce their waste. The first event which was chosen for support was the Waitakere Festival, which was held in Henderson in late October. This had an excellent result with a diversion of 95% of all event waste from landfill. In the Hibiscus and Bays Board area, officers have confirmed that they will be supporting the Capetown to Cairo Festival, which will take place in March 2014.

 

Auckland Household Waste Prevention Survey: This was the first regionally representative survey of Aucklanders’ attitudes and behaviours towards waste carried out by council. Analysing and publishing the results of this survey has been a major focus for the team over the update period. A summary of survey results is provided in Attachment D.

Text Box:  Composting for Community tutors celebrate the first year of the programme.Composting for Communities: This programme focuses on large households with high volumes of food waste in the Asian and Pacific communities. In the first 18 months of the programme, eight tutors from the Tongan, Cook Islands, Niuean, Chinese and Samoan communities have delivered 22 courses in composting and bokashi.

 

The results of this new programme were recently assessed. The assessment found that the 426 households involved diverted 161 tonnes per annum, an average of 8.2kg per household per week. The average family involved in the programme has gone from putting out two and a half bags of rubbish a week to just one. Particularly significant progress has been made in working with the Tongan community and residents of Otara.

 

Local activities and achievements

 

Create Your Own Eden composting courses: This programme offers Aucklanders the chance to participate in free three hour workshops to learn how to minimise their organic waste through composting, bokashi and worm farms. Two workshops were held in the board area in Browns Bay in August, with 14 participants, and Orewa in September with 14.

 

Learning outreach to schools: This programme offers printed resources, workshops and practical support to interested schools to help them minimise waste. In the board area during the update period various schools have received support. This includes:

·        Ashton Warner Nanny Academy – workshops with students delivered by council facilitators and resources

·        Orewa School - workshops with students delivered by council facilitators and resources

·        Murrays Bay School – students taken to visit Cue Haven, a local native planting and restoration project

 

Cloth nappies: This programme offers heavily subsidised workshops and nappy packs to parents interested in using cloth nappies. It also supports daycares to switch over from using disposal to cloth nappies. A successful cloth nappy workshop was held in the board area during the update period, in Glenfield on 18 October.

 

WasteWise: This programme offers schools structured support over two years to reduce their waste through tools such as recycling, worm farms and composting. In the board area, two schools have already graduated from the programme. These are Murrays Bay Intermediate and Stanmore Bay Primary. Two schools are currently enrolled in the programme: Gulf Harbour School and Lincoln Heights.

 

Council officers are now recruiting new schools to join the programme in 2014. If board members are aware of any schools in their area that might be interested, the schools can contact our officers on wastewise@aucklandcouncil.govt.nz to find out more about what this would involve

 

Waste minimisation learning centre at the Waitakere Refuse and Recycling Centre: During the update period 13 groups from the board area visited the centre. This included groups from Orewa School, Murrays Bay School and Kingsway School. This free visit includes a tour of the centre and an interactive waste education class and is open to all Auckland residents.

 

 

Waste Operations

 

The operations team is responsible for the management of the region’s kerbside domestic refuse, recycling and inorganic waste services, servicing and maintaining public litter bins and loose litter cleaning.

 

Regional activities and achievements

 

Customer service: One of the main ways that council has to measure customer satisfaction is to analyse how many requests we receive from customers relating to issues such as late collections, missed bins or loose litter. As shown in Figure One below, from August to September 2013 council received 6,963 Requests for Service (RFS) from the public relating to waste operations. This is lower than the same period in 2012 when 7,213 RFS were received. This shows that the various new waste contracts that were introduced around the region from July 2013 onwards are progressing well.

 

 

Figure One: Requests for service relating to waste issues received in 2012-13

 

Local activities and achievements

 

Recycling education trials: From June to August, council conducted a 12 week trial in targeted areas of the North Shore and West Auckland to educate residents about how to recycle correctly. This trial was focused on areas which had been identified as having problems with contamination of recycling. It involved a visual inspection of residents’ recycling bins, with stickers being attached to bins where residents were recycling incorrectly and an educational letter left in their mail box. In some cases, highly contaminated recycling bins were not collected for a fortnight (one collection cycle). The final results of the trial are still being analysed but initial results indicate that for the duration of the trial a reduction of up to 50% in the percentage of contamination found in recycling bins was achieved in the targeted areas.

 

Inorganic collections: The inorganic kerbside collection on North Shore (including the board area) is progressing well and will be completed on schedule by the end of 2013. Total tonnages collected at this point are slightly higher this year than last (3,009 tonnes in 2013 compared with 2,606 tonnes in 2012). However, tonnages for the last three weeks have been slightly lower than in 2012, so the overall result will likely be quite similar.

 

 

Waste Assets and Infrastructure

 

This team is responsible for providing the infrastructure to ensure that Auckland meets its obligations under the Waste Management Act for the safe and efficient recovery, recycling or final end disposal of waste from residents and ratepayers.

 

Regional Activities

 

Tonnages collected and disposed of by council: From August to September 2013 council collected 28,562 tonnes of waste and 18,420 tonnes of recycling from kerbsides around Auckland. In total, including the waste collections, inorganic collections and material received at our own transfer stations, council disposed of 42,180 tonnes of waste to landfill. These figures represent a slight decrease on the same period in 2012. This continues a general trend of waste volumes collected by council decreasing over time, possibly due to slower economic growth over the last few years.

 

Hazardous waste drop-off centres: Work continues on this project to open a network of sites around the region at which residents will be able to drop off their household hazardous waste for free. This will ensure these dangerous substances are removed from the environment in a controlled way. Two potential sites have been identified at Constellation Drive in the North Shore and Pikes Point in Onehunga. These are expected to open before the end of the year. Officers are also investigating potential sites in Pukekohe and Wiri. These will complement the existing hazardous waste drop off sites at Henderson, Silverdale, Waiheke and Great Barrier. More details about the locations, function and opening date of these new drop-off sites will be provided once confirmed.

 

Better management of our litter bins: Council is working to develop an Asset Management Database for our litter bins around the region. This will ensure that litter bins which are in poor condition or reaching the ends of their lives are replaced as required. The database will also combine all legacy bin records into one central system to ensure operational efficiencies.

 


Hibiscus and Bays Local Board

20 November 2013

 

 





Hibiscus and Bays Local Board

20 November 2013

 

 

Hibiscus & Bays Quarterly Performance Report for the quarter ended September 2013

 

File No.: CP2013/26026

 

  

 

Purpose

1.       This report provides an update to the Hibiscus & Bays Local Board members on the financial performance for the period July 2013 to September 2013 as set out in the Local Board Agreement.

Executive Summary

2.       The Net Cost of Service for the year is $5,099K against a budget for the same period of $5,307k which equates to a (3.9%) favourable variance to budget.  This variance in revenue of ($216K) is due to the lower income received in Recreation Services and to a lesser extent in Libraries.  The unfavourable revenue variance to budget is offset by lower than budgeted operating expenditure with variances of ($424K).  This gives an overall favourable net cost of service variance of ($216) for the year to date.

Capital expenditure for the year is $1,058K against a budget for the same period of $369K which equates to 186% increase against budget year to date.  Areas where spend is higher than budget are in Local Parks Services and Local Recreational Services offset by Community Services and Local Governance. Increased spend has been mainly in those projects carried over from 2012/13. Particularly Long Bay Development and Maragani Bay Toilets. 

 

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)   Receive the Quarterly Performance Report

 

 

 

View large previewTe Ara Tahuna Estuary Cycleway

 

103478Discussion

1.       Financial Overview

The net cost of service and capital expenditure relating to the Local Board is summarised below discussed in respect of each Group of Activity. 

 

Table 1: Financial Overview

 

 

 

Comment:

Net cost of service for the first quarter July to September quarter is showing a lower than budget of $208k compared to August year to date which was $126k higher than budget.

 

Most of the unfavourable variance in revenue is in Recreation services at $208K with Libraries showing a variance of $12K.  The budget included an assumption for increased revenue as part of the corporate savings/improvement initiatives which were not realised.  This is an inherited program that currently is sitting with the ELT for a decision to adjust targets down for 2014/15.

 

This favourable net cost of service variance is further increased by lower operating costs $424K variance to budget for the quarter.  The main activity areas creating these variances are Parks services, and Community Services but offset by Recreation services $156K as above. 

 

Capital expenditure for quarter 1 – July to September was $689K or 8.3 % spend of the full year budget so a long way to go to achieve current year plan.  Areas where spend is much higher than budget are in Libraries, Local Parks Services and Local Economic Development. 

 


 

 

 

 

2.       Local Libraries

Table 2: Financial Overview: Local library facilities and services

 

Comment:

The net cost of service variance is $10K which equates to 1% lower than the year to date budget.

 

·    Revenue variance is $12K lower than budget due to the continued assumption for increased revenue as part of corporate savings/improvement initiatives which were not realised.

 

·    Operating expenditure is $22K lower than budget which offsets the revenue shortfall this is mainly due to the extended library hour’s budget offsetting staffing costs.  

 

Capital expenditure variance for the year to date is an unfavourable $39K which equates to 221% higher than budget this may be due to incorrect profiling of the budgets relating to repairs to Orewa Library boiler and equipment purchased for East Coast Bays Library.


 

3.       Local community services

Table 3: Financial Overview: Local community services

 

 

 

Comment:

The net cost of service variance for the year is $131K, 30% lower than budget.

 

·    Operating revenue continues to be marginally higher than budget and is $5K ahead for the year which equates to 45% due to higher than expected revenue at Orewa Community Centre and at Silverdale Hall.

 

·    Operating expenditure for the year is lower than budget by $126K or 28% overall due to zero or minimal spend due to bills for Repairs & Maintenance not being received as well as response repairs and maintenance budgets across all halls and Utilities bills for Local Community Leases. As well as invoices yet to be received for East Coast Bays Community Co-coordinator $60k.

 

 As stated above other variances in cleaning, Utilities and Security have been miscoded or not mapped correctly these problems will aim to be fixed before the next time I report to you.

 

Capital expenditure variance for the year is $23K which equates to 61% lower than budget due to renewal capital currently in design and planning phases. 


 

4.       Local arts, culture and events services

Table 4: Financial Overview: Local arts, culture and events services

 

 

 

Comment:

The net cost of service variance for the year is $33K, 19% lower than budget.

 

·    Local Community Arts Program general spends variance $30K favourable variance to budget.

 

 

 

 

http://www.estuaryarts.org/uploads/7/4/9/7/7497724/1378170065.png

5.       Local Parks

 

 

Comment:

The net cost of service is in line with budget for the year.

·    Operating revenue is zero for the year  to

Local parks operating expenditure is showing a variance year to date of $263 favourable this is due to favourable variances against Arboriculture and Full Facility Parks contract budget lines.

 

 In investigating these variances it has been discovered that Arboriculture, Street Maintenance and Ecological restoration costs are being mapped incorrectly to Full Facility Contracts budget whilst this is under spent by $113k ytd, the total of all of those mentioned budgets still show an under spend of $295k. This is offset by staffing costs in Local parks which is a result of salary budgets not including vacancies $109k, Volunteers $34k and Green Assets $58k.

 

 

·    Capital expenditure variance for the year to date is $619K, 394% higher than budget.  This is due to projects being deferred from last financial year and the profile budget not reflecting the continuation of this year to date these include:

 

Long Bay Reserve Development $339K spend against a budget of $130K  and an annual budget of $259k This variance will to be offset against other  projects in year in order to nor exceed the Boards Capital Program.

 

Local Park Public Convenience renewals $233K spend against a budget of $0K year to date  mainly due to the Mairangi Bay toilets which the tendering process delayed at start of project last year.

 

MetroPark Sportsfield future $23K against a budget of $0K year to date due to a delay in getting earthworks completed last year.

 

 

 

 

                                                                                                      

Murray’s Bay Wharf                                       Metropark

                        


 

6.       Local recreation services

Table 6: Financial Overview: Local recreational initiatives and facilities

 

 

 

Comment:

The net cost of services variance for the year to date is $364K, 235% higher than budget.

 

·    Revenue YTD is $208K or 26% lower than budget by year end.  This is due to challenging targets for revenue set in the previous legacy councils which have not been reset to more realistic targets; this will continue during the year unless increased footfall happens at both facilities.

 

·    Operating expenditure is $156K or 16% higher mainly due to the high staffing costs $151k than budget.

 

There is an overall gap in the Departments  finances for  staff  which is due to a HR vacancy review which incorrectly removed some vacancies during setting the annual budget  The department is trying to mitigate this as the year progresses but there will be still a negative variance for FY14.

.

 

·    Capital expenditure variance is $181K or 1475% higher than budget due to renewals at Stanmore Bay Leisure centre

 

103478

            Stanmore Bay

7.       Local economic development

Table 7: Financial Overview: Local economic development

 

Comment:

The net cost of service variance for the year to date is $6K, 4% higher than budget.

 

·    Operating expenditure is higher mainly due to Street Amenities maintenance costs of $6K

 

·    Capital expenditure budget is specifically for the Torbay Plaza project and there is $25k against a $0k budget year to date this is due to the project being delayed last financial year and the incorrect phasing of this year’s budget.

 


8.       Local built and natural environment

Table 8: Financial Overview: Local environment and heritage protection

 

Comment:

The net cost of service variance for the year is $6K, 84% lower than budget.

 

Operating expenditure is lower than budget due to no spend for Implementation Long Bay structure plan against a budget  $3k or the other projects approved but not yet started: Weed control, site prep and walking track formation at Silverdale reserve and community engagement in planting day. The expenditure to date is for overheads (allocations)

 


 

 

9.       Local governance

Table 9: Financial Overview: Local planning, policy and governance

 

Comment:

The net cost of service variance for the year to date is $25K, 7% lower than budget.

 

·    Operating revenue of $0K this budget is for the central government subsidy for citizenship ceremonies.

 

·    Operating expenditure is lower than budget due to Local Board Discretionary Budget yet to be allocated.   The impact of this is a net favourable variance of $25K or 7% lower than budget.

 

Capital Expenditure in Local Board Discretionary Funds is slower than anticipated with projects still progressing.  Any unspent funds will be carried forward to next financial year where appropriate.

 

 Slips projects Browns Bay & Marangi Bay Toilets

 

 

 

10.    

Consideration

Local Board Views

11.     This report is for the Local Board’s information.

Maori Impact Statement

12.     No specific issues with regard to the Maori Impact Statement are triggered by this report.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Jane Koch - Business Performance Advisor

Authorisers

Christine Watson – Manager Financial Advisory Services – Local Boards

Lesley Jenkins - Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 

Estuary Arts Centre Education Wing Development

 

File No.: CP2013/26070

 

  

 

Purpose

1.       The purpose of this report is to re-appoint Hibiscus and Bays Local Board Members Parfitt and Sayers to the Estuary Arts Centre Extension Management Committee (management committee) and to delegate the authority to make decisions in relation to the Estuary Arts Centre education wing development project, in accordance with the Management Committee Terms of Reference previously adopted by the local board and the Estuary Arts Charitable Trust in attachment A. 

Executive Summary

2.       Local board members Parfitt and Sayers were appointed to the Estuary Arts Centre Extension Management Committee at the Hibiscus and Bays Local Board meeting held on 3 April 2013 (HB/2013/79).  As a new electoral term has now begun members Parfitt and Sayers need to be re-appointed to the management committee. 

3.       The Estuary Arts Centre education wing development project is being jointly funded by the Hibiscus and Bays Local Board and the Estuary Arts Charitable Trust.

4.       The Management Committee Terms of Reference were endorsed by the local board at their business meeting held on 7 August 2013 (HB/2013/171).   

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      Appoints local board members Parfitt and Sayers to the Estuary Arts Centre Extension Management Committee.

b)      Delegate to Members Parfitt and Sayers the authority to make decisions in relation to the Estuary Arts Centre education wing development project, specified within the Management Committee Terms of Reference as follows:

i)        Finance – Decision making and oversight in respect of expenditure within agreed project budget

ii)       Decision making and oversight in respect of design areas

iii)      Contribute to decisions and provide oversight in respect of the appointment of contractors/suppliers

iv)      Approval of press releases

v)      Media spokespersons (with liaison and support from the Local Board Communications Advisor) 

c)      Note that the Management Committee Terms of Reference also details those decisions which must come back to the full Hibiscus and Bays Local Board for approval.

 

 

Discussion

5.       The appointment of two local board members to the Estuary Arts Centre Extension Management Committee was agreed by the Hibiscus and Bays Local Board in its previous electoral term.  The appointed members work along side two members from the Estuary Arts Charitable Trust.

6.       The pre-development phase of the new education wing for the Estuary Arts Centre is progressing well.  An architect has been appointed and it is anticipated that concept drawings will be brought to the local board for approval at their December business meeting. 

             

Consideration

Local Board Views

7.       The local board members views on the re-appointment were discussed at a workshop held on 13 November 2013. 

Maori Impact Statement

8.       This report has no impact on Māori. It covers the appointment of local board members to a management committee for the development of an arts education wing aimed to meet the needs of the local community, including Māori. 

Implementation Issues

There are no implementation issues at this stage.

 

Attachments

No.

Title

Page

a

Terms of Reference Estuary Arts Centre Extension Management Committ

49

     

Signatories

Authors

Bridget Davey – Senior Local Board Advisor

Authorisers

Karen Lyons – Manager Local Board Services

Lesley Jenkins – Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 




Hibiscus and Bays Local Board

20 November 2013

 

 

New Structure for Facilities and Reserves Committee

 

File No.: CP2013/26084

 

  

 

Purpose

1.       The purpose of this report is to formalise the membership and delegations of the Hibiscus and Bays Local Board Facilities and Reserves Committee for the 2013 to 2016 electoral term.

Executive Summary

2.       At the Hibiscus and Bays Local Board meeting on 4 April 2012 the formation of a Facilities and Reserves Committee was discussed with local board members.  Agreement was reached to establish this committee.  This committee has decision-making and oversight of sport, recreation, parks, community facilities, halls and open spaces.

3.       The Facilities and Reserves Committee was previously delegated to make decisions in accordance with the Terms and Reference (attachment A) for the Facilities and Reserves Committee.  It is proposed that the same delegations be confirmed.

4.       Now that a new electoral term has begun, the Hibiscus and Bays Local Board need to confirm the appointment of the local board members to the committee.

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)         Appoints Local Board Members Cooper, Fitzgerald, Harding, Parfitt and Whyte to the membership of the Facilities and Reserves Committee.

 

b)         Delegates to the Facilities and Reserves Committee decisions that are detailed in the attached Terms of Reference (Attachment A).

 

c)         Confirms that the Facilities and Reserves Committee will meet monthly as follows:

 

Date

Location

Workshop

Business Meeting

Friday, 6 December 2013

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 14 February 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 14 March 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday, 11 April 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 16 May 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday, 13 June 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 11 July 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday, 15 August 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 12 September 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday, 17 October 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 14 November 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday,  12 December 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

 

 

 

Discussion

5.       At the Hibiscus and Bays Local Board meeting on the 4 April 2012 a Facilities and Reserves Committee was established for decision-making and oversight of sport, recreation, parks, community facilities, halls and open spaces.

6.       The Facilities and Reserves committee was delegated to make decisions in accordance with the terms and references (Attachment A).

7.       The committee will meet monthly with a workshop followed by a business meeting, alternating between the Orewa and Browns Bay venues.  It is proposed to hold these committee meetings as detailed in the following table.

The proposed dates of these meetings are:

 

Date

Location

Workshop

Business Meeting

Friday, 6 December 2013

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 14 February 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 14 March 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday, 11 April 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 16 May 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday, 13 June 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 11 July 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday, 15 August 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 12 September 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday, 17 October 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

Friday, 14 November 2014

Local Board Office, 2 Glen Road, Browns Bay

10.00am

1.00pm

Friday,  12 December 2014

Council Chambers, Orewa Centre, 50 Centreway Road, Orewa

10.00am

1.00pm

 

           

Decision–making responsibilities for Local Boards and Committee

 

The Facilities and Reserves Committee confirmed minutes will be attached to the Hibiscus and Bays Local Board business meeting agendas.  If there are decision outside of the committee’s delegation the committee will make a recommendation to the local board.

 

 

Community Development

Halls and Community Centres

Decision-making and oversight in respect of:

§ Specific location, design, build and fit-out of local community facilities, including citizens advice bureaux

§ Local community facilities, including leasing and changes of use

§ Variation to region-wide service levels for the local area, such as opening hours, fees and charges.

§ Advocacy to achieve local priorities relating to community development, including the number and location of community facilities and community safety.

 

 

 

Local Board

 

 

Facilities & Reserves

Committee

Local Board

 

 

Local Board

Recreation and Sports (including sports stadiums)

 

Decision-making and oversight in respect of:

§ Specific location, design, build, and fit out of local recreation and sports facilities

§ Local recreation and sports facilities, including variations to regional policy relating to leasing and changes of use

§ Local recreation and sports programmes

§ Variations to region-wide service standards for the local area, such as opening hours, fees and charges

§ Advocacy to achieve local priorities relating to recreation and sports

§ Early involvement and input into the formulation of regional recreation and sports strategy and policy.

§ Any application for landowner consent that is referred for a decision.

 

 

 

Local Board

 

 

Local Board

 

 

 

Facilities & Reserves Committee

Local Board

 

 

Facilities & Reserves Committee

Local Board

 

 

Facilities & Reserves Committee

Open Space (including beaches, volcanic cones, parks reserves and faming of regional parks)

 

Decision-making and oversight in respect of:

§ All local parks (being all parks with the exception of current regional parks and parks containing a volcanic cone or feature)

§ Specific location and naming of new local parks

§ Giving effect to, or having regard to, national legislation and policy in relation to open space as required, such as for the Waitakere Ranges

§ Reserve management plans for local parks.

§ Local open space improvements and place shaping, such as park design, type and location of park benches, lighting and landscaping, and other contributions to the distinctiveness of local open spaces.

§ Community events in local parks.

 

§ Beaches and camping grounds within local parks

§ Coordination of volunteers, Auckland Council staff and other agencies working to improve parks in the local area

§ Community planting programmes in local parks

§ Maintenance of local parks, including sports fields, playgrounds, boat ramps, other structures and landscaping within parks

§ Variations to region-wide service levels for the local area, such as mowing frequency, planting and weed control

§ Advocacy to achieve local priorities relation to open space

§ Early involvement and input into the formulation of regional open space strategy and policy, and input into the regional parks and the classification

§ Any application for landowner consent that is referred for a decision

 

 

 

Facilities & Reserves Committee

 

 

Local Board

 

Local Board

 

 

 

Local Board

 

Facilities & Reserves Committee

 

 

 

 

Facilities & Reserves

Committee

Facilities & Reserves Committee

Facilities & Reserves

Committee

 

 

Facilities & Reserves

Committee

Facilities & Reserves

Committee

 

 

Local Board

 

 

 

Local Board

 

Local Board

 

 

Facilities & Reserves Committee

 

Consideration

Local Board Views

8.       This is a report to confirm the local board’s approach on the re-establishment of the Facilities and Reserves Committee and the membership and delegations.

Maori Impact Statement

9.       Iwi will be advised of any projects that may have significance to them and will be consulted with accordingly.

 

Attachments

No.

Title

Page

a

Terms of Reference

59

     

Signatories

Authors

Leigh Radovan – Local Board Advisor

Authorisers

Karen Lyons – Manager Local Board Services

Lesley Jenkins – Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 





Hibiscus and Bays Local Board

20 November 2013

 

 

Hibiscus and Bays Local Board Meeting Schedule for the remainder of 2013 and for 2014

 

File No.: CP2013/25106

 

  

 

Purpose

1.       This report recommends the meeting schedule for the Hibiscus and Bays Local Board for the remainder of 2013 and for 2014.

 

Executive Summary

2.       Local Board meetings are open to the public and will be notified through public notices in appropriate media. It is prudent for the Local Board to adopt a meeting schedule as it ensures local board members have clarity about their commitments, gives an indication to the public of when meetings are to be held and meets the requirement of clause 19(5)(b), Schedule 7 of the Local Government Act 2002. It also allows for a planned approach to workloads and ensures clarity about diary commitments.

 

3.       A meeting schedule for each local board is adopted to schedule the meetings for the upcoming year.  It is recommended that the Hibiscus and Bays Local Board adopt the proposed schedule.

 

4.       The specific times and dates for the hearing process for the Local Board Agreement 2014/2015 are yet to be finalised.  This is part of the special consultative process outlined in the Local Government Act 2002. Local Board meeting schedules will therefore need to be updated and provision made for these hearings, once the details are confirmed.

 

 

Recommendation/s

a)      That the Hibiscus and Bays Local Board adopt the meeting schedule for the remainder of 2013 and for 2014 as listed below:

2013

 

DATE

TIME

VENUE

Business Meeting

Wednesday, 20 November 2013

4.30pm

Local Board Office

2 Glen Road

Browns Bay

Business Meeting

Wednesday, 11 December 2013

1.30pm

Local Board Office

2 Glen Road

Browns Bay

Business Meeting

Wednesday, 18 December 2013

4.30pm

Council Chamber

Orewa Service Centre

50 Centreway Road, Orewa


 

 

 

 

 

 

 

 

 

 2014

 

DATE

TIME

VENUE

Business Meeting

Wednesday, 19 February 2014

4.30pm

Council Chamber

Orewa Service Centre

50 Centreway Road, Orewa

Business Meeting

Wednesday, 19 March 2014

4.30pm

Local Board Office

2 Glen Road

Browns Bay

Business Meeting

Wednesday, 16 April 2014

4.30pm

Council Chamber

Orewa Service Centre

50 Centreway Road, Orewa

Business Meeting

Wednesday, 21 May 2014

4.30pm

Local Board Office

2 Glen Road

Browns Bay

Business Meeting

Wednesday, 18 June 2014

4.30pm

Council Chamber

Orewa Service Centre

50 Centreway Road, Orewa

Business Meeting

Wednesday, 16 July 2014

4.30pm

Local Board Office

2 Glen Road

Browns Bay

Business Meeting

Wednesday, 20 August 2014

4.30pm

Council Chamber

Orewa Service Centre

50 Centreway Road, Orewa

Business Meeting

Wednesday,17 September 2014

4.30pm

Local Board Office

2 Glen Road

Browns Bay

Business Meeting

Wednesday, 15 October 2014

4.30pm

Council Chamber

Orewa Service Centre

50 Centreway Road, Orewa

Business Meeting

Wednesday, 19 November 2014

4.30pm

Local Board Office

2 Glen Road

Browns Bay

Business Meeting

Wednesday, 17 December 2014

4.30pm

Council Chamber

Orewa Service Centre

50 Centreway Road, Orewa

 

b)      Notes that the dates and times for hearings and deliberations for the Local Board Agreement 2014/2015 are not finalised and as such the meeting schedule may require alteration. 

 

 

Discussion

5.       Clause (5)(d), Schedule 7 of the Local Government Act 2002 requires a local board to adopt a schedule of business meetings at its first meeting in the electoral term.

6.       Adopting a meeting schedule allows for a planned approach to workloads and ensures local board members have clarity about their commitments. It also gives an indication to the public of when meetings are to be held and meets the requirement of clause 19, Schedule 7 of the Local Government Act 2002.

7.       Each local board develops a Local Board Agreement annually and a Local Board Plan every three years. Both documents are subject to public consultation, with Local Board Plans being subject to a special consultative procedure process. The Local Board will hold hearings to give submitters the opportunity to express their views verbally.

8.       The specific times and dates for the hearings process for the Local Board Plan and agreements are yet to be finalised.  Local board meeting schedules may therefore need to be updated and provision made for hearings, once details are confirmed.

9.       In addition to local board meetings, local boards will hold workshops that are closed to the public. The proceedings of every workshop are recorded and considered at the next business meeting of the local board in accordance with current local board standing order provisions.

 

Consideration

Local Board Views

10.     This decision falls under the Local Board’s delegated authority.

Māori Impact Statement

11.     There is no specific impact for Māori arising from this report.

General

12.     Clauses 19(4), 19(5) and 19(6), Schedule 7, of the Local Government Act 2002 states that:

“(4) A local authority must hold meetings at the times and places that it appoints.

(5) Unless clause 22 (extraordinary meeting) applies, the chief executive must give notice in writing to each member of the time and place of a meeting -

(a) not less than 14 days before the meeting; or

(b) if the local authority has adopted a schedule of meetings, not less than 14 days before the first meeting on the schedule.”

(6) If a local authority adopts a schedule of meetings, -

(a) the schedule –

(i) may cover any future period that the local authority considers appropriate; and

(ii) may be amended; and

(b) notification of the schedule or of any amendment to that schedule constitutes a notification of every meeting on the schedule or amendment.”

13.     Similarly, the statutory requirement pursuant to clauses 46, 46(A) and 47 of the Local Government Official Information and Meetings Act 1987 mentions that:

·          meetings of a local authority are publicly notified

·          agendas and reports are available at least two working days before a meeting

·          local board meetings are open to the public.

Implementation Issues

14.     Meetings of the local boards are supported by Auckland Council’s Local Board Services Department.

 

 

 

Attachments

There are no attachments for this report.     

Signatories

Authors

Vivienne Sullivan - Local Board Democracy Advisor

Authorisers

Karen Lyons – Manager Local Board Services

Lesley Jenkins – Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 

Local board members portfolio allocation and urban design champion

 

File No.: CP2013/25797

 

  

 

Purpose

1.       To adopt a portfolio allocation for local board members.

 

Executive Summary

2.       Portfolios are established by local boards to oversee local board work programmes and consider issues relating to key council activities.

3.       It is recommended that the local board allocates each portfolio area to two members, and nominates a lead and an alternate from the nominees.

 

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      Nominates the following local board members as lead and alternates for each portfolio area as follows:

Local Board Portfolio

Portfolio holders

Lead

Alternate

Planning, policy and governance

Julia Parfitt

Greg Sayers

Arts and culture

Greg Sayers

Julia Parfitt

Events

Greg Sayers

Julia Parfitt

Community services

Julia Parfitt

Janet Fitzgerald

Youth

Lovisa Kronqvist

 

Libraries

Lisa Whyte

Gaye Harding

Recreation services

Gaye Harding

Lisa Whyte

Parks

David Cooper

Janet Fitzgerald

Built and natural environment

Janet Fitzgerald

Julia Parfitt

Economic development

Gary Holmes

Gaye Harding

Street environment and town centres

David Cooper

Gary Holmes

Janet Fitzgerald

Transport and infrastructure

David Cooper

Janet Fitzgerald

Gary Holmes

Greg Sayers

Civil defence and emergency management

David Cooper

Greg Sayers

Bylaws and compliance

Gaye Harding

Julia Parfitt

Communications and Engagement

Julia Parfitt

Lovisa Kronqvist

Finance

Lisa Whyte

Julia Parfitt

 

b)      Appoints member Gary Holmes to provide input into notification decisions for resource consent applications that trigger local board input and member Janet Fitzgerald as an alternate.

c)      Appoints member x as the board’s representative as an urban design champion and member xx as the alternate representative.

 

 

Discussion

Portfolio

4.       In the previous electoral term, portfolio areas varied across the local boards.  In that term, officers proposed that local boards consider portfolio areas which reflected the committee and forum structure adopted by the governing body and the key areas the board had a decision-making/input role. The interest and background of local board members also influenced the establishment of some portfolios.

5.       Three years on, local boards have their local board plans with their own priorities; and the organisation has aligned itself to meet the needs of local boards.  Rather than reflecting the governing body’s committee and forum structure as a framework for portfolios, it makes sense to align portfolios to the delegation protocols adopted last year, which guide the organisation in working with and supporting local boards.

6.       A portfolio approach will assist board members in having a strategic overview of programmes and activities rather than feeling they are dealing with issues in an ad-hoc manner.  It also provides for a consistent approach that is familiar to staff working to these delegations and will assist with the running of the portfolio (e.g. regular portfolio briefings/workshops with staff from one activity).  The proposed areas for portfolios are:

·    Local planning, policy and governance

·    Arts, culture and events

·    Community services

·    Libraries

·    Recreation services

·    Parks

·    Built and natural environment

·    Economic development

·    Street environment and town centres

 

7.       Additional portfolios outside of the delegation protocols may be required such as transport, or regulatory, bylaws and compliance.

 

Notification decisions on resource consent applications

 

8.       In the previous electoral term, the governing body considered the role of local boards in regulatory matters, and resolved, amongst other things, that local boards be given the opportunity, within statutory timeframes, to provide their views on whether or not certain applications should be notified.

9.       The council’s Resource Consents department worked with local boards to establish a process for local board input: a portfolio holder or spokesperson provides comments within three working days on applications that the board requested and that trigger local board input. Those comments are then included in the planners' report on the application.

10.     By enabling local boards to have input into notification decision, the local voice can be heard at an early stage in the resource consent process.

11.     Local boards that wish to have input into notification decisions on applications that trigger local board input, should appoint a lead and alternate for this role. These appointees could be the regulatory, bylaws and compliance portfolio holder, if any.

Portfolio holder role

12.     A useful starting point for board members is to consider their role as portfolio holder as that of a “sounding board” on behalf of the board.  Staff from departments across the organisation will need to regularly talk to board members for a number of reasons. This may be to provide a progress up-date to the board on projects and work programmes that have been agreed with the board, to test the level of interest a board has on a particular issue so the department can consider how best to progress matters, or to advise on any issues that may be arising from a project/activity.  Portfolio holders are the key board member contacts for departmental staff and in that way assist staff to progress the work programme.  Board members are not required to give advice to staff on the operational details of projects or activities.  The important consideration for members is that they are appointed to be the local board representative on a particular area – they represent the views of the board (not their own views) to give direction/steer to staff.

13.     If there is no known board view on an issue, board members will need to canvass views of fellow board members and then form the view on what the board position is.  If it is likely to be a contentious issue with competing views, it is best referred to a full workshop to allow board members to discuss the issue and formulate a position.

14.     Portfolio holders should have a lead and an alternate to help share the workload.

 

Communication

 

15.     Feedback from the previous term indicates that communication from portfolio holders back to other board members was an area that could be improved.  Portfolio holders have a responsibility to provide a feedback loop to other board members – this includes updating on how issues are progressing (or not), putting issues on the radar for all members, bringing issues to the table if guidance is needed from other board members.  Local board advisors can provide assistance and advice about how to progress these types of issues.

16.     Communication needs to be regular (for example, monthly) and can be done in a range of ways – scheduled slots on workshop agendas can be an effective way to keep everyone informed about the key things that are happening in the portfolio.

17.     The work on portfolio areas will often eventuate in formal reports to the whole board requesting a decision or providing an update – so it is important for portfolio holders to have provided regular and clear communication on the portfolio area so that all board members are briefed and there are no surprises.

 

Decision-making

 

18.     Decision-making is carried out at formal board business meetings.  However in some cases – generally quite limited – decision-making has been delegated to the portfolio holder – for example when it is a straight forward issue and a decision may be needed quickly such as landowner consents.  Any delegation of decision-making to portfolio-holders would need to be made through a formal business meeting. If a portfolio-holder has delegated decision-making and is asked to consider a significant/complex decision it is advisable to refer to the wider group of board members.

 

Urban Design Champion

19.     Auckland Council has set up urban design champions to contribute to the drive toward creating the world’s most liveable city. Each of the 21 local boards is asked to appoint a member as the local board’s urban design champion or advocate. The governing body will also appoint an urban design champion.

Consideration

Local Board Views

20.     This report seeks the local board view.

21.     The Local Government (Auckland Council) Amendment Act 2013 provides for local boards to delegate to committees, sub-committees members of the local board or Auckland Council officers, any of its responsibilities, duties and power, with some specific exceptions.

Māori Impact Statement

22.     There is no specific impact for Māori arising from this report.

Implementation Issues

23.     The network of design champions is supported by the built environment unit of the Chief Planning Office department, led by Tim Watts, Manager Built Environment. The network is expected to be active for the second term of council from February 2013.

 

 

Attachments

There are no attachments for this report.     

Signatories

Authors

Bridget Davey - Local Board Democracy Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Lesley Jenkins - Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 

Appointment of Board Members to Outside Organisations and Community Networks

 

File No.: CP2013/25795

 

  

 

Purpose

 

 

1.       To appoint local board members to be representative to outside organisations and community networks within the local board area, including local Mainstreet or Business Improvement District (BID) executive committees, and Local Government New Zealand.

Executive Summary

2.       Elected members participate in management, governance or networking groups in outside organisations for a number of reasons. This report provides details of the organisations and outlines the networks relevant to the local board. It included the appointment delegated to the local boards by the governing body (Resolution GB/2013/126).

3.       The beginning of the new electoral term generates the need for local board appointments to a range of outside organisations. It is recommended that the local board appoint one representative, and one alternate representative for each organisation and community network listed in the recommendations.

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      Allocates local board members to outside organisations and community networks, as listed below:

Organisation

Primary

Alternate

Estuary Arts Charitable Trust

 Greg Sayers

 

Mairangi Arts Centre

Julia Parfitt

 

Orewa Theatre Trust (Centrestage Theatre Company)

 Greg Sayers

 

Vaughan Homestead (Torbay Historical Society)

 Julia Parfitt

 

Victor Eaves Management Committee

 Gaye Harding

 

 

 

 

Mainstreet or Business Improvement District

Primary

Alternate

Destination Orewa Beach

Gaye Harding

Greg Sayers

Torbay

David Cooper

Julia Parfitt

Browns Bay

Gary Holmes

Julia Parfitt

Mairangi Bay

David Cooper

Lisa Whyte

Local Government New Zealand

Primary

Alternate

Zone 1 Representative

Janet Fitzgerald

Julia Parfitt

 

 

 

 

 

 

Discussion

4.       A number of outside organisations provide for the formal participation of elected members in their affairs. Elected member appointees will have a variety of duties and liabilities depending on the individual organisation. Local board members may provide updates of their activities with their allocated organisations at local board meetings.

5.       The reasons for participation in outside organisations can be described in a number of ways:

·      a trust deed of an organisation providing for the council to appoint a trustee

·      an organisation of interest to the council simply inviting representation at its meetings

·      associations entered into by the council which provide for representation - such as Local Government New Zealand (LGNZ)

·      organisation governance, or project or programme oversight, such as regional or local parks management groups

·      a statutory or regulatory provision (for example a regulation providing for a community liaison committee)

·      a resource consent requiring the formation of a representative committee

6.       At the commencement of each triennium, committees and local boards recommend appointments to outside organisations as appropriate and the governing body reviews and either makes the appointments it sees fit and delegates the remaining appointments to local boards. At the end of each triennium, appointments to outside organisations must be reviewed by the appropriate officers as to current relevance, and a recommendation made to the appointing body as to whether or not representation should be continued.

7.       It is recommended that the local board appoint one representative, and one alternate representative for each organisation and community network listed in the recommendations.

8.       In making decisions about these appointments, it is suggested that local boards are mindful of:

·      Historical relationships

·      Relevance and interest

·      Time commitment.

9.       In addition, the governing body has delegated appointment to the local boards (Resolution GB/2013/126).

Local Government New Zealand (LGNZ)

10.     Membership of Local Government New Zealand Zone One (i.e. Auckland and Northland) Committee includes a representative from each of the 21 local boards.

11.     Each local board needs to consider selecting their representative, as well as an alternate.  Meetings take place four times a year and the venue for meetings is shared across the entire Zone One area. 

12.     Further information on LGNZ is available in Attachment B.

Business Improvement Districts (BID) Partnership Programmes

13.     There are 46 BID Partnership Programmes operating within the Auckland region; many other business areas have also expressed an interest in involvement with the BID Partnership Programme. The programme provides a focal point for local business clusters to assist and help themselves in creating local employment opportunities. It provides a means for local innovation and economic growth. Details of the programme and the role of the local boards are provided in Attachment A.

14.     There are four local Mainstreet or Business Improvement District in the Hibiscus and Bays Local Board area.

15.     The local board has a day-to-day relationship with the business associations as a joint partner in the BID Partnership Programme.  The local board will work with the business associations to align the direction for the BID programme and local priorities expressed in the Local Board Plan.  The local board will receive regular reporting on the BID Partnership Programme and review progress against objectives. 

16.     It is recommended that the local board appoints a local board member and an alternate on each business association to represent the local board regarding all matters relating to the business association.

17.     The business association may invite the appointed member onto the BID Governance Board or Executive Committee. The discretion on whether this member has voting rights will lie with the business association under the rules of their constitution.

Consideration

Local Board Views

18.     This report seeks the local board’s decision on representatives to outside organisations and community networks.

19.     The decisions in this report fall within the local board’s delegated authority.

Māori Impact Statement

20.     This report has no specific impact on Māori. It covers appointments of local board members to outside organisations and community networks to represent the view of local communities, including Māori communities.

General

21.     Members are delegated in their capacity as elected local board members.  Should they no longer be a local board member, their nominations would be automatically repealed.

22.     Elected representatives may be part of any organisation in their private capacity and personal interests.

23.     Elected representatives are encouraged to disclose memberships to external organisations in the conflict of interest register.

Implementation Issues

24.     The venues for Local Government NZ Zone One meetings are shared across the entire Zone One area and some travel costs may be incurred by local boards as a result of the appointments.  

 

 

 

 

 

 

Attachments

No.

Title

Page

a

Business Improvement District Partnership Programme

75

b

Local Government New Zealand

79

    

Signatories

Authors

Bridget Davey - Senior Local Board Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Lesley Jenkins - Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 




Hibiscus and Bays Local Board

20 November 2013

 

 


Hibiscus and Bays Local Board

20 November 2013

 

 

Establishment of Swimming Pool Fencing Exemption Committee

 

File No.: CP2013/25796

 

  

 

Purpose

1.       To establish the Hibiscus and Bays Local Board Swimming Pool Fencing Exemptions Committee to assess and consider applications in relation to the Special Exemption under s6 of the Fencing of Swimming Pools Act 1987 (the Act) and to appoint a maximum of four local board members to the committee.

 

Executive Summary

2.       Under s6 of the Fencing of Swimming Pools Act 1987, territorial authorities may grant exemptions from the requirements in the Act for particular pools if satisfied that it “would not significantly increase danger to young children”.

3.       The decision-making responsibility for swimming pool fences exemptions has been delegated to local boards. To administer this delegation in the 2010 – 2013 political term, local boards formed committees to assess and consider swimming pool fencing exemption applications.

4.       In accordance with Clause 30(7) of the Local Government Act 2002, all committees have been automatically dissolved following the 2013 Local Government elections. 

5.       Officers recommend that the local board:

·        Establishes a committee to assess and consider applications in relation to the Special Exemption under s6 of the Fencing of Swimming Pools Act 1987

·        Appoints three local board members to the Hibiscus and Bays Local Board Swimming Pool Fencing Exemptions Committee with a quorum of any two members.

 

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      Establishes a Hibiscus and Bays Local Board Swimming Pool Fencing Exemptions Committee and delegate all decisions relating to applications for swimming pool fencing exemptions received under the Fencing of Swimming Pools Act  1987.

b)      Appoints the following three members to the Hibiscus and Bays Local Board Swimming Pool Fencing Exemptions Committee: member Julia Parfitt, member Janet Fitzgerald and member Lisa Whyte, with a minimum of two members providing a quorum for the committee.

 

Discussion

6.       The purpose of the Fencing of Swimming Pools Act 1987 (the Act) is to promote the safety of young children by requiring the fencing of certain swimming pools.  The Act places an obligation on territorial authorities to ensure that pool owners comply with the Act, both at the time when the pool is built and subsequently by occasional inspections of pools to ensure ongoing compliance.

7.       Under s6 of the Act, territorial authorities may grant exemptions from the requirements in the Act for particular pools.  Territorial authorities can also impose special conditions on a property and a pool.  A territorial authority can only grant an exemption, or impose a special condition, if after having regard to the characteristics of the pool and the property, it is satisfied that it “would not significantly increase danger to young children”.  No exemption is required for a new pool fence, or an alteration to an existing fence, if the new or altered fence is at least as safe as one built in accordance with the standard in the schedule of the Act.

8.       The governing body has delegated decision-making responsibility for swimming pool fences exemptions to local boards (resolution GB/2011/163). This decision is documented in the following report: “Auckland Council Long Term Plan 2012-20122.  Volume three: Financial information, policies and fees.  Chapter one: Allocation of decision-making responsibility for non-regulatory activities.  Part one: Source of decision-making responsibilities”.

9.       To administer this delegation, the previous local boards considered two options, as detailed in the table below. 

Option one: Creation of swimming pool fencing exemption subcommittee
(recommended
option)

Description

A subcommittee is created to assess and consider swimming pool fencing exemption applications

Benefits

·           enables decision-making to be undertaken in a timely manner as and when applications are received

·           the application and hearing can be the appropriate consideration away from a congested business meeting agenda

·           provides flexibility to organise a meeting as some applications will require a site visit

Costs / risks

·           additional workload for local board members

·           not all local board members will sit on the subcommittee

·           can be difficult to organise a meeting time with members on an ad-hoc basis

Option two: Application considered at local board business meeting

Description

Local board assess and consider swimming pool fencing exemption applications at their business meetings

Benefits

·           consistent and streamlined approach that is considered at the next local board business meeting

·           no additional workload for local board members

Costs / risks

·           item may not be given due consideration amongst congested local board business meeting

·           site visits

 

10.     After consideration, some of the local boards opted for option one and established committees to assess and consider swimming pool fencing exemption applications. Under this option, the committee is called together when a suitable number of applications are to be heard. A particular time is set aside to hear the applications, giving each applicant sufficient time to present their case. Some applications for exemption require a site visit; the committee meeting may be adjourned for that purpose and reconvened following the site visit.

11.     In accordance with Clause 30(7) of the Local Government Act 2002, all committees have been automatically dissolved following the 2013 Local Government elections. 

12.     Officers recommend that in the 2013 – 2016 political, local boards re-establish committees to assess and consider applications in relation to the Special Exemption under S6 of the Fencing of Swimming Pools Act 1987.

13.     It is also recommended that the local boards each appoint a maximum of four local board members to their local board swimming pool fencing exemptions committees.

Consideration

Local Board Views

14.     The recommendations within this report fall within the local board’s delegated authority.

Māori Impact Statement

15.     This report does not specifically impact on the Māori population or iwi.

General

16.     The local board’s decision on this matter does not trigger the Auckland Council Significance Policy.

Implementation Issues

17.     Costs associated with the formation of the Local Board Swimming Pool Fencing Exemptions Committee will be met within internal operating budgets.

18.     The decision of a local board following an exemption hearing is open to challenge by a judicial review process. Members appointed to the Local Board Swimming Pool Fencing Exemptions Committee will be briefed by Legal Services and Building Control officers regarding the requirements of the Fencing of Swimming Pools Act 1987, the Building Act and the appropriate considerations to take into account when determining an application by a hearings process.

 

 

Attachments

There are no attachments for this report.    

 

 

Signatories

Authors

Vivienne Sullivan - Local Board Democracy Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Lesley Jenkins - Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 

Commitments and Funding Report for Hibiscus and Bays Local Board Key Projects

 

File No.: CP2013/26175

 

  

 

Purpose

1.       This report seeks approval from the Hibiscus and Bays Local Board to allocate funds from the 2013/2014 budget for events and projects of the local board for completion in this financial year.

Executive Summary

2.       The Hibiscus and Bays Local Board Services team have identified a number of projects that require funding to ensure completion in the 2013/2014 financial year.  Discretionary funds are available and can be allocated to key projects of the local board.  It is recommended to allocate funding from the “Local Board Discretionary Fund” budget for the Mairangi Bay Reserve Management Plan and the Te Herenga Waka o Orewa projects.  Approval of $30,000 from this budget of $57,945 will enable these two projects to be delivered. 

3.       It is also recommended to allocate funding from the “Local Civic Functions” budget for a Mairangi Bay celebration which recognises the opening of the Mairangi Bay toilets and new all abilities playground equipment. The local board is also currently working on the Stillwater Hall project and there is no budget allocated for engagement with the community on the design.  It is proposed to allocate funding from the Local Civic Functions budget line to enable the community to engage on this project.  Approval of $7,500 from this budget of $18,000 will enable these two events to be delivered. 

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)         Confirm the allocation of $25,000 from the Local Discretionary Community budget to complete the Mairangi Bay Reserve Management Plan.

b)         Confirm the allocation of $5,000 from the Local Board Discretionary budget to Paperspaces Landscape to complete a landscape plan for Te Herenga Waka o Orewa at the proposed new location at Silverdale.

c)         Confirm the allocation of $4,500 from the Local Civic functions to provide an event to celebrate the building of the new toilet block at Mairangi Bay and the installation of the all abilities equipment at the Mairangi Bay playground.

d)         Confirm the allocation of $3,000 from the Local Civic Functions budget to engage with the Stillwater community on the proposed Stillwater Hall and playground.

 

 

Discussion

Budget Information

 

4.       The local board has $18,000 in the 2013/2014 in the local board agreement for Civic Events within the local board area.  To date $3,217 has been allocated for civic events and the local board services team are seeking to allocate a further $7,500 for the Stillwater Hall engagement and the Mairangi Bay celebration from this budget.

5.       The local board has $57,945 in the 2013/2014 local board agreement for Local Board Discretionary projects. To date $6,000 has been allocated from the Local Board Discretionary fund for Movies in the Park at the Long Bay Regional Park and $1,000 to top up the scholarship fund for Long Bay College.  The local board services team are seeking to allocate $30,000 to complete the Te Herenga Waka o Marae and the Mairangi Bay Reserve Management Plan projects.

     

     Reserve Management Plans

 

6.       The Local Board Services team has received a fee proposal identifying costs to complete the Mairangi Bay Reserve Management Plan.  The local board services team request the local board to allocate a further $25,000 to complete the Mairangi Bay Reserve Management Plan for consultation with the community. The scope of the project is to review the previous work undertaken to help develop three concept plan options for this reserve.  This work will also include survey and traffic engineering services to aid in the development of the three concept plans.  All three options will be presented to the local board for approval before going out to consultation and engagement with the community.  Once engagement has been completed a final concept development plan will be completed for approval by the local board.

7.       The Hibiscus and Bays Facilities and Reserves Committee resolved at its 28 June 2013 business meeting to $20,000 of the previous Mairangi Bay Surf Lifesaving budget to be used to complete work on the reserve management plans within the local board area resolution number HBFRC/2013/9.  To date the funding has been allocated to the Mairangi Bay Reserve Management Plan development project as it is the priority reserve management plan at this time.

 

Te Herenga Waka o Orewa Marae

 

8.       The Hibiscus and Bays Local Board resolved at its business meeting of 1 May 2013 to confirm that $5,000 from the Community Co-ordinator (Hibiscus Coast) budget was to be spent on completing a landscape plan for Te Herenga Waka o Orewa Marae. 

 

9.       It has been identified that further funding is required to complete the landscape plan which includes drawings for carparking access, stormwater design and a complete staging plan for the project work for the Te Herenga Waka o Orewa site.  The local board services team are seeking to allocate a further $5,000 to complete the design elements of the landscape plan.

 

10.     Te Herenga Waka o Orewa Marae has been in existence on the Hibiscus Coast for more than 25 years.  The local board has been working with the Community Development, Arts and Culture (CDAC) and Property groups to find a new location for the marae.  The local board commissioned Paperspace Landscapes to work with CDAC and provide a landscape design for the future location of the marae and buildings on the proposed Tavern Road site.  

 

11.     At the 20 March 2013 Business Meeting the local board approved a lease for Te Herenga Waka o Orewa Marae and gave approval for the marae to be located at the Tavern Road site, Silverdale.  The cost of the resource and building consents are being met regionally by CDAC.

 

Stillwater Hall

 

12.     The local board services team request the local board to allocate $3,000 of the $18,000 Civic Events budget  to hold an open day to showcase concept plans for the hall and to include community input into the re-design of the playground.  The playground development session will be a partnership between Parks and the community which will be supported by the local board.  The local board will promote the designs at the Stillwater Residents and Ratepayers AGM on the Friday 11 November 2013 which will include a presentation identifying the hall design. 

 

13.     The Hibiscus and Bays Local Board resolved at its business meeting of 4 September 2013 to confirm that the local board endorse the draft plans developed by Strachan Group Architects and approve stage one of this project within the allocated budget and requested that the concept plans be publicly displayed for community engagement. 

 

14.     Stillwater is a small community located just south of the Orewa urban area. The project seeks to provide for a purpose-built community facility that will serve the needs of the Stillwater community utilising legacy funding. Key to this will be a facility design that is flexible and will accommodate future expansion to account for anticipated community growth. 

 

Mairangi Bay Celebration

 

15.     The local board services team are seeking to provide a celebration with the community for the brand new toilet at Mairangi Bay and the installation of the all-abilities roundabout carousel, which was installed at Mairangi Bay playground.  This event will bring the community together to celebrate Mairangi and the two projects that have been completed.  The event will be held on 14 December 2013 and will be a free fun family event at the Mairangi Bay playground.  The theme will be pirates and fairies and there will be free entertainment, sausages, ice cream, face-painting and other fun activities for all the kids and adults to enjoy. 

 

16.     The Hibiscus and Bays Local Board prioritised, through the Long Term Plan, budget to replace the existing toilet facility at Mairangi Bay.  The Hibiscus and Bays Local Board agreed at a workshop in March 2012 for the existing facility to be demolished and replaced, with the allocated budget of $350,000 from the 2012/2013 financial year.  The Hibiscus and Bays Local Board have worked with Murrays Bay Intermediate School to develop an initial scope of works for the design and art work components of the new facility.

 

17.     The Hibiscus and Bays Local Board approved at its 6 June 2012 business meeting to provide all-abilities play equipment in additional parks in the local board area.  Mairangi Bay playground was chosen as the first park to receive this equipment.  The Hibiscus and Bays Youth Voice group presented to the Hibiscus and Bays Local Board members their suggestion as to what piece of all abilities equipment should be placed in this park.  The Hibiscus and Bays Facilities and Reserves approved the roundabout carousal to be placed in the Mairangi Bay playground.

Consideration

Local Board Views

18.     The Hibiscus and Bays Local Board signalled support for all these projects and all are current priorities of the Local Board.

Maori Impact Statement

19.     Iwi will be advised of any projects that may have significance to them and will be consulted with accordingly.

 

 

 

Attachments

There are no attachments for this report.    

 

Signatories

Authors

Leigh Radovan - Local Board Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Lesley Jenkins - Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 

Northern Joint Funding Committee

 

File No.: CP2013/25799

 

  

 

Purpose

1.       The purpose of this report is to seek the Hibiscus and Bays Local Board’s agreement:

·      to re-instate the Northern Joint Funding Committee to oversee the relevant legacy community funding schemes

·      the Terms of Reference for the Northern Joint Funding Committee

·      to nominate a member and an alternate on the Northern Joint Funding Committee.

 

Executive Summary

2.       The Northern Joint Funding Committee was a joint committee established by the five northern local boards and has decision-making responsibility for the allocation of grants through the legacy community funding schemes.

3.       In accordance with Clause 30(7) of the Local Government Act 2002, the committee has been automatically dissolved following the 2013 Local Government elections. 

4.       The Northern Joint Funding Committee needs to be operational for the 2013/2014 financial year to administer legacy community funding budgets. This report seeks the local board’s approval to re-instate the Northern Joint Funding Committee for the rest of the 2013/2014 financial year, approval of the Terms of Reference and appointment of a member and an alternate to the committee.

5.       The establishment of the committee is an interim approach until a region-wide community funding policy is finalised. Financial analysis is currently underway to inform options and a supporting budget structure for the new funding policy. Formal consultation on the draft policy will be undertaken with local boards in 2014.    

 

 

Recommendation/s

That the Hibiscus and Bays Local Board:

a)      Agrees to re-instate the Northern Joint Funding Committee for 2013/2014 to administer the legacy funds as per the Terms of Reference

b)     Endorses the draft Terms of Reference for the Northern Joint Funding Committee

c)      Appoints Member Julia Parfitt, with Greg Sayers as alternate, to the Northern Joint Funding Committee for 2013/ 2014 with appropriate delegated authority to bind the local board on decisions relating to the legacy community funding schemes made by the Committee

d)      Notes that a region-wide Community Funding Policy is being developed and will in time replace the current interim funding arrangements. Officers will engage with the board in the coming months.

 

 

Discussion

6.       The Northern Joint Funding Committee was a joint committee established by the five northern local boards -  Devonport-Takapuna, Kaipatiki, Upper Harbour, Hibiscus and Bays and Rodney local boards. It had decision-making responsibility to allocate grants through the legacy community funding schemes.

7.       Local boards continue to have full decision-making authority over the Local Boards Discretionary Grants. These schemes were established as part of the interim funding programme, using budgets inherited from legacy community board funding schemes.

8.       At its March 2013 meeting, the Regional Development and Operations Committee resolved to continue the Community Assistance Programme for 2013/2014 within unchanged structural and budgetary parameters, while a region-wide Community Funding Policy is in development.

9.       This means that, as per previous years, legacy community funding budgets are allocated to sub-regional joint funding committees of local boards, and that the Northern Joint Funding Committee needs to be operational for the 2013/2014 financial year.

10.     The previous Local Board agreed to continue the Northern Joint Funding Committee for 2013/2014, approved amended terms of reference and appointed a member and an alternate to the Committee. Attachment A presents the rationale behind this decision, as well as the details of the funds to be allocated.

11.     In accordance with Clause 30(7) of the Local Government Act 2002, the sub-committee was automatically dissolved following the 2013 Local Government elections. 

12.     Officers recommend that the Local Board re-instates the Northern Joint Funding Committee for the rest of the 2013/2014 financial year, approves the Terms of Reference and appoints a member and an alternate to the Committee.

13.     Each of the legacy councils favoured a different approach to investing in their communities, and community grant funding is only one of several mechanisms for making this investment. In April 2013, the Regional Development and Operations Committee requested  comprehensive financial analysis of all community development-related spending, including but not limited to the legacy community funding budgets that local boards are administering through the interim programme (Resolution number RDO/2013/55). The Regional Development and Operations Committee required this work to be completed prior to development of the second iteration of a new Community Funding Policy.

14.     The financial analysis is currently underway, and will be reported to the relevant committee early in 2014. It is anticipated that the findings will provide a clearer picture of current budget distribution and show the variation in inherited community investment models in place around the region. This will provide a valuable basis for developing new policy options and outlining the appropriate budget structures to underpin them. Any change to current budget distribution will be proposed as part of the Local Board Funding Policy (not the Community Funding Policy) for implementation as part of the Long Term Plan (from 2015).

15.     Officers will be formally engaging with local boards around further development of the region-wide Community Funding Policy in the coming months.

Consideration

Local Board Views

16.     The legacy funding schemes are a key way for local boards to support their communities.

Māori Impact Statement

17.     The legacy community funding schemes are of general interest to communities and accessible to a wide range of groups, including Māori. No particular implications for the Māori community or Māori stakeholders have been identified as arising from this report.

General

18.     The recommendations contained in this report fall within the Local Board’s delegated authority.

Implementation Issues

19.     The Northern Joint Funding Committee would administer the following funds:

·    The following legacy North Shore City Council funds:

Events Sponsorship Fund

Strengthening Communities Fund – Discretionary Grants

Strengthening Communities Fund – Facility development

Heritage Fund

Community board local events fund

 

·    The following legacy Rodney District Council funds:

Heritage Item Assistance Fund

Large Grants Fund – Community

Large Grants Fund – Youth

Large Grants Fund – Recreation

Small Grants Fund – Youth

Community Grants Scheme

Short Term Response Fund

Environmental Education Fund

Natural Heritage Fund

20.     The Northern Joint Funding Committee will hold a workshop and meeting in late 2013 or early 2014 to consider procedural matters including but not limited to:

i)          electing a Chairperson and Deputy Chairperson

ii)         adopting the Terms of Reference (attached)

iii)         considering the applications received (if required).

    

 

 

Attachments

No.

Title

Page

a

Agenda report to the local boards May / June 2013

93

b

Draft terms of reference

99

    

Signatories

Authors

Vivienne Sullivan - Local Board Democracy Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Lesley Jenkins - Relationship Manager

 


Hibiscus and Bays Local Board

20 November 2013

 

 







Hibiscus and Bays Local Board

20 November 2013

 

 




Hibiscus and Bays Local Board

20 November 2013

 

 

Urgent Decision Process for the Hibiscus and Bays Local Board

File No.: CP2013/25798

 

  

 

Purpose

1.       This report seeks the local board’s agreement for a process for urgent decisions of the Hibiscus and Bays Local Board on matters that require a decision where it is not practical to call the full local board together and meet the requirement of a quorum.

 

Executive Summary

2.       This report details a process for urgent decisions of the local board on matters that require a decision where it is not practical to call the full local board together and meet the requirement of a quorum. 

 

 

Recommendation/s

That the Hibiscus and Bays Local Board

a)      Adopts the urgent decision process for matters that require a decision where it is not practical to call the full local board together and meet the requirement of a quorum.

b)      Delegates authority to the Chairperson and Deputy Chairperson or any person acting in these roles to make an urgent decision on behalf of the local board.

c)      Requests that all urgent decisions be reported to the next ordinary meeting of the local board.

 

 

Background

3.       An extraordinary meeting is called when an urgent decision is required on matters that cannot wait until the next scheduled ordinary meeting of the local board.  At times, such as during the Christmas and New Year period, it is not practical to call the full local board together and meet the requirement of a quorum.

 

4.       An alternative to calling for an extraordinary meeting is to delegate the authority to the Chairperson and Deputy Chairperson, or any person acting in these roles, to make the decision on behalf of the local board.

 

5.       Urgent decisions are different from emergency decisions, which are only made if there is a risk to public health and safety.

 

Decision Making

6.       It is recommended that the local board delegate the power to the Chairperson and Deputy Chairperson, or any person acting in these roles, to make urgent decisions on behalf of the board.

 

7.       Any request for an urgent decision of the local board must be processed through the Local Board Services department, and the Local Board Relationship Manager must endorse the request for an urgent decision before commencing the process. 

 

8.       All requests for an urgent decision will be supported by a report stating the nature of the issue, reason for urgency and what decisions or resolutions are required.  These reports will comply with the standard approval process. 

 

9.       A number of factors are considered before approval to use the urgent decision process is given such as:

 

·    The timing of the next scheduled meeting.

·    Confirmation that the local board has the delegation to make the decision.

·    Consideration of the rationale for urgency.

·    The significance of the decision and whether the urgent decision process is appropriate.

 

10.     Any decision made by delegation will be reported as an information item to the next ordinary meeting of the local board.

11.     The Local Government (Auckland Council) Amendment Act 2013 provides for local boards to delegate to committees, sub-committees, members of the local board or Auckland Council officers, any of its responsibilities, duties and power, with some specific exceptions.

Consideration

Local Board Views

12.       This decision falls under the local board’s delegated authority.

Māori Impact Statement

13.       There is no specific impact for Māori arising from this report.

Implementation Issues

14.     The Local Board Relationship Managers can provide advice as to what might constitute an urgent decision.

 

 

Attachments

There are no attachments for this report.    

Signatories

Author

Vivienne Sullivan - Local Board Democracy Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Lesley Jenkins - Relationship Manager