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

 

Date:                      

Time:

Meeting Room:

Venue:

 

Wednesday, 21 June 2017

4.00pm

Kaipātiki Local Board Office
90 Bentley Avenue
Glenfield

 

Kaipātiki Local Board

 

OPEN AGENDA

 

 

 

MEMBERSHIP

 

Chairperson

Danielle Grant

 

Deputy Chairperson

John Gillon

 

Members

Paula Gillon

 

 

Ann Hartley, JP

 

 

Kay McIntyre, QSM

 

 

Anne-Elise Smithson

 

 

Adrian Tyler

 

 

Lindsay Waugh

 

 

(Quorum 4 members)

 

 

 

Blair Doherty

Kaipātiki Local Board Democracy Advisor

 

14 June 2017

 

Contact Telephone: (09) 484 8856

Email: Blair.Doherty@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 

 


Kaipātiki Local Board

21 June 2017

 

 

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                                                                                                       6

6.1     Jane Bruning                                                                                                        6

6.2     Simon O’Neill                                                                                                        7

6.3     Tim Bray                                                                                                                8

6.4     Shane Hale                                                                                                            9

6.5     Ross Aitken                                                                                                         10

6.6     Anne Farrington                                                                                                 11

7          Petitions                                                                                                                        11

8          Deputations                                                                                                                  11

9          Public Forum                                                                                                                12

10        Extraordinary Business                                                                                              12

11        Notices of Motion                                                                                                        12

12        Kaipātiki Local Board Arts, Community and Events work programme 2017/2018 13

13        Kaipātiki Local Board Local Economic Development work programme 2017/2018     17

14        Kaipātiki Local Board Local Environment and Local Development work programme 2017/2018                                                                                                                      21

15        Kaipātiki Local Board Libraries Work Programme 2017/2018                                25

16        Kaipātiki Local Board Parks, Sport and Recreation work programme 2017/2018 27

17        Relationship Agreements with Mana Whenua                                                         31

18        Grant to assist with equitable access to sport and recreation facilities               37

19        Auckland Transport Monthly Update - June 2017                                                   41

20        Renewal of the community lease to the Northcote Birkenhead Rugby Union and Sports Club Incorporated, Birkenhead War Memorial Park, Recreation Drive, Birkenhead   59

21        Renewal of community leases 2016/2017                                                                 65

22        New community lease to Birkenhead Tennis Club Incorporated at John G Kay Park, corner Verran Road and Waipa Street, Birkdale                                                      77

23        Landlord consent to North Shore Playcentre Association Incorporated – Landscape and play area renewal project – 37A Totaravale Drive, Sunnynook                             85

24        Project 17: Auckland Council maintenance contracts                                            97

25        Appointments to Outside Organisations                                                                103

26        Local Board Services Monthly Report - June 2017                                               109

27        Governing Body and Independent Māori Statutory Board Members' Update   117

28        Members' Reports                                                                                                     119

29        Workshop Records - Kaipātiki Local Board Workshops - Wednesday 10 May 2017 and Wednesday 24 May 2017                                                                                           123  

30        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.

 

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy.  The policy covers two classes of conflict of interest:

 

i)          A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

 

ii)         A non-financial conflict interest, which does not have a direct personal financial component.  It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

 

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968.  The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

 

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request. 

 

Any questions relating to the Code or the guidelines may be directed to the Relationship Manager in the first instance.

 

 

4          Confirmation of Minutes

 

That the Kaipātiki Local Board:

a)         confirm the minutes of its ordinary meeting, held on Wednesday, 17 May 2017 and the minutes of its extraordinary meeting, held on Wednesday, 7 June 2017, 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

 

6.1       Jane Bruning

Purpose

1.       Jane Bruning was appointed as an honorary officer of the New Zealand Order of Merit for services to people with HIV in the Queens Birthday Honours 2017.

2.       Ms Bruning was diagnosed with HIV in 1988 and has been directly involved with raising awareness and providing support to other women that have been diagnosed with the virus.

3.       Since 2004 she has been the National Coordinator for Positive Women Inc., a support network for women and families living with HIV or AIDS in New Zealand. In that capacity she initiated a Positive Speakers programme in 2005 for women living with HIV to provide them with training and the confidence to speak publicly about HIV for the purposes of preventing and destigmatising the virus.

4.       In 2006 she created the first bi-annual HIV Family Retreat and led the first National HIV Destigmatising Campaign for Women. In 2011 she introduced the Global Female Condom Campaign in New Zealand and established the Rose House, a drop-in centre that provides a safe and confidential space for women and families living with HIV, as well as offering access to a social worker, health promoter and peer support. In 2013 she initiated the first HIV Women’s Seminar.

5.       Ms Bruning has been directly involved in providing training to health professionals on how to work with expectant mothers living with HIV.

6.       The Kaipātiki Local Board wishes to acknowledge and congratulate Jane Bruning on her appointment as an honorary officer of the New Zealand Order of Merit for services to people with HIV in the Queens Birthday Honours 2017 and thanks her for her services to our community.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      congratulates Jane Bruning on her appointment as an honorary officer of the New Zealand Order of Merit for services to people with HIV in the Queens Birthday Honours 2017.

 

 


 

 

6.2       Simon O’Neill

Purpose

1.       Simon O’Neill was appointed as an officer of the New Zealand Order of Merit for services to opera in the Queens Birthday Honours 2017.

2.       Mr O’Neill is a principal artist with the Metropolitan Opera and the Royal Opera House, Covent Garden, Teatro alla Scala, Berlin, Vienna and Bayerische State Operas, and both the Salzburg and Bayreuth Festivals. He has established himself as one of the world’s finest “heldentenors” (heroic tenors) with a powerful and dramatic voice suited to demanding operatic roles

3.       He has performed at distinguished opera houses and concert-halls worldwide including Carnegie Hall, the Royal Albert Hall, the Barbican and the Accademia Nazionale di Santa Cecilia. He has performed with top international orchestras including London Symphony Orchestra, the Berlin Philharmonic and the Staatskapelle Berlin. He has been included in the EMI release ‘Voices of German Opera’.

4.       He has demonstrated a commitment to the development of young New Zealand singers and was appointed as an Adjunct Research Fellow at Te Koki New Zealand School of Music in 2012, where he provides masterclasses and coaching sessions to advanced singing students. He has also been a guest tutor and artist-in-residence at the New Zealand Opera School.

5.       He is patron of the New Zealand Singing School Trust and the New Zealand Association of Teachers of Singing. Mr O’Neill regularly returns to New Zealand to perform at home with the NZSO, Auckland Philharmonia and New Zealand Opera.

6.       The Kaipātiki Local Board wishes to acknowledge and congratulate Simon O’Neill on his appointment as an officer of the New Zealand Order of Merit at for services to opera in the Queens Birthday Honours 2017.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      congratulates Simon O’Neill on his appointment as an honorary officer of the New Zealand Order of Merit for services to opera in the Queens Birthday Honours 2017.

 

 


 

 

6.3       Tim Bray

Purpose

1.       Tim Bray was awarded The Queen's Service Medal at for services to children and theatre in the Queens Birthday Honours 2017.

2.       Mr Timothy Richard (Tim) Bray is the CEO and Artistic Director of Tim Bray Productions, an organisation he established in 1991 to provide theatrical performances for children.

3.       Mr Bray writes his own dramatisations of children’s stories, especially by New Zealand authors, for his productions. In 2012 his dramatisation of the Hairy Maclary stories by Lynley Dodd was performed at the Bruce Mason Theatre for the visiting Prince of Wales and Duchess of Cornwall.

4.       He offers a regular programme of four productions a year at the Pumphouse Theatre in Takapuna and has facilitated dedicated funding to allow children from low decile schools to attend performances. He has included an educational component in the form of teaching resources for school groups who attend performances, and has facilitated support in the form of sign language interpreters and descriptive audio commentaries to accommodate deaf and blind children at these performances.

5.       He runs Theatre Workshops where children attend a performance, engage in their own storytelling, undertake a backstage tour and meet with the actors.

6.       He has worked with Make-A-Wish New Zealand, Ronald McDonald House, Kelston Deaf Education Centre, and Blind and Low Vision Education Network of New Zealand to offer tickets to his shows.

7.       Mr Bray has developed drama classes for children at the Lake House Arts centre in Takapuna and at Tapac in Western Springs.

8.       The Kaipātiki Local Board wishes to acknowledge and congratulate Tim Bray for being awarded The Queen's Service Medal at for services to children and theatre in the Queens Birthday Honours 2017 and thanks him for his services to our community.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      congratulates Tim Bray for being awarded The Queen's Service Medal at for services to children and theatre in the Queens Birthday Honours 2017.

 

 


 

 

6.4       Shane Hale

Purpose

1.       Shane Hales was appointed as member of the New Zealand Order of Merit for services to entertainment in the Queens Birthday Honours 2017.

2.       Mr Hales is a singer who has been involved with the entertainment industry in New Zealand for 51 years and has received various industry awards in recognition of his contributions.

3.       Mr Hales has mentored younger singers and bands and continues to perform concerts most weekends. He organises an annual concert for the Auckland North Shore Hospice which has raised more than $50,000 dollars for the Hospice Society. He has been a Committee member of North Shore Hospice since the early 2000s.

4.       He has presented his own television show ‘Rockin’ The Planet’ on Face TV, which showcases new musical talent in New Zealand. He has represented New Zealand overseas and entertained United Nations troops deployed in Darwin and Timor Leste in 2007.

5.       He is a member of the New Lynn RSA and has performed at ANZAC Day ceremonies.

6.       Mr Hales is a member of the Benny Award judging panel, New Zealand’s highest award for a variety entertainer presented annually by the Variety Artists Club of New Zealand, and previously received this award in 2011.

7.       The Kaipātiki Local Board wishes to acknowledge and congratulate Shane Hales on his appointment as a member of the New Zealand Order of Merit for services to entertainment in the Queens Birthday Honours 2017 and thanks him for his services to our community.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      congratulates Shane Hales on his appointment as a member of the New Zealand Order of Merit for services to entertainment in the Queens Birthday Honours 2017.

 

 


 

 

6.5       Ross Aitken

Purpose

1.       Ross Aitken was appointed as a member of the New Zealand Order of Merit for services to conservation in the Queens Birthday Honours 2017.

2.       Mr Aitken has been a member of the Auckland Conservation Board for the past five years, the last four as Chairperson.

3.       During this time the Board has undertaken the completion of the 2014 Conservation Management Strategy for the Auckland area. Under Mr Aitken’s leadership the Board has promoted Seachange and water quality issues in the region and particularly have advocated on excessive run off of nutrients and contaminants in fresh water and marine environments.

4.       He has been involved in raising public awareness of Kauri Dieback disease and biosecurity in the Hauraki Gulf islands.

5.       He led the Board through the public submissions on the establishment of the Aotea Conservation Committee in 2014/2015 and has supported the development of the new community advisory board.

6.       He has been involved in the preparation of the Conservation management plan for Te Hauturu-o-Toi with the Ngati Manuhiri Trust Board. He has been involved with the Hauturu/Little Barrier Island Supporters Trust and is a Department of Conservation accredited supervisor for groups visiting Hauturu/Little Barrier.

7.       He is involved with the Forest and Bird Mid Northern branch, monitoring the pest proof fence for the Tawharanui Open Sanctuary Society, and conservation and community initiatives in and around the Mahurangi Harbour.

8.       Mr Aitken is the past Chair of Warkworth Walks Inc which organises an annual walking weekend for up to 400 walkers.

9.       The Kaipātiki Local Board wishes to acknowledge and congratulate Ross Aitken on his appointment as a member of the New Zealand Order of Merit for services to conservation in the Queens Birthday Honours 2017 and thanks him for his services to our community.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      congratulates Ross Aitken on his appointment as a member of the New Zealand Order of Merit for services to conservation in the Queens Birthday Honours 2017.

 

 


 

 

6.6       Anne Farrington

Purpose

1.       Anne Farrington was appointed as a member of the New Zealand Order of Merit for services to women in the Queens Birthday Honours 2017.

2.       Mrs Farrington has been involved with Soroptimist International since 1975 at local, regional, national, federation, and international levels.

3.       She has held a range of leadership positions with her local North Shore club and has been Regional President of the Upper North Island clubs and Treasurer of the Māori Scholarship Trust, among other regional leadership roles.

4.       At the national level she has been Treasurer and Regional co-Trustee of the Betty Loughhead Soroptimist Scholarship Trust, which provides scholarships for second chance education for women later in life.

5.       She has been Councillor, Assistant Treasurer and Treasurer of the Federation of Soroptimist International of the South West Pacific, currently comprising 13 countries. She was a member of the international team which chose the Soroptimist International Programme focus for four years and Treasurer of the Soroptimist International umbrella organisation comprising four Federations.

6.       She was a founding member of the Birkenhead Heritage Society in 1979 and remains actively involved in the general and financial management of the Society. She and her husband presented an old villa to the Society, which was renovated to become the local museum, now named Farrington House.

7.       Mrs Farrington has led the Women’s Fellowship of All Saints Anglican Church in Birkenhead and was Parish Auditor from 1996 to 2016.

8.       The Kaipātiki Local Board wishes to acknowledge and congratulate Anne Farrington on her appointment as a member of the New Zealand Order of Merit for services to women in the Queens Birthday Honours 2017 and thanks her for her services to our community.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      congratulates Anne Farrington on her appointment as a member of the New Zealand Order of Merit for services to women in the Queens Birthday Honours 2017.

 

 

 

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 Kaipātiki 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.

 

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

 

10        Extraordinary Business

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

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

 

11        Notices of Motion

 

There were no notices of motion.

 


Kaipātiki Local Board

21 June 2017

 

 

Kaipātiki Local Board Arts, Community and Events work programme 2017/2018

 

File No.: CP2017/05835

 

  

Purpose

1.       To approve the Arts, Community and Events (ACE) 2017/2018 Kaipātiki Local Board work programme.

Executive summary

2.       This report provides information to support local boards to make decisions required to approve the Arts, Community and Events (ACE) 2017/2018 work programme.

3.       The proposed ACE work programme provides a defined work programme for the 2017/2018 financial year. The work programme covers the following areas:

·          Community Empowerment;

·          Arts and Culture;

·          Events; and

·          Community Places.

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

·          community facilities, assets and services that are high quality, well managed and meet our communities’ needs;

·          proud, positive communities that embrace the diversity of Kaipātiki; and

·          vibrant town and village centres and a thriving local economy.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      approve the 2017/2018 Arts, Community and Events work programme as outline in Attachment A to the agenda report.

 

 

Comments

5.       The ACE work programme for 2017/2018 aligns to the following 2014-2017 Kaipātiki Local Board Plan priorities:

·        Community facilities, assets and services that are high quality, well managed and meet our communities’ needs - this priority is met through administering funding agreements to community centres to run programmes and activities that meet community needs.

·        Proud, positive communities that embrace the diversity of Kaipātiki - the ACE work programme partners with and funds community organisations to deliver programmes for migrants, and to design and deliver youth-led projects. The work programme also delivers several events, and arts and culture initiatives across the local board area that target a cross-section of the community.

·        Vibrant town and village centres and a thriving local economy - this is met through supporting and/or delivering community events across the local board area.

6.       The ACE work programme 2017/2018 for the Kaipātiki 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 funding organisations to support youth in becoming job-ready, and funding the Kaipātiki Community Facilities Trust.

·        Arts and Culture - this includes community arts programmes delivered across the local board area and administering a funding agreement with NorthArt Society Incorporated.

·        Events - the ACE work programme includes a range of community events such as the Community Volunteer Awards and funding to support events including Tartan Day and Matariki.

·        Community Places - the ACE work programme includes the provision of community facilities through three-year term agreements with Bayview Community Centre Incorporated, Glenfield Community Centre Incorporated, Highbury Community House Incorporated and Birkdale Beach Haven Community Project.

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

8.       The local board considered the draft work programme at a workshop with ACE staff on Wednesday 5 April 2017. Staff incorporated the local board’s feedback into the work programme.

9.       The local board is requested to approve the ACE work programme for 2017/2018. ACE staff will continue to work with the local board to ensure these projects are delivered.

Consideration

Local board views and implications

10.     The local board considered the draft 2017/2018 work programme a workshop on Wednesday 5 April 2017. Staff considered the local board’s feedback and incorporated it into the local board work programme (refer Attachment A).

Māori impact statement

11.     The 2017/2018 work programme includes a new line entitled ‘Māori Responsiveness Action Plan’. This item emerged from a review of local board work programmes, which found that overall, local board plans make strong commitments to Māori. However these commitments are not often carried through to detailed action in work programmes. For example benefits to Māori may be included as a by-product of general outcomes, or categorised with ethnic and diverse communities.

12.     The benefits of this activity are expected to include:

·        collaborating with Māori and forming stronger relationships, decision-making and partnerships;

·        moving from high level commitments to outcomes;

·        eliminating the transactional approach to working with Māori; and

·        setting up monitoring through quarterly reporting.

13.     Improving Māori outcomes is a priority across the Auckland 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 the everyday work of council.

14.     The proposed ACE work programme strives to achieve stronger relationships by working with mana whenua and matawaaka to create a local responsiveness action plan that includes key aspirations and priorities for Māori, opportunities to work together and a plan for building strong relationships and sharing information in the Kaipātiki Local Board area. It also aims to improve well-being among Māori living in Kaipātiki.

15.     ACE is committed to supporting strong Māori communities through engagement, capacity building and contributing to Māori well-being. This can be seen through activities such as professional development and training opportunities identified through the board’s Beach Haven marae initiative.

Implementation

16.     Once the work programme is approved, ACE staff will monitor and evaluate progress throughout the 2017/2018 financial year. The ACE work programme will be implemented within the Annual Plan 2017/2018 budget and updates on progress will be available at the end of each quarter as part of the regular quarterly reporting.

 

Attachments

No.

Title

Page

a

Kaipātiki Arts, Culture and Events Work Programme 2017/2018 (Under Separate Cover)

 

      

Signatories

Authors

Chinwe Akomah - Advisor - ACE

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Kaipātiki Local Board Local Economic Development work programme 2017/2018

 

File No.: CP2017/11091

 

  

Purpose

1.       To approve the Kaipātiki Local Board local economic development programme for the 2017/18 financial year.

Executive summary

2.       This report requests approval of the proposed 2017/18 local economic development (LED) work programme for the Kaipātiki Local Board.

3.       The proposed work programme (refer Attachment A) comprises a piece of work to promote the economic vitality of the local board area’s town centres and support for the Young Enterprise Scheme (YES).

4.       The total value of the local economic development work programme is $21,000.

5.       The local board is being asked to approve the proposed 2017/18 local economic development programme.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      approve the local economic development work programme for the 2017/2018 financial year, which includes the following initiatives;

i.        Supporting town centres ($20,000); and

ii.       Young Enterprise Scheme ($1,000).

 

 

Comments

Background

6.       The proposed Kaipātiki Local Board local economic development (LED) work programme 2017/2018 has been developed having regard to local board priorities in relation to local economic development as set out in the draft Kaipātiki Local Board Plan 2017, and the Kaipātiki Local Economic Development Action Plan.

7.       The proposed LED programme comprises the following activities:

·          supporting town centres; and

·          supporting the Young Enterprise Scheme E-Days.

Supporting Town Centres ($20,000)

8.       The local board has indicated a desire to see its town centres succeed. The draft Kaipātiki Local Board Plan 2017 includes as a key outcome ‘our urban centres are vibrant’ and provides objectives for each of the area’s centres.

9.       Within the LED Action Plan, action 1.12 b seeks to develop and implement actions within each business improvement district (BID) / business association area around business attraction and retention, which could include contracting specialist service providers to implement actions.

10.     Highbury town centre has seen significant public realm investment over the last two years. Glenfield has also seen significant work to the mall undertaken by its new owners, while Northcote is about to begin a period of extensive regeneration led by Panuku Development Auckland.

11.     At the same time the SkyPath has been approved and is scheduled for completion in 2019.

12.     This project will look to develop initiatives for the town centres to make the most of the opportunities available.  An external contractor would be selected to do the work.

13.     A first stage for this work would be to undertake a strength, weaknesses, opportunities and threats (SWOT) analysis of each centre (Birkenhead, Glenfield and Northcote) to understand their attributes and opportunities, bearing in mind the distinctive characteristics and roles of each centre. This will draw on the commercial property assessment undertaken for the local board in 2015/16.

14.     Affecting change in town centres requires a medium to long-term coordinated approach. This project could continue beyond the current 2017/2018 financial year to identify where existing Auckland Council department and council controlled organisation (CCO) budgets can be used to support the development of the town centres’ offers, including potential leveraging opportunities from related initiatives, such as SkyPath.

15.     Work would need to identify and prioritise future opportunities that could be realised as part of a longer term strategy (5-10 years) to support the town centres.

16.     Additional factors that need to be taken in to account should include:

·          business association strategies and planned projects or initiatives;

·          the completion of Hobsonville Point development may lead to improvements to the Beach Haven and Hobsonville ferry service that may be beneficial for the development of Beach Haven;

·          the Northcote redevelopment programme and potential learning and collaboration opportunities working with Panuku Development Auckland;

·          any planned area enhancement and transport projects such as cycle-ways, walkways and greenways in consultation with Auckland Council, Auckland Transport and the local board; and

·          the opening of the SkyPath would provide national media coverage and promotional opportunities for the area and its centres.  As the landing point for walkers and cyclists from the CBD and beyond, Kaipātiki has an opportunity to showcase the area and the leisure opportunities there are in its town centres, bush, walk and cycle-ways.

17.     The project could, as an example, produce a Kaipātiki Explorer type brochure and web content that provides a range of walking and cycling itineraries across the local board area that take in local heritage sites, bush walks, views, retail and restaurant locations.

Support the Young Enterprise Scheme E-Days ($1,000)

18.     Auckland Tourism, Events and Economic Development (ATEED), on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for year 12 and 13 students. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and experience real profit and loss.

19.     Funding from the local board will support the delivery of the Young Enterprise Scheme (YES) Enterprise-Days (e-days) in February 2018. E-days are held in sub-regions (north, south, east, central/west) and are the first opportunity students get to meet the Young Enterprise team and learn more about YES and what’s in store for them. All schools in the local board area that have shown an interest in YES are invited. Schools not currently involved in YES are also invited to attend e-days aimed at increasing participation in the programme.

20.     Ultimately the goal is for all schools to participate. At present, just one Kaipātiki school (Northcote College) is actively participating in the programme.

21.     Three further schools are being actively supported to implement YES in 2018. These are being supported by provision of a roaming teacher to assist with resources and encourage the schools this year to send students along to get a feel for the YES programme.  It is expected that at least two of these schools will run YES in 2018.

22.     As this programme grows the need to provide sub-regional events closer to the schools will become more important.

Consideration

Local board views and implications

23.     The Kaipātiki Local Board Plan has a focus on vibrant urban centres and outlines objectives for each of the area’s town centres and its local centres.

24.     The work programme for 2017/18 will commence a focus on this area of activity by identifying where the real opportunities lie within each of these centres and ways in which they can be built upon. It should be noted that affecting change in town centres will require an ongoing commitment from the local board and partners.

25.     The proposed LED programme was presented to the local board at its 5 April 2017 workshop, with agreement to provide further detail on the above proposed projects, as outlined in this report.

Māori impact statement

26.     There are no specific impacts for Māori resulting from the proposed work programme.

Implementation

27.     Following the local board’s approval of the economic development programme, as outlined, the Local Economic Development team at ATEED will commence implementation of the agreed actions. Where there is a need further scoping of activities will be undertaken and presented back to the local board as required.

 

Attachments

No.

Title

Page

a

Kaipātiki 2017/18 Local Economic Development work programme (Under Separate Cover)

 

     

Signatories

Authors

Anthony Gibbons - Local Economic Development Advisor - ATEED

Authorisers

Paul Robinson  - Manager Local Economic Growth – ATEED

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Kaipātiki Local Board Local Environment and Local Development work programme 2017/2018

 

File No.: CP2017/06126

 

  

Purpose

1.       To approve the 2017/2018 local environment (totalling $153,000) and local development work programme (totalling $1,585,000) for the Kaipātiki Local Board.

Executive summary

2.       The Kaipātiki Local Board (the board) has identified an outcome in its local board plan for ‘green open spaces and environments that enable active, healthy lifestyles and protect our natural heritage’.

3.       To give effect to this aspiration, the board has committed $153,000 in total to local environment projects through their locally driven initiatives (LDI) operational budget for 2017/2018. This funding includes:

·          $8,000 for an industry pollution prevention programme;

·          $45,000 for the Kaipātiki Project Environment Centre; and

·          $100,000 for the Pest Free Kaipātiki Strategy implementation programme

4.       The local board also has $1,585,000 in asset based services (ABS) capital budget for the Birkenhead Main Street upgrade project.

5.       To deliver on these budgets a proposed work programme was discussed at a workshop with the board on 5 April 2017 (refer Attachment A). This report recommends that the board approve this local environment and local development work programme and associated budgets for 2017/2018, and note the allocation of $1,585,000 asset based services (ABS) capital budget for the Birkenhead Main Street upgrade project.

 

Recommendations

That the Kaipātiki Local Board:

a)      approve the allocation of $153,000 for local environment projects to be delivered by the Infrastructure and Environmental Services directorate in the 2017/2018 financial year, as detailed in the agenda report and summarised in the table below:

Project

Budget

Industry pollution prevention programme

$8,000

Kaipātiki Project Environment Centre

$45,000

Pest Free Kaipātiki Strategy implementation programme

$100,000

Total

$153,000

b)      note the allocation of $1,585,000 asset based services capital budget for the Birkenhead Main Street upgrade project.

c)      note that any significant change to the 2017/2018 local environment work programme be brought back to the local board for its consideration and approval.

 

 

Comments

6.       The board has allocated $153,000 of its 2017/2018 locally driven initiatives (LDI) operational budget to support the delivery of a local environment work programme in line with the Kaipātiki Local Board Plan outcome for ‘green open spaces and environments that enable active, healthy lifestyles and protect our natural heritage’.

7.       Options for the allocation of this budget were discussed at a workshop on 5 April 2017. Based on that discussion, three projects are proposed to be delivered by council’s Infrastructure and Environmental Services directorate (IES) as part of the board’s 2017/2018 local environment work programme. A brief description of each of these projects is provided below.

Industry pollution prevention programme ($8,000)

8.       This programme is primarily educational and informs urban industry and business about the impacts their activities may have on local waterways.

9.       The programme includes a site inspection and discussion with business owners about potential pollution as well as waste minimisation techniques and spill training. If changes are recommended, a report is sent to the business. The programme also involves a geographic information system (GIS) mapping exercise to ensure that commercial businesses understand the stormwater network connections in relation to local waterways.

10.     The programme will increase business awareness to reduce water pollution at source, and educate businesses in the area to be aware of best practice to ensure waterways are protected from pollution. It will also build relationships with the local industrial sector.

11.     This approach is recommended in areas where there is a concentration of industry and business close to water bodies, including streams and harbours.

Kaipātiki Project Environment Centre ($45,000)

12.     This budget proposes operational funding for the Kaipātiki Project environment centre and delivery of an environmental volunteer programme and courses.

13.     The programmes and events delivered by the Kaipātiki Project provide opportunities for the Kaipātiki community to gain skills, knowledge and resources to support sustainable living and encourage the community to actively engage in environmental stewardship activities.

14.     The courses delivered by the Kaipātiki Project encourage community protection and enhancement of natural bush and stream areas, supports the Pest Free Kaipātiki vision, encourage low carbon lifestyles and household sustainability and encourage community participation with volunteering.

Pest Free Kaipātiki Strategy implementation programme ($100,000)

15.     This project will be delivered in collaboration with the Pest Free Kaipātiki Network to implement the Pest Free Kaipātiki Strategy. It will involve pest animal and pest plant removal and habitat and species restoration projects across the local board area by community groups with support and technical advice provided by council staff.

16.     The project will increase the effectiveness of community groups implementing pest animal and plant control projects across the local board area. In the first quarter of the financial year, council staff will provide guidance about recommended action and areas to prioritise. The Pest Free Kaipātiki Network will then plan projects, and decide which groups and skillsets will work together to implement them.

17.     Long-term sustainability of the programme will require community leadership and coordination to support both individuals and groups across the local board area. Staff will work closely with the network to ensure its longevity and effectiveness.

Birkenhead Main Street upgrade project ($1,585,000)

18.     The local board also has $1,585,000 of asset based services (ABS) capital budget for the Birkenhead Main Street upgrade project.

19.     This project entails the design and construction of the Highbury Corner roundabout and upgrades at the intersection of Birkenhead Avenue, Mokoia Road and Hinemoa Street and main street upgrade.

20.     The project has direct benefits for town centre users through improved overall amenity, safety, connectivity and ease of movement within the streetscape environment. It also supports local business patronage.

 Consideration

Local board views and implications

21.     The recommended options align to the local board aspirations as detailed in key documents. For example a key initiative in the operative local board plan is to ‘provide support to the Kaipātiki Project and other environmental groups’.

22.     Supporting water quality improvements also aligns with the objectives and policies of the National Policy Statement for Freshwater Management, specifically the compulsory values of ecosystem health and human health recreation. Both of these values will be improved as water quality is protected from industrial pollution through the industry pollution prevention project.

23.     The draft work programme was discussed at a board workshop on 5 April 2017. Feedback from that workshop is incorporated into the recommendations above.

Māori impact statement

24.     It is recognised that environmental management, water quality and land management has integral links with the mauri of the environment and concepts of kaitiakitanga.

25.     The table below outlines how projects contribute to Māori outcomes.

Project

Māori impact assessment

Industry pollution prevention programme

No particular impact on Māori. Mana whenua have raised the issue of water quality through previous council consultations, and this project focusses on the importance of water conservation and preventing stormwater pollution at source.  

Kaipātiki Project Environment Centre

No particular impact on Māori. Opportunities will be explored for ways to work with mana whenua in the delivery of the project.

Pest Free Kaipātiki Strategy Implementation Programme

No particular impact on Māori. Opportunities will be explored for ways to work with mana whenua in the implementation of the Pest Free Kaipātiki Strategy.

Birkenhead Main Street upgrade project

The Birkenhead Main Street upgrade project is part of the overall master plan that included Kaimataara O Wai Manawa. Ngati Whatua were involved on behalf of mana whenua to influence the design to reflect cultural narrative from early in the concept phase.

 

The Birkenhead Main Street upgrade stage primarily consists of storm water treatments, rain gardens, native plantings and the provision of public spaces.  

The project advice from mana whenua specific to this project was about stormwater treatment, recognition of colour palette and cultural motifs.

Implementation

26.     Subject to approval, this work programme will commence in the new financial year beginning 1 July 2017. Regular reporting on project delivery will be via the Infrastructure and Environmental Services’ contribution to the board’s quarterly performance report.

27.     Any significant changes to the work programme will be brought back to the local board for consideration and approval.

 

 

Attachments

No.

Title

Page

a

Kaipātiki  Local Board local environment and local development work programme work programme 2017 - 2018 (Under Separate Cover)

 

     

Signatories

Authors

Theresa Pearce - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Kaipātiki Local Board Libraries Work Programme 2017/2018

 

File No.: CP2017/09642

 

  

Purpose

1.       This report presents the Kaipātiki Local Board Libraries 2017/2018 work programme for approval.

Executive summary

2.       This report provides information to support the Kaipātiki Local Board to make decisions required to approve the Libraries 2017/2018 work programme.

3.       The proposed Libraries work programme aims to provide a defined work programme for the 2017/2018 financial year.

4.       The Libraries work programme for the Kaipātiki Local Board aligns with the following 2014-2017 Kaipātiki Local Board Plan priorities:

·          Community facilities, assets and services that are high quality, well managed and meet our communities' needs; and

·          Proud, positive communities that embrace the diversity of Kaipātiki.

5.       The Kaipātiki Local Board is requested to approve the Libraries work programme for the 2017/2018 financial year.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      approve the 2017/2018 Libraries work programme as outlined in Attachment A to the agenda report.

 

 

Comments

6.       The Libraries work programme for 2017/2018 financial year aligns to the Kaipātiki Local Board Plan 2014 – 2017 and Te Kauroa – Auckland Libraries Future Directions 2013-2023.

7.       The Libraries work programme aligns to the following 2014-2017 Kaipātiki Local Board Plan priorities:

·          Community facilities, assets and services that are high quality, well managed and meet our communities' needs; and

·          Proud, positive communities that embrace the diversity of Kaipātiki.

8.       The work programme includes library activities that align with the local board priorities and meet the needs of the Kaipātiki community. The cost of running the local libraries in the Kaipātiki area largely appears in one activity line – “Library hours of service”. Activities that respond to local community priorities have been included in the work programme but they do not have specific asset based services (ABS) operational expenditure budget attached as the cost is included in running the local libraries. The work programme also includes extended hours which are funded from locally driven initiative (LDI) operational expenditure budgets.

9.       A workshop was held with the local board and Libraries staff on Wednesday, 5 April 2017 where the draft work programme was considered. 

10.     The Kaipātiki Local Board is requested to approve the Libraries work programme for the 2017/2018 financial year. Libraries’ staff will continue to work with the local board to ensure activities align with local board priorities and meet the needs of the Kaipātiki community.

Consideration

Local board views and implications

11.     The draft Kaipātiki Local Board Libraries 2017/2018 work programme was discussed by the local board at a workshop on Wednesday, 5 April 2017.

Māori impact statement

12.     Improving Māori outcomes is core to library services and is defined in Te kauhanganui. The Libraries work programme supports Māori initiatives in both programme and service delivery at local libraries.

Implementation

13.     Libraries staff will continue to meet with the local board to provide updates on the work programme and ensure it is progressed. The Libraries work programme will be implemented within the Annual Plan 2017/2018 budget and reported on through the quarterly reporting process.

 

Attachments

No.

Title

Page

a

Kaipātiki Local Board Libraries Work Programme 17/18 (Under Separate Cover)

 

     

Signatories

Authors

Darryl Soljan - Manager Customer Experience - North & West Libraries

Authorisers

Mirla Edmundson - General Manager Libraries & Information

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Kaipātiki Local Board Parks, Sport and Recreation work programme 2017/2018

 

File No.: CP2017/08295

 

  

  Purpose

1.      The purpose of this report is to present the draft 2017-2018 Parks, Sport and Recreation (PSR) annual work programme (AWP) for the consideration and approval of the Kaipātiki Local Board.

Executive summary

2.      This report presents the Parks, Sport and Recreation draft annual work programme for the 2017-2018 financial year (FY18). 

3.      The work programme includes the local board expenditure and locally driven initiatives (LDI) programme of works but excludes any works associated with external agency projects.

4.      Should unforeseen works arise or work priorities change from those attached and approved, the Parks Sport and Recreation, portfolio managers, will discuss this with the delegated local board members. 

 

Recommendation/s

That the Kaipātiki Local Board:

a)      approve the Kaipātiki Local Board Parks, Sport and Recreation work programme for the 2017/2018 financial year as detailed in Attachment A to the agenda report;

b)      delegate the approval for any changes to the Kaipātiki Local Board Parks, Sport and Recreation work programme 2017/2018 to the appropriate Parks, Sport and Recreation portfolio manager and delegated local board members. 

 

Comments

5.      This report presents the Parks, Sport and Recreation (PSR) draft annual work programme for the 2017-2018 financial year. The PSR annual work programme is managed by council’s Active Recreation and Parks Services teams.

6.      Staff discussed the scope of the Parks, Sport and Recreation draft annual work programme 2017-2018 at a workshop with the local board on 5 April 2017.

7.       The Parks, Sport and Recreation draft annual work programme 2017-2018 has been developed with a strategic focus, in that many projects will be delivered over two or more financial years. 

8.       The Parks, Sport and Recreation draft annual work programme 2017-2018 (presented as Attachment A) needs to include some flexibility to account for any unforeseen factors beyond the control of the council’s Parks, Sport and Recreations department that may arise during the course of the year.

9.       Staff may need to adjust priorities as unforeseen complexities in delivering planned projects arise. Any changes to the Parks, Sport and Recreation draft annual work programme 2017-2018 will be consulted with the delegated local board member/s for the activity, either for agreement on the proposed changes or referral of the matter to a local board meeting for a decision by the local board.  

Budget types contributing to the Parks Sport and Recreation work programme

10.     Activities may be funded from one or multiple budget sources which include:

·          asset based services (ABS) capital or operational budgets,

·          locally driven initiatives (LDI) capital or operational budgets,

·          growth funding;

·          targeted rates; and

·          external funding or sponsorship. 

11.     The locally driven initiatives (LDI) programme is part of this draft annual work programme. PSR activity resulting from external agency partnerships is not included unless it has an element of local board funding attached to it. 

12.     Several Active Recreation or Park Services activity programmes do not show a budget amount but have been included in the work programme for the local board’s information and will be reported against as part of future quarterly reports.

13.     Capital development programmes and asset based activities (including renewals) will be reported separately and managed by council’s Community Facilities teams. 

Consideration

Local board views and implications

14.     The Kaipātiki Local Board provided feedback on the proposed Parks, Sport and Recreation draft annual work programme 2017-2018 at a workshop on 5 April 2017. Feedback from this workshop has informed the draft programme and is included in Attachment A.

Māori impact statement

15.     Parks and open spaces, as well as leisure, sport and recreation activities contribute 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 engagement and consultation will follow.

16.     Section 81 of the Local Government Act 2002  sets out provisions relating to the contributions to decision-making processes by Māori:

“(1) A local authority must—

(a)  establish and maintain processes to provide opportunities for Māori to contribute to the decision-making processes of the local authority; and

(b) consider ways in which it may foster the development of Māori capacity to contribute to the decision-making processes of the local authority”. 

 

17.     The Auckland Council Māori Language Policy, 2016, provides a practical means for Auckland Council to fulfil its commitments and legal obligations to Māori. It notes that council aims to:

‘…ensure that everyone who receives or uses Auckland Council’s services or contributes to the democratic process has the choice to do so in Māori or English’.

 

18.     PSR presented an opportunity for local boards to support an initiative entitled ‘Creating a Māori Identity’. This initiative is intended to be a three year programme of activity. Year one is intended to:

·          discuss the approach with mana whenua;

·          review the current state of park and facility naming;

·          identify opportunities for Māori naming (new names, renaming or dual naming) of parks and facilities; and

·          engage with mana whenua to adopt new Māori place and recreation facility names. 

19.     Kaipātiki Local Board has allocated funding for this initiative in the 2017-2018 financial year.

Implementation

20.     Once approved the delivery of activities identified in the Kaipātiki Parks, Sport and Recreation annual work programme 2017-2018 will take place from 1 July 2017. 

21.     Capital and asset based activities will be delivered and reported on by council’s Community Facilities teams as projects move into the investigation and design, or project delivery phases. 

22.     The progress of the Parks, Sport and Recreation annual work programme 2017-2018 projects will be reported to the local board quarterly. 

 

Attachments

No.

Title

Page

a

Kaipātiki  Local Board draft 2017-2018 Parks, Sport and Recreation annual work programme (Under Separate Cover)

 

     

Signatories

Authors

Lynda Lucas - Programme Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Relationship Agreements with Mana Whenua

 

File No.: CP2017/09483

 

  

Purpose

1.       To obtain approval from the Kaipātiki Local Board to enter into formal governance relationship agreements with mana whenua groups in the greater Auckland area.

Executive summary

2.       This report recommends that the Kaipātiki Local Board approve a relationship agreement template as the basis for discussions with mana whenua. 

3.       It further recommends that where the agreement remains substantively the same as the template (albeit with the inclusion of information describing the mana whenua party) that it proceeds to a formal signing without a further approval process.

4.       The governing body is also being asked to approve the relationship template to support the expeditious completion of relationship agreements with mana whenua.

5.       Auckland Council has an existing range of instruments and mechanisms to recognise and provide for its relationships with mana whenua. There is a strong desire from all parties to formalise the foundational governance relationships through the development of relationship agreements and in some cases acknowledge and build from legacy agreements held with former councils.

6.       The mana whenua groups with interests in the Kaipātiki Local Board area are:

Iwi / Hapū

Mana whenua representative organisation

Ngāi Tai ki Tāmaki

Ngāi Tai ki Tāmaki Trust

Te Rūnanga o Ngāti Whātua

Te Rūnanga o Ngāti Whātua

Ngāti Whātua o Kaipara

Nga Maunga Whakahii o Kaipara Development Trust

Ngāti Whātua o Ōrākei

Ngāti Whātua Ōrākei Whai Maia Ltd

Te Kawerau a Maki

Te Kawerau Iwi Tribal Authority

Ngāti Te Ata Waiohua

Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua

Te Akitai Waiohua

Te Akitai Waiohua Iwi Authority

Ngāti Paoa

Ngāti Paoa Trust

Ngāti Whanaunga

Ngāti Whanaunga Incorporated

Ngāti Maru

Ngāti Maru Rūnanga Incorporated

Ngāti Tamaterā

Ngāti Tamaterā Settlement Trust

Te Patukirikiri

Te Patukirikiri Iwi Inc

 

7.       The final draft agreement for consideration (refer Attachment A) recognises the two parties, sets out the purpose, aspirations and shared principles, and in particular acknowledges the governance context of Auckland Council through the governing body and the relevant local board(s).

8.       There are appendices to the agreement - the administrative provisions, existing and future projects or arrangements, and specific local board arrangements. These appendices are intended to be added to over time without alteration to the main agreement.

9.       Discussions have begun with some mana whenua groups who have indicated they are ready to enter into this process.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      approve the relationship agreement template attached to the agenda report at Attachment A as the basis for discussions with mana whenua.

b)      approve a process of reaching these agreements whereby the agreement may proceed to signing without further approval so long as any inclusions are either descriptive or in the nature of minor drafting changes.  For the avoidance of doubt, any changes of substance will be re-presented to the  Kaipātiki Local Board, other local boards and the governing body, as relevant, for final approval.

c)      authorise the Chairperson to sign the agreement on behalf of the local board at signing ceremonies arranged between the parties to each agreement.

 

 

Comments

10.     Since Auckland Council was established, relationships with mana whenua have been sustained in a variety of ways. The demands for information and engagement that the Auckland Council family places on mana whenua has led to a range of different approaches and mechanisms to make this efficient and effective for all. 

11.     A foundation for the interactions is the negotiation of contracts with each mana whenua group to support their capacity to engage with the council. These contracts specify deliverables which include participation in governance activities with Auckland Council.  Additionally, some of the high contact parts of the council family have set up separate fora to provide for project level engagement.

12.     In 2013, the governing body, local board chairpersons and the Independent Māori Statutory Board (IMSB), considered a discussion document about Auckland Council entering into relationship agreements with the nineteen iwi and hapū recognised as mana whenua for Tāmaki Makaurau. As a result, a political working party of governing body and local board members was established that was expected to work on the development of the relationship agreements. 

13.     Subsequent discussions with mana whenua indicated that they preferred to advance some form of collective body prior to dealing with relationship agreements, negating the need for the working party. This collective body, the Regional Mana Whenua Kaitiaki Forum, has been recently established and is developing a forward work programme at present.

14.     At a governance level, opportunities to establish relationships between mana whenua and elected members have included:

·        mana whenua leading pōwhiri and the inauguration ceremonies for the governing body and each local board;

·        kanohi ki te kanohi / face to face discussions between elected members and mana whenua within major regional planning processes, most notably the Auckland Plan, the 2015-2025 Long Term Plan and the Unitary Plan; and

·        at a local level, specific engagement with mana whenua who relate to the local board areas.

15.     Since the establishment of the Auckland Council, a strong desire has been expressed from many mana whenua groups and the Independent Māori Statutory Board to formalise the governance relationships through the development of relationship agreements and, in some cases, to acknowledge and build upon legacy agreements held with former councils.

16.     Relationship agreements support elements of the Auckland Plan strategic direction to “enable Māori aspirations through recognition of Te Tirit o Waitangi / The Treaty of Waitangi and customary rights” through formal acknowledgement of the mutual interests of council and mana whenua.”

17.     They are a means of documenting each party’s intention to work together respectfully and positively, and the development of the agreement itself may assist in mutual understanding. Nevertheless, relationship agreements may not be considered necessary by all mana whenua groups or be a current priority for some. Should that be the case, the current arrangements with each group will continue to support the relationship.

Structure and details of agreement

18.     Te Waka Anga Mua, with the support of council’s Legal Services team has developed a governance relationship agreement template attached to this report as Attachment A.

19.     This agreement has been drafted so as not to be over-prescriptive but to contain the essential elements for agreements of this nature.

20.     The agreement recognises the two parties to the agreement and, in particular, acknowledges the governance context of Auckland Council by including the governing body and the relevant local boards as the Auckland Council party. 

21.     The first part of the agreement outlines the purpose, aspirations and shared principles. Any specific commitments, projects and arrangements, engagement and meeting protocols can also be contained, or referred to, within the body of the agreement.

22.     The agreement has appendices - the administrative provisions, existing and future projects or arrangements, and specific local board arrangements – as standard inclusions. Any other relevant departmental and operational documents will be added as schedules to the agreement with the intention that these can be amended as needed without requiring alteration of the main agreement.

Next steps

23.     All mana whenua have been approached regarding a potential relationship agreement. A number of groups have indicated they are ready to progress discussions, which have commenced in some cases.

24.     As the agreement is intended to record a mutual intention to form a close working relationship with mana whenua which is already committed to in a range of council’s strategic documents, Kaipātiki Local Board is not being asked at this point to approve entering into such relationship agreements. Rather, it is being asked to approve a template agreement that sets out the areas expected to be covered in this relationship agreement which, in general, describes matters of relevance to each of the parties to the agreement.

25.     While the details about mana whenua and the arrangements or projects underway will be particular to each agreement it is expected that, in most cases, the agreements will not include any additional detail that requires governing body or local board approval.

26.     It is proposed that, where the agreement remains substantively the same as the template (albeit with the inclusion of information describing the mana whenua party) it proceeds to a formal signing without a further approval process.

27.     Should any of the mana whenua parties seek inclusion of matters which require new commitment by the council parties, the agreement will be referred back to the governing body and/or the local board(s) for approval on these matters.

 

Consideration

Local board views and implications

28.     Local boards were presented with the broad approach proposed to relationship agreements in workshops in 2015, and at the time there was general approval of the approach. 

29.     To expedite the process of negotiating relationship agreements, this report is also being made to each local board for approval, tailored to recognise the iwi / hapū relevant to the local board area.

30.     As relationship agreements are developed and signed, arrangements will be made for initial formal meetings with mana whenua representatives to begin new or continue current relationships.

31.     The mana whenua groups with interests in the Kaipātiki Local Board area are:

Iwi / Hapū

Mana whenua representative organisation

Ngāi Tai ki Tāmaki

Ngāi Tai ki Tāmaki Trust

Te Rūnanga o Ngāti Whātua

Te Rūnanga o Ngāti Whātua

Ngāti Whātua o Kaipara

Nga Maunga Whakahii o Kaipara Development Trust

Ngāti Whātua o Ōrākei

Ngāti Whātua Ōrākei Whai Maia Ltd

Te Kawerau a Maki

Te Kawerau Iwi Tribal Authority

Ngāti Te Ata Waiohua

Te Ara Rangatu o Te Iwi o Ngāti Te Ata Waiohua

Te Akitai Waiohua

Te Akitai Waiohua Iwi Authority

Ngāti Paoa

Ngāti Paoa Trust

Ngāti Whanaunga

Ngāti Whanaunga Incorporated

Ngāti Maru

Ngāti Maru Rūnanga Incorporated

Ngāti Tamaterā

Ngāti Tamaterā Settlement Trust

Te Patukirikiri

Te Patukirikiri Iwi Inc

 

32.     Initial discussions have begun with Ngāi Tai ki Tāmaki. Once the mana whenua interest in entering into discussions about relationship agreements is more certain, we will update the local board with an indicative timetable.  

Māori impact statement

33.     Although Auckland Council engages with mana whenua across a wide range of activities currently and has relationships with mana whenua at both governance and operational levels, the establishment of governance level relationship agreements are a further step towards cementing an enduring positive relationship with treaty partners. Entering into relationship agreements will also complete one of the recommendations made in the Independent Māori Statutory Board’s 2015 Treaty Audit.

Implementation

34.     In order to finalise the relationship agreements, a formal signing ceremony including the mana whenua group, governing body and the relevant local board(s) will be arranged at times to suit all parties. Te Waka Anga Mua staff will administer the agreements and maintain oversight of any commitments made within the agreements.

 

Attachments

No.

Title

Page

a

Relationship Agreement with Mana Whenua Template (Under Separate Cover)

 

     

Signatories

Authors

Dean  Martin - Principle Advisor Māori Relations & Governance

Authorisers

Graham Pryor - GM Māori Responsiveness & Relationships

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Grant to assist with equitable access to sport and recreation facilities

 

File No.: CP2017/10481

 

  

Purpose

1.       The purpose of this report is to seek approval to grant locally driven initiatives (LDI) operational budget to Netball North Harbour Incorporated to assist with equitable access to sport and recreation facilities.

Executive summary

2.       As part of the 2016/2017 Parks, Sport and Recreation work programme, the Kaipātiki Local Board resolved to allocate $50,000 of its locally driven initiatives (LDI) operational budget to assist with equitable access to sport and recreation facilities.

3.       During the 2016/2017 financial year two key options were identified as a way to meet this need:

·          a partnership with Glenfield College to open access to their sporting facilities; and

·          providing a grant to Netball North Harbour to assist with operating costs.

4.       These two projects have been investigated and assessed and a summary of this work is included in the body of this report. A grant to Netball North Harbour has been identified as the preferred option. This aligns with the Kaipātiki Local Board Plan 2014 initiative: “Make the best use of what we have got, through sustainable asset management and working in partnership with the community” and supports a very highly utilised sporting facility in the Kaipātiki Local Board area.

5.       The outcomes of a grant to Netball North Harbour would be improved maintenance of indoor and outdoor courts and an expected increase in community use of the facility.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      grant $50,000 from the Equity Access Grant line of its 2016/2017 locally driven initiatives operational budget to Netball North Harbour to assist with equitable access to sport and recreation facilities.

 

 

Comments

Background

6.       As part of the 2016/2017 Parks, Sport and Recreation work programme, the Kaipātiki Local Board resolved to allocate $50,000 of their locally driven initiatives (LDI) operational budget to assist with equitable access to sport and recreation facilities.

7.       The board’s objective in establishing this fund was to address issues of equity arising from different models of sport and recreation facility provision and funding.

Addressing equity of access

8.       There are five main types of sports facilities available to organised sport in the Kaipātiki Local Board area - sport fields, outdoor courts/turfs, indoor courts, aquatic and specialty facilities (such as squash courts and cricket nets). Below is a brief commentary on the existing funding streams for these facilities.

·          Fields: There is currently a capital funding programme – Sports Infrastructure Development programme (SID) funded regionally that prioritises investment into sports fields.  Operationally most sports fields are provided at no cost to sport users.

·          Outdoor courts/turfs (for non-grass based sports e.g. hockey/multi-purpose): These facilities are largely non-council owned but future capital investment is starting to be incorporated into the SID programme on a code by code basis driven by evidence in code facility plans.  There is currently no ongoing operational funding stream from council.

·          Indoor courts: Currently there is no capital or operational funding stream from council to address investment into indoor courts, other than through existing council-owned or council-partnership facilities. Currently any funding is through decisions in the Annual Plan or Long-term Plan. Sport NZ has identified, a current shortage of 13 indoor courts in the Auckland region which will grow over the next 20 years to a shortage of 42 indoor courts.

·          Aquatic: There are two current aquatic facilities in the local board area which are fully funded and run by council.

·          Speciality facilities: There is no current funding stream in council to address investment into bespoke or specialist facilities. The participation numbers of these facilities vary but in general are lower than those of indoor and outdoor courts.

9.       Of the types of sport facilities reviewed, outdoor courts/turfs and indoor courts were identified to investigate further as they both have high levels of participation and no current funding streams from council.

10.     Further investigation into outdoor courts/turfs and indoor courts identified two projects:

·          partnering with Glenfield College to open up community access to both their indoor courts and outdoor courts, and

·          providing a grant to Netball North Harbour to assist with a higher level of maintenance with their indoor courts, outdoor courts and their community space.

11.     These two options are discussed in further detail below.

Glenfield College

12.     Work is currently being done with Glenfield College to look at two opportunities:

·          providing operational funding to assist with running the college gymnasium in return for community access into the gymnasium.

·          investment into the realignment/remarking of the outdoor netball courts and artificial turf in return for community access of these facilities.

13.     The partnership with Glenfield College is currently identified as a pilot project in the Community and Schools Partnership project that is being undertaken by the Sport and Recreation team along with Harbour Sport and the Ministry of Education.

14.     This project aligns with the statement in the Kaipātiki Local Board Plan 2014: “We will also consider partnership funding to sports groups and schools where their facilities can be opened to our communities to increase participation.”

15.     The reason that Glenfield College is not the preferred option at this stage, is because more work needs to be done before investment can be agreed. This work includes actual cost break down, community access amount and times and further engagement with the sporting community.

16.     In the current draft Parks, Sport and Recreation work programme for 2017/2018 there is a further $50,000 allocated to assist with equitable access to sport and recreation facilities. As the engagement with Glenfield College progresses, there is an opportunity to consider this for funding from the 2017/2018 financial year.

Netball North Harbour

17.     Netball North Harbour is a regional facility based in the Kaipātiki Local Board area with 16,000 members and over 400,000 users annually that serves all the northern local boards as well as some central local boards.

18.     Netball North Harbour has an average annual operating cost of around $200,000. This consists of costs for items such as court, bathroom, changing room, equipment, infrastructure and lighting cleaning and maintenance, security, insurance and utilities.

19.     Netball North Harbour generally runs at a small surplus annually after depreciation is accounted for. This surplus is split between a game development fund for travel and accommodation costs for representative teams, and a development fund for repair and future development of the netball facilities.

20.     Traditionally Netball North Harbour has not received assistance from council to cover operating costs and have applied to council for grants to upgrade their facilities. The one exception to this is highlighted in the following table of recent council funding to Netball North Harbour:

Year

Amount

Project

Scheme

2016/17

$325,197

Roof upgrade

Discretionary funding from Kaipātiki, Hibiscus and Bays, Upper Harbour and Devonport-Takapuna Local Boards.

2015/16

$78,000

Annual maintenance

Kaipātiki Local Grants and Community Access Grant

2014/15

$190,000

Building refurbishment

Community Facility Development Fund

2013/14

$191,243

Upgrade lights and courts

Community Facility Development Fund

 

21.     The maintenance funding in the 2015/16 financial year allowed Netball North Harbour to provide better quality playing surfaces. This was because they were able to pay contractors to do the cleaning and maintenance of the courts instead of having their own staff do this job. This meant that the courts were maintained and cleaned to a higher standard more often.

22.     Another benefit of this funding was that Netball North Harbour was able to provide a higher quality facility as their own staff were able to spend more time on ensuring the building interior was up to a standard that was attractive to community groups. This led to an increase in community utilisation by groups such as Grey Power, Floral Art, Aglow and Waitemata Health.

23.     Netball North Harbour is the preferred option as the project addresses access to both indoor and outdoor courts as well as general community space. The allocation of a grant will improve the level of maintenance undertaken on the courts and provide a higher quality facility to a significant number of participants.

Overview of options

24.     A summary of the assessment of the two options is outlined in the table below:

Project

Reasoning

Preferred option

Partnership with Glenfield College to open access to school facilities (gymnasium) and improve facilities (outdoor courts/turf) to allow increased community use.

Project addresses both sports facility types identified (indoor and outdoor courts).

Partnership with schools is identified in the Kaipātiki Local Board Plan.

Further work is required to finalise this partnership opportunity and it is not ready yet for investment.

Not preferred.

Grant funding to Netball North Harbour to assist with maintenance costs or indoor and outdoor courts.

Project addresses both sports facility types identified (indoor and outdoor courts).

Partnership with the community is a priority in the Kaipātiki Local Board Plan.

A grant to Netball North Harbour will provide higher quality facilities for a large number of participants.

Preferred option.

 

Consideration

Local board views and implications

25.     Investment into school facilities is supported by the Kaipātiki Local Board Plan 2014 and the project with Glenfield College was discussed informally with Kaipātiki Local Board members during the 2016/17 financial year.

26.     The Kaipātiki Local Board has been supportive of Netball North Harbour in the past. When the governing body resolved not to continue funding to Hato Petera College under the Community Access Scheme, the Kaipātiki Local Board supported the decision to fund Netball North Harbour.

Māori impact statement

27.     The upgrade of these facilities will be of great benefit to the Māori population of Kaipātiki which is 8.5% according to the 2013 census.

28.     The development of facilities and assets provides significant opportunities for Māori; whether as input into the function and design elements of a facility, or simply utilising the asset once it is completed.

Implementation

29.     Should the local board resolve to allocate funding to the project identified, then a funding agreement will be developed outlining the terms and conditions for the funding. Council staff from the Sport and Recreation team will keep the local board informed on the project’s progress through local board reporting.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Mathew Walsh - Sport and Recreation Advisor

Authorisers

Dave Stewart - Manager Sport & Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Auckland Transport Monthly Update - June 2017

 

File No.: CP2017/09188

 

  

Purpose

The Auckland Transport Monthly Update Kaipātiki Local Board June 2017 report is attached.

 

Recommendation/s

That the Kaipātiki Local Board:

a)         note the Auckland Transport Monthly Update Kaipātiki Local Board June 2017.

 

 

 

 

Attachments

No.

Title

Page

a

Auckland Transport Monthly Update Kaipātiki Local Board June 2017

41

     

Signatories

Authors

Blair Doherty - Kaipātiki Local Board Democracy Advisor

Authorisers

 

 


Kaipātiki Local Board

21 June 2017

 

 

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21 June 2017

 

 

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21 June 2017

 

 

Renewal of the community lease to the Northcote Birkenhead Rugby Union and Sports Club Incorporated, Birkenhead War Memorial Park, Recreation Drive, Birkenhead

 

File No.: CP2017/11166

 

  

Purpose

1.       To seek approval from the Kaipātiki Local Board for the renewal of the community lease to Northcote Birkenhead Rugby Union and Sports Club Incorporated (the Club) for part of Birkenhead War Memorial Park, Recreation Drive, Birkenhead.

Executive summary

2.       The Northcote Birkenhead Rugby Union and Sports Club Incorporated had a community lease entered into with the former Birkenhead City Council for the site occupied at Birkenhead War Memorial Park. The lease provided an initial term of 33 years commencing 1 December 1982 with one right of renewal for a further term of 33 years effecting final expiry on 30 November 2048. The building and improvements on the site are owned by the Club.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      approve the renewal of the community lease to the Northcote Birkenhead Rugby Union and Sports Club Incorporated for Part Allotment 152 held in fee simple by the Auckland Council as a classified recreation reserve under the Reserves Act 1977 (as outlined in Attachment A to the agenda report) subject to the following terms and conditions:

i.        term – 33 years commencing 1 December 2015 with the final expiry on 30 November 2048;

ii.       rent - $1.00 plus Goods and Services Tax per annum if requested; and

iii.      all other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012 and Birkenhead War Memorial Park Management Plan as approved by the Birkenhead/Northcote Community Board in October 2003.

 

 

Comments

3.       The land occupied and used by the Northcote Birkenhead Rugby Union and Sports Club Incorporated (the Club) comprises 17.2904 hectares of Part Allotment 152 held in fee simple by the Auckland Council as a classified recreation reserve and subject to the provisions of the Reserves Act 1977. The activity is contemplated in the operative reserve management plan for Birkenhead War Memorial Park.

4.       The Club was registered as an incorporated society on 14 February 1955 and has been based at the Birkenhead War Memorial Park since 1984.

5.       The Club owns the improvements on the land comprising of the main clubrooms, office, changing rooms, toilets, function rooms, covered outdoor area and a storage shed. The improvements are well maintained and utilised.

6.       Contained within the Club’s 2015-2019 strategic plan are its objectives which include:

·          to increase community based participation in Northcote Birkenhead Rugby Union ad Sports Club;

·          to be a fully utilized integrated community facility;

·          to foster a strong healthy team environment

·          to develop a sustainable player base;

·          to be a financially viable and sustainable sports and community club; and

·          to improve the existing facility.

7.       The Club is a community sports club and includes a number of Māori and Pacific Island groups. This includes the involvement at senior, social and junior level with teams in the North Harbour Rugby Union region.

8.       Apart from the approximate 700 playing members, the Club has a significant supporter network which has been built up over its almost 90 year history.

9.       The Club’s function rooms are well utilized by the community. The organisations that use the rooms include trade unions, sports teams and the general public for social functions.

10.     The financial accounts provided by the Club indicate that its funds are sufficient to meet its liabilities and are being managed appropriately.

11.     The Club has the necessary insurance cover, including public liability insurance in place.

Issues affecting the progression of the lease renewal

12.     Birkenhead War Memorial Park was chosen as Kaipātiki Local Board’s key advocacy item. Auckland Council’s Parks, Sports and Recreation team is working on a master plan for Birkenhead War Memorial Park including feasibility and options assessment to inform future park development, which includes direction on renewals and new asset provision.

13.     The report for the renewal of the community lease to the Northcote Birkenhead Rugby Union and Sports Club Incorporated was deferred by Kaipātiki Local Board at its business meeting on 17 May 2017 due to the long term (33 years) of the renewal and the likely effect on the master plan.

Risks

14.     The renewal provision of the lease provides tenure until 2048.

15.     The master plan is at an early stage of development and the timeframe for consideration and completion is yet unknown.

16.     Auckland Council’s Legal Services has advised that the renewal must be granted because:

·          the Club has given notice of its intention to renew as required under the lease;

·          Auckland Council has not made the Club aware that it has committed any breach of the lease provisions;

·          therefore, since  the Club has done everything required of it in order to be granted a lease renewal, it is entitled to be granted a renewal  for a 33 year term, commencing on the day after the expiry date of the previous lease term; and

·          the master plan must take into account the Club’s rights in occupation under the lease for the next 33 years.

Consideration

Local board views and implications

17.     The renewal of lease of Northcote Birkenhead Rugby Union & Sports Club Incorporated is contemplated in the Community Lease Work Programme 2016/2017. The Kaipātiki Local Board approved the work plan at its meeting on 8 June 2016 (resolution number KT/2016/57).

18.     The recommendations within this report fall within the local board’s delegated authority relating to local, recreation, sport and community facilities.

Māori impact statement

19.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents, namely the Auckland Plan, the Long-term Plan 2015-2025, the Unitary Plan and local board plans.

20.     Support for Māori initiatives and outcomes are detailed in Te Toa Takitini, Auckland Council’s Māori Responsiveness Framework. An aim of community leasing is to increase targeted support for Māori community development projects. Additionally it seeks to improve access to facilities for Māori living in the Kaipātiki Local Board area.

Implementation

21.     The recommendations contained in this report do not trigger the Auckland Council Significance and Engagement Policy.

22.     Council staff will work with the Club to finalise the deed of lease.

23.     There are no cost implications for Auckland Council.

 

Attachments

No.

Title

Page

a

Attachment A Location Map and Leased Area

61

     

Signatories

Authors

Elena Malkova - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

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Kaipātiki Local Board

21 June 2017

 

 

Renewal of community leases 2016/2017

 

File No.: CP2017/11179

 

  

Purpose

1.       To grant the renewal of community leases held by:

·          North Shore Woodturners Guild Incorporated for the land and building on Agincourt Reserve, 7 Agincourt Street, Glenfield;

·          Takapuna Amateur Athletics and Harriers Club Incorporated for the land  on Onewa Domain, 2 Akoranga Drive, Northcote; and

·          Takapuna District Cricket Club Incorporated for the land on Onewa Domain, 44 Northcote Road, Northcote.

Executive summary

2.       Community leases are one of the ways in which Auckland Council provides support to local community organisations, assisting them to sustain the activities and experiences they provide in alignment with recognised local priorities.

3.       Rights of renewal available under the terms of an existing community leases may be exercised if the lessee can demonstrate that all lease conditions are being met and that the services or programmes being delivered meet community needs.

4.       The assessment process undertaken for each of the clubs listed in this report confirmed the lessee’s compliance with all lease terms and requirements necessary to process the lease renewals.

5.       This report recommends:

·          a renewal of the community lease to the North Shore Woodturners Guild Incorporated for a period of 10 years from 1 April 2017 in accordance with the original lease agreement;

·          a renewal of the community lease to the Takapuna Amateur Athletics and Harriers Club Incorporated for a period of 11 years from 1 October 2016 in accordance with the original lease agreement; and

·          a renewal of the community lease to the Takapuna District Cricket Club Incorporated for a period of 11 years from 1 April 2017 in accordance with the original lease agreement.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      grant a renewal of the community lease to the North Shore Woodturners Guild Incorporated for Section 1 SO 361236 being part of Agincourt Reserve together with the clubrooms on the site (refer to Attachment A of the agenda report)  subject to the following terms and conditions:

i.        term - 10 years commencing 1 April 2017; and

ii.       rent - $1.00 plus Goods and Services Tax per annum if requested.

b)      grant a renewal of the community lease to the Takapuna Amateur Athletics and Harriers Club Incorporated for Part Lot 1 DP 78630 being part of Onewa Domain (refer to Attachment B of the agenda report) subject to the following terms and conditions:

i.        term - 11 years commencing 1 October 2016; and

ii.       rent - $1.00 plus Goods and Services Tax per annum if requested.

c)      grant a renewal of the community lease to the Takapuna District Cricket Club Incorporated for Part Allotment 375 of Takapuna Parish (refer to Attachment C of the agenda report) subject to the following terms and conditions:

i.        term - 11 years commencing 1 April 2017; and

ii.       rent - $1.00 plus Goods and Services Tax per annum if requested.

d)      approve all other terms and conditions in accordance with the original leases and the Auckland Council Community Occupancy Guidelines 2012.

 

Comments

6.       Auckland Council’s Kaipātiki Local Board Community Lease Work Programme 2016/2017 identifies a number of community leases that require action to progress available rights of renewal.

7.       The renewal process includes:

·          a review of the lessee’s performance to ensure that all lease conditions are being met;

·          that the organisation holds sufficient funds to meet its financial liabilities and is financially sustainable; and

·          that the services or programmes offered align with the objectives in the operative local board plan.

8.       In each case, a comprehensive application was received from the lessee including audited accounts, proof of compliance and membership details. Information was also provided on the use of the facility (refer Attachment D - Community Lease renewals Lessee information).

9.       A site visit was undertaken that in each case established that the premises are well managed and maintained.

10.     There are no concerns regarding the proposed renewal of the leases that are the subject of this report.

Consideration

Local board views and implications

11.     The renewal of community leases to the clubs listed in this report is contemplated in the Kaipātiki Local Board Community Lease Work Programme 2016/2017. The Kaipātiki Local Board approved the workplan at its meeting on 8 June 2016 (resolution number KT/2016/57).

12.     The recommendations within this report fall within the local board’s delegated authority relating to local, recreation, sport and community facilities.

13.     The recommendations contained in this report do not trigger the Auckland Council Significance Policy.

Māori impact statement

14.     Auckland Council is committed to meeting to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. Auckland Council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in council’s key strategic planning documents the Auckland Plan, the 2015-2025 Long-term Plan, the Unitary Plan and local board plans.

15.     Support for Māori initiatives and outcomes is detailed in Te Toa Takitini, Auckland Council’s Māori Responsiveness Framework. An aim of community leasing is to increase targeted support for Māori community development projects. Additionally it seeks to improve access to facilities for Māori living in the Kaipātiki Local Board area.

Implementation

16.     Council’s Community Lease staff will work with the clubs to finalise the deeds of renewal.

17.     There are no direct cost implications for Auckland Council.

 

Attachments

No.

Title

Page

a

Attachment A NS Woodturners Site Map

67

b

Attachment B Takapuna Amateur Athletics Site Map

69

c

Attachment C Takapuna District Cricket Site Map

71

d

Attachment D Lease renewals, Lessee info

73

     

Signatories

Authors

Elena Malkova - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

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Kaipātiki Local Board

21 June 2017

 

 

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Kaipātiki Local Board

21 June 2017

 

 

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Kaipātiki Local Board

21 June 2017

 

 

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Kaipātiki Local Board

21 June 2017

 

 

New community lease to Birkenhead Tennis Club Incorporated at John G Kay Park, corner Verran Road and Waipa Street, Birkdale

 

File No.: CP2017/11194

 

  

Purpose

1.       To seek approval from the Kaipātiki Local Board to grant a new community lease to the Birkenhead Tennis Club Incorporated for part of John G Kay Park, corner Verran Road and Waipa Street, Birkdale.

Executive summary

2.       The Birkenhead Tennis Club Incorporated (the Club) had a community lease for the site at John G Kay Park that expired on 31 March 2016.

3.       The building and improvements on the site are owned by the Club.

4.       As specified in the Auckland Council Community Occupancy Guidelines 2012, groups that own their own buildings hold an automatic right to apply for a new lease at the end of their occupancy term.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      approve a new community lease to the Birkenhead Tennis Club Incorporated for Part Lot 150 DP 5105 held in fee simple by the Auckland Council under the Local Government Act 2002 with the following terms and conditions:

i.          term – 10 years commencing 1 April 2016 with one 10 year right of renewal;

ii.         rent - $1.00 plus Gods and Services Tax per annum if requested;

iii.         The Birkenhead Tennis Club Incorporated Community Outcomes Plan as approved be attached to the lease document (as outlined in Attachment B to the agenda report);

b)      approve all other terms and conditions be in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

 

Comments

5.       The land occupied and used by the Birkenhead Tennis Club Incorporated (the Club) comprises Part Lot 150 DP 5105 (refer Attachment A Birkenhead Tennis Club Inc. Site Plan), which is held in fee simple by the Auckland Council under the Local Government Act 2002. 

6.       The Club was incorporated on 7 August 1970 and has occupied the site on John G Kay Park for approximately 94 years.

7.       The buildings and improvements are owned by the Club and include clubrooms, three well maintained courts, floodlights and fencing.

8.       The Club currently has approximately 67 members nearly half of which are under 20 years of age.

9.       It has a focus on young players and family memberships and has regular social gatherings and events to encourage this.

10.     The Club has experienced great success and was a founding member of the North Harbour Lawn Tennis Association. Club members have been key players for Tennis North Harbour and are responsible for the creation of the region’s premier tennis competition – the Chelsea Cup.

11.     The financial accounts provided indicate that the Club’s funds are sufficient to meet its liabilities and are being managed appropriately.

12.     The Club has all necessary insurance cover, including public liability insurance, in place.

13.     Council staff has negotiated and gained agreement with the Club for a community outcomes plan which, if approved by the Kaipātiki Local Board, will be appended as a schedule to the community lease.

Consideration

Local board views and implications

14.     At its business meeting on 8 June 2016, the Kaipātiki Local Board resolved to approve the community lease 2016/2017 work programme. (resolution number KT/2016/57). The proposed new lease to the Club is listed in the Community Lease Work Plan 2016/2017.

15.     The recommendations within this report fall within the local board’s allocated authority relating to local, recreation, sport and community facilities.

Māori impact statement

16.     Auckland Council is committed to meeting to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. Council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the 2015-2025 Long-term Plan, the Unitary Plan and local board plans.

17.     Support for Māori initiatives and outcomes is detailed in Te Toa Takitini, Auckland Council’s Māori Responsiveness Framework. An aim of community leasing is to increase targeted support for Māori community development projects. Additionally it seeks to improve access to facilities for Māori living in the Kaipātiki Local Board area.

Implementation

18.     The recommendations contained in this report do not trigger the Auckland Council Significance Policy.

19.     There are no cost implications for Auckland Council.

 

Attachments

No.

Title

Page

a

Attachment A Birkenhead Tennis Club Inc. Site Plan

77

b

Attachment B Birkenhead Tennis Club Inc. COP

79

     

Signatories

Authors

Elena Malkova - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

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Kaipātiki Local Board

21 June 2017

 

 

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Kaipātiki Local Board

21 June 2017

 

 

Landlord consent to North Shore Playcentre Association Incorporated – Landscape and play area renewal project – 37A Totaravale Drive, Sunnynook

 

File No.: CP2017/11153

 

  

Purpose

1.       To provide landlord consent to the North Shore Playcentre Association Incorporated for the proposed landscape and play area renewal project at 37A Totaravale Drive, Sunnynook.

Executive summary

2.       The North Shore Playcentre Association Incorporated (the Association) holds a community lease for 37A Totaravale Drive, Sunnynook.

3.       The Association proposes to undertake a renewal project of the landscape and play area (refer Attachment A - Totaravale Concept Plan). Whilst  the proposal is a  comprehensive, long term project with significant undertaking, the plan is to stage the development according to funding as follows:

·          Stage one involves work at the front of the building including native bush planting, insect house, weta hotel, bird house and feeder, entrance and pushchair cover/rubbish bin storage; and

·          Stage two proposes to upgrade the areas with the new safety matting and complete any related ground works.

4.       An additional stage (Stage three) will be the completion of remaining elements of the design. Landlord consent is not being sought for stage three in this report.

5.       The Association has also requested that council consider temporary access via Totaravale Reserve, which is located to the rear of the property. The current access way to the rear of the property does not provide sufficient space for contractors or equipment. The proposal is to install a temporary ramp over the waterway and fence off the area during the planned works.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      grant landlord consent to the North Shore Playcentre Association Incorporated to carry out stages one and two of the proposed landscape and play area renewal project at 37A Totaravale Drive, Sunnynook subject to the following conditions:

i.        all work to be undertaken must occur within the leased area as designated on the site plan shown as indicated in Attachment B to the agenda report (Part Lot 109 DP 58805);

ii.       the North Shore Playcentre must secure and adhere to the terms and conditions of any resource or building consents required to undertake the proposed development on the site;

iii.      the North Shore Playcentre must ensure that the funding required to complete the project is in place before works commence;

iv.      all work must be undertaken by qualified and professional trades-people with adequate public liability insurance;

v.       the North Shore Playcentre must ensure that all  machinery and equipment stored onsite meets health and safety requirements before works commence;

vi.      the North Shore Playcentre must ensure that no heavy machinery travels across the Totaravale reserve during winter;

vii.     a project implementation plan must be prepared by the North Shore Playcentre and approved by Auckland Council staff prior to any works being undertaken;

viii.    all health and safety regulations are met and supervised sufficiently for the duration of the project;

ix.      a site specific safety plan is obtained by the North Shore Playcentre and accepted by Auckland Council staff prior to any works being undertaken; and

x.       all work is to be completed in a tidy, efficient, professional and timely manner.

b)      note that the North Shore Playcentre Association Incorporated will require separate landowner approval for both the future discharge and access across the reserve as part of the stage two development.

c)      note that landlord consent for stage three of the proposed landscape and play area renewal project will be sought at a later date.

 

Comments

6.       The North Shore Playcentre Association Incorporated (the Association) holds a community lease for 37A Totaravale Drive, Sunnynook. The property is held in fee simple by Auckland Council as a classified local purpose (community buildings) reserve and legally described as Part Lot 109 DP 58805, marked as ”A” on SO 68427, comprising 1035 square metres and contained in Part NA14A/428 (refer Attachment B, Part Lot 109 DP 58805).

7.       The Association is part of a regional organisation with 21 centres in the Auckland region that provide an early childhood education service. The centres are run as a parent co-operative and also provide adult education programmes.

8.       The operative lease commenced on 1 April 2008 for a period of 10 years effecting final expiry on 31 March 2018. The Association owns the building and improvements on the property. Under the terms of the lease, clause 2.6.2 requires the consent of the landlord for any additions and alterations to the property.

The project

9.       The Association proposes to carry out a renewal project of the landscape and play area at 37A Totaravale Drive, Sunnynook (refer Attachment A, Totaravale Concept Plan and Attachment C, Totaravale Dimension Plan).

10.     The proposed project will support the enriched play and learning experiences of the children and better provide for the replacement of impact attenuation surfaces as required under the early childhood education regulations and health and safety legislation.

11.     It is anticipated that the project  will be a long term project and, as such, the development will be in stages (refer Attachment D, Totaravale Staging Plan) as the necessary grant funding is obtained as follows:

·          Stage one involves work at the front of the building including native bush planting, insect house, weta hotel, bird house and feeder, entrance and pushchair cover/rubbish bin storage. The centre has the necessary funding to undertake this stage of the development.

·          Stage two proposes to – upgrade the areas with the worn out safety matting and complete any related ground works.

·          Stage three will be the completion of remaining elements of the design (Landlord consent for this stage will be considered at a later date).

12.     Stages two and three of the project have yet to confirm costings and funding.

13.     This report seeks landlord consent for stages one and two of the project. The Association plans to obtain landlord consent for stage three at a later date.

14.     Council staff have consulted with internal stakeholders. The Land Use Advisory team has indicated that the Association will require separate landowner approval for both the future discharge and access across the reserve as part of the stage two development.

15.     To reduce the impact of proposed works on the Association’s daily operations, the work areas will be isolated and the works planned over the term holidays, when the playcentre is not operating.  

Consideration

Local board views and implications

16.     The proposed project was discussed with the Kaipātiki Local Board at its workshop on 10 May 2017. No objections or concerns were raised.

17.     The recommendations within this report fall within the local board’s allocated decision-making authority relating to community facilities.

Māori impact statement

18.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. Support for Māori initiatives and outcomes are detailed in Te Toa Takitini, Auckland Council’s Māori Responsiveness Framework.

19.     An aim of community leasing is to increase community development projects where Māori within the Kaipātiki Local Board area can benefit. As such, there is no significant change or impact for Māori.

Implementation

20.     The recommendations contained in this report do not trigger the Auckland Council Significance Policy.

21.     There are no cost implications for Auckland Council.

 

Attachments

No.

Title

Page

a

Totaravale Concept Plan

87

b

Part Lot 109 DP 58805

89

c

Totaravale Dimension Plan

91

d

Totaravale Staging Plan

93

     

Signatories

Authors

Elena Malkova - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

 



Kaipātiki Local Board

21 June 2017

 

 

PDF Creator


Kaipātiki Local Board

21 June 2017

 

 

PDF Creator


Kaipātiki Local Board

21 June 2017

 

 

PDF Creator



Kaipātiki Local Board

21 June 2017

 

 

PDF Creator


Kaipātiki Local Board

21 June 2017

 

 

PDF Creator


Kaipātiki Local Board

21 June 2017

 

 

PDF Creator


Kaipātiki Local Board

21 June 2017

 

 

PDF Creator


Kaipātiki Local Board

21 June 2017

 

 

Project 17: Auckland Council maintenance contracts

 

File No.: CP2017/11531

 

  

Purpose

1.       The purpose of this report is to seek agreement from the local board on:

·              community and workforce priorities for this local board area (smart procurement); and

·              site specific issues (if any) that are unique to the local board and may require particular attention over and above standard maintenance service specifications. 

Executive summary

2.       Auckland Council’s maintenance contracts for parks, buildings and open space expire on 30 June 2017. This has presented a unique opportunity to reconsider and reshape how council approaches the maintenance of Auckland Council’s assets and open spaces in the future.

3.       At the end of March 2017, a new contract structure was approved by the Strategic Procurement Committee and Finance and Performance Committee, with contracts due to commence 1 July 2017.

4.       One of the key performance indicators for each supplier is a Community Outcomes and Workforce Development Plan, which includes smart procurement measures and targets.

5.       This report seeks formal feedback from the local board on community and workforce measures (smart procurement) that are a priority to this local board, noting that targets may be developed over the next six to twelve months as a baseline is established.

6.       This report seeks formal feedback from the local board on site specific issues (if any) that are unique to the local board area and may require particular attention for 2017/2018, and is over and above standard service specifications.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      agree the following local priorities for year one (2017/2018) of new maintenance contracts:

i.       community and workforce priorities for this local board area (smart procurement) (refer Attachment A to the agenda report).

ii.      site specific issues (if any) that are unique to the local board and may require particular attention over and above standard maintenance service specifications.

b)      note that community and workforce (smart procurement) targets may be developed over the next six to 12 months to establish a baseline.

c)      note that Auckland Council will continue to encourage, support and work with volunteer and community groups across the region in alignment to the new maintenance contracts. 


Comments

Background

7.       Auckland Council’s maintenance contracts for parks, buildings and open space expire on 30 June 2017. This presented a unique opportunity to reconsider and reshape how we approach maintenance of Auckland Council’s assets and open spaces in the future.

8.       Over the last 12 months, Community Facilities has engaged with local boards and the governing body to provide direction and shape up the procurement of a new contract structure. This included receiving formal feedback from all local boards in March 2017, prior to a decision being made.

9.       At the end of March 2017, the new contract structure was approved by the Strategic Procurement Committee and Finance and Performance Committee, with contracts due to commence on 1 July 2017.

10.     The new maintenance contracts incorporate three main service types for the Auckland region:

·              Full Facilities – maintenance of parks, open spaces, sports fields, buildings, public toilets, cleaning (including toilets in town centres), locking and unlocking services of park gates and public toilets, rubbish bin emptying, weed control, mowing and maintenance of streetscape gardens;

·              Arboriculture - street tree pruning, park tree pruning, street tree and powerline clearance, species specific pruning, tree inspections and removals and planting/aftercare maintenance; and

·              Ecological - pest animal and pest plant monitoring and control, ecological restoration, revegetation and enrichment planting and reactive pest control/monitoring.

11.     A key change to maintenance contracts is that the majority of service levels will now be outcome-based (e.g. ‘rubbish bins shall not exceed the bin’s capacity and items shall not overflow’), as opposed to services that were previously prescriptive or frequency based (e.g. ‘rubbish bins are emptied once a day’).

12.     Refer to Attachment B for the final version of the Full Facilities Service Specifications, which outline agreed outcome statements that will apply across the Auckland region from
1 July 2017.

13.     Arboriculture and ecological services are specialist contracts, largely based on compliance with legislation and policies. Specifications are detailed, technical and more prescriptive in nature.

Smart Procurement

14.     Key performance indicators measure how well the supplier is doing to meet their contractual agreement with Auckland Council.

15.     One of the key performance indicators for each supplier is a Community Outcomes and Workforce Development Plan. This outlines community and workforce measures and targets to be agreed with each supplier.

Community and Workforce

16.     These key performance indicators include setting smart procurement targets that reflect the local character of each area, of which local boards play a key role in identifying.

17.     Attachment A outlines a minimum set of community and workforce measures (smart procurement), noting that specific targets will be determined over the next six to 12 months as a baseline is established.

18.     This report seeks agreement from the local board on identifying key community and workforce measures (smart procurement) to focus on for year one (2017/2018).

Environmental

19.     Each supplier is also required to develop an environmental management system that monitors, measures and sets goals. At a minimum the following will be measured – local boards will have the opportunity to identify (at a later date) what measures they seek regular reporting on:

·              energy conservation;

·              water conservation;

·              waste management and recycling;

·              chemical use; and

·              Scope 1 and Scope 2 greenhouse gas (GHG) emissions.

20.     Environmental key performance indicators will track progress of these goals, noting that this specifically includes targets for suppliers to annually reduce their carbon footprint and annually reduce use of agri-chemicals (as outlined in Auckland Council’s Weed Management Policy).

Local Service Level Variations

21.     Feedback received from local boards indicates the following most common and typical maintenance issues experienced in their area, which is largely due to the prescriptive nature of the previous contract model:

·     toilets not being clean;

·     rubbish bins overflowing; and

·     grass in parks getting too long.

22.     New maintenance contracts intend to address these common issues through an outcome-based model, as outlined in the background section above.

23.     In some cases, there may be some site specific issues, or a common maintenance problem, that is unique to the local board area and requires particular attention. For example, a 100 per cent spray free reserve, overflowing bins near tourist beaches, litter caused from freedom campers in a particular location.

24.     This report seeks agreement from the local board on site specific issues (if any) that are unique to the local board area and may require particular attention for 2017/2018, and is over and above standard service specifications.

Asset Data

25.     Over the last six months, Auckland Council’s asset data team conducted a full system review of asset information to support the development of new maintenance contracts. 

26.     Attachment C outlines an updated asset list for this local board area as at 2 June 2017.

27.     Note that asset data is continually updated to reflect council decisions and asset assessments, and that new maintenance contracts have flexibility to accommodate changes.

Volunteers and Community Groups

28.     Auckland Council values the huge number of volunteer and community groups across the region, who undertake a significant amount of work over many years to shape and maintain the beauty of Auckland. 

29.     Council will continue to encourage and support volunteers, community empowerment initiatives and local community groups where they align to council’s objectives and enhance our community.

30.     Under the new maintenance contract model, council does not expect volunteers to have to undertake work to address poor performance in contract delivery, such as cleaning up litter where the supplier has a responsibility to do so. 

31.     It is acknowledged that many volunteer and community groups achieve a sense of pride, value and enjoyment in supporting maintenance work, such as restoration, garden maintenance and pest control. Council will continue to work with these groups and with suppliers to support them as best as possible in these activities.

32.     Over the next few months, council staff will be in contact with key volunteer and community groups where maintenance related work is undertaken, to ensure alignment of objectives and determine how council and suppliers can best support this work.

Consideration

Local board views and implications

33.     Project 17 has engaged with local boards through various channels including:

·              Local Board Chairs Procurement Working Group;

·              Local Board Chairs Forum presentations;

·              memorandums;

·              cluster workshops;

·              individual local board workshops; and

·              business meeting reports.

34.     Community Facilities is now seeking agreement from local boards on smart procurement priorities and local service level variations (if any) for 2017/2018, prior to new contracts commencing on 1 July.

35.     This information will be provided to suppliers and Community Facilities before new contracts commence.

Māori impact statement

36.     Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi and its broader statutory obligations to Māori.

37.     Māori responsiveness requires the collective effort of everyone. Under the new contracts, suppliers will work collaboratively with council to achieve better outcomes with Māori and for Auckland. This will include:

·              building positive relationships with Māori – effective communication and engagement with Māori, developing resilient relationships with mana whenua;

·              significantly lift Māori social and economic well-being; and

·              building Māori capability and capacity.

38.     Through these contracts, opportunities to support local community outcomes and economic development include (but are not limited to):

·              providing employment opportunities, in particular for local people and for youth;

·              increasing capability and capacity (apprenticeships, cadetships or equivalent) in particular for youth;

·              building on community and volunteer networks;

·              focusing on smart procurement initiatives that support Māori outcomes.

Implementation

39.     Mobilisation is currently underway with suppliers to prepare for 1 July 2017 (day one). This includes finalising processes, implementing systems, recruiting staff, purchasing equipment, creating health and safety plans and developing work schedules. 

40.     Local boards are meeting new suppliers in June 2017 and will have the opportunity to present and discuss local priorities with the supplier.

41.     Reporting requirements for local boards on local service levels and contractor performance is currently underway.

42.     New maintenance contracts take effect on 1July 2017, noting that there may be up to 12 months to bed in changes, particularly with regards to systems and reporting.

 

Attachments

No.

Title

Page

a

Community and Workforce measures (Under Separate Cover)

 

b

Full facilities specifications (Under Separate Cover)

 

c

Kaipātiki Local Board area asset list (Under Separate Cover)

 

     

Signatories

Authors

Kate Marsh - Financial Planning Manager - Local Boards

Authorisers

Matthew Walker - GM Financial Strategy and Planning

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Appointments to Outside Organisations

 

File No.: CP2017/10494

 

  

Purpose

1.       This report provides the Kaipātiki Local Board (the local board) with an opportunity to make further appointments to outside organisations and to consider wider issues relating to such appointments.

Executive summary

2.       Elected members participate as representatives of the local board on a number of external community and national organisations.

3.       The beginning of the new electoral term generates the need for new appointments. At its November 2016 meeting the local board made a number of appointments to outside organisations which historically have requested an appointment be made (resolution number KT/2016/159). 

4.       At that meeting the board asked that three additional organisations receiving annual contract grants be contacted to see if they would like a liaison appointment made. In addition, the board deferred consideration of a number of additional appointments pending “consideration of how the board can best engage with community groups within the community”.

5.       This report updates the local board with the responses received from the three additional organisations and provides the board advice with respect to engagement with community groups within the community.

6.       Additionally, the report recommends an appointment be made to Northcote Town Centre Incorporated in accordance with the Auckland Council Business Improvement District (BID) Policy.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      appoint a liaison representative to Raeburn House.

b)      defer consider of a possible appointment to the Kaipātiki Youth Development Trust until after the two boards have had an opportunity to meet.

c)      defer consideration of a possible appointment to the Kaipātiki Project until after a formal response has been received from the Kaipātiki Project board.

d)      provide direction to staff as to how the board wishes to engage with community organisations not receiving an annual funding agreement.

e)      appoint a liaison representative to Northcote Town Centre Incorporated.

 

 

Comments

7.       In the period since November 2016:

·          The six organisations to which the board made an appointment have been written to and formally advised of the board member appointed to liaise with their organisation.

·          The three organisations referred to in resolution number KT/2016/159 b) (Kaipātiki Project, Raeburn House, and Kaipātiki Youth Development Trust), have been contacted and the idea of a possible board appointment raised with them. 

·          All organisations for which an appointment was deferred have been contacted and advised of the deferral (Beach Haven Birkdale Residents’ Association, Kauri Point / Centennial Park Committee, North Shore Centre for Maritime Education Trust, Northcote Citizens’ Centre Management Trust, Onepoto Awhina and Friends of Shepherd’s Park). 

·          Further consideration has been given to a range of wider issues relevant to the relationships between the local board and community organisations.

Organisations receiving annual contract grants

8.       The following responses have been received from the three organisations receiving annual contract grants where the board indicated an interest in providing a liaison representative:

·          Raeburn House - would welcome a Kaipātiki Local Board liaison to attend two Raeburn House board meetings per year, as well as its annual general meeting (total of three engagements per year). Raeburn House has requested Member Paula Gillon be appointed as liaison representative due to her interest in the five ways to well-being approach used in Raeburn House’s work.

·          Kaipātiki Project – a formal response from the Kaipātiki Project board is yet to be received.

·          Kaipātiki Youth Development Trust – would like to have a liaison appointment made, however, prior to any appointment they would like to have a governance to governance meeting to enable both boards to meet and better understand the liaison role.

Further considerations

9.       The reasons for elected member participation in external organisations were described in the November 2016 agenda report as resulting from a number of ways:

·          a trust deed, that requires Auckland Council to make an appointment to an organisation;

·          an organisation of interest to the local board is inviting elected member representation at its meetings;

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

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

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

·          a resource consent requiring the formation of a committee or hearing panel.

10.     It is not clear why most of the appointments historically made by the Kaipātiki Local Board were originally instigated. 

11.     The statutory obligation for the local board to have regular contact with community organisations operating in the Kaipātiki area, together with the value of community organisations in communicating preferences and priorities of their members for local board plan purposes provide additional reasons to engage with such organisations, whether or not a formal relationship and a liaison appointment is requested.

12.     There are, however, a large number of community organisations active in the Kaipātiki area and historically only a small proportion of them have sought appointment of a representative from the local board.

13.     The role of the elected member on the outside organisation has also varied due to the nature of the outside organisation’s request. These roles have included appointment as trustee, as a voting member of the outside organisation’s governance body, as a non-voting member of the outside organisation’s governance body, or as a general liaison.

14.     The advice provided to the board in November 2016 together with part (d) of resolution KT/2016/159 passed by the board provide the basis of a ‘job description’ for the local board members role on an outside organisation. This can be stated as:

·          “providing updates to the outside organisation on Auckland Council and local board activities, plans and projects;

·          communicating to the other local board members providing information on the activities, plans and projects of the outside organisation;

·          in exercising their role, elected members should ensure that they represent the collective board views on issues; and

·          to avoid potential conflicts of interest, elected members appointed to any outside organisation do not exercise any voting rights conferred by the organisation” (part d of KT/2016/159).

15.     This de-facto liaison job description precludes local board members taking a role in the outside organisation’s governance and focuses the role on encouraging an information flow between both parties.

16.     Accountability for any funding received by an outside organisation is managed for those organisations’ receiving annual funding through the funding agreement and for those organisations receiving contestable grants through the grant accountability process. Any local board liaison representative is not directly involved in these processes, other than as part of the local board’s collective oversight role.

17.     A range of policy options were identified and reviewed for how relationships with outside organisations could be managed:

·          do nothing and do not make further appointments;

·          continue historical practice with respect to appointments;

·          holding ‘governance to governance’ periodic meetings;

·          use an umbrella group to manage relationships with particular sectors;

·          expand the community hui approach used in some of the local board plan pre-draft adoption stakeholder consultation;

·          encourage groups to attend Community Forum; and

·          use social media to reach out to community groups. 

18.     Historically there are only a small number of outside organisation appointments. However, most options reviewed are not scalable should an increased number of outside organisations request that liaison appointments be made.

19.     Each approach has several advantages and disadvantages. These advantages and disadvantages are often dependent on the context within which the outside organisation operates and its relationship with council. These options have been assessed as providing the following advantages and disadvantages:

 

Option

Advantages

Disadvantages

Do nothing and do not make a formal appointment.

No board resources required.

May signal a lack of importance and political interest to organisations where no appointment is made.

 

Make an appointment on request.

Meets historical obligations.  Creates a direct link between the local board and the organisation.

May become impossible for local board members to resource if the numbers of organisations seeking appointments increase.

 

Small risk of ‘filtering’ of information by individual board members

 

Hold a governance to governance meeting periodically with each organisation.

 

Signals the importance of an organisation to the board.

 

All board members able to be involved.

 

Difficult to schedule due to the availability of multiple individuals.

 

Will occur at most once a year and this may not be at a time relevant to either the board or the organisation.

 

Utilise an umbrella group which includes most organisations active in that particular sector as the conduit for a relationship (e.g. Kaipātiki Restoration Network).

 

Uses elected member time more efficiently as they meet with multiple organisations simultaneously.

 

All board members able to be involved.

There are only two active umbrella organisations in the board area:

 

·      Kaipātiki Restoration Network and

·      the social sector MAST group. 

 

Further umbrella networks would need to be established to cover all the historic relationships.

 

Individual organisation’s voices may not be heard in a group environment.

Individual organisations may not be comfortable discussing some issues in a semi-public environment.

 

Would be difficult for all board members to be involved in all umbrella groups, should multiple umbrella groups appear covering more sectors of the community.

 

Continue and develop the sector hui approach used for the pre-draft local board plan discussion as a way of periodically ‘checking in’ with outside organisations.

 

Provides a vehicle for the board to engage with multiple organisations simultaneously.

Attendance would need to be improved.

 

Individual organisation’s voices may not be heard in a group environment.

 

Individual organisations may not be comfortable discussing some issues in a semi-public environment.

 

Invite organisations to address the board at Community Forum, and actively promote the opportunity.

 

Provides a formal structured opportunity to present issues to the board.

There may be some issues that organisations are uncomfortable discussing in a public venue.

 

Community Forum does not provide a real opportunity for a ‘two way conversation’ between the board and the organisation.

 

Better communication from the board to the organisation via social media or other channels.

A consistent message and ‘story’ can be provided.

Primarily one way communication from the board to the organisation. 

 

 

20.     No single approach was identified as being universally applicable to all outside organisations due to the wide range of activities that community organisations undertake.

21.     These options were workshopped with the board on 24 May 2017. Much of the informal discussion at this workshop focused on how real and perceived conflicts of interest between local board members acting in their capacity as local board members and local board members appointed as liaison representatives could be avoided.

22.     A further strand of discussion at the workshop was around the value to the board of having more than one local board member involved in any relationship as this provided a ‘richer interface’ between the local board and the outside organisation. This alternative approach has also been assessed as follows:

Option

Advantages

Disadvantages

Multiple board members involved with each relationship

More board members will be part of any discussion and directly familiar with the outside organisation’s aspirations and challenges.

Multiple members may not be welcome at the outside organisation’s governance meeting.

 

If the majority of the local board members participate there may be confusion for the outside organisation as to the status of any statements made, as these will not be formal local board policy or decisions.

 

 

Northcote Town Centre Incorporated – BID Liaison

23.     Under the Business Improvement District (BID) Policy  the local board as a whole has allocated governance and decision-making responsibilities around the BID programme strategic direction, establishment of new BID programmes and recommendation of BID programme targeted rates to the governing body.

24.     The BID Policy also requires the appointment of a local board representative to the relevant BID board to provide a direct link between Auckland Council and the operation of the BID programme. The member is not there to deal with, or answer, every question relating to Auckland Council’s services, but has the role set out in Table 1 of the BID Policy, namely to:

Extract from Table 1, Business Improvement District (BID) Policy 2016

25.     With the return of the Northcote BID programme to the Northcote Town Centre Incorporated it is now appropriate for the local board to appoint a liaison representative. The appointment of a liaison representative is also included in the BID’s new Northcote Strategic Plan 2017-2020.

26.     The BID Policy also states that “Governance to governance (board to board) relationship between the local board and business association board is strongly encouraged. There needs to be equal effort from both parties to make this relationship work”.

27.     This policy approach is aligned to the local board’s own wish to have periodic governance to governance meetings.

Consideration

Local board views and implications

28.     Local board views have been taken into account in the preparation of this report.

Māori impact statement

29.     There are no current Māori organisations with which the board historically has had a liaison representative appointed.

Implementation

30.     Implementation will be initially undertaken by Local Board Services staff with local board members undertaking the on-going liaison role.

 

Attachments

There are no attachments for this report.    

Signatories

Authors

Andy Roche - Local Board Advisor

Authorisers

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Local Board Services Monthly Report - June 2017

 

File No.: CP2017/11563

 

  

Purpose

1.       The purpose of this report is to provide an update on the key activities of the Kaipātiki Local Board during May 2017, and to provide recommendations for matters requiring attention.

2.       The updates in this report relate to the following areas:

·          Community Facilities;

·          Community Services; and

·          Governance.

Executive summary

3.       The Marlborough Park Hall does not currently have a phone line connection. Now that the facility is set up for a full time operator, a line is required to enable phone and internet use. A trench and installation of conduit pipe is required from the hall to the Archers Road network. The cost to trench and lay conduit pipe is $15,000, including contingency and is proposed to be allocated to the current Marlborough Park project. Further information on this matter is provided in Attachment A.

4.       At its May 2017 business meeting, the local board granted the North Shore Chinese Community Network Trust $1,587 towards venue hire for meetings and functions and event coordinator fee from 1 April 2017 to 31 March 2018 (resolution number KT/2017/48). The group have received a reduced rate for venue hire and now have a surplus of $400 which they have requested be used towards hiring a sound system, and purchasing stationary and name badges at the same events as the resolution above. The community grants advisor supports the request.

5.       The governance forward work calendar aims to support the local boards' governance role. The June 2017 governance forward work calendar for the Kaipātiki Local Board is provided as Attachment B.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      approve the allocation of $15,000 from the Kaipātiki Local Board Small Park Top Ups/response fund project line of its locally driven initiatives capital budget towards the provision of a conduit pipe from Archers Road to Marlborough Park Hall to enable the installation of a fibre phone and broadband connection.

b)      approve the following change to the grant of $1,587 to the North Shore Chinese Community Network Trust; resolution number KT/2017/48:

Applicant and application ID

Funding for

Amount granted

Comments (including reason for decline)

North Shore Chinese Community Network Trust

LG1708-212

Towards venue hire for meetings and functions, event coordinator fee, hiring a sound system, and purchasing stationary and name badges  from 1 April 2017 to 31 March 2018.

$1,587

Purpose of grant extended to include hiring a sound system, and purchasing stationary and name badges

 

c)      note the Kaipātiki Local Board governance forward work calendar – June 2017.

 

Comments

6.       In May 2017, the Kaipātiki Local Board held two workshops. Records of these workshops are attached to a separate report on this agenda.

7.       The following regional and sub-regional briefings/meetings took place in May 2017:

·          Mayor Visit to local boards – Annual Plan – 1 May 2017;

·          Governance Framework Review Political Working Party – 4 May 2017;

·          Weed Management Political Advisory Group – 4 May 2017;

·          Local Board Chairs Forum – 8 May 2017;

·          Regional/Sub-Regional Workshop [North] – 22 May 2017; and

·          Local Board Resource Consent Lead Training – 26 May 2017.

8.         The board's June workshops are scheduled for 7 and 14 June 2017.

Community Facilities

Marlborough Park Hall – Fibre Install

9.       After completing the upgrade of Marlborough Park Hall it was discovered that there is no existing phone line connection to the building. Now that the facility is set up for a full time operator, a line is required to enable phone and internet use. A trench and installation of conduit pipe is required from the hall to the Archers Road network in order for Chorus to run the fibre cable. The cost to trench and lay conduit pipe is $15,000, including contingency. This funding would be allocated to the current Marlborough Park project to enable the work to be undertaken as a variation to the existing contract. Further information on this matter is provided in Attachment A.

Community Services

North Shore Chinese Community Network Trust

10.     At its May 2017 business meeting, the local board granted the North Shore Chinese Community Network Trust $1,587 towards venue hire for meetings and functions and event coordinator fee from 1 April 2017 to 31 March 2018 (resolution number KT/2017/48).  The group have received a reduced rate for venue hire and now have a surplus of $400.  The group have approached the community grants advisor to request to use the $400 towards hiring a sound system, and purchasing stationary and name badges at the same events as the resolution above. The community grants advisor supports the request.

Governance

Governance Forward Work Calendar

11.     The governance forward work calendar was introduced in 2016 as part of Auckland Council’s quality advice programme. The calendar aims 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; and

·          clarifying the rationale for reports.

12.     The calendar also aims to provide guidance for staff supporting local boards and greater transparency for the public. The calendar is updated monthly, reported to local board business meetings, and distributed to council staff.

13.     The June 2017 governance forward work calendar for the Kaipātiki Local Board is provided as Attachment B.

Consideration

Local board views and implications

14.     Local board views are sought via this report.

Māori impact statement

15.     There are no specific impacts on Māori arising from this report.

Implementation

16.     There are no implementation issues arising from this report.

 

Attachments

No.

Title

Page

a

Marlborough Park Hall fibre installation

111

b

Governance forward work calendar

113

     

Signatories

Authors

Paul Edwards - Senior Local Board Advisor - Kaipātiki

Authorisers

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

PDF Creator


 

PDF Creator


Kaipātiki Local Board

21 June 2017

 

 


Kaipātiki Local Board

21 June 2017

 

 

Governing Body and Independent Māori Statutory Board Members' Update

 

File No.: CP2017/11107

 

  

Executive summary

An opportunity is provided for Governing Body and Independent Māori Statutory Board members to update the board on Governing Body or Independent Māori Statutory Board issues, or issues relating to the Kaipātiki Local Board.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      receive the Governing Body and Independent Māori Statutory Board members’ verbal updates.

 

Attachments

There are no attachments for this report.     

Signatories

Authors

Blair Doherty - Kaipātiki Local Board Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

Members' Reports

 

File No.: CP2017/11104

 

  

Executive summary

1.         An opportunity is provided for members to update the Kaipātiki Local Board on the projects and issues they have been involved with since the last meeting.

2.         Member Anne-Elise Smithson has submitted a written report (refer Attachment A).

 

Recommendation/s

That the Kaipātiki Local Board:

a)         receive the report from Member Anne-Elise Smithson.

b)         receive any verbal reports of members.

 

Attachments

No.

Title

Page

a

Members report - Anne-Elise Smithson

119

     

Signatories

Authors

Blair Doherty - Kaipātiki Local Board Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

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Kaipātiki Local Board

21 June 2017

 

 

Workshop Records - Kaipātiki Local Board Workshops - Wednesday 10 May 2017 and Wednesday 24 May 2017

 

File No.: CP2017/11108

 

  

Purpose

1.       The purpose of this report is to record the Kaipātiki Local Board workshops held on Wednesday 10 May 2017 and Wednesday 24 May 2017.

Executive Summary

2.       At the workshop held on Wednesday 10 May 2017, the Kaipātiki Local Board had briefings on:

·          Birkenhead Town Centre Association strategic plan;

·          Kaipātiki Local Grants, Round Two 2016/2017;

·          Community Facilities monthly update; and

·          Panuku Development Auckland update.

3.       At the workshop held on Wednesday 24 May 2017, the Kaipātiki Local Board had briefings on:

·          Northart 360 review;

·          Draft local spatial plan programme;

·          Appointments to external organisations; and

·          Te Onewa Pā update.

4.       The workshop records are attached to this report.

 

Recommendation/s

That the Kaipātiki Local Board:

a)      receive the records for the Kaipātiki Local Board workshops held on Wednesday 10 May 2017 and Wednesday 24 May 2017.

 

Attachments

No.

Title

Page

a

Kaipātiki Local Board workshop record - Wednesday 10 May 2017

123

b

Kaipātiki Local Board workshop record - Wednesday 24 May 2017

127

    

Signatories

Authors

Blair Doherty - Kaipātiki Local Board Democracy Advisor

Authorisers

Eric Perry - Relationship Manager

 


Kaipātiki Local Board

21 June 2017

 

 

PDF Creator


 

PDF Creator


 

PDF Creator


Kaipātiki Local Board

21 June 2017

 

 

PDF Creator


 

PDF Creator