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

 

Date:                      

Time:

Meeting Room:

Venue:

 

Wednesday, 20 November 2013

6.30pm

Whau Local Board Office
31 Totara Avenue
New Lynn

 

Whau Local Board

 

OPEN AGENDA

 

 

 

MEMBERSHIP

 

Chairperson

Catherine Farmer

 

Deputy Chairperson

Susan Zhu

 

Members

Derek Battersby, QSM, JP

 

 

Ami Chand

 

 

Duncan Macdonald, JP

 

 

Ruby Manukia-Schaumkel

 

 

Simon Matafai

 

 

 

 

 

(Quorum 4 members)

 

 

 

Glenn Boyd

Relationship Manager

Local Board Services (West)

 

 

Busola Martins

Local Board Democracy Advisor

 

13 November 2013

 

Contact Telephone: (09) 839 3514

Email: busola.martins@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 

 


Whau 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

9          Public Forum                                                                                                                  5

10        Extraordinary Business                                                                                                5

11        Notices of Motion                                                                                                          6

12        Adoption of meeting schedule                                                                                     7

13        Local board members portfolio allocation and urban design champion              11

14        Appointment of Board Members to Outside Organisations and Community Networks                                                                                                                                       17

15        Urgent Decision Process for the Whau Local Board                                              29

16        Manukau Harbour Forum                                                                                           31

17        Western Joint Funding Committee                                                                            35

18        Infrastructure and Environmental Services Upate Report                                     49  

19        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 Whau Local Board:

a)         Confirms the ordinary minutes of its meeting, Wednesday, 6 November 2013, including the confidential section, as a true and correct record.

 

5          Leave of Absence

 

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

 

6          Acknowledgements

 

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

 

7          Petitions

 

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

 

8          Deputations

 

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

 

9          Public Forum

 

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

 

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

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

11        Notices of Motion

 

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

 


Whau Local Board

20 November 2013

 

 

Adoption of meeting schedule

 

File No.: CP2013/25750

 

  

 

Purpose

1.       To seek the adoption of the meeting schedule for the 2013/16 term.

Executive Summary

2.       A draft Whau local board meeting schedule has been developed for the 2013/2016 electoral term; it is attached to this report. It is recommended that the local board adopts this schedule.

3.       The specific times and dates for the hearings process, part of the special consultative process outlined in the Local Government Act 2002, for local board agreements and local board plans are yet to be finalised. Local board meeting schedules may therefore be updated and provision made for these hearings, once the details are confirmed.

 

 

Recommendation/s

That the Whau Local Board:

a)       Adopts its meeting schedule for the 2013/2016 electoral term as per attachment A.

b)       Notes that dates and times for hearings and deliberations for local board agreements and local board plans are yet to be finalised.

 

Discussion

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

5.       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.

6.       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.

7.       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.

8.       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

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

Māori Impact Statement

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

General

11.     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.”

12.     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

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

 

Attachments

No.

Title

Page

a

Meeting schedule for the 2013/2016 electoral term   

9

     

Signatories

Authors

Carole Canler - Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

 


Whau Local Board

20 November 2013

 

 



Whau Local Board

20 November 2013

 

 

Local board members portfolio allocation and urban design champion

 

File No.: CP2013/25861

 

  

 

Purpose

1.       To adopt a portfolio allocation for 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.

 

Recommendation/s

That the Whau Local Board:

a)      Nominates members as lead and alternate for portfolio areas where appropriate.

b)      Appoints a lead member and an alternate, to provide input into notification decisions for resource consent applications that trigger local board input

c)      Appoints a lead member and an alternate as urban design champions.

 

 

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

Consideration

Local Board Views

20.     This report asks for 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

No.

Title

Page

a

Outline of potential portfolio holder areas and responsibilities

15

     

Signatories

Authors

Emma Cordery - Local Board Democracy Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

 


Whau Local Board

20 November 2013

 

 



Whau Local Board

20 November 2013

 

 

Appointment of Board Members to Outside Organisations and Community Networks

 

File No.: CP2013/25761

 

  

 

Purpose

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

Executive Summary

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

2.       The beginning of the new electoral term generates the need for new appointment. It is recommended that the board appoint one representative, and one alternate representative for each organisation and community network listed in the recommendations.

 

 

Recommendation/s

That the Whau Local Board:

a)      Allocates Whau Local board representatives and alternates to outside organisations and community networks as following:

-     Keep Waitakere Beautiful

-     Tag Out Trust

-     The Blockhouse Bay Business Association

-     Rosebank Business Association

-     Avondale Business Association

-     New Lynn Business Association

-     Western Joint Funding Committee

-     Local Government New Zealand (Zone One)

 

Discussion

1.       A number of external 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. Board members may provide updates of their activities with their allocated organisations at local board meetings.

2.       The reasons for participation in external 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

3.       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.

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

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

·      Historical relationships

·      Relevance and interest

·      Time commitment.

6.       In addition, the governing body has delegated appointment to the Whau Local Board (Resolution GB/2013/126).

NAME OF ORGANISATION

DELEGATION

WHO CAN APPOINT

Keep Waitakere Beautiful

3 LB appointments delegated from GB

Henderson-Massey

Waitakere Ranges

Whau

Tag Out Trust

1 LB appointment delegated from GB

Whau

7.       Local Government New Zealand

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

9.       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. 

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

BID Partnership Programmes

11.     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.

12.     There are four local Mainstreet or Business Improvement District in the Whau Local Board area.

13.     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 the Local Board Plan.  The local board will receive regular reporting on the BID Partnership Programme and review progress against objectives. 

14.     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.

15.     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

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

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

Māori Impact Statement

18.     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

19.     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.

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

21.     Elected representatives are encouraged to disclose memberships to external orgasniations in the conflict of interest register.

Implementation Issues

22.     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

21

b

Local Government New Zealand

25

c

Outside organizations and community networks

27

    

Signatories

Authors

Carole Canler - Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

 


Whau Local Board

20 November 2013

 

 




Whau Local Board

20 November 2013

 

 


Whau Local Board

20 November 2013

 

 


Whau Local Board

20 November 2013

 

 

Urgent Decision Process for the Whau Local Board

File No.: CP2013/26003

 

  

 

Purpose

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

 

 

Recommendation/s

That the Whau Local Board

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

b)      Delegates authority to the Chair and Deputy Chair 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 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 Chair and Deputy Chair, 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

It is recommended that the local board delegate the power to the Chair and Deputy Chair, 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

Authors

Emma Cordery - Local Board Democracy Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

 


Whau Local Board

20 November 2013

 

 

Manukau Harbour Forum

 

File No.: CP2013/25751

 

  

 

Purpose

1.   This report seeks:

·        agreement from the Whau Local Board to re-instate the Manukau Harbour Forum for the 2013/16 term

·        nomination of Whau Local Board’s representative and alternate representative to the Forum.

 

 

Recommendation/s

That the Whau Local Board:

a)      Agrees to re-instate the Manukau Harbour Forum joint committee with the Franklin, Mangere-Otahuhu, Manurewa, Maungakiekie-Tamaki, Otara-Papatoetoe, Papakura, Puketapapa, and Waitakere Ranges Local Boards for the 2013/16 electoral term.

b)      Nominates a local board’s representative, and an alternate local board representative, to the Manukau Harbour Forum with appropriate delegated authority to bring the local board view on any decisions made by the Manukau Harbour Forum within its Terms of Reference.

 

Discussion

2.   In 2012 nine local boards (Franklin, Mangere-Otahuhu, Manurewa, Maungakiekie-Tamaki, Otara-Papatoetoe, Papakura, Puketapapa, Whau, and Waitakere Ranges Local Boards) together formed the Manukau Harbour Forum with the view to form a means of collective local board advocacy on common issues affecting the Manukau Harbour and the adjacent foreshore.

 

3.   The Manukau Harbour Forum was constituted formally as a joint committee of local boards under standing orders 2.8.1 and 2.8.2 (standing orders 2.8.1 and 2.8.2 enable a local board to appoint a joint committee with another local board or boards). Being a joint committee enables the Forum to conduct business more efficiently, as a local board joint committee can make decisions and provide direction to officers without seeking confirmation and/or ratification from the individual member boards.

 

4.   The 2012/13 Terms of Reference for the Manukau Harbour Forum are presented in Attachment A. They set out the purpose and principles of the Forum. Individual local boards were not asked to endorse the Terms of Reference during the previous term as the Forum is strategic rather than operational and has no budgetary decision-making delegation.

5.   The Forum is made of a member from each of the constituting local boards. The Forum’s first business meeting was held in May 2012. The Forum meets monthly, alternating business meetings and workshops.

6.   The purpose of the Forum is to champion a sustainable management approach for the Manukau Harbour. Over the last two years the Forum has:

·    identified issues, such as mangroves, pacific oysters, coastal erosion, stormwater, recreational access/wharves and Maui Dolphin Sanctuary as high priority

·    developed  a ‘Manukau Harbour Forum Vision and Strategy’, undertaken a comprehensive stocktake of all research pertaining to the Manukau Harbour and catchment, produced a set of maps and a list of stakeholders

·    received regular updates on marine monitoring within the Manukau Harbour

·    advocated to central government and Auckland Council (e.g. feedback on the Unitary Plan) on issues affecting the Harbour

·    identified areas of interest and potential projects that the local boards surrounding the Manukau Harbour could progress jointly.

 

7.   The nine local boards of the Manukau Harbour Forum have collectively allocated almost $19 million to projects associated with the Manukau Harbour in the 2012-22 Long Term Plan.

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

9.   The purpose of the Manukau Harbour Forum remains relevant for the 2013/16 electoral term. Officers recommend that each constituting local board agrees to re-instate the Manukau Harbour Forum for another term and appoints one member plus an alternate to represent the board on the Forum.

Consideration

Local Board Views

10. The Manukau Harbour Forum is a proposed joint committee of the local boards, and a platform for the affected local boards to voice their interests and aspirations for the future of the Manukau Harbour and its adjacent foreshore.

Māori Impact Statement

11. The Manukau Harbour Forum is a joint committee of the local boards and does not have specific Māori representation.

 

12. The Māori Responsiveness Framework outlines Māori outcomes in relation to Auckland’s environment. The Manukau Harbour Forum recognises and values the special relationship that Mana Whenua have in relation to the Manukau Harbour and that iwi and hapū are key partners to deliver positive environmental outcomes.

Implementation Issues

13. Local Board Services provide secretariat services to the Forum.

 

    

Attachments

No.

Title

Page

a

Terms of Reference

33

    

Signatories

Authors

Carole Canler - Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

 


Whau Local Board

20 November 2013

 

 



Whau Local Board

20 November 2013

 

 

Western Joint Funding Committee

 

File No.: CP2013/25883

 

  

 

Purpose

1.       To seek the local board’s agreement:

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

·        the Terms of Reference for the Western Joint Funding Committee

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

Executive Summary

2.       The Western Joint Funding Committee was a joint committee established by the three Western 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 Western Joint Funding Committee needs to be operational for the 2013/2014 financial year to administer legacy community funding budgets. This report seeks the board’s approval to re-instate the Western Joint Funding Committee for the rest of the 2013/2014 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 Whau Local Board:

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

b)      Endorses the draft Terms of Reference for the Western Joint Funding Committee presented in Attachment B

c)      Appoints a board member to the Western Joint Funding Committee for 2013/ 2014 with appropriate delegated authority to bind the 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 Western Joint Funding Committee was a joint committee established by the three Western local boards -  Henderson-Massey, Waitakere Ranges and Whau Local Boards. It had decision-making responsibility to allocate grants from the legacy community funding schemes.

7.       Local boards continue to have full decision-making authority over their individual Local Boards Discretionary Grants schemes. 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 the 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 Western Joint Funding Committee needs to be operational for the 2013/2014 financial year.

10.     The previous local board agreed to the continuation of the Western 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 committee was automatically dissolved following the 2013 Local Government elections. 

12.     Officers recommend that the local board re-instates the Western Joint Funding Committee for the rest of the 2013/2014 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. However, any changes 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 Western Joint Funding Committee would administer the following legacy Waitakere City community funding schemes:

·    Accommodation Assistance Fund

·    Community Halls and Marae fund (general)

·    Community Halls and Marae fund (capital works)

·    Community Wellbeing Fund – citywide

·    Fee waivers fund

·    Youth programme fund

·    Heritage fund

20.     The Western Joint Funding Committee will hold a workshop in the first quarter of 2014 to consider procedural matters including but not limited to:

i)          Electing a Chair and Deputy Chair

ii)         Adopting the Terms of Reference (attached)

iii)         Considering the applications received.

 

 

Attachments

No.

Title

Page

a

Agenda report to the local boards May / June 2013

39

b

Draft terms of reference

47

     

Signatories

Authors

Carole Canler - Advisor

Authorisers

Karen Lyons - Manager Local Board Services

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

 


Whau Local Board

20 November 2013

 

 








Whau Local Board

20 November 2013

 

 


Whau Local Board

20 November 2013

 

 

Infrastructure and Environmental Services Upate Report

 

File No.: CP2013/25256

 

  

 

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 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 Whau 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 Board area which support and contribute to the following Local Board Plan priorities and initiatives:

Priority: Local Action for the Environment

Initiatives:

Whau River Community engagement stream programmes

Sustainable Neighbourhood programmes

Support the Manukau Harbour Forum

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 and 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 and 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 infrastructure to ensure 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 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

53

b

Stormwater Local Board  Update Report

57

c

Solid Waste Update Report

65

d

Auckland Household Waste Prevention Study

73

     

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

Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

 


Whau Local Board

20 November 2013

 

 


Whau Local Board

20 November 2013

 

 


Whau Local Board

20 November 2013

 

 



Whau Local Board

20 November 2013

 

 








Whau Local Board

20 November 2013

 

 

Solid Waste Local Board Update Report (Whau)

 

Relevant to Local Board Priority: Local Action for the Environment

 

Overview

 

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 Whau some waste services are quite different in the legacy Auckland and Waitakere City 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

Auckland: Fortnightly collection in a 240 litre bin.

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

Waitakere: Fortnightly collection in a 140 litre bin with separate paper

Rates

Inorganics

Auckland: Biennial 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

Waitakere: Annual booking inorganics (one collection)

User pays (per pick up)

Rubbish

Auckland: Weekly collection in 120 litre bins.

Rates

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)

Waitakere: Weekly collection in council bags

User pays (per bag)

 

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 resource recovery network 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

 

The board will be given more information about the redesign of the Waitakere Refuse and Recycling Centre as this project progresses.

 

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

 

 

Local Board Project

 

Scoping study into resource recovery facilities

 

Budget: $7,000 from Whau, $21,000 in total

Description: The three western boards (Whau, Henderson-Massey and Waitakere Ranges) have committed $7,000 each to a scoping study into the potential for developing resource recovery facilities, such as Community Recycling Centres, in West Auckland in the 13/14 year.

Status: This project is scheduled to start in early 2014. Officers will attend the next Western environmental portfolio holders workshop to discuss the timing and scope of this study with board members.

 

 

Waste Planning

 

This team is responsible for carrying out implementation planning for the delivery of the 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 Whau Board area, officers are working to support Our Amazing Place which will be held in Te Atatu on 2 November.

 

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 for members’ information.

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

 

WasteWise for schools: This programme offers schools structured support over two years to reduce their waste through tools such as recycling, worm farms and composting. In the Whau Local Board area four schools are enrolled in the WasteWise programme and receiving structured support from Council to reduce their waste. These are:

·    Kelston Boys High School

·    New Windsor Primary

·    Rosebank School

·    Avondale Intermediate

 

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.

 

Create Your Own Eden composting courses: This programme offers free three hour workshops to all Aucklanders to learn how to minimise organic waste through composting, bokashi and worm farms. Two successful workshops were held in the board area in Kelston in September and New Lynn in October during the update period.

 

Learning outreach programme: This programme offers printed resources, workshops and practical support to interested schools to help them minimise waste. In Whau, several schools have taken advantage of our support including:

·    St Dominic’s Catholic School – the school borrowed our waste minimisation gear (recycling bin lids) for a school gala

·    Arahoe School – was the winner of the Trash to Fashion awards. The school will now work with a council facilitator to develop systems to minimise their waste.

 

 

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 above, from August to September 2013 council received 6,963 Requests for Service (RFS) from the public relating to waste operations.

 

 

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

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.

 

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.

 

Local activities and achievements

 

New streetscape contract: The new contractor for streetscape services (litter bin emptying and loose litter collection) in the legacy Waitakere City Council area is settling in well. Regular auditing of the contractor’s performance is carried out to ensure standards are maintained.

 

New collection contract: The new contract for kerbside rubbish (red top bins) collections which commenced on 1 July 2013 for the legacy Auckland City Council area is progressing well. After some initial teething issues, the levels of Requests for Service received from the public relating to issues such as late collections have dropped to lower levels than pre-July.

 

Collections on arterials during peak congestion time: In August the board made a resolution, noting their concern that the collection of bins by recycling and rubbish trucks during peak hours might contribute to peak congestion. They stated a desire that bin collection by truck should not occur on arterial roads during peak times.

 

All waste contracts in the board area include a clause which forbids operators from collecting waste from regional arterials during peak times. This type of activity is also precluded by the Traffic Management Plans for arterials developed by Auckland Transport. Council staff monitor compliance with these contracts and Traffic Management Plans wherever possible. However, if board members are aware of an incident where a contractor has contravened these rules they are welcome to report this to 09 301 0101 and officers will investigate the issue further.

 

 

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.

 

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.

Local activities and achievements

 

Activity at Waitakere Refuse and Recycling Centre: From July to September, 5,502 customers visited the transfer station to drop off or purchase materials. A customer satisfaction survey conducted in September showed that, 67% of customers dropping off greenwaste and 92% of customers dropping off rubbish were satisfied with all aspects of the service they received.

 

New recycling and rubbish bins: During the update period, our team provided 30 new mobile recycling and 31 rubbish bins to residents in the board area. 10 of these were required for new developments in Geddes Terrace, in Avondale and Whitney Street in Blockhouse Bay.


Whau Local Board

20 November 2013