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

 

Date:                      

Time:

Meeting Room:

Venue:

 

Monday, 18 July 2016

5.00pm

Manukau Chambers
Level 1
Manukau Civic Centre
31-33 Manukau Station Road
Manukau

 

Ōtara-Papatoetoe Local Board

 

OPEN AGENDA

 

 

 

MEMBERSHIP

 

Chairperson

Fa’anānā Efeso Collins

 

Deputy Chairperson

Ross Robertson, QSO, JP

 

Members

Lotu Fuli

 

 

Stephen Grey

 

 

Mary Gush

 

 

Donna Lee

 

 

John McCracken

 

 

(Quorum 4 members)

 

 

 

Carol McGarry

Democracy Advisor

 

12 July 2016

 

Contact Telephone: (09) 262 8969

Email: carol.McGarry@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 

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

9.1     Public Forum - Accelerating Aotearoa                                                              6

10        Extraordinary Business                                                                                                6

11        Notices of Motion                                                                                                          6

12        Manukau Ward Councillors Update                                                                            7

13        Ōtara Papatoetoe Local Board members portfolio update                                      9

14        Sandbrook Community Buildings - Future Use                                                       13

15        Ōtara-Papatoetoe Local Board Community Facilities Renewals Work Programme 2016/2017                                                                                                                      19

16        Otara-Papatoetoe Local Board Arts, Community and Events Work Programme 2016/2017                                                                                                                                       23

17        Business Improvement District Programme draft work programme financial year 2016_2017                                                                                                                     37

18        Ōtara-Papatoetoe 2016/17 Local Economic Development Programme                43

19        Approval of Proposed 2016/2017 Local Environment and Development Work   49

20        Coastal Management Framework for the Auckland Region                                  57

21        Housing for Older People Partnering Proposal                                                       61

22        Draft 2016 Elected Members’ Expenses Policy                                                      101

23        Local Dog Access Review - hearing panel                                                             121

24        Lotto signage review in the Otara Papatoetoe Local Board area                        125

25        Governance Forward Work Calendar                                                                     129

26        Ōtara-Papatoetoe Local Board Workshop Notes                                                  135

27        Chairpersons Announcements                                                                                143  

28        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 Ōtara-Papatoetoe Local Board:

a)         confirm the ordinary minutes of its meeting, held on Monday, 13 June 2016, 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

 

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Ōtara-Papatoetoe Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

 

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

 

9          Public Forum

 

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

 

9.1       Public Forum - Accelerating Aotearoa

Purpose

1.       Judith Speight, founder and Chief Executive of Accelerating Aotearoa Incorporated, would like to speak to the local board regarding the best ways for Accelerating Aotearoa to engage with the local board on their work locally.

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board thank Judith Speight from Accelerating Aotearoa Incorporated for her attendance.

 

 

 

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.

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Manukau Ward Councillors Update

File No.: CP2016/12786

 

  

 

Executive Summary

A period of time (10 minutes) has been set aside for the Manukau Ward Councillors to have an opportunity to update the Otara-Papatoetoe Local Board on regional matters.

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)         receive the verbal reports.

b)         receive the written report from Councillor Arthur Anae.

 

 

Attachments

There are no attachments for this report.     

Signatories

Authors

Carol McGarry - Democracy Advisor

Authorisers

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Ōtara Papatoetoe Local Board members portfolio update

 

File No.: CP2016/12787

 

  

 

 

Purpose

1.       This report provides an opportunity at the business meeting for portfolio holders to update the full Ōtara-Papatoetoe Local Board on any significant activities over the last month.

Executive Summary

2.       The portfolio leads and alternates for Ōtara-Papatoetoe Local Board are as follows:

Portfolio

Lead

Alternate

Planning, Regulatory, bylaws and compliance

Efeso Collins

Ross Robertson

Arts, Culture and Events

Donna Lee

Ross Robertson

Community Services and Libraries

Mary Gush

Donna Lee

Youth Development

Lotu Fuli

Efeso Collins

Parks, Sport and Recreation

Ross Robertson

John McCracken

Built and Natural Environment, Heritage and Housing

Stephen Grey

Donna Lee

Economic Development, Business and Town Centre revitalisation

Stephen Grey

Mary Gush

Transport

Efeso Collins

John McCracken

 

3.       At the commencement of this electoral term, the reasons for having local board portfolio-holders was workshopped with the Ōtara-Papatoetoe Local Board and it was generally agreed that the objectives of local board portfolio holders are to:

·    Provide clear steering of the relevant work programme

·    Lift detailed discussion out of local board meetings and workshops

·    Ensure key decisions go before the full local board

·    Reduce or avoid delays in project delivery

·    Enable local board members to apply their time and energy with enthusiasm and interest

·    Ensure clear communications within the local board and between the local board and officers

·    Maintain strong, connected relationships between the local board and its communities

·    Maintain mutual trust

 

4.       The Ōtara-Papatoetoe Local Board also workshopped what the role or job description of a portfolio holder might be, and some examples of how local board members might perform their role as a portfolio holder are outlined below:

 

Portfolio role

Examples of actions by portfolio holder

Undertaking roles specified in officer delegation protocols

·    Landowner consents; and proposed asset renewal works:  The portfolio-holder can either decide the issue or ask officers to refer it to the full local board for a decision

·    Providing feedback on resource consent applications

Sharing the workload between local board members

·    Speaking at external meetings on local board matters e.g. at sports clubs – to gather their views, and represent the views of the local board

·    Supporting the Chair and other local board members in speaking to governing body committees or at public meetings on portfolio topics

·    Keeping alternate portfolio-holders informed, so they can assist the portfolio-holder where needed

Gathering knowledge

·    Receiving officer progress updates on projects already agreed by the local board, noting that work programmes are approved by the full local board

·    Engaging and maintaining relationships with stakeholders

·    Reading background reports relevant to the portfolio

Acting as a sounding-board and advising officers

·    Meeting with officers to give the local board view of issues

·    Where there is no known local board view, the portfolio-holder gathers the views of all local board members and formulates the local board position. (Contentious issues are best referred to a local board workshop)

·    Helping to shape details of departmental annual work programmes before presentation to the local board, to secure local board plan outcomes

·    Commenting on proposed design details and other issues arising from local board projects

·    Enabling officers to test possible local board interest in a proposal

·    Helping officers to define preferred options or approaches before reporting to the local board

·    Encouraging officers, especially through difficult decisions

Monitoring action against the Local Board Plan

·    Asking officers for progress updates

·    Advising officers and local board when projects need response or attention

Leading local board projects as a convenor of the relevant steering group or working party

Various, but currently include:

·    Aorere Park joint steering group

·    Otara Lake and waterways steering group

·    Youth Connections project

Providing regular updates on portfolio activity to the local board

·    At board business meetings: portfolio-holders can report back at this agenda item

·    Portfolio-holders lead board discussion on officer reports relevant to their portfolio

·    Emails to all local board members, when information needs to be timely

 

 

Recommendation/s

That the verbal or written reports from the Ōtara-Papatoetoe Local Board portfolio holders be received.

 

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Carol McGarry - Democracy Advisor

Authorisers

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Sandbrook Community Buildings - Future Use

 

File No.: CP2016/14513

 

  

 

Purpose

1.       The purpose of this report is to advise the local board of the current condition of the Sandbrook Community Buildings, located at 47R Everitt Road Otara, and to seek the consent of the board to proceed with demolition.

Executive summary

2.       Manukau City Council acquired the Sandbrook Community buildings in the 1990’s.

3.       The facility was originally a school constructed in the early 1960’s but had been a leased facility since 1998. 

4.       In early 2015, the lessee organisation (Crosspower Ministries Trust) terminated their lease and Council prepared to do upgrade work to the buildings prior to re-leasing them.

5.       Unfortunately the buildings were heavily vandalised twice in 2015, with the result that the seriously damaged buildings were boarded up while a decision was made as to their future.

6.       On the one hand, there is a need for community/leasable facilities in the Ōtara-Papatoetoe area and there are at least four organisations which have expressed interest in repairing and rejuvenating the facilities.

7.       On the other hand, these buildings are tired and whilst not beyond repair, need significant work and resources to bring them to a habitable standard.  In addition, there will be high costs of security incurred while the refurbishment is underway, due to the isolation of the area and the track record of damage and vandalism which occurs here.

8.       Further, Parks Advisors consider that the buildings directly impede access on to Sandbrook Reserve and would like to see them removed to enable a more free and easy pedestrian flow on and around the park, leading to increased use of the reserve.

9.       The cost for renovations is between $200,000 and $300,000, while the cost of demolition is estimated between $90,000 and $100,000. The first insurance claim was for $44,769, whilst the second will be for approximately $100,000.  Therefore, should the board decide to retain the buildings, an amount of at least $150,000 will need to be allocated towards the costs of repair (being the shortfall between the insurance claim and the estimated costs).

10.     Following the workshop held with the local board on 5th July, officers have been asked to facilitate a further meeting with the Feed the Need Charitable organisation to explore the details of their application to lease and renovate the buildings.

11.     Attached is a plan of the buildings and a series of photos which highlight the condition of various areas as mentioned in the report.

 

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      Approves the demolition of the Sandbrook Community Buildings, with the cost to be covered by funds already held by Council from the two insurance claims.

 

 

 

Comments

12.     The facility was leased, (from approximately 1998), to CrossPower Ministries Trust until it relinquished its lease in December 2014.

13.     The Trust used part of the buildings as a school for youth who had been expelled or suspended from mainstream education and were at risk (or had a history) of offending.  Another part of the buildings was used for church services and ministry work, particularly on the weekends.

14.     The buildings were in a very old and tired condition and a renewals budget of $55,000 was approved to undertake remedial and upgrade work following the relinquishment of the lease by Crosspower.

15.     Officers met with contractors in late January 2015 to finalise the scope of works, however shortly afterwards (in February/March 2015), the buildings were extensively damaged through a vandalism attack.

16.     An insurance claim was made and approved to the value of $44,769, but unfortunately the buildings were further vandalised before any refurbishment works were done and the buildings were boarded up pending a decision on their future use. A second claim was made which has not been finalised, once again pending the decision the board makes.

17.     Officers representing Parks and Property, together with Local Board advisors have had lengthy discussions about what the future might be, given the buildings’ condition and location. The discussions have focussed on reasons for and against keeping the building, and are identified as follows:-

18.     In Favour of Retaining the Building

i.          There is a constant need for community leasable space in the Ōtara-Papatoetoe area and, to date, there have been four enquiries from organisations who are interested in restoring and occupying the buildings.

ii.          Although there is significant superficial damage to the buildings, they are still structurally sound and repairable.

19.     In Favour of Demolishing the Building:

i.        The buildings require a lot of work to make them habitable again.  Because of the extent of the damage and the fact that the buildings are boarded up, it is very difficult to get an accurate quotation. Estimates have come in at a minimum of $200,000, just to do a basic ‘like for like’ replacement.  The estimates have focused primarily on the interior where the major vandalism is, but there is also exterior work, such as replacement of spouting and possibly the roof, replacement of the actual window and screen door frames and replacement of a lot of the cladding.  Much of the verandah decking also has warped or is deteriorating and will require replacement.  Further there has been significant land subsidence under one of the main concrete pathways, breaking and damaging the path.  The total cost may reach $300,000 or more in total.

ii.     This also does not include installing insulation, for example, which will be essential under current building codes. 

iii.    In addition it may be necessary to have security guards on site continuously throughout the rebuild due to the risk of further vandalism occurring. The hourly rate for a static guard is approximately $27 per hour, which adds $648 per day.

iv.    The refurbished buildings will probably continue to incur high costs as a result of ongoing vandalism, which was the case when Crosspower Ministries Trust occupied them.

v.    The buildings are poorly located in terms of sight lines and access into Sandbrook Reserve and their removal would open this end of the park up quite significantly. A separate report has been prepared to address the management and future plans for the reserve.

vi.        The estimated cost of demolition and reinstatement of the land is $90,000-$100,000.

20.     If the local board considers demolition to be the best option, Council’s Insurance team have advised that the claims amounts can be used towards the total cost.  The first claim was $44,769 whilst the second was not finalised, pending the decision on demolition.

21.     If the local board considers retention of the building the best option, then provision will have to be made to cover the shortfall between the insurance claims and the total amount of work required to bring the building back up to standard.  The second claim would be for an amount of approximately $100,000, which means there would still be a shortfall of up to $150,000.

Consideration

Local board views and implications

22.     The issue was discussed with the board at a workshop held on 5th July 2016.  As a result, officers will facilitate a meeting to be held between members of the Feed the Need Charitable organisation and local board members, to investigate their application to lease the building, whether their occupancy could also accommodate other groups and to establish whether this is a realistic option.

Maori impact statement

Whilst there is no direct impact upon Maori, the loss of Sandbrook Community Buildings is a loss to all of the Otara communities, including Maori.

Implementation

23.     The recommendations within this report do not trigger the Auckland Council Significance Policy.

 

Attachments

No.

Title

Page

aView

Sandbrook Community Buildings Plan

17

bView

Photos of the condition of the Sandbrook Community Buildings (Under Separate Cover)

 

     

Signatories

Authors

Maureen Sheldon – Property Co-ordinator, Operations Southern, Community Facilities

Authorisers

Rod Sheridan - General Manager Community Facilities

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Ōtara-Papatoetoe Local Board Community Facilities Renewals Work Programme 2016/2017

 

File No.: CP2016/14213

 

  

 

Purpose

1.       To approve the 2016/2017 work programme for Community Facilities renewals for the Local Parks, Sports and Recreation activity.

Executive summary

2.       Renewals funding is identified at a high level through the long-term plan and a capital works programme is prepared for approval annually. The programme ensures that each council facility can operate to the current level of service articulated in the relevant asset management plan.

3.       Attachment A provides the proposed 2016/2017 work programme for Community Facilities, Local Parks, Sports and Recreation, renewals for local board approval.

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      approves the 2016/2017 work programme for Ōtara-Papatoetoe Local Board Parks, Sports and Recreation Renewals

b)      notes that the 2016/2017 funding envelope is indicative to deliver this programme of work and any budget variances (within scope) will be managed within the total region-wide renewals funding envelope.

 

 

Comments

4.       Community facilities are an important part of realising the vision of Auckland to become the world’s most liveable city. They contribute to building strong, healthy, and vibrant communities by providing spaces where Aucklanders can connect, socialise, learn, and participate in a wide range of social, cultural, art, and recreational activities. These activities foster improved lifestyles and a sense of belonging and pride among residents.

5.       Investment in this renewals programme will ensure that council facilities remain valuable, well-maintained community assets that continue to meet user expectations. Not undertaking timely renewals will have an undesirable impact on the customer experience and put asset performance at risk, and ultimately increase the cost to maintain the facility.

6.       The renewals programme process ensures that the proposed Community Facility renewals work programme (Attachment A) has received extensive input and assessment from business owners, facility users, and Community Facilities staff.

Consideration

Local board views and implications

7.       Council staff will report quarterly to the local board on how the programme is tracking, and discuss with the local board any arising key risks and notify the local board when projects are completed.

Māori impact statement

8.       The Ōtara-Papatoetoe Local Board Community Facility renewals work programme 2016/17 will ensure that all facilities continue to be well-maintained community assets benefiting the local community, including Māori. Parks and open spaces, as well as sport and recreation activity contributes significantly to Māori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua appropriate consultation will follow.

Implementation

9.       This work programme will be implemented as part of Community Facilities’ usual business practice.

10.     Work programme implementation will be reported quarterly to the local board. The first-quarter report will outline the programme’s delivery schedule.

11.     The 2016/2017 Community Facilities renewals work programme for the Local Community Services activity was presented for approval at the June business meeting.  

12.     Where bundles of assets are presented as projects over multiple years, the assets (listed within each project line) will be renewed in order of priority with as many singular assets being renewed, within the allocated budget, as possible.

 

Attachments

No.

Title

Page

aView

Ōtara- Papatoetoe Renewals Work Programme 16_17

21

     

Signatories

Authors

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Otara-Papatoetoe Local Board Arts, Community and Events Work Programme 2016/2017

 

File No.: CP2016/10925

 

  

Purpose

1.       This report presents the Arts, Community and Events (ACE) 2016/2017 Ōtara-Papatoetoe Local Board work programme for approval.

Executive summary

2.       This report provides information to support local boards to make decisions required to approve the ACE 2016/2017 work programme.

3.       The proposed ACE work programme aims to provide a defined work programme for the 2016/2017 financial year. The work programme covers the following areas:

·    Community Empowerment

·    Arts and Culture

·    Events

·    Community Places.

4.       The ACE work programme for the Ōtara-Papatoetoe Local Board aligns with the following 2014-2017 Ōtara-Papatoetoe Local Board Plan priorities:

·    thriving communities

·    age-friendly communities

·    parks and facilities that met people’s needs

·    town centre vitality

·    a heart for Manukau.

5.       Local boards are being requested to approve the ACE work programme for FY 2016/2017. 

6.       Also included for approval are:

·        funding for $1,000 to the Otara Network Action Committee towards hosting and supporting the Otara community network and safety meetings

·        funding for $1,000 to the Papatoetoe Historical Society towards hosting and supporting the Papatoetoe community network and safety meetings

·        funding for $6,000 to Pasifika Injury Prevention Aukilana Incorporated for the delivery of the Puataunofo Come Home Safely programme for safety in the workplace, Waiwise Aquatic Safety programme and Langi Mai Falls prevention project for seniors

·        delegation of financial decision making to the Community Services and Libraries portfolio holder to approve the distribution of funds to community groups in order to implement the 2016/2017 Community Empowerment Unit work programme (except for those matters separately approved)

·        the following community arts organisation funding agreements:

i) Papatoetoe Historical Society, $20,000

ii) Sistema Aotearoa Trust, $11,000.

 

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      approve the 2016/2017 Arts, Community and Events work programme (Attachment A)

b)      approve funding of $1,000 to the Otara Network Action Committee towards hosting and supporting the Otara community network and safety meetings

c)      approve funding of $1,000 to the Papatoetoe Historical Society towards hosting and supporting the Papatoetoe community network and safety meetings

d)      approve funding of $6,000 to Pasifika Injury Prevention Aukilana Incorporated to deliver the Puataunofo Come Home Safely programme for safety in the workplace, Waiwise Aquatic Safety programme and Langi Mai Falls prevention project for seniors

e)      delegate financial decision making to the Community Services and Libraries portfolio holder to approve the distribution of funds to community groups in order to implement the 2016/2017 Community Empowerment Unit work programme (except for those matters separately approved)

f)       approve the following community arts organisation funding agreements:

i) Papatoetoe Historical Society, $20,000

                     ii) Sistema Aotearoa Trust, $11,000.

 

 

Comments

ACE Work Programme 2016/2017

 

7.       The ACE work programme for 2016/2017 has been developed using a co-ordinated departmental approach. The programme reflects the community empowerment approach through a number of cross-unit and cross-departmental activities. Over time, the principles of community empowerment will drive the ACE work programme. Future work programmes will demonstrate a more joined-up departmental approach. Each ACE unit has aligned their projects and initiatives to the Auckland Plan directives and the Ōtara-Papatoetoe Local Board plan 2014-2017.

8.       The ACE work programme aligns to the following 2014-2017 Ōtara-Papatoetoe Local Board Plan priorities:

·        thriving communities; through community events, grants and capacity building

·        age-friendly communities; through initiatives to celebrate elders and to support youth development and employment

·        parks and facilities that met people’s needs; through the delivery of customer-centric services and high quality programmes in our facilities

·        town centre vitality; through exhibitions and activities in the Ōtara town centre

·        a heart for Manukau; through support of the Friendship House Trust and the work that they do.

 

9.       The ACE work programme 2016/2017 for the Ōtara-Papatoetoe Local Board includes the following areas of activity:

·           Community Empowerment: These projects and programmes aim to deliver a range of social outcomes for local residents. This includes identifying opportunities for community input and outcomes within the Spatial Priority Areas, the Youth Connections tracking tool which supports young people on their employment journey, and Whakanui Kanorau, focused on creating opportunities to learn about the cultural diversity within the local board area

·         Arts and Culture: This includes exhibitions and programming through the Ōtara Fresh Gallery, Pop up Ōtara Cube and Ōtara Music and Arts Centre, as well as funding for organisations that provide education and engagement opportunities for the community

·           Events: This work programme includes the funding of community events such as Papatoetoe Diwali and Ōtara’s 50th Anniversary celebrations, as well as the delivery of the Community Volunteers Awards and Movies in Parks

·           Community Places: This includes the support of Friendship House and Clover Park Community House, as well as the delivery of programmes and services from Te Puke o Tara.

10.     The work programme includes scoped initiatives that align with local board priorities, as well as budget allocation and established timelines.

11.     The local board considered the draft work programme at a workshop with ACE staff on 25 May. Staff incorporated the local board’s feedback into the work programme.

 

Empowered Communities Approach

12.     The Community Empowerment Unit is operationalising the Empowered Communities Approach, a new way of working. Community empowerment means communities having a sense of control over what happens at a local level and council fostering the conditions that support this. For 2016/2017 the unit is focused on delivery within four key areas:

·                initiatives that are joined up and delivered with other departments of council and the CCOs and that support local board plans

·        capacity building programmes and projects for the community and voluntary sector and residents

·        initiatives designed to enhance participation and engagement in council decision making

·        collaborative Auckland-wide initiatives that respond to complex issues where the advantage of council’s size will have a significant impact on outcomes.

13.     Empowered Events demonstrates the Empowered Communities Approach. The Events Unit are supporting community groups and organisations in Ōtara-Papatoetoe local board area, by running a programme of activities aimed at increasing their skills and understanding of events. By upskilling community groups, the local community will have more capability to deliver successful events themselves.

14.     Local Boards are requested to approve the ACE work programme for 2016/2017. ACE staff will continue to work with relevant portfolio holders and the local board to ensure these projects are delivered and evaluated.

Other items for approval

15.     Also included for approval are:

·            funding of $1,000 to the Otara Network Action Committee towards hosting and supporting the Otara community network and safety meetings

·           funding of $1,000 to the Papatoetoe Historical Society towards hosting and supporting the Papatoetoe community network and safety meetings

·           funding of $6,000 to Pasifika Injury Prevention Aukilana Incorporated for the delivery of the Puataunofo Come Home Safely programme for safety in the workplace, Waiwise Aquatic Safety programme and Langi Mai Falls prevention project for seniors

·           delegation of financial decision making to the Community Services and Libraries portfolio holder to approve the distribution of funds to community groups in order to implement the 2016/2017 Community Empowerment Unit work programme (except for those matters separately approved)

·           the following community arts organisation funding agreements:

·          Papatoetoe Historical Society, $20,000

·          Sistema Aotearoa Trust, $11,000.

Consideration

Local board views and implications

16.     The draft 2016/2017 work programme was considered by the local board at a workshop on 25 May 2016. Feedback from the local board was considered and incorporated into the local board work programme (Attachment A).

Māori impact statement

17.     Improving Māori outcomes is a priority for the region. One of the Auckland Plan targets is to increase targeted support to Māori community development projects. A key objective of ACE is to deepen and integrate relationships with mana whenua, mataawaka and marae, in our everyday work.

18.     ACE is committed to supporting strong Māori communities through engagement, capacity building and contributing to Māori well-being. This can be seen through the Community Empowerment Unit’s role in coordinating engagement with mana whenua in regards to the Spatial Priority Areas of Otahuhu Middlemore and Transform Manukau.

Implementation

19.     Once the work programme is approved, ACE staff will monitor and evaluate progress throughout 2016/2017. Staff will continue to meet with portfolio holders to provide updates on the work programme and ensure it is progressed in a timely way. The ACE work programme will be implemented within the annual plan 2016/2017 budget and updates on progress will be available at the end of each quarter.

Attachments

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Otara-Papatoetoe Local Board Arts, Community and Events Work Programme 2016/2017

29

     

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Neil Taylor - Senior Local Board Advisor  

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 



Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Business Improvement District Programme draft work programme financial year 2016_2017

 

File No.: CP2016/12882

 

  

 

Purpose

1.       The purpose of this report is to present the draft 2016-2017 Business Improvement District (BID) work programme for the consideration and approval of the Otara-Papatoetoe Local Board.

Executive summary

2.       This report presents the Business Improvement District Local Economic Development Initiatives draft work programme for the 2016-2017 financial year (FY17).

The work programme includes the Local Board Locally Driven Initiative (LDI) programme of work relating to business associations in their area.

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      approve the Otara-Papatoetoe “Business Improvement District Local Economic Development draft work programme 2016-2017” as detailed in Attachment A to the report, with these changes to item 2240:

·    Delete the text in the “Further decision points for LB” column and substitute new text: “Funds will be released only after business associations provide accountability reports required under their 2015-2016 funding agreements, and the board accepts the reports as satisfactory”.

·    Delete the text in the “Lead Dept/Unit or CCO” column and substitute new text: “Community Empowerment Unit”.

b)      allocate $140,000 (net payment $103,333 after deducting CCTV value) from the 2016-2017 local board budget to Hunters Corner Town Centre Society Incorporated towards crime prevention, safety and economic development initiatives

c)      allocate $110,000 (net payment $98,333 after deducting CCTV value) from the 2016-2017 local board budget to Papatoetoe Main Street Society Incorporated towards crime prevention, safety and economic development initiatives 

d)      allocate $110,000 (net payment $73,334 after deducting CCTV value) from the 2016-2017 local board budget to Otara Business Association Incorporated towards crime prevention, safety and economic development initiatives

e)      agree these allocations are subject to the business associations entering funding agreements with council, detailing outcomes and accountability processes.

f)       apply $85,000 (out of these allocations) towards council maintenance and management of local public places CCTV systems, to include procuring the required services including maintenance, network costs and monitoring, to be managed by the Community Empowerment Unit.

g)      transfer the budget line (value $360,000) for the 2016-2017 bulk funding towards crime prevention, safety and economic development initiatives from the “Business Improvement District Local Economic Development Initiatives draft work programme 2016-2017” to the Community Empowerment Unit (CEU) of Arts Community and Events work programme.

 

Comments

3.       Officers discussed the scope of the “Business Improvement District Local Economic Development draft work programme 2016-2017” at a workshop with the local board on 25 May 2016 – Attachment A. This report asks the board to approve the work programme (line item 2240) for the 2016-2017 year.

4.       The local board is keen to continue their approach of bulk funding for specific services to three business associations operating as Business Improvement Districts (BIDs) within their area. The three BIDs are

·    Hunters Corner Town Centre Society Incorporated;

·    Papatoetoe Main Street Society Incorporated; and

·    Otara Business Association Incorporated

5.       The services to be provided by the three business associations cover the areas of crime prevention, safety and economic development initiatives.

6.       Funding for the 2016-2017 year is reliant on the successful completion of accountability requirements relating to the year ending June 2016.  This report is due to the local board by 31 July 2016. Bulk funding had been provided, under a similar approach, for the business associations over the 2015-2016 financial year.

7.       In total, the local board has $360,000 available under the bulk funding approach for allocation over the 2016-2017 financial year.

8.       The suggested approach is to allocate some of the bulk funding available ($85,000) towards overhead costs relating to close circuit television security (CCTV) systems around business centres. It is recommended that these funds be allocated to the Community Empowerment Unit who will manage the contract for the maintenance and operations of CCTV in public places.

9.       It is recommended that remaining funds ($275,000) are allocated amongst business associations as follows:

$103,333 net allocated to Hunters Corner Town Centre Society Incorporated – crime prevention, safety (including CCTV and Ambassadors programme) and economic development initiatives.

$98,333 net allocated to Papatoetoe Mainstreet Society Incorporated – crime prevention, safety (including CCTV and the Ambassadors programme) and economic development initiatives.

$73,334 net allocated to Otara Business Association Incorporated – crime prevention, safety (including CCTV and the Ambassadors programme) and economic development initiatives.

10.     The board’s work programme had placed the budget for this initiative against a work area that would not be best to organise these safety related contracts and activities. Council officers recommend the movement of the budget line, and the accompanying activities, from the “Business Improvement District Local Economic Development Initiatives draft work programme 2016-2017” to the work programme of the Community Empowerment Unit (CEU).

11.     Staff from CEU (Operations) will be taking the leadership, and implementation role in undertaking all activities relating to these recommendations.  They will be providing the knowledge and resources to complete the activities required. CEU will have the knowledge of the work involved and are best placed to oversee budgets and respond to queries on these initiatives. It is therefore recommended that the budget for these activities transfer from Local Planning and Development work programme to the CEU work programme for the year commencing 1 July 2016.

12.     Funding for these initiatives will also be reliant on funding agreements being developed between the business associations and council. The funding agreements will outline the expectations between parties, activities to be undertaken and accountability reporting.

Consideration

Local board views and implications

13.     The local board provided feedback on the proposed “Business Improvement District Local Economic Development Initiatives draft work programme 2016-2017” at the workshop on 25 May 2016. There was general support for the continuation of the bulk funding model for crime prevention, safety and economic development initiatives to be managed by business associations.

 

Māori impact statement

14.     A thriving economy contributes significantly to Maori well-being. The projects recommended for funding help create safer business communities which benefit all the community.  Public spaces, and their safety, contribute to Maori well-being, values, culture and traditions.

Implementation

15.     Once approved, the delivery of the initiatives identified in the “Business Improvement District Local Economic Development Initiatives draft work programme 2016-2017” will take place from 1 July 2016. Approval will be reliant on the successful completion of accountability reporting for the 2015-2016 year and the development of appropriate funding agreements for the upcoming year.

16.     The progress of the work programme 2016-2017 initiatives will be reported to the local board quarterly.

 

 

Attachments

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Business Improvement District Local Economic Initiatives draft work programme 2016_2017

41

     

Signatories

Authors

Gillian Plume - Team Leader BID Partnership

Authorisers

Alastair Cameron - Principal Advisor CCO Governance and External Partnerships

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 



Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Ōtara-Papatoetoe 2016/17 Local Economic Development Programme

 

File No.: CP2016/14144

 

  

 

Purpose

1.       To approve the Ōtara-Papatoetoe local economic development programme for the 2016/17 financial year.

Executive summary

2.       This report introduces the proposed 2016/17 financial year Local Economic Development Work Programme for the Ōtara-Papatoetoe Local Board as set out in attachment A.

3.       The proposed work programme comprises, support for the Young Enterprise Scheme.

4.       The total value of the Local Economic Development programme is $1,500

5.       The board is being asked to approve the 2016/17 local economic development programme.

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      approves the 2016 / 17  local economic development programme (Attachment A) as follows:

i)        Young Enterprise Scheme ($1,500)

 

 

Comments

6.       The 2016/2017 local economic development programme has been developed having regard to the Local Board’s priorities for local economic development set out in the Local Board Plan (2014).

7.       The proposed LED programme comprises the following activities.

Young Enterprise Scheme ($1,500)

 

8.       The Young Enterprise Scheme (YES) provides a practical, hands on experience for young people to develop and execute a business idea. The YES is delivered in Auckland on behalf of the Young Enterprise Trust by Auckland Tourism Events and Economic Development (ATEED). The Local Board currently has three schools participating in the YES, Aorere College, Papatoetoe High School and Sir Edmond Hillary Collegiate Senior School.

9.       Fostering youth entrepreneurship is a key requirement for developing an innovative economy and creating employment pathways for our young people. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and real profit and loss. Students learn key work skills and business knowledge including: business fundamentals, planning, interpersonal relations, financial, decision making, reporting, risk management and team work. YES helps create a culture of innovation and entrepreneurship amongst Auckland’s young people.

10.     In delivering YES, ATEED organise the Auckland regional events. These comprise two key events a Dragon’s Den in May and the Regional Awards in October (the winners of these awards attend the national awards in Wellington in November).

11.     In 2015 the Dragons Den and Regional Awards events were held in five sub-regional locations: North, West, Central, South and East Auckland. However, the success of the programme and the resulting growth has resulted in substantially increased event costs. Each event is now required to cater for approximately 3-400 students, plus teachers, business mentors and supporters. The cost of venue hire and the associated cost of delivering these events amounts to approximately $5,000 per event. In total, this equates to approximately $50,000 (5x Dragon’s Den and 5x Regional Awards) to run the programme on a sub-regional basis.

12.     Due to the rising costs, ATEED has had to centralise these events into one centralised Dragon’s Den event in May 2016 and one Regional event in October 2016.

13.     Initial feedback from schools and the local community has been that they perceive considerable value in the delivery of the events at the local (sub-regional) level - in terms of the connections built between schools, and with the businesses. Therefore in order to respond to the feedback ATEED is seeking Local Board support to deliver an expanded programme of events being held in five sub-regional locations, and respond to the feedback that has been received from participants.

14.     Auckland employers and tertiary institutions have also been asked and are contributing both financially and ‘in kind’ to support delivery of the YES in the Auckland region.

15.     A contribution is sought from local boards where there are schools participating in the YES. The amount of support requested has been worked out using a formula of $500 per school in the local board area. It ranges from $500 to $3,500 per local board. The Otara – Papatoetoe Local Board is being asked to contribute $1,500 to the YES as three schools are currently participating in the YES.

Consideration

Local board views and implications

16.     Actions 14 to 17 of the Otara – Papatoetoe Local Economic Development Action Plan relate to supporting innovative firms grow in the local board area. Action 16 seeks to promote and promote the young Enterprise Scheme and encourage participation by schools in the Local Board Area.

17.     The proposed LED programme was presented to the Local Board at the 25 May 2016 workshop, and has been amended to reflect the comments received at that workshop.

Māori impact statement

18.     There are no direct impacts as a result of this report on Maori. However, in implementing the programme consideration will be given to the need to consult with Iwi and consider any impacts on Maori arising from the specific project being undertaken.

Implementation

19.     Following approval by the local board the Local Economic Development team at ATEED will begin to implement the programme as approved by the local board. Where there is a need further scoping of activities will be undertaken and presented back to the local Board as required.

Attachments

No.

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Page

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ATEED Work programme 2016/17

47

     

Signatories

Authors

John Norman  - Strategic Planner Local Economic Development - ATEED

Authorisers

Paul Robinson  - Manager Local Economic Growth - ATEED

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 



Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Approval of Proposed 2016/2017 Local Environment and Development Work

 

File No.: CP2016/10492

 

  

 

Purpose

1.       To approve the proposed 2016/2017 local environment work programme for the Ōtara-Papatoetoe Local Board with a total value of $131,000.

Executive summary

2.       The Ōtara-Papatoetoe Local Board has identified an aspiration in their Local Board Plan 2014-2017 to achieve ‘healthy harbours and waterways’ in their board area.

3.       To give effect to this aspiration the local board has committed $131,000 in total to local environmental projects in their locally driven initiatives (LDI) budget for 2016/2017.

4.       To deliver on these budgets a proposed work programme was prepared and discussed with the portfolio holder on 3 May 2016 and at a workshop with the full board on 25 May 2016 (attachment A).

5.       The proposed work programme consists of nine projects as listed below. Six of these projects contribute to the board’s vision for restoration of the Otara Lakes and Waterways.

·   $8,000 for Manukau Harbour Forum

·   $15,000 for Southern Resource Recovery Scoping

·   $20,000 for Industry Pollution Prevention Programme (IPPP) Wiri/Station Road

Otara Lakes and Waterways Vision Projects ($88,000)

·   $25,000 for Ōtara Lake and Waterways Vision – project coordinator

·   $11,200 for Ōtara Lake and Waterways Vision – planting maintenance

·   $8,000 for Ōtara Lake and Waterways Vision – trust brand development

·   $18,800 for Ōtara Lake and Waterways Vision – riparian planting

·   $5,000 for Ōtara Lake and Waterways Vision – community engagement

·   $20,000 for Ōtara Lake and Waterways Vision – whole of community litter action plan

 

6.       Funding for the Manukau Harbour Forum was approved by the board at its 21 March 2016 meeting (resolution number OP/2016/1). The Southern Resource Recovery Scoping funding was approved by the board at its 16 May 2016 meeting (resolution number OP/2016/72).

7.       This report recommends that the board approve this local environmental work programme and associated budgets for 2016/2017.

 

 

Recommendations

That the Ōtara-Papatoetoe Local Board:

a)      approve the allocation of $131,000 for environmental projects as summarised in the table below:

Project

Budget

Manukau Harbour Forum

$ 8,000

Southern Resource Recovery Scoping

$15,000

Industry Pollution Prevention Programme (IPPP) Wiri/Station Road

$20,000

Ōtara Lakes and Waterways Vision Projects

Ōtara Lake and Waterways Vision – project coordinator

$25,000

Ōtara Lake and Waterways Vision – planting maintenance

$11,200

Ōtara Lake and Waterways Vision – trust brand development

$ 8,000

Ōtara Lake and Waterways Vision – riparian planting

$ 18,800

Ōtara Lake and Waterways Vision – community engagement

$ 5,000

Ōtara Lake and Waterways Vision - whole of community litter action plan

$20,000

Total budget

$ 131,000

 

b)      note that the Manukau Harbour Forum budget line will support year three of the Forum work programme as agreed by the board at its 21 March 2016 meeting.

c)      note that the Southern Resource Recovery Scoping Study budget line will support implementing a southern capacity-building and mentoring programme and the Roots Creative Entrepreneurs #makerhood project as agreed by the board at its 16 May 2016 meeting.

d)      note that any changes to this work programme will be brought back to the board for decision making.

 

Comments

8.       To deliver their local board plan outcome of ‘healthy harbours and waterways’ the Ōtara-Papatoetoe Local Board has allocated $131,000 of its LDI budget to support the delivery of a local environmental work programme.

9.       Staff met with the board at a workshop held on 25 May 2016, to discuss the options for allocation of this local environmental budget and to develop a work programme for 2016/2017.

10.     Based on these discussions, it is proposed that nine projects be delivered by the Infrastructure and Environmental Services directorate (I&ES) as part of the board’s environmental work programme in 2016/2017. A brief description of each of these projects is provided below.

Project One: Manukau Harbour Forum ($8,000)

11.     The board is one of nine boards who make up the Manukau Harbour Forum. As part of its commitment to the Forum, the board endorsed year three of the Forum’s work programme, including a funding commitment of $8,000, at its meeting in March 2016 (resolution number OP/2016/2). This funding will be from the board’s Manukau Harbour Forum budget line.

12.     Year three of the Forum’s work programme is focused on continuing the external communications work through regular newsletters and attendance at events, a second symposium, and a flagship sites programme. Similar to 2015/2016, it is planned to attend up to six events over the summer, and to host up to four flagship sites events.

Project Two: Southern Resource Recovery Scoping ($15,000)

13.     The development of a regional resource recovery network is a key initiative in Auckland Council’s 2012 Waste Management and Minimisation Plan and is a critical element in achieving the plan’s goal of zero waste to landfill by 2040. 

14.     Community recycling centres will be a core part of Auckland’s resource recovery network with the aim of diverting waste from landfill.  As well as supporting waste mininisation, it is anticipated that community recycling centres will have a community development benefit through encouraging social enterprise, upskilling and community capacity building.

15.     The 2016/2017 work programme will support capacity building for the southern network dedicated to:

·     Establishing a capacity-building and mentoring programme to grow the collective capacity of groups involved in resource recovery. This will provide opportunities for new groups to be identified and supported.

·     Continuing to foster collaborations with Auckland Airport, Auckland South Corrections, mana whenua and other key stakeholders to identify and develop opportunities for joint resource recovery ventures.

·     Facilitating and supporting a network of organisations and businesses interested in resource recovery in the south. 

16.     In 2015/2016, the board supported The Roots Creative Entrepreneurs to deliver a pilot fix-it pod activation project which consisted of portable sites set up on selected streets in the Ōtara-Papatoetoe area. Residents brought along items to the pod that were broken to get fixed and at the same time learned how to fix items themselves. The 2016/2017 work programme will further build on the fix-it pod activation project which the board agreed at their meeting held on 23 March 2016 (resolution Number OP/2016/31).

Project Three: Industry Pollution Prevention Programme (IPPP) Wiri/Station Road ($25,000)

17.     The IPPP programme will carry on the work started in the Manurewa Local Board area (MR/2015/49) to cover the entire catchment that drains into the Puhinui stream and Manukau Harbour. 

18.     The purpose of the project is primarily educational. It aims to inform industry and business of the impacts that their activities may be having on local waterways if they are not managed well and to encourage improvements to be made where any issues are identified.

19.     The approach is proactive and non-regulatory with an expert visiting each site, conducting a site inspection, talking to the business owners about potential issues and then following up with a recommendations report to the business if changes are needed.

20.     This approach is recommended in areas where there is a concentration of industry and business close to water bodies, including streams and harbours. The programme involves a GIS mapping exercise to ensure that commercial businesses understand the stormwater network connections in relation to local waterways.

21.     It is recommended that the board allocate $25,000 for this collaborative project with the Manurewa Local Board for 2016/2017. This will complete the programme in the Wiri industrial area which stretches across both board areas.

 

Ōtara Lakes and Waterways Vision Projects

 

22.     The Ōtara Lakes and Waterways Vision Projects total budget of $88,000 aims to have an outcome for the community for ‘a healthy natural environment enjoyed by our communities.’ In 2015/2016 the work programme focused on creating the Ōtara Waterways and Lake Trust, engaging a contractor to provide site preparation, planting plans, plant supply, community planting day support and maintenance services.  The proposed 2016/2017 work programme recommends six sub-projects to further develop these outcomes as described below:

Project Four:  Ōtara Lake and Waterways Vision – project coordinator ($20,000)

 

23.     The aim of this project is to fulfil the vision of the Ōtara Waterways and Lake Project Strategic Action Plan. The mission, as outlined in the plan, is that ‘Through alignment, mobilisation, advocacy, inspiration, consultation, engagement and action, we will lead the restoration of the mauri of the Ōtara waterways and lake and the pride and reconnection of our people to this place.’

24.     The appointment of a dedicated project coordinator to work with the Otara Lake and Waterways Trust, mana whenua and other project stakeholders, will assist with the completion of budgeted actions for 2016/2017, progression of new opportunities as they arise, effective relationship management with other project partners to progress actions from the Strategic Plan and assistance to the Trust. 

25.     It is recommended that the board allocate $25,000 for the appointment of the project coordinator. Development of a scope of work and agreed Key Performance Indicators for the role will be completed by the end of July 2016.

Project Five:  Ōtara Lake and Waterways Vision – planting maintenance

26.     The 2015/2016 work programme delivered riparian planting at Preston Road Reserve and Otara Creek Reserve and ongoing maintenance is planned for the sites. 

27.     It is recommended that the board allocate $11,200 for maintenance of these planting sites which will be undertaken by New Zealand Biosecurity. Four maintenance visits per site are scheduled for 2016/2017. 

Project Six: Ōtara Lake and Waterways Vision – trust brand development ($8,000)

28.     The development of a brand for the Ōtara Lake and Waterways Trust is to be undertaken by the community to ensure it resonates and has a real connection with the local community. This will contribute to a wider brand development exercise and social marketing campaign that engages marae, churches, sports clubs and businesses.

29.     Achieving an understanding of the issues of the Ōtara Waterways will help the community to engage in the process of restoring the mauri and change current behaviours that might be degrading the water. Knowledge needs to be accessible, based on storytelling and history, reflect the culture of our place and be relevant to the groups we are addressing (such as industry, business, residents, partners).  It also needs to be effectively linked to behaviour change.

30.     Everyone who lives in and has an impact on the catchment needs to understand what the issues are for the waterways and lake, how they as individuals contribute to these issues and what they need to act on to improve water quality.

31.     The 2016/2017 work programme will develop an easily recognised brand for a vision of flourishing lake, waterways, wildlife and people.  Short pieces on the history, culture and ecology of the Ōtara waterways and lake will be commissioned, and posted on a digital based platform, such as facebook. Information will be made widely available to the community at events, schools, churches, sports clubs, and marae and through the local media.

32.     It is recommended that the board approve funding of $8,000 for the trust brand development project.

Project Seven: Ōtara Lake and Waterways Vision – riparian planting ($18,000)

33.     Excessive sediment causes major ecological problems for waterways. For Ōtara these problems include sediments smothering stream habitats and aquatic life and the transporting and accumulation of contaminants. Improving and restoring inadequate riparian vegetation to its natural state can assist in reducing sedimentation loss. 

34.     Riparian planting also has ecological benefits for improving water quality, reducing water temperature and improving habitats for native fish, macro and micro invertebrates and other biodiversity gains. 

35.     Restoring waterways to their natural state through riparian planting also plays a major role in improving the connection with people through engaging them in restoring the mauri of the waterways.

36.     It is recommended the board approve funding of $18,000 for the 2016/2017 work programme which will select two sites for riparian planting in the Ōtara-Papatoetoe Local Board area in consultation with community, mana whenua and other expert stakeholders by 30 July 2016. A contractor will then be engaged to undertake site preparation, plant supply and planting supervision for community planting days. The site preparation will commence in October 2016.

Project Eight: Ōtara Lake and Waterways Vision – community engagement ($5,000)

37.     The engagement of Otara Network Action Committee to communicate and engage the Ōtara community in this project will continue from 2015/2016.

38.     Otara Network Action Committee (ONAC) had been operating as a community group for 14 years and transitioned into Otara Network Action Committee Charitable Trust in August 2011. ONAC is able to bring people together to discuss issues of importance as a whole community by working across multiple sectors and communities. They have a robust collaborative network of community groups non-governmental organisations, sector agencies and government departments. 

39.     For the 2016/2017 work programme ONAC will continue to provide assistance with the communication plan, community and cultural protocols, community participation, community consultation and feedback. The communication plans is scheduled to be developed by December 2016.  The community cultural protocols advice is scheduled to be documented and reported by December 2016 and community groups will be requested to assist with planting days by 1 May 2017.

40.     It is recommended that the board approve funding of $5,000 for this community engagement project.

Project Nine:  Ōtara Lake and Waterways Vision – whole of community litter action plan ($20,000)

41.     The development, resourcing and implementation of a whole-of-community action plan responding to litter will focus on improving knowledge of the issue, building commitment to avoid discarding litter and motivating individuals to do the right thing.

42.     Due to the overall degradation of water quality in the waterways and lack of access and inviting connection to these spaces, the Ōtara waterways and Lake have become a convenient dumping ground for litter and waste. This includes litter being blown into the site and deliberate dumping of items such as whiteware, shopping trolleys and bags of rubbish.

43.     Not only is this visually unappealing and dangerous, it can also attract vermin and more litter. Stream corridors with rubbish are often perceived by the public as having poor water quality which therefore discourages interaction and meaningful exchanges with waterways.

44.     The 2016/2017 work programme will produce a whole-of-community action plan on littering, led by the community that could include the following components:

·    a social marketing campaign that engages schools, marae, churches, sports clubs and business to increase awareness and understanding of the issue

·    a volunteer brigade, supported by Auckland Council, mobilised to clean up existing litter, with different groups adopting different areas to keep them clean long term.

·    support to local resource recovery initiatives (recycling and up-cycling areas)

·    one-on-one engagement in litter trouble spots to explain how to do the right thing

·    more bins and other appropriate waste disposal options

·    serious litterers held to account for their actions

·    event clean-up plans including zero waste policy

·    incentives such as annual awards

·    monitoring of the waterways including community initiatives of ‘ownership’ and price of place

·    strategic planting to trap windblown litter as it moves from the streets to the waterways

 

45.     It is recommended that the board approve funding of $20,000 for the whole of community litter action plan.

Consideration

Local board views and implications

46.     The projects noted above align with the local board environmental outcome of ‘healthy harbours and waterways’ identified in the Ōtara-Papatoetoe Local Board Plan.

47.     As detailed above this draft environmental and development work programme was discussed with the board at a workshop on 25 May 2016 and their feedback has been incorporated into the recommendations in this report.

Māori impact statement

48.     This report provides information for environmental and development projects. It is recognised that environmental management, water quality and land management has integral links with the mauri of the environments and concepts of kaitiakitanga.

49.     Some of the identified activities are of interest to Māori and, where appropriate, provisions for mana whenua participation, contribution, and consultation will be incorporated. Table three below highlights how each project in the board’s work programme is expected to contribute to Māori outcomes or which requires consultation and engagement.

Project

Māori Outcome Assessment

Manukau Harbour Forum

 

The Manukau Harbour Forum hosts up to three hui per year with mana whenua to receive feedback on its work programme.

Mana whenua will be asked to participate in the development of the next three year work programme, noting the Forum will need to be reconstituted after the 2016 local elections.

Southern Resource Recovery Scoping

Representatives from 12 mana whenua and seven mataawaka organisations were engaged through the scoping study. Although no specific opportunities for collaboration were identified, members of The Southern Initiative’s Maori Advisory Group and attendees of council’s monthly mana whenua information hui saw potential for collaboration. They were supportive of continued consultation and discussion on the opportunities as they emerge. A number of mataawaka organisations are now involved in community-led resource recovery initiatives in the study area.

Industry Pollution Prevention Programme (IPPP) Wiri/Station Road

The outcomes of the project include enabling, empowering and respecting tangata whenua in their katikati role, work focused on maintaining balance of the mauri of waterways and harbour, acknowledging and incorporating matauranga Maori in the delivery of the programme and respecting the customary authority of mana whenua.

Ōtara Lake and Waterways Vision

 

·      Specific consultation and engagement with mana whenua has not been carried out on creation of the coordinator role. However, this role is expected to contribute to Māori cultural outcomes through improving the mauri of the Ōtara Waterways and Lake.

·      Engagement with mana whenua and mataawaka living in the local community will be carried out in the development of a brand for the project.

·      The riparian project has potential to contribute to Māori cultural outcomes through enhancing the mauri of the Ōtara Lakes and Waterways. Mana whenua will be consulted when selecting the two sites for riparian planting.

·      Mana whenua and seven mataawaka organisations will have an opportunity to participate in planning and implementation of the community engagement.

·      Local marae will be engaged in the development of a whole of community litter action plan.

Implementation

50.     Regular reporting on project delivery will be provided through the quarterly performance report and via regular environmental portfolio catch ups. Any major changes to the projects will be brought to the board for its consideration.

 

 

Attachments

There are no attachments for this report.     

Signatories

Authors

Desiree Tukutama - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Coastal Management Framework for the Auckland Region

 

File No.: CP2016/06194

 

  

 

Purpose

1.       To update the Ōtara-Papatoetoe Local Board on development of a coastal management framework for the Auckland Region, and outline the process for refining a collaborative decision-making framework in consultation with all Local Boards.

Executive Summary

2.       Improved coastal management and coastal erosion were highlighted as regional priorities in the feedback received during the development of the Long-term Plan 2015 – 2025. As a result of these discussions the governing body resolved that ‘a wider erosion, sea level rise and inundation study to be brought back to council’ (Resolution number BUD/2015/53).

3.       Key principles for a coastal management framework were discussed and agreed at a workshop with Regional Strategy and Policy Committee (RSPC) members on 6 August 2015.

4.       The agreed objectives and overarching principles informed the preparation of a draft report which was presented to the RSPC on 3 December 2015.

5.       The committee resolved (REG/2015/101) to:

“a)    Approve the coastal management approach for the Auckland Region and the associated supporting principles.

b)      Approve the use of coastal compartment management plans (CCMPs) as the key vehicle to implement a regional approach to coastal management.

c)      Approve the development of a communication plan to raise public awareness of coastal management issues, including climate change.”

6.       The Coastal Management framework needs to include coastal asset management decision-making criteria.  Decision-making will be implemented via the Coastal Compartment Management Plans.

7.       Feedback in respect of the decision making criteria is sought from the Ōtara-Papatoetoe Local Board from the Coastal Management Services team.

 

8.       A revised coastal management framework will be presented to RSPC for approval in July or August 2016. If approved, the programme for implementation of coastal compartment management plans across the Auckland region will be advised in consultation with all local boards.

 

 

Recommendations

That the Ōtara-Papatoetoe Local Board:

i)        Receive the report titled: Draft Coastal Management Strategy for the Auckland Region.

 

 

Comments

9.       The Auckland region is characterised by 3,200km of coastline which is of high environmental, social, cultural and economic value. However, the complexity of coastal processes combined with the pressures associated with coastal erosion, climate change, future growth and limited funding pose significant management challenges for Auckland Council.

10.     The importance of effective coastal management is emphasised by Auckland’s diverse and dynamic coastline combined with the region’s exposure to a range of coastal hazards. The potential impacts of climate change will exacerbate such hazards and place increasing risk on Auckland’s coastal population, infrastructure and other assets.

11.     The technical limitations and costs associated with reactive coastal management techniques highlight the need for sustainable management of our coastline. It is therefore imperative to carefully consider the future location, design life and purpose of new assets based on an appreciation of the entire coastal system. A sensitive balance of coastal management approaches and options are required, covering a range of ‘hard’ and ‘soft’ engineering solutions combined with more adaptive approaches.

12.     The draft coastal management framework is titled a strategy, although feedback from the RSPC is that it should be renamed an approach or framework to better reflect the operational focus.

13.     The primary aim of the framework is to develop a best practice, inclusive, operational approach for Auckland. A decision making framework requiring local board and key stakeholder input is also promoted. Feedback received during local board workshops will help inform the development of this decision making framework, and ensure that it is responsive to different community values and priorities.

14.     The framework sets out the rationale for the development of prioritised coastal compartment management plans to facilitate sub-regional management approaches. Selection of priority sites (coastal cells) for coastal compartment management plans will be driven by the decision making framework, in consultation with local boards, and an integrated assessment of the coastal system over a 100 year timeframe (as required by the New Zealand Coastal Policy Statement) to encapsulate the key management principles.

15.     Coastal compartment management plans are intended to be based on a series of additional tools identified in the wider framework. These include, but are not limited to, acquisition of comprehensive asset data, development of council operational policy, robust technical guidance and associated design standards, and continued regional research in relation to coastal hazards and climate change.

16.     The draft coastal management strategy articulates the environmental, social, cultural and economic values of the Auckland coast. Its dynamic nature combined with the complexity of coastal processes and the future uncertainties associated with climate change and future growth impacts reinforces the need to manage the coast in an appropriate and sustainable manner.

 

17.       The key conclusions of the draft strategy are as follows:

 

·     A strategic approach to coastal management for Auckland Council is required when considering our key roles and responsibilities as asset owners, regulators and emergency management coordinators.

·     Appropriate aims and objectives have been proposed and a series of tools to deliver them identified.

·     Overarching principles to be embodied in all works associated with the coastal strategy have been developed and are clearly defined.

·     The development of a decision-making framework and supporting technical guidance (including operational policy and design standards) to support option development and delivery is essential and needs to be further progressed in a collaborative and consultative way.

·     Coastal compartment management plans are a key tool for implementing high-level strategic approaches (i.e. do nothing, protect, managed realignment and adapt) to managing our coastline. They offer flexibility in managing our variable coastline and identifying suitable approaches for current and future intervention decision-making.

·     There is a need to invest in our continual understanding of coastal hazards and climate change to build on our current foundation to inform future decision making.

Consideration

Local Board views and implications

18.     A series of workshops has been completed with 17 of the 21 local boards. Consultation with local boards has assisted with determining local priorities and areas of high risk, as well as respective roles and responsibilities. In addition, discussions with local boards have enabled confirmation of their levels of input to the wider strategy and coastal compartment management plans; including potential budgetary considerations. 

Māori impact statement

19.     The development of this region wide strategy is of significant interest to mana whenua in their role as kaitiaki of Auckland’s natural environment. The relationship between natural resource management and cultural wellbeing, giving effect to kaitiakitanga and the integration of mātauranga Māori are central to this interest.

20.     Māori values, and engaging with mana whenua, will play a key part in the development of the strategy, with important consideration given to mātauranga Maori, as well as the concepts of mauri and wai.

21.     The draft strategy outlines a commitment to recognising and providing for the relationship of Māori culture and traditions with their ancestral lands, water, sites, wahi tapu and tāonga. To ensure this is, it is proposed that council:

 

·   Recognises and involves mana whenua in coastal management decision-making and planning processes as kaitiaki

·   Provide opportunities for an increased level of meaningful engagement around management of our coastal resources and landscape responses

·   Engage mātauranga Maori and Te Aranga design principles in research and design of coastal management systems

22.     Regional Huis have been scheduled for July and August to to enable more detailed discussion in respect of the decision making criteria and associated process for preparing coastal compartment management plans.

Implementation

23.     At this time, the actions identified within this report can be delivered through existing council resources and budgets.

24.     However, there is potential for more investment to be required for specific projects and related management responses, depending on the results of the investigations, reviews and prioritisation exercises described in the draft strategy.

Attachments

There are no attachments for this report.    

Signatories

Authors

Paul Klinac – Coastal Management Manager

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Housing for Older People Partnering Proposal

 

File No.: CP2016/11958

 

  

 

Purpose

1.       This report seeks feedback on Auckland Council’s Housing for Older People (HfOP) Partnering Proposal.

Executive summary

2.       The council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. A list of these sites is included in the HfOP Consultation document (Attachment A).

3.       In June 2015 the Auckland Development Committee (ADC) resolved to explore how council could deliver the HfOP service through a partnership approach. In December 2015 the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with a preferred partner on the partnering proposal.

4.       The partnering proposal, in summary, is for the council to:

·        partner with a third-party social housing provider to create a new legal entity in the form of a new community housing provider (CHP).  The CHP will  have control over the portfolio assets, including responsibility for maintenance and tenancy services through a long-term lease, and will seek access to government subsidies

·        delegate to Panuku the authority to work with the third party community housing provider to redevelop the portfolio under a framework arrangement; and

·        adopt a new policy on “Housing for Older People partnering” to apply to all decision-making on the proposal

 

5.       This proposal allows the council to benefit from external expertise to:

·        improve the quality of housing - the CHP will be able to access the Income-Related Rent Subsidy (IRRS) from central government to help improve and develop the portfolio

·        improve tenant satisfaction – more tenants are dissatisfied with the service the council is currently able to provide. Partnering with a third party social housing provider will bring in new expertise into the operations so we can find new innovative and cost effective ways to lift satisfaction and redevelop the portfolio to improve the quality of housing.

 

6.       As the HfOP portfolio is a strategic asset under both the LGA 2002 and the council’s Significance and Engagement Policy, the proposal to transfer control of the portfolio triggers a statutory requirement to publicly consult on the proposal, and to amend the Long-term Plan (LTP) 2015-2025 through a special consultative procedure, before the council can agree to adopt the proposal.

7.       The Governing Body approved a consultation document at its meeting on 25th May 2016 which will form the basis of this consultation during the month of June 2016.

8.       Local boards are now invited to submit formal feedback on the partnership proposal (Attachment A) and a proposed new policy on HfOP partnering (Attachment B) through business meetings in June and July 2016.

 

 

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      provide feedback on

i.      the Housing for Older People Partnering Proposal and

ii.     the proposed Housing for Older People Partnering Policy

 

 

Comments

9.       Auckland Council currently owns 1,412 HfOP units spread across 62 sites in the north, south and west of Auckland covering 26 hectares of land. The portfolio is currently operated by Auckland Council’s Arts, Community and Events (ACE) and Community Facilities departments.

10.     In 2013 the government changed how social housing would be delivered in New Zealand by making a number of reforms. This included providing third party social housing providers with an IRRS, which was historically only provided to Housing New Zealand. Councils and council-controlled organisations are still unable to access this subsidy.

11.     In June 2015, the Auckland Development Committee (ADC) resolved to explore changing how the council would deliver the HfOP service. It agreed to explore a partnership approach, where the council would partner with a third party social housing provider in the management of the portfolio and to establish a new community housing provider (CHP).

12.     The council is committed to maintaining 1,412 units within the HfOP portfolio, as a strategic asset, and may seek to increase the number, subject to further council approval on additional funding and any consultation requirements.

13.     In December 2015 the ADC endorsed Panuku Development Auckland (Panuku) to proceed with undertaking feasibility work with the preferred partner on a partnering proposal. Panuku, on behalf of Council, issued a request for proposal and the council currently has a non-binding arrangement with The Selwyn Foundation as the potential third party social housing provider that council may enter into partnership arrangement with.

What Auckland Council is proposing:

14.     The council is proposing that it partner with a third party social housing provider to enter into a management agreement over the council’s 1,412 units and delegate Panuku Development Auckland (Panuku) to act on council’s behalf to develop the portfolio.

15.     Management agreement:

a)   Partner with a third party social housing provider to form a new legal entity, in which the council will have a minority interest. This will be a Community Housing Provider (CHP) to manage the council’s Housing for Older People (HfOP) portfolio.

b)   The legal structure of this CHP will likely be in the form of a limited partnership (NZ registered) between Auckland Council and the third-party social housing provider under a framework arrangement.

c)   The CHP will have control over the portfolio assets, which includes responsibility for maintenance and tenancy services. Legal ownership will remain with the council.

d)   It will include a long-term lease which from an accounting perspective requires a write-off of the assets from the council balance sheet.

e)   The CHP will be structured to be able to receive the government’s Income Related Rent Subsidy (IRRS). We are not able to quantify how much will be received under this scheme as the subsidy, which is paid to the housing provider, is based on a percentage of a tenants income. It will reflect the difference between the income related rent and the market rent. It will also only be paid out for future tenants not current tenants.

f)    The council will provide a $32.5 million capital grant to the CHP, which is equivalent to the current budget for the portfolio renewal maintenance.

16.     Development agreement:

a)   Delegate to Panuku, a council-controlled organisation, the authority to act on behalf of Auckland Council to work with the third-party social housing provider to redevelop the portfolio.

b)   Panuku, as Auckland Council’s development agency, will provide skills and expertise to support the development of HfOP portfolio.

c)   This includes, over time, selling some land and buildings to help fund the improvement of the quality of the HfOP portfolio.

d)   The council will provide a $20 million development loan facility which will support the development until sales proceeds can be realised. The sales proceeds will cover repayment of the facility and any associated interest.

17.     These will be carried out in accordance with the new policy to be adopted. A representation of this is shown in Attachment A.

Why is Auckland Council proposing this?

18.     The proposal allows the council to benefit from external expertise to improve tenant satisfaction and the quality of its social housing. There are a few areas of this portfolio that need improvement.

19.     To improve the quality of housing:

Currently, the HfOP portfolio has many poor quality units.  This is clearly not acceptable for the council or its tenants. By partnering with a third party social housing provider we will be able to ensure over time that:

a)      the portfolio can benefit from new external funding from the government, through access to the IRRS

b)      the portfolio will be upgraded and new housing developed to reflect modern standards

c)      the portfolio will become more connected to public transport and other necessary services.

 

20.     To improve tenant satisfaction:

More and more tenants are dissatisfied with the service the council is currently able to provide, as shown in Graph 1. This is unlikely to improve without some change to how we provide the service. Partnering with a third party social housing provider will improve our tenant satisfaction by:

a)      adding new expertise into the operations of the service so we can find new innovative, cost effective ways of lifting satisfaction.

b)      redeveloping the portfolio to improve the quality of housing, giving our tenants a better quality of life.


 

 

Graph 1:        Long-term Plan 2015-2025, Level of Service Measure:
Tenant satisfaction over time

 

Title: Graph 1: Long-term Plan 2015-25, Level of Service Measure: Tenant satisfaction over time. - Description: This graph shows how this proposal is projected to improve tenant satisfaction over time, as outlined in the council's Long-term Plan.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

How does the proposal compare with other options?

 

21.     The council has been developing the HfOP partnership model proposal since April 2015. The options were developed on the basis that the council has opted to continue to provide housing for older people. Three main practical options (including the proposal) are explained in the following table. Other options identified by the council are listed in the Supporting Information but have not been considered as reasonably practical options at this stage.

Option

Service level impact

Rates impact

Debt impact

Achieves the council’s objectives?

Advantages

Disadvantages

Status Quo:

Continue to manage and develop the housing without external support.

Actual tenant satisfaction levels are at 64 per cent which is well under the target average of 75 per cent. This means the council will be increasingly unlikely to meet its targets over time.

No impact – however tenant satisfaction levels are unlikely to be met.

No impact – however tenant satisfaction levels are unlikely to be met.

·   Does not grow the community housing sector.

·   Does not improve quality of housing.

·   Does not access non ratepayer funding.

·   The council retains full control over the assets.

·   No costs associated with change.

·   Does not address the falling tenant satisfaction.

·   Reliant on rates funding.

Sell or gift portfolio to a CHP:

Sell or gift the units and land to an existing CHP with conditions to ensure the provision of social housing remains.

 

Tenant satisfaction will likely decrease, as it will be difficult for the council to control the quality of housing.

Neutral to slightly positive

The sales proceeds would depend on the conditions placed on the sale. Depending on the conditions placed this could significantly reduce the proceeds from the sale.

Slightly positive to negative

The debt impact would depend on whether the council would still provide the capital grant for improvements to the housing, and any other conditions placed on the sale.

Partly. The council is no longer responsible for providing 1,412 housing for older people units. But, this may grow the wider community housing sector.

·   The council no longer has any risk for operating the portfolio.

·   This may grow the wider community housing sector.

·   The council will have no ownership or control over the units.

·   Long term provision of the service is not guaranteed.

·   The council would not own land and buildings as assets.

The proposal (partnering with a third-party housing provider under management and development agreements)

 

 

Tenant satisfaction will increase, as the council will be able to rely on new expertise from the third party social housing provider, unlock access to government funding and can redevelop the portfolio to improve quality.

Negligible to

slightly negative

Negative

(Debt increases by $48.4 million for the management agreement and a further potential $20 million for the development loan facility).

 

Yes. The proposal aims to increase tenant satisfaction to targeted levels.

·   Allows for an improvement of the quality of housing.

·   Unlocks access to government funding.

·   The council will lose some control over the units.

·   Requires monitoring of an external entity.

·   Development could cause disruption for tenants.

 

 

Proposed Housing for Older People Partnering Policy

22.     In order to include this change in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

23.     This policy sets key decision making criteria that are designed to ensure that the council will maintain or improve the quality of housing and tenant satisfaction without overly exposing the council to financial impacts and risk, through:

·        general decision making on the council’s HfOP portfolio

·        the management of the HfOP portfolio by the new CHP

·        the arrangements for the possible redevelopment and/or sale of parts of the HfOP portfolio

A copy of the proposed policy is included in Attachment B.

 

Requirement to consult

24.     The HfOP portfolio is considered a strategic asset under both the Local Government Act (LGA) 2002 and the council’s Significance and Engagement Policy. Any proposal to transfer control or ownership of a strategic asset(s) triggers a statutory requirement to publicly consult and to provide for it in the long-term plan.

25.     In order to include this in the current Long-term Plan (LTP) 2015-2025, a new enabling policy will need to be adopted.

26.     Public consultation in June and feedback from local boards will inform the Governing Body’s decision on the partnership proposal and the proposed new policy on HfOP partnering.

Public consultation

27.     A consultation document (Attachment A) and supporting information has been approved by the Governing Body and will be used to consult with the public regarding the proposal to transfer control of the HfOP portfolio to a CHP and redevelop the current housing units.

28.     The consultation document lists the advantages and disadvantages of the proposal as well as the two key alternatives in page 8. The assumptions underlying the proposal, including risks and details on the options analysis, are set out in the supporting information in pages 53, 54 and 56.

29.     The consultation document also provides three main options that have been identified for the delivery of the council’s HfOP service, with the preferred option being the partnership proposal.

30.     The public consultation period is 1 June 2016 – 1 July 2016.

31.     The consultation document was delivered to 1,412 units, local board offices, service centres and libraries before 1 June 2016.

32.     The consultation document includes a feedback form which is expected to be the primary mechanism Aucklanders will use to provide their feedback on this consultation.  The feedback form is also made available online, in local board offices, service centres and libraries. Feedback forms can be submitted via freepost, email or completed online.

33.     There are various Have Your Say (HYS) events planned across the region. The locations were picked so that they are easily accessible for HfOP tenants to attend. These events are listed below for your perusal:

Venue

Date

Time

Takapuna Library

7 June 2016 (Tuesday)

9am – 1pm

Devonport Library

8 June 2016 (Wednesday)

9am – 1pm

Northcote Library

9 June 2016 (Thursday)

11am – 3pm

Glenfield Library

10 June 2016 (Friday)

10am – 11am

New Lynn War Memorial Library

14 June 2016 (Tuesday)

9am – 1pm

Titirangi Library

15 June 2016 (Wednesday)

11am – 3pm

Waitakere Central Library

16 June 2016 (Thursday)

9am – 1pm

Te Atatu Peninsula Community Centre

17 June 2016 (Friday)

2pm – 3pm

Mangere Town Centre Library

21 June 2016 (Tuesday)

9am – 1pm

Sir Edmund Hillary Library, Papakura

22 June 2016 (Wednesday)

9am – 1pm

Pukekohe Library

23 June 2016 (Thursday)

9am – 11am

Waiuku Library

23 June 2016 (Thursday)

12pm – 2pm

Otara Senior Citizens’ Club

24 June 2016 (Friday)

10am – 11am

34.     Public feedback will also be collected at HYS events scheduled from 7 to 24 June 2016. The primary purpose of these events is for elected members or delegates to listen to the views of Aucklanders.  Staff will ensure public feedback is accurately recorded.

35.     The role of elected members (and delegates) at these events is to listen and to provide members of the public with an opportunity to provide their views verbally. 

36.     Staff recommend that delegations are made to councillors, local board members and staff to hear feedback. This is to ensure there is a sufficient number of people able to have spoken interaction with public.

37.     Staff will be in contact with tenants to coordinate logistics to ensure that they have the opportunity to attend the HYS events.

38.     The ShapeAuckland website will be the digital hub for the HfOP communications and engagement campaign. There are a variety of ways in which digital and social media channels will be used to support the communications campaign.

Consideration

Local board views and implications

39.     Local board members have received updates through quarterly performance reports, on the region-wide initiative led by Panuku to investigate options to partner with community housing providers to manage and develop the HfOP portfolio.

40.     A briefing for local board members was held on this initiative on 30 November 2015.

41.     Local board members were updated in May 2016 through a memo outlining the consultation process as well as invitations to attend Have Your Say events to hear public feedback.

42.     Local boards are now invited to submit formal feedback through business meetings in June and July 2016.

43.     The report to be presented to the Governing Body at its meeting on 28 July 2016 will include all feedback received from local boards. Feedback from the local boards will inform the Governing Body decision on this matter.

Māori impact statement

44.     The new CHP will have a role in giving effect to outcomes directed by the council’s Māori Responsiveness Framework. This includes recognition and protection of Māori rights and interests within Tāmaki Makaurau and addressing and contributing to the needs and aspirations of Māori. In order to do this, throughout the development of this proposal various Māori groups have been consulted with. To progress this engagement Panuku has established a Mana Whenua Governance Group comprising four senior representatives of Mana Whenua, plus senior representatives of Panuku and the preferred partner.

Implementation

45.     A report containing consultation feedback and advice on adopting the HfOP Partnering Policy to amend the LTP 2015-2025 and a delegation to Panuku to carry out the partnering arrangement will be presented to the Governing Body at the meeting on 28 July 2016.

 

 

 

Attachments

No.

Title

Page

aView

Consultation document

69

bView

Housing for Older People Partnering Policy

97

     

Signatories

Authors

Kat Teirney - Team Leader – Community Facilities, South

Authorisers

Graham Bodman – General Manager Arts, Community and Events

Karen Lyons – Manager, Local Board Services

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 





























Ōtara-Papatoetoe Local Board

18 July 2016

 

 




Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Draft 2016 Elected Members’ Expenses Policy

 

File No.: CP2016/11957

 

  

 

Purpose

1.       To seek the views of the Ōtara-Papatoetoe Local Board on the draft 2016 Auckland Council Elected Members’ Expenses Policy.

Executive summary

2.       Each electoral term, the Remuneration Authority requires all councils to adopt an expenses policy and forward the adopted policy to the Remuneration Authority for its approval.

3.       The expense policy provides the rules for elected members’ reimbursement for expenses they incur whilst performing their duties.

4.       The governing body last adopted an expenses policy in July 2014. The Remuneration Authority has requested the council’s policy for July 2016 – June 2019. The governing body will be asked to adopt the 2016 policy at their 21July Finance and Performance Committee meeting.

5.       Staff have reviewed the operation of the current policy and have updated the policy to:

·    have clear principles of what is considered appropriate elected member expenditure

·    remove the duplication of Remuneration Authority allowance tables

·    replace complicated travel, development and conference attendance  approvals with a ‘one up’ approach that requires senior elected member or senior staff approval.

6.       The amended policy is attached.  In addition to the substantive changes, the language and presentation of the policy have been updated to make it more accessible.

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      provides comments on the draft 2016 Elected Members’ Expense Policy to the governing body.

 

 

Comments

7.       The Remuneration Authority (the Authority) sets remuneration for elected positions in local government annually. It also sets the rules for reimbursement of costs met by members in undertaking their duties.

8.       In its determination, the Authority details some work-related expenses for elected members:

·        the maximum allowances payable by councils to elected members for certain activities, such as transport and communications

·        The criteria for and amounts payable to, elected members sitting on resource consent hearings.

9.       Additionally, the Authority determines the nature of reimbursements made to elected members for costs undertaken on council business.

10.     The Authority requires each council to adopt an expenses policy. The current policy was last approved in July 2014.  It is necessary to review and update the policy prior to sending it to the Authority for approval.

11.     The Auckland Council Elected Members’ Expenses Policy (the policy) sets out the council’s rules under which elected members may be reimbursed or paid allowances for personal costs that arise in the course of council business.

12.     In the draft policy, general travel, accommodation and insurance claim rules have been retained. The continued requirement for a business case for international travel and the publication of all elected member expenditure will ensure transparency. Staff will continue to support the elected members with the required paperwork. The proposed changes relate to the authorisation of expenditure and the introduction of the council’s Elected Member Development Programme.

 

Substantive changes

Professional development and attendance at conferences

13.     The new policy includes provisions related to the 2016-2019 Elected Member Development Programme. Professional development included in the core professional development programme will be pre-authorised. This means that elected members will not be required to provide a business case for development or attendance at conferences that are covered by the development programme.

14.     Pre-authorisation is subject to the principles of the policy. The funds must be budgeted for and authorised by the appropriate senior manager.

15.     If elected members want to undertake development activities outside the elected members’ core development programme, a written request must be made to the Manager Democracy Service or the Manager Local Board Services.

 

Domestic travel approval

16.     Changes have been made to approvals. The draft policy reflects a ‘one up’ approach that requires senior elected member or senior staff approval.

17.     Currently elected members are required to seek authorisation from a senior staff member and either the Mayor, the Deputy Mayor, the chair of a committee of the whole or the chair of their local board.

18.     To make authorisations more efficient the draft policy has been amended to allow the Governance Director or the Manager Democracy Services to authorise travel and sundry expense claims for governing body members.

19.     For local board members, the draft policy has been amended with the Governance Director proposed as the approver for local board members and chairpersons.

 

International travel approval

20.     For international travel for the Mayor and the Deputy Mayor, in addition to the Chief Executive, the Chair of the Finance and Performance Committee has been added as an approver. This gives additional flexibility for approval if the Chair of the Audit and Risk Committee is not available at that time.

21.     For all other elected members the draft policy proposes that the Mayor or Deputy Mayor or the Chair of the Risk and Audit Committee or the Chair of the Finance and Performance Committee and the Chief Executive or the Governance Director are the approvers.

22.     For sundry expense claims following international travel, the draft policy has been amended to allow the Chief Executive or the Governance Director to authorise the Mayor and the Deputy Mayor claims; the Governance Director or Manager Democracy Services to authorise governing body member claims; and the Governance Director or the Manager Local Board Services to authorise local board member claims.  

23.     The probity check to this approach is threefold:

·    the trip must meet the principles of the policy

·    it must be authorised by a senior elected member or senior staff member (a ‘one up’ authorisation) and

·    all expenditure incurred by elected members on council business continues to be published.

 

24.     The new approvals are in the table below. Changes are underlined.

Table 1. Changes to approvals

Item

Proposed

Previous term

Approvals for domestic travel outside of Auckland – Mayor

No change

·    The Chair of the Audit and Risk Committee

·    or the Chair of the Finance and Performance Committee

Approvals for domestic travel outside of Auckland – Deputy Mayor

·    The Mayor or

·    The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance

 

·    The Mayor

·    or the Chair of a Committee of the Whole

Approvals for domestic travel outside of Auckland – councillors

The Governance Director or the Manager Democracy Services

·    The Deputy Mayor

·    or the Chair of a Committee of the Whole

Approvals for domestic travel outside of Auckland – local board Chair

The Governance Director or the Manager Local Board Services

·    Governance Director

·    and report to business  meeting

Approvals for domestic travel outside of Auckland – local board members

The Governance Director or the Manager Local Board Services

·    The Local Board Chair

·    and report to business  meeting

Approvals for international travel - Mayor

·    A business case and both:

·    The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee

·    And the Chief Executive

A business case and both:

·    the Chair of the Audit and Risk Committee

·    and the Chief Executive

Approvals for international travel– Deputy Mayor

·    A business case and both:

·    The Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee

·   And the Chief Executive

A business case and

 

Both:

·    the Mayor or the Chair of a Committee of the Whole

·    and the Chief Executive

Approvals for international travel – Governing Body members

·    A business case and both:

·    The Mayor or the Deputy Mayor or the Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee

·   And the Chief Executive or Governance Director

A business case and

 

Both:

·    the Mayor or the Deputy Mayor

·    and the Chief Executive or the Director Governance

Approvals for international travel – local board members

·    A business case and both:

·    The Mayor or the Deputy Mayor or the Chair of the Audit and Risk Committee or the Chair of the Finance and Performance Committee

·   And the Chief Executive or Governance Director

A business case and

 

Both:

·    Endorsement by the Local Board

·    then approval by the Chief Executive or the Director Governance

 

If urgent approval is needed:

·    Endorsement by the Chair

·    then approval by the Chief Executive or the Director Governance

·    then retrospective endorsement by the Local Board

Development programmes and conferences

Pre-approved, subject to the cost falling within the annual professional development budget

Various authorisation depending on the role of the requester

Hosting official visitors

If necessary, budget holder approval

Personal expenditure can be reimbursed

 

25.     Other changes have been made throughout the policy to update, clarify or align the policy with current good practice. In addition the language and presentation of the policy have been updated to make it more accessible.

Consideration

Local board views and implications

26.     This report is seeking local board views.

Māori impact statement

27.     This policy is a requirement of the Remuneration Authority. It is for internal use and does not have specific implications for Māori.

Implementation

28.     The Elected Members’ Expenses Policy will come into force once approved by the Remuneration Authority. This is expected to be in July 2016.

 

 

 

Attachments

No.

Title

Page

aView

Draft Auckland Council Elected Members’ Expense Policy 2016

107

     

Signatories

Authors

Jo Iles, Business Hub Manager, Democracy Services

Authorisers

Marguerite Delbet - Manager Democracy Services

Lou Lennane - Acting Manager Local Board Services

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 















Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Local Dog Access Review - hearing panel

 

File No.: CP2016/14518

 

  

Purpose

1.       To propose that the Ōtara Papatoetoe Local Board reconsider the appointment of the panel to hear and deliberate on the submissions to the proposed changes to dog access and confirm the hearing date.

Executive Summary

2.       The board resolved in May 2016, Resolution number OP/2016/86

            MOVED by Member SC Grey, seconded by Member MA Gush:  

That the Ōtara-Papatoetoe Local Board:

f)       appoints a panel of the whole to receive, hear and deliberate on submissions and       other relevant information and decide on changes to local dog access rules.

3.       The panel of a whole requires a quorum of four members.  Due to the constraints on the timing of hearings, deliberations and business meetings due to the 2016 local government elections, there is a risk that this may not be possible and the hearing would lapse.

4.       A panel of three or four members requires a quorum of two.

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      re-confirm resolution OP/2016/86 f) to appoint a panel of the whole to receive, hear and deliberate on submissions and other relevant information and decide on changes to local dog access rules.

Or

b)      revoke resolution OP/2016/86 f) to appoint a panel of the whole to receive, hear and deliberate on submissions and other relevant information and decide on changes to local dog access rules.

c)      appoint a panel of three or more members to hear and deliberate on the submissions and other relevant information and decide on changes to local dog access rules.

d)      confirm the hearing date to be Wednesday 31 August 2016, commencing at 10am in the Totara Room, Level 1, Manukau Civic Centre, 31-33 Manukau Station Road, Manukau.

 

 

Discussion

 

3.       The May report included two options in relation to the hearings panel:

Option 1 – Appoint a panel of three or more members

4.       Under this option a hearings panel of three or more members will need to be established to hear and deliberate on the submissions. The hearings panel would then make a recommendation to the local board at their next business meeting to either adopt the recommendations or refer the matter back to the hearings panel for reconsideration. The local board is not able to substitute its decision with that of the hearings panel without rehearing the submissions.  

Option 2 – Appoint a panel of the whole board.

5.       Under this option the whole local board would hear, deliberate and make the decision on the changes to the dog access rules. The decision of the hearings panel would be included in the agenda of the next local board meeting for information purposes only.

6.         The following table outlines the advantages and disadvantages of each option.

Option

Advantages and Disadvantages

Option 1 –

appoint a panel of three or more members

Advantages

·      only the local board members on the hearings panel need to attend the hearings and deliberations

Disadvantages

·      not all members of the local board hear the verbal submissions before making a collective decision on the dog access rules

·      if the local board disagrees with the recommendation of the hearings panel, the decision must be referred back to the hearings panel for reconsideration.  

Risks

·    constraints on the timing of hearings, deliberations and business meetings due to 2016 local government elections

·    potential for disagreement between hearings panel and local board on matters that are contested by the general public.

Risk mitigation

·    delegate decision making power to the hearings panel or hold an extraordinary local board business meeting to consider recommendation of the hearings panel if currently scheduled local board business meetings do not meet the required time frames.

Option 2 – appoint a panel of the whole board

Advantages

·    all members of the local board hear the verbal submissions before making a collective decision on the dog access rules

·    a final decision on the dog access rules can be made at the time of the deliberations without the need for a recommendation to be reported back to a local board business meeting

·    collective local board responsibility for decisions on dog access rules.

Disadvantages

·    greater time commitment required from all local board members to attend the hearings and deliberations.

Risks

·    constraints on the timing of hearings, deliberations and business meetings due to 2016 local government elections.

Risk mitigation

·    delegate decision making power to hearings panel.

 

6.       The board resolved in May 2016, Resolution number OP/2016/1

            MOVED by Member SC Grey, seconded by Member MA Gush:  

That the Ōtara-Papatoetoe Local Board:

f)            appoints a panel of the whole to receive, hear and deliberate on submissions and other relevant information and decide on changes to local dog access rules.

7.         No hearing date was resolved.

8.       The panel of a whole requires a quorum of four members.  Due to the constraints on the timing of hearings, deliberations and business meetings due to 2016 local government elections there is a risk that this may not be possible and the hearing would lapse.   A panel of three or four members requires a quorum of two.

Consideration

Local Board Views

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

Implementation Issues

8.       Hearing and 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

Carol McGarry - Democracy Advisor

Authorisers

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Lotto signage review in the Otara Papatoetoe Local Board area

 

File No.: CP2016/13203

 

  

 

Purpose

1.       To follow up on the Ōtara Gambling and Alcohol Action group (OGAAG) deputation and the board resolution OP/2016/51 c) from 18 April 2016.

b) refer the Ōtara Gambling and Alcohol Action Group review of Lotto signage to the bylaw and regulatory compliance officers and request an update on whether Ōtara-Papatoetoe signage is compliant, and if not, what action is being taken.

2.       A copy of the review of the Lotto signage report from the General Manager Licensing and Compliance Services is at Attachment A.

3.       Council compliance staff have individually assessed each premise identified as non-compliant by Grant Hewison & Associates Ltd in their report titled “Review of Lotto Signage in Otara Papatoetoe Local Board and Mangere-Otahuhu Local Board Areas”.

4.       Breaches of the relevant district plan have been determined.  Council compliance staff are responding.

5.       Council staff will meet with Lotto New Zealand representatives to advise on compliance issues.

 

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      note the review of Lotto signage report from Licensing and Compliance Services.

 

 

Attachments

No.

Title

Page

aView

Lotto Signage Complaints List

127

     

Signatories

Authors

Carol McGarry - Democracy Advisor

Authorisers

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 



Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Governance Forward Work Calendar

 

File No.: CP2016/14177

 

  

 

 

Purpose

1.       To present the Ōtara-Papatoetoe Local Board with its updated governance forward work calendar.

Executive Summary

2.       The governance forward work calendar for the Ōtara-Papatoetoe Local Board is in Attachment A. The calendar is updated monthly, reported to business meetings and distributed to council staff.

 

3.       The governance forward work calendars were introduced in 2016 as part of Auckland Council’s quality advice programme and aim to support local boards’ governance role by:

·    ensuring advice on meeting agendas is driven by local board priorities

·    clarifying what advice is expected and when

·    clarifying the rationale for reports.

 

4.       The calendar also aims to provide guidance for staff supporting local boards and greater transparency for the public.

 

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a)      note the Ōtara-Papatoetoe Local Board Governance Forward Work Calendar.

 

 

Attachments

No.

Title

Page

aView

Goverance Forward Work Programme

131

     

Signatories

Authors

Carol McGarry - Democracy Advisor

Authorisers

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 




Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Ōtara-Papatoetoe Local Board Workshop Notes

File No.: CP2016/14178

 

  

 

Executive Summary

1.       Attached are the notes for the Ōtara-Papatoetoe Local Board workshop held on 7 and 29 June and 5 July 2016.

 

Recommendation/s

That the Ōtara-Papatoetoe Local Board receive the workshop notes for 7 and 29 June and 5 July 2016.

 

 

Attachments

No.

Title

Page

aView

Workshop Notes 7 June 2016

137

bView

Workshop Notes 29 June 2016

139

cView

Workshop Notes 5 July 2016

141

    

Signatories

Authors

Carol McGarry - Democracy Advisor

Authorisers

Carol McKenzie-Rex - Relationship Manager

 


Ōtara-Papatoetoe Local Board

18 July 2016

 

 



Ōtara-Papatoetoe Local Board

18 July 2016

 

 



Ōtara-Papatoetoe Local Board

18 July 2016

 

 



Ōtara-Papatoetoe Local Board

18 July 2016

 

 

Chairpersons Announcements

File No.: CP2016/14179

 

  

 

Executive Summary

This item gives the Chairperson an opportunity to update the board on any announcements.

 

 

Recommendation/s

That the verbal update is received.

 

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Carol McGarry - Democracy Advisor

Authorisers