Agenda of Henderson-Massey Local Board

Henderson-Massey Local Board

16 October 2014

Henderson-Massey Local Board Community Group Funding, Applications for Round Two, 2013/2014

File No.: CP2014/22051

Purpose

1. This report presents applications received under round two of the Henderson-Massey Local Board 2013/2014 Community Funding programme. The Henderson-Massey Local Board is required to fund, part-fund or decline these applications.

Executive summary

2. The Henderson-Massey Local Board has a total Community Programme budget for 2013/2014 of $50,627. This is being distributed to community groups in two funding rounds. The first round closed on 5 July 2013 and the second on 28 February 2014.

3. Under round one, the board committed $35,161 from its Community Funding programme budget, which leaves a balance of $15,466 for round two.

4. The applications to be considered are those received for round two, which is the second and final round in this financial year.

5. Forty-two applications have been received, requesting a total of $201,893.

Recommendation:

That the Henderson-Massey Local Board:

a) considers the applications listed in Table 1 and agree to fund, part-fund or decline each application in this round.

Table 1 – Henderson-Massey Local Board Community Funding Applications.

Organisation	Funding for	Amount requested
Multiple Sclerosis Auckland	Towards the pool hire and contract fees for qualified physiotherapist attendance at West Wave Swimming Pool	$5,000.00
Parent aid Waitakere Inc.	Towards the office lease and administration costs	$14,020.00
YMCA of Auckland Inc.	Towards the purchase and installation of new basketball hoops at the Massey Leisure Centre	$11,906.00
Ethiopian Sports and Cultural Club Inc.	Towards hall hireage, costume hire, fees for the performance coordinator, transport and refreshments for the event ‘Performance West’	$1,550.00
Netball Waitakere	Towards the purchase of medals, badges and trophies for the winter league prize giving	$9,451.00
Antara Association Inc. - Antara Free Natural Health Clinic	Towards the purchase of a vacuum cleaner	$699.00
Project Litefoot	Towards the costs of implementing LiteClub at Starling Park Sports Club	$2,873.00
Waiatarua Community Patrol Group	Towards first aid training for the volunteers	$1,000.00
Communicare (CMA)	Towards venue hire for the Te Atatu and Massey Friendship Centre	$3,456.00
Women's Centre Waitakere	Towards purchasing books, facilitator fees and window tinting for 111 McLeod Road, Te Atatu South	$4,700.00
Life Education Trust Waitakere	Towards the purchase of workbooks for use in the mobile classroom	$4,000.00
Barnardos New Zealand	Towards the purchase of resources, microwave and table chairs for the HIPPY programme at Colwill School	$3,892.00
Postnatal Distress Support Network Trust	Towards office rent at the Integrated Neurological Rehabilitation Foundation	$5,000.00
Hare Krishna Veggie Burgers	Towards the purchase of food and set up costs for the Veggie Burgers project in Henderson	$5,000.00
Blind Foundation	Towards a salary for the blind counsellor	$5,000.00
West City Youth Trust	Towards volunteer reimbursement, advertising, resources, prizes, event uniforms, venue hire and hireage of sports gear for youth workers in schools	$2,050.00
Youthline Auckland Charitable Trust	Towards the facilitation and room rental costs for the basic youth and community Counselling Skills	$3,625.00
The Parenting Place - Toolbox Division	Towards additional subsidies for participants, course handbooks and volunteer expenses for courses run in the Henderson-Massey Local Board area	$2,699.00
Silver Fern MotorSport Charitable Trust	Towards fuel, salaries, and overhead costs of the Youth At Risk programme	$5,000.00
Neighbourhood Support Waitakere including Junior Neighbourhood Support Waitakere programme	Towards the purchase of the volunteer resource kits (portable table, chair, flags, gazebo and printing) and entrance fees to Rainbows End for the Junior Neighbourhood Support Big Day Out	$2,369.00
Action Education Incorporated	Towards facilitation costs and room rental for personal development programmes	$2,609.00
Fair Food Trust	Towards the purchase and printing of volunteer t-shirts and equipment for the volunteers	$2,240.00
Getin2life Youth Development Trust	Towards costs associated with running 6 Underground Street Play sessions in the Henderson-Massey Local Board area	$3,288.00
Christian Assist Trust	Towards the purchase of a laptop and printer for use at the Colwill School Budgeting Service	$707.00
Massey Community Trust	Towards the purchase of programme resources, hall hire costs, salary of the programme director and volunteer expenses for Breakfr3 programme.	$7,800.00
Te Atatu Peninsula Community Trust	Towards painting the inside of the building for the Te Atatu Peninsula Community Trust	$5,000.00
Te Ukaipo Mercy Initiatives for Rangatahi Limited	Towards the purchase of food and equipment for the Te Ukaipo Teaching Outreach in Ranui programme	$5,000.00
Ranui Swanson Waitakere Community Patrol	Towards the purchase of a vehicle for the Ranui Swanson Patrols	$10,000.00
The Royal New Zealand Plunket Society Waitemata	Towards the operational costs of the West Auckland Family Centre in Henderson	$7,313.00
Auckland Action Against Poverty	Towards costs cellphone contracts, purchase of laptop, printer, volunteer expenses and equipment for the Kelston Community Hub	$1,900.00
Ranui Action Project	Towards purchase of a trailer BBQ for projects/events in the Ranui area	$5,000.00
Massey Community House	Towards costs associated with the Halloween and Christmas in the Park events at Triangle Park	$7,010.00
Massey Community House	Towards the purchase of equipment (playground, seating, storage and mural) for the beautification of Triangle Park	$5,000.00
Rainbow Youth Inc.	Towards the design, poster, pamphlets, postage and packaging for the Auckland Public Spaces Initiative	$3,000.00
Migrant Action Trust	Towards facilitators fees, workshop material, venue hire, administration and coordination costs, mileage and projector hire for the Start Right in NZ at the Waitakere Resource Centre	$4,222.00
Sport Waitakere	Towards the purchase of prizes, corflute sign, advertising pedometers and trophies for Run4Fun at Moire Park, Massey	$2,500.00
Piha Community Centre Society Incorporated	Towards roof treatment for the Barnett Hall, Piha	$825.00
Auckland Regional Migrant Services Charitable Trust	Towards travel expenses for volunteers, coordinator’s salary, workshop costs, programme overheads, facility rental and van hire for the ARMS Newcomer Supporter Programme	$14,273.00
Auckland Kids Achievement Trust - FYD Auckland	Towards camp costs, bus hire and staffing salaries for the Stars Peer Support at Rutherford College	$5,000.00
Waitakere Community Law Service	Towards the purchase of furniture for the Waitakere Community Law Services at 1a Trading Place, Henderson	$5,916.00
Henderson Community Men's Shed Trust	Towards the purchase of timber for the Mens Shed in Henderson	$5,000.00
Violence Free Waitakere	Towards the salary for the ECE Facilitator, salary for the Manutehau Hub ECE assistant, refreshments, venue koha and purchase of art materials for Massey East Community Weaving event	$5,000.00
	Total:	$201,893.00

Comments

6. In March 2013 the Regional Operations and Development Committee agreed to the continuation of the interim community funding approach for the 2013/2014 financial year:

“That the Regional Development and Operations Committee endorse the continuation of the interim community funding programme for the 2013/2014 financial year, in accordance with current budgets and decisions-making delegations, due to the complexity of the range of funding models currently operating across the region, with the expectation that a new funding policy be in place for the 2014.2015 financial year, or before” (RDO/2013/32).

7. Forty-two applications were received for this round, requesting a combined total of $201,893.

8. The Henderson-Massey Local Board Community Funding Programme Budget for 2013/14 is $50,627 of which $35,161 has been paid in grants, leaving a balance of $15,466.

Consideration

Local board views and implications

9. Board members received a summary of each application along with information relating to the current legacy community funding scheme priorities that apply.

Maori impact statement

10. Community funding is a general programme of interest and accessible to a wide range of groups, including Maori. Maori are therefore likely to benefit alongside other groups in the community. The provision of community funding to support community development initiatives provides opportunities for all Aucklanders to undertake projects, programmes and activities that benefit Maori.

Implementation

11. Staff will confirm in writing all grants made by the local board and will administer payment and receipt of accountability for all grants made. The team will also notify all unsuccessful applicants in writing.

Attachments

There are no attachments for this report.

Signatories

Authors

Kim Hammond - Community Grants and Support Officer West

Authorisers

Kevin Marriott - Manager Community Facilities

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

Henderson-Massey Local Board

16 October 2014

Fees and charges for Te Atatu Peninsula Community Centre

File No.: CP2014/22265

Purpose

1. This report seeks Henderson-Massey Local Board approval of the fees and charges schedule proposed for the five bookable spaces within Te Atatū Peninsula Community Centre at 595 Te Atatū Road.

Executive summary

2. Local boards are required to set fees for the hire of local council-managed community venues, centres and arts facilities.

3. Fees and charges for the new Te Atatū Peninsula Community Centre were not included in the fees and charges schedule adopted as part of the 2014-2015 Henderson-Massey Local Board Agreement.

4. The proposed fees and charges for Te Atatū Peninsula Community Centre have been calculated using the ‘hire fee’ framework model which takes into account the size, condition, quality of each bookable space, levels of staffing and amenities available.

5. It is recommended that the proposed fees and charges if adopted by the local board be reviewed before the end of 2014-2015 year and changed if required.

Recommendation/s

That the Henderson-Massey Local Board :

a) Adopts the fees and charges for Te Atatū Peninsula Community Centre as follows:

Published Peak Standard hourly rate

Kotuku-Heron Hall $89.00

Mātātā-Fern Bird Room $49.00

Kotare-Kingfisher Room $44.00

Kuaka-Godwit Room $39.00

Tuturiwhata-Dotterel Room $34.00

Published Off-Peak Standard hourly rate

Kotuku-Heron Hall $71.20

Mātātā-Fern Bird Room $39.20

Kotare-Kingfisher Room $35.20

Kuaka-Godwit Room $31.20

Tuturiwhata-Dotterel Room $27.20

b) The fees and charges set for Te Atatū Peninsula Community Centre be reviewed before the end of 2014-2015 year and changed if required.

Comments

6. Local boards are allocated the setting of fees and discounts for hire of their local council-run community arts venues, halls, centres and houses. This allocation supports delivery of services, projects, events and activities for the wider community’s benefit.

7. The following principles for bookings, fees and discounts for Henderson-Massey Local Board are:

· On a first-come first-served basis, and charged at standard rates.

· In order to meet demand for use of the facilities, a discount is applied at off peak hours.

· Regular users (10 or more bookings per year) will be charged at a discounted rate.

· Bookings for activities which achieve community outcomes and benefits that the Local Board has prioritised or which directly support priority outcomes and transformational shifts of the Auckland Plan, may be eligible for an additional discount, if certain criteria are met.

8. The Henderson-Massey Local Board resolved on 17 April 2014 (HM/2014/66) that the priority activities for maximum discounts are those activities where the primary purpose is not for individual financial gain and offered by not-for-profit and community groups. Some groups may be eligible for 50% discount off the published rate.

9. At that time the local board resolved that commercial hirers and religious ministry were to be charged at the standard rate.

10. Proposed Fees and Charges for Te Atatū Peninsula Community Centre are:

Room	Capacity	Published Peak Standard	Published Off-Peak Standard
Kotuku-Heron Hall	700	$89.00	$71.20
Mātātā-Fern Bird Room	50	$49.00	$39.20
Kotare-Kingfisher Room	40	$44.00	$35.20
Kuaka-Godwit Room	30	$39.00	$31.20
Tuturiwhata-Dotterel Room	24	$34.00	$27.20

Consideration

Local board views and implications

11. The implementation of the new fees and charges framework was supported by the local board.

12. The local board resolved to amend fees and charges for the 2014/2015 year for local community and arts facilities, so that the fees remain nearest 2013/2014 levels. These decisions confirmed that legacy or historical arrangements no longer applied.

13. The fees and charges schedule effective at 1 July 2014 for community centres in the Henderson-Massey Local Board region are:

				Hourly rate as of 1 July 2014
Facility Category	Facility Name	Room	Capacity	Peak Standard	Off-Peak Standard
Community Houses and Centres	Kelston Community Centre	Activity Room 1	150	$ 26.00	$ 20.80
		Activity Room 2	150	$ 26.00	$ 20.80
		Committee Room	50	$ 20.00	$ 16.00
		Main Hall	350	$ 39.00	$ 32.20
	Te Atatu South Community Centre	Activity Room 1	100	$ 34.00	$ 27.20
		Main Hall	230	$ 32.00	$ 25.60

Māori impact statement

14. Opportunities for Maori to pursue social, cultural and environmental activities will be available through Te Atatū Peninsula Community Centre.

Implementation

15. Should the local board approve the proposed fees and charges, it is planned that members of the public will be able to book use of the community centre from 1 November 2014.

16. It is recommended that the proposed fees and charges if adopted by the local board be reviewed before the end of 2014-2015 year and changed if required.

Attachments

There are no attachments for this report.

Signatories

Authors

Brya Taylor - Team Leader Community Centres South-West.

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

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

Henderson-Massey Local Board

16 October 2014

Waterview Connection Project - Design Approval

File No.: CP2014/21142

Purpose

1. This report is to update the local board on design decisions made to date for Council owned or operated assets constructed or affected by the NZTA Waterview Connection Project and to present the resultant Open Space Restoration Plans for approval.

Executive summary

2. The Board of Inquiry that approved the designation for the Waterview SH20 proposal included a number of consent conditions intended to recognize and offset the impact of the project on the surrounding community and council assets. One condition is a requirement that the designation holder (NZTA) be required to fund and undertake the restoration of a number of Council reserves affected by the construction works.

3. The general scope of the restoration design was established by the Board of Inquiry and documented in the draft Urban Design Landscaping Plans (UDLPs). The design detail was to be determined and approved through the development of Open Space Restoration Plans for each affected reserve.

4. The Board of Inquiry decision also required the establishment of Community Liaison Groups to act as an ongoing vehicle for community and stakeholder engagement, including input into design processes such as required for the Open Space Restoration Plans. These liaison groups include delegated representatives from the Local Boards.

5. This report provides the Board with the final design in the form of the Open Space Restoration Plans and design details of the key assets within those areas that Council will own or operate.

Recommendation/s

That the Henderson-Massey Local Board:

a) Receive the Waterview Connection Project design approval report

b) Approve the open space restoration plan for Jack Colvin Park

c) Approve the additional restoration works for Jack Colvin Park

Comments

Consultation

6. The Board of Inquiry decision determined that the designation holder should establish Community, Education and Working liaison groups to provide stakeholders with opportunities for review and comment on the implementation of the project.

7. The Working Liaison Group meetings have a targeted membership: Council, Housing New Zealand Corporation, Te Kawarau Iwi Tribal Authority, Ngati Whatua o Orakei, Kiwirail, Department of Conservation, Ministry of Education and the Local Boards.

8. The regular Community Liaison Group (CLG) meetings include Local Board representatives are open to all interested parties within the project area

Regulatory framework for design decisions

9. The designation conditions require design and approval processes to be predominantly managed through three work streams:

Urban Design Landscaping Plans (UDLP):

10. These were originally submitted during the BoI and are required to be updated by the designation holder and signed off by Council’s regulatory team. These plans set out the proposed general arrangement of the reserves, including the location of key recreational facilities, paths, bridges etc. The area covered by these plans include a mixture of Council and NZTA assets.

Outline Plan of Works (OPofW):

11. A detailed design of the two tunnel portal areas was required to be developed and subjected to community consultation prior to sign off by Council's regulatory team. These areas contain mainly NZTA assets. Council regulatory staff sign off of these areas has already taken place following consultation with the Community Liaison Group.

Open Space Restoration Plans (OSRP):

12. The BoI required OSRP’s provide detailed designs for the final restoration of the following reserves:

· Alan Wood

· Waterview Reserve

· Oakley Creek Esplanade (Waterview Glades)

· Jack Colvin Park

· Rosebank Domain

· Harbourview-Orangihina Reserve

Design approvals

13. Copies of the OSRPs and additional restoration package are attached for approval.

14. The drawings attached to this report have been selected to provide a suitable overview of the final reserve design and details of specific assets. A design package consisting of the detailed drawings and design reports has also been placed in the Local Board offices.

15. These designs are presented for approval on the understanding that many of the design decisions embedded within them have already effectively been made through the sign off of the UDLPs and the Local Board representatives on the Community Liaison Groups.

16. If there are further design approvals they will be progressed through the Local Board representatives to the Community Liaison Group.

Jack Colvin Park additional restoration works

17. It is noted that certain works fall within the area the BoI defined as requiring an Open Space Restoration Plan. (OSRP). These works were either specifically noted in the consent conditions or are a direct result of the consented works within that area.

18. In addition to the BoI consented works in the OSRP Council entered into an Access Agreement with NZTA at the start of the project to give their contractor access to the area for construction purposes. This agreement provided for restoration of existing facilities . Under the provisions of this property agreement, Council staff have negotiated the changes to the sportsfield and parking areas required to ensure the final design is compliant with operational requirements and the relevant sports codes.

19. This consists of items which fall within the OSRP

· New ball fence

· Relocate training lights onto fence

· Replacement and relocation of the existing seating

· Noise wall and security fence detailing around building

20. Items that have been negotiated as an additional restoration package

· Move sports field away from the motorway to give adequate run off

· Construction of a relocated car park between the main field and practice areas

· Reinstatement of a 1.2 metre high spectator fence around the playing field

· Timber bollards along a section of the single access lane to the new gravel car park, in proximity to Pixie Stream

Consideration

Local board views and implications

21. The Henderson-Massey Local Board appointed members Vanessa Neeson and Shane Henderson to work with officers on the Waterview Connect Project.

22. The Local Board representatives to the Community Liaison groups have had input into the Open Space Restoration Plan design and the negotiations for the additional restoration works for Jack Colvin Park.

Māori impact statement

23. Mana Whenua for this area are included in the Community Liaison groups and have been involved in the Board of Inquiry process that established the management framework for these design decisions.

Implementation

24. The designation holder through their contractors are obliged to manage the Open Space Restoration Plan processes for the named reserves and to undertake their construction and handover to Council as soon as possible.

Attachments

No.	Title	Page
a View	Selected design elements	79

Signatories

Authors

Shyrel Burt - Principal Policy Analyst

Authorisers

Penny Pirrit - Regional & Local Planning Manager

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

Henderson-Massey Local Board

16 October 2014

Significance and Engagement Policy

File No.: CP2014/23011

Purpose

1. The purpose of this memo is to provide background information on the draft Significance and Engagement Policy to support local boards in providing formal feedback.

Executive summary

2. There have been changes to the Local Government Act 2002 (LGA2002). Council is now required to adopt a Significance and Engagement policy by 1 December 2014. Council already has a Significance Policy but the council must expand it to include engagement.

3. A draft Significance and Engagement Policy was adopted by the Regional Strategy and Policy Committee on 4 September for public consultation from 22 September to 19 October 2014.

4. The legislation requires the policy to consider community preferences about engagement on decisions relating to specific issues. Auckland Council carries out hundreds of consultations each year from small neighbourhood issues up to large regional issues. A core function of local boards is to understand, engage with and represent their local communities. The development of the Significance and Engagement Policy is not intended to constrain or restrict the role of local boards in this regard.

5. An overview of the kinds of methods that could be used depending on the significance of the issue has been compiled to provide guidance.

6. The policy will be supported by updated guidelines, case studies and templates providing more detail on engagement principles and good practice.

Recommendation/s

That the Henderson-Massey Local Board:

a) Provide feedback on the draft Auckland Council Significance and Engagement Policy

Background

7. As part of the LTP 2012-2022 process, Auckland Council adopted a Significance Policy to provide a mechanism for establishing which decisions are significant with reference to thresholds and general criteria. This was a requirement under the LGA2002 and the policy requires all council reports to state the degree of significance. A significant decision triggers an automatic requirement to consult.

8. The Local Government Act 2002 Amendment Act 2014 amended the LGA 2002, so that all councils are now required to adopt a Significance and Engagement Policy by 1 December 2014.

9. The legislative change requires the council to expand the current Significance Policy to include engagement. The current Significance Policy has been used to provide the basis of the new Significance and Engagement Policy.

10. The draft Significance and Engagement Policy was adopted by the Regional Strategy and Policy Committee on 4 September for public consultation from 22 September to 19 October.

11. Since the committee meeting, there have been some minor changes to clarify what constitutes a significant decision. The order of the significance section has changed as a result of this, while the criteria that related to engagement are now in section 6.1 under engagement methods.

Consultation on the draft policy

12. Consultation on the draft policy will not follow a Special Consultative Procedure. Consultation will be targeted at interest groups and will seek out feedback from communities who are often not involved in council’s consultation processes.

13. Consultation will largely be focused online through ShapeAuckland. A sign language submissions service has also been set up through Deaf Radio.

14. A variety of stakeholder organisations have been contacted to help organise community workshops on the draft policy. This includes youth groups, ethnic groups, grey power, age concern, community organisations and networks.

15. In addition, the council will use Our Auckland, the People’s Panel and social media as a way of further encouraging feedback on the draft policy. Local boards are encouraged to help encourage participation through their stakeholder newsletters and social media.

Role of local boards

16. A core function of local boards is to understand, engage with and represent their local communities. They do this through a number of formal and informal mechanisms in relation to their local board plans and local board agreements and also to inform local board input into regional plans and policies. The development of the Significance and Engagement Policy is not intended to constrain or restrict this role.

17. While adoption of the Significance and Engagement Policy is a Governing Body decision, local boards have a role providing input to its development. The purpose of this report is to seek local board input on the attached draft policy.

Policy approach to engagement

18. The LGA2002 sets out principles for consultation that all councils must follow.

19. Feedback received from the community and stakeholders on Auckland Council consultation and engagement processes has highlighted a number of other important principles to consider when engaging with the community. These have been incorporated into the policy as a way of recognising the needs of Auckland’s diverse communities and the value that is placed on their involvement in decision-making processes.

20. The legislation requires the policy to set out how the council will respond to community preferences about engagement on decisions relating to specific issues, assets and other matters. Auckland Council carries out hundreds of consultations each year from small neighbourhood issues up to large regional issues. A list of how the council will engage on each issue would be extensive and would not allow flexibility depending on the timing, community affected and likely level of interest on the issue. It would also limit the council’s ability to consider and refine approaches for engagement in response to community feedback.

21. An overview of the kinds of methods that could be used depending on the significance of the issue has been compiled to provide guidance. These have been categorised as small and simple, medium or large and complex. The level of significance will be determined using the criteria in section 3 of the policy. The criteria used to assess whether a decision is significant are also useful when considering which engagement methods should be used for a particular decision (if any). (For the avoidance of doubt, the use of the criteria to assess the level of engagement does not replace the council’s assessment of whether or not a decision is “significant”).

Significance

22. A decision is significant if:

a. The thresholds related to an activity or group of activities are exceeded; or

b. The decision relates to strategic assets

23. A decision will also be significant where the council, having applied the criteria, decides that it is significant. Where a decision is determined to be significant, it will automatically trigger a requirement to consult.

Strategic Assets

24. Strategic assets are defined as assets or group of assets required for the local authority to maintain its capacity to achieve or promote any outcome that council determines is important for the present or future wellbeing of the community. The council considers its strategic assets as whole single assets because it is the asset class as a whole that delivers the service. The list of strategic assets should cover only those assets that are significant for an entity the size of the Auckland Council. The strategic assets are listed in the Significance and Engagement Policy which includes land or buildings owned by the council that are required to maintain the local authority’s capacity to provide affordable housing and equity securities held by council in a port company or airport company.

25. The definition of networks included in the list of strategic assets has been updated by including the North Harbour Stadium, Bruce Mason Theatre and Q Theatre which Auckland Council acquired since the adoption of the Significance Policy in 2012. In addition, substantive shares in Watercare have been combined with shares in substantive CCOs as Watercare became a substantive CCO in 2012.

26. The legislation provides that a decision to transfer the ownership or control of a strategic asset to or from the local authority may only be made if they are explicitly provided for in the council’s LTP and, from 2015, also included in the consultation document used to consult on the LTP.

27. Decisions on assets not included in the list are subject to the normal provisions of the Local Government Act 2002 regarding decision making and consultation. This ensures that interested or affected parties will have their views considered appropriately in decision making. The council would retain discretion to consult (including using the special consultative procedure) for these decisions if it wished.

28. Strategic assets, as defined by this policy that are owned and or managed by a substantive CCO are identified in the CCO Accountability Policy.

Thresholds

29. As a general guide, the creation of a new group of activity, the cessation of a group of activity, or a 33 per cent increase or 20 per cent decrease in the nature of a group of activity, would be considered significant.

General Criteria

30. The council has also identified a list of criteria to consider when deciding whether or not a matter is significant.

Timeline

31. The high level timeline for the development of the policy is as follows:

Milestone	Description / steps	Timing
Developing the draft policy	Drafting the policy Testing the policy internally, with key stakeholders and advisory panels Gaining feedback on draft policy with local board members, local board chairs, IMSB Regional Strategy & Policy for adoption prior to consultation	July – August 5 September
Consulting on the draft policy	Communications and engagement on the draft Local board workshops Local board reports / formal feedback process Advisory panel workshops Stakeholder discussions Public engagement	September-October
Revising the draft policy	Analysing and reviewing feedback Updating draft policy	October onwards
Adopting the policy	Budget Committee Regional Strategy and Policy Governing body for adoption	5 November 6 November 27 November

32. This policy is expected to be adopted by 1 December 2014 and must be incorporated into the Long-term Plan (in summary form). The policy can be amended at any time.

Consideration

Local board views and implications

33. This report is seeking the views of local boards on the draft policy.

34. Local boards’ statutory role of identifying and communicating the views of the community on regional strategies, policies, plans and bylaws of the council has been taken into account during the development of the draft policy.

35. Engagement with local boards to date has included:

· an initial discussion at the Local Board Chairs Forum meeting on 28 April 2014;

· a workshop for all local board members to discuss aspects of the draft policy on 22 August;

· workshops are being held with individual boards during September and October where requested.

Māori impact statement

36. Auckland Council recognize that Māori are a critical / important audience that need to be engaged in a meaningful way. The Treaty of Waitangi Audit 2012 and the Auckland Council Guide on Engaging with Māori were reviewed during the development of the draft policy. The draft policy has been presented for discussion to the Independent Māori Statutory Board. The results of a recent research study on Māori engagement with Auckland Council will be considered prior to finalizing the draft policy and to identify improvements with the engagement guidelines.

37. Discussions on the draft policy and guidelines will also take place at a Mana Whenua forum during the consultation period.

General

38. This report does not involve decisions that will trigger the council’s current Significance Policy.

Implementation

39. Auckland Council does not currently have an adopted engagement policy. It does however have:

· a consultation and engagement guidebook

· a guide on Engagement with Māori

· a staff training programme in community engagement through the International Association of Public Participation (IAP2)

· an internal network which is used to share case studies

· an annual awards event to celebrate good practice.

40. Further work is taking place to improve the guidance that is available, in particular with respect to engaging with Auckland’s culturally and demographically diverse communities.

41. It is expected that updated guidance, case studies and templates will be prepared alongside the development of the draft policy so that these are available for the purposes of engagement on the draft Long-term Plan and other processes as soon as practicable. This will include legal advice on the consultation document and other changes to requirements as a result of the LGA 2002 amendments.

42. Local boards will be encouraged to input into the development of the updated guidance, case studies and templates through the engagement advisors.

Attachments

No.	Title	Page
a View	Draft Significance and Engagement Policy	131

Signatories

Authors

Carol Hayward - Team Leader Consultation and Engagement

Authorisers

Karl Ferguson - Communication & Engagement Director

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

1 Context

1.1 Introduction

For Auckland Council, engagement is a genuine dialogue between decision-makers, communities and stakeholders for the purpose of making better decisions, policies or programmes of action.

Public input into decisions, policies or programmes of action is an essential part of ensuring they reflect the aspirations of residents, iwi, community groups and businesses - everyone who is invested in Auckland's future being one of prosperity, equality and wellbeing.

This policy aims to enable a flexible approach to engagement that recognises and supports the needs of Auckland’s diverse communities to get involved in council and civic life, and demonstrates a commitment to building ongoing relationships and greater understanding of community views and preferences.

1.2 Policy purpose and overview

The purpose of this policy is to enable Auckland Council and its communities to identify the degree of significance attached to particular issues, proposals, assets, decisions, and activities; and

· to provide clarity about how and when communities can expect to be engaged in decisions about different issues, assets, or other matters; and

· to inform the council from the beginning of a decision-making process about—

o the extent of any public engagement that is expected before a particular decision is made; and

o the form or type of engagement required.

2 Decision making

One of the key roles of local government is to enable democratic local decision-making and action by, and on behalf of, communities. At Auckland Council, decision-making for regional decisions is undertaken by the Governing Body and for local decisions by local boards. Local Boards also have a key role in identifying and communicating the views of local communities on regional strategies, policies, plans and bylaws.

While community and stakeholder engagement improves decision-making, it is not the sole input into a decision. As shown in the diagram below, there are a wide range of information sources and perspectives that will inform a council decision. The information sources and perspectives are harnessed and collated which helps make the decision ‘sustainable’ (i.e. unlikely to require re-visiting due to it being well-informed and well-considered). Decisions are based on a wide range of information sources and perspectives and it may differ from the prevailing public opinion.

2.1 The Mayor and Governing Body

The Mayor has a responsibility for ensuring there is effective engagement between Auckland Council and the people of Auckland, including those too young to vote. The Mayor has established a number of advisory panels to: provide strategic advice to council on issues of importance to their communities (youth, ethnic people, pacific people, seniors, disability, rural); and to advise on effective engagement by council with those communities.

The Governing Body, comprising the Mayor and councillors, focuses on region-wide strategic decisions and must ensure that consultation and engagement requirements are met when making those decisions.

2.2 Local boards

Local boards make decisions on local matters, provide local leadership and support strong local communities.

With regard to community engagement and consultation, local boards are responsible for:

· making decisions about non-regulatory local matters, including negotiating the standards of services delivered locally;

· making decisions about regulatory local matters delegated to it by the governing body;

· identifying and communicating the views of local people on regional strategies, policies, plans and bylaws to the governing body;

· providing local leadership and developing relationships with the community, community organisations and special interest groups in the local area.

2.3 Independent Māori Statutory Board

The Independent Māori Statutory Board has appointed mana whenua and matāwaka (Māori communities with no tribal affiliation in Auckland) representatives.

The board assists Auckland Council to make decisions, perform functions, and exercise powers by:

· promoting cultural, economic, environmental, and social issues of significance for mana whenua groups; and matāwaka of Tamaki Makaurau; and

· ensuring that the council acts in accordance with statutory provisions referring to the Treaty of Waitangi.

3 Significance

A decision is significant if:

a. the thresholds related to an activity or groups of activities stated below are exceeded; or

b. the decision relates to the strategic assets listed below.

A decision will also be significant where the council, having applied the criteria listed below, decides that it is significant. Where a decision is determined to be significant it will automatically trigger a requirement to consult.

3.1 Thresholds

As a general guide, the creation of a new group of activity, the cessation of a group of activity, or a 33 per cent increase or 20 per cent decrease in the nature of a group of activity, would be considered significant.

3.2 Strategic assets

The council’s strategic assets are those vital for the delivery of its services to the community. The council considers its strategic assets as whole single assets (a network) because it is the asset class as a whole that delivers the service. A network is deemed to include those components which are integral to the functioning of the network as a whole. There are also a few iconic assets which have strategic significance for the Auckland region. In addition the LGA 2002 provides that shares in a port company and an airport company and assets required to provide affordable housing are strategic assets.

The council’s strategic assets are set out below.

1. Public transport network, including Britomart

2. Roading network

3. Stormwater network

4. Water and wastewater network

5. Parks network

6. Network of swimming pools

7. Network of community centres and halls

8. Community library network

9. Cemeteries, heritage scheduled buildings and structures

10. Freehold interest in waterfront land held by the Ports of Auckland and the Auckland Waterfront Development Agency

11. Shares in substantive CCOs

12. Auckland Central Library and the historical library collection

13. Civic Theatre, Aotea Centre, Zoo, Viaduct Events Centre, North Harbour Stadium, Bruce Mason Theatre, Q Theatre, Auckland Art Gallery (including the art collection owned by Regional Facilities Auckland), Mt Smart Stadium and the council's contractual rights and interests in Auckland City Arena (known as Vector Arena)

14. Social housing network including housing for the elderly

15. Shares in Auckland International Airport Limited (AIAL)

16. Shares in Ports of Auckland.

Strategic assets, as defined by this policy, that are owned and or managed by a substantive CCO, are identified in the CCO accountability policy. CCOs must comply with the CCO accountability policy when making decisions in relation to strategic assets under their control.

3.3 General Criteria

The following general criteria will be applied to determine the degree of significance of a decision.

1. The number of residents and ratepayers affected and the degree to which they are affected by the decision or proposal

2. The likely impact/consequences of the decision or proposal from the perspective of those parties

3. Whether this type of decision has a history of generating wide public interest within the local board area (for a local board decision) or the Auckland region or New Zealand generally (for a governing body decision)

4. The impact of the decision on the governing body’s or local boards’ ability to deliver on the current and future social, economic, environmental or cultural well-being of the local board area or Auckland region and any statutory responsibility

5. The impact of the decision on intended service levels for a group of council activities, including a decision to commence or cease any such group of activity

6. The degree to which the decision or proposal is reversible.

4 Approach to engagement

The extent to which the council will engage with communities and stakeholders about an issue or decision to be made will match how significant the issue or decision is. Engagement may be required at various stages of the decision-making process and may take different forms depending on the stage. Both significance and the form of engagement will be assessed on a case-by-case basis, relative to the criteria listed above. A guide to engagement methods is attached for further information.

4.1 Engagement principles

The following provides an overview of how council will meet the Local Government Act (LGA) principles.

Conduct its business in an open, transparent, and democratically accountable manner; and give effect to its identified priorities and outcomes in an efficient and effective manner

To meet this principle, the council will:

· conduct community and stakeholder engagement in a genuine effort to listen to, and consider with an open mind, community and stakeholder input;

· when presenting options for community and stakeholder feedback, ensure the options are realistic and deliverable;

· ensure that questions are objective (ie: not leading), allowing people to express their views freely;

· allow enough time and provide adequate resources to ensure participants have been provided fair opportunity to understand the matter and contribute their views

· allow time to allow for issues that might arise during an engagement process;

· value contributions made and time given;

· give timely feedback on the results of the public’s input and decisions made;

· value, respect and give weight to local knowledge.

A local authority should make itself aware of, and should have regard to, the views of all of its communities

To meet this principle, the council will:

· build ongoing relationships with communities through a range of approaches such as through advisory panels, the People’s Panel and other reference groups and fora;

· provide community members and stakeholders with a reasonable opportunity to present their views, and to participate in a way that suits them;

· provide ways for the community to raise issues directly with the council so that it is a two-way relationship;

· identify opportunities to work in partnership with community organisations and leaders to encourage greater community ownership and participation;

· ensure good information sharing of community views and preferences within council.

When making a decision, a local authority should take account of the diversity of the community, and the community's interests; and the interests of future as well as current communities; and the likely impact of any decision on them.

To meet this principle, the council will:

· identify ways of reaching out to affected communities and stakeholders, including those who are typically heard from least often;

· provide more than one way for people to participate;

· when required, invest in community capacity building to enable participation;

· use plain language and avoid jargon and acronyms.

A local authority should provide opportunities for Māori to contribute to its decision-making processes

To meet this principle the Council will actively consider through engagement:

· the recognition and protection of Māori rights and interests within Tamaki Makaurau;

· how to address and contribute to the needs and aspirations of Māori.

Supporting Māori community infrastructure that enables:

· early engagement with Māori in the development of appropriate plans and policies;

· Māori to guide how they want to engage with Auckland Council.

Support Māori to fully engage with the council, for example through but not limited to capability and capacity building.

5 Applying the policy

5.1 Supporting information

· Consultation and Engagement Guidebook - this provides more detailed guidance on engagement principles and good practice.

· Guide on Engaging with Māori.

· Quality Policy Advice guidelines

· Templates and other related guidance such as the Accessible Communications and Information Guide.

5.2 Managing conflicts of interest

Auckland Council has processes in place for both elected representatives and staff on how to manage conflicts of interest, including within the community engagement and decision-making process.

5.3 Policy exclusions

This policy will not apply and engagement will not be required where:

· in the opinion of the council, failure to make a decision urgently would result in unreasonable or significant damage to property, or risk to people’s health and safety, or the loss of a substantial opportunity to achieve the council’s strategic objectives. Other policy and legislative requirements will still apply.

· Any physical alterations to strategic assets that are required to:

o prevent an immediate hazardous situation arising

o repair an asset to ensure public health and safety due to damage from an emergency or unforeseen situation

5.4 Other legislation

The Resource Management Act 1991 sets out processes for public involvement in certain decisions, for example for resource consents and when preparing and changing district plans. Not all of these decisions are required to be publicly notified but when they are, the council will follow the principles outlined above in determining the level and type of consultation required.

There are a number of other policies or bylaws that are also required under other legislation (e.g. Gambling Act) or enabled (e.g. Sale and Supply of Alcohol Act, Psychoactive Substances Act, Health Act). Some of these are specific about the requirements and processes for engagement, but others refer back to the principles outlined above.

5.5 Policy development, term and review

This policy is expected to be adopted by 1 December 2014 and will be incorporated into the Long-term Plan (in summary form). The policy will be reviewed every three years as part of the Long-term Plan process but can be amended at any time.

6 Schedule 1: Methods of engagement

Auckland Council uses a wide range of tools and techniques to engage with the community and stakeholders. The council uses the International Association of Public Participation spectrum as a framework for engagement which identifies the following levels:

· Inform - to provide the public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.

· Consult - to obtain public feedback on analysis, alternatives and/or decisions.

· Involve - to work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

· Collaborate - to partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.

· Empower - to place final decision making in the hands of the public.

During the development of a plan or policy, there might be a number of different stages of engagement with the community using a different level of participation at the different stages. This will vary depending on the decision but for complex issues, a targeted group of community and stakeholders might be ‘involved’ to aid the development of a draft document followed by wider ‘consultation’ on the draft document.

Joint Management Agreements, Memorandum of Understanding or other similar high level agreements will be considered when engaging ‘collaboratively’ with Māori.

6.1 Engagement methods

The following provides a guide to the different approaches to engagement that might be used. Other approaches may also be considered depending on the topic and population affected.

Where the decision or proposal is in relation to air, land or water, the council will take into account the relationship of Māori and their culture and traditions with those places.

The council will refer to the general criteria in section 3.3 to determine the level of engagement required. In addition, the council will consider who is affected by the decision, for example, the level of diversity in terms of geographic, cultural or other key demographics.

Prior to determining an appropriate approach, the council will consider how much is already known about the community views and preferences on the issue.

Significance	Description	Example approach
Small and simple Eg redevelopment of libraries or community halls, park improvements	The audience is very localised or relatively small in number or very targeted. They are easy to access and the issue or decision is relatively straight forward and is not of high general public interest. For example, redevelopment of libraries or community halls, park improvements.	Localised promotion, for example through display boards and local media. Targeted engagement with the relevant audience where appropriate. Promotion through e-newsletters and social media. Information online and through local libraries and service centres. Surveys and open days may also be appropriate.
Medium Eg action plans, local area plans	The audience is fairly broad or diverse: some segments are not easy to access. The issue is not straightforward and there may be mixed views from the community. For example, action plans and local area plans.	Targeted engagement with the relevant audience, online engagement which may include a survey and social media. Information available through libraries and service centres. Promotion through e-newsletters, the local media or through the council’s newsletter, Our Auckland.
Large or complex Eg Auckland Plan, Long-term Plan	The audience is large and diverse and the issue is of wide importance to the region or complex. Significant financial investment will be required. This is high profile, over-arching, touches every part of council / community. For example, Auckland Plan, Long-term Plan.	Large scale publicity and promotion. There could be an informal engagement / discussion phase plus a formal phase of consultation. There is likely to need to be consideration of different cultural styles and needs for engagement. Likely to include a range of events and a focus on online activities. Promotion through the council’s newsletter, Our Auckland and through e-newsletters.

6.2 Special consultative procedure (SCP)

Part 6 of the Local Government Act 2002 specifies the use of the SCP for some plans and processes including:

· Long-term Plan

· Local Board Plans

· Annual Plan

· Bylaws of significant interest

The SCP can also be used where the governing body (for a regional decision) or local board (for a local board decision) deems the issue to be significant. Under the SCP, Auckland Council is required to:

· develop a statement of proposal and make this publicly available (and make the summary of full proposal as widely available as reasonably practicable);

· describe how people can have their say;

· ensure people are given an opportunity to present their views to the council; and

· given access to a record of the decisions.

The engagement methods listed above under ‘Large or complex’ will be considered when preparing for a SCP but large or complex issues will not automatically follow a SCP.

6.3 Consultation (Section 82)

Auckland Council is required to carry out consultation in accordance with or giving effect to Section 82 of the Local Government Act 2002 on certain matters (regardless of whether they are considered significant as part of this policy).

For all other issues requiring a decision, the council will determine the appropriate level of engagement on a case by case basis.

6.4 Informal engagement

Auckland Council may seek to develop ongoing relationships with the community on general matters, rather than purely on issues that require a decision. This will also allow the community to raise matters that are not currently under consultation. This could include having a presence at markets, events and in public spaces for the purposes of hearing community views and preferences.

Henderson-Massey Local Board

16 October 2014

Deliberations Report on the Henderson-Massey draft local board plan

File No.: CP2014/23501

Purpose

1. This report recommends changes to the Henderson-Massey draft Local Board Plan as a result of the hearing held on 9^th September, 2014 and subsequent deliberations by the Henderson-Massey Local Board.

Executive summary

2. The consultation period for the draft Henderson-Massey Local Board Plan ended on 6 August 2014.

3. In total, 224 submissions were received to the draft plan, including 175 non-proforma and 49 proforma submissions. Thirty-six submitters were heard at the Local Board Plan hearings held on 9 September 2014.

4. Overall, submitters were in support of the plan’s six outcomes and key initiatives. However, there was strong support for action to address the following issues in the area including:

· strengthening community safety initiatives in the local board area

· investigating a shared space in the Henderson shopping area

· promoting and implementing Smoke Free initiatives

5. After considering all submissions, the Henderson-Massey Local Board is proposing changes to respond to the issues raised by submitters. Other minor changes have been made to improve readability, reflect a review of the plan’s Maori responsiveness and respond to information that has become available since the writing of the plan.

Recommendation/s

That the Henderson-Massey Local Board:

a) Note that in general, submissions received on the draft Henderson-Massey Local Board Plan supported the six outcomes, key priorities and initiatives outlined in the plan. Responses to submitter requests are identified in the change description.

b) Agree the following changes to the Draft Henderson-Massey Local Board Plan:

Map – include main waterways. Response to submitter request.

Page 11 – insert - ‘kanohi ki te kanohi’ to indicate the board’s intention to work face to face with Maori and insert ‘kura’ into the list of Maori organisations the board is going to work with. Response to submitter request.

Page 11 – insert ‘We recognise that while Hoani Waititi marae is in the Waitakere Ranges local board area it is right on our border and serves a population that mostly lives in the Henderson-Massey local board area.’

Page 12 – change number of people consulted from 300 to many

Page 13 – amend to ‘As we grow, we will advocate to the governing body to use development contributions collected locally to build all the local facilities our new communities will need, such as roads, parks, and playing fields.’

Page 13 – insert ‘Recently Special Housing Areas have been identified in our area accelerating the development of up to 5,000 house sites, with more to come.’

Page 14 – add a recreation centre to the list of infrastructure projects for Westgate.

Page 15 – the paragraph on shared space be amended to reflect the positive submitter reaction to the shared space proposal and indicate that the board will investigate a shared space implementation that will be right for Henderson. Response to submitter request.

Page 15 – amend the paragraph on Council partnering with other enterprises to include reference to Wilsher Village.

Page 15 – insert the following: ‘We are working on making it easier to get to Corban Estate from the rail station or Henderson’s main shopping area. We are also preparing a plan for Corban Estate to ensure heritage assets are looked after and the arts centre continues to flourish.’

Page 15 – delete the reference to the connection over the rail bridge. The board has been advised this is not supported by Kiwirail.

Page 16 – insert the key moves from the Henderson Implementation Plan to support it through the local board plan.

Page 18 – change ‘work with’ to ‘advocate to’ to reflect the board’s role with ATEED and the council on the issue of small business support.

Page 18 – insert ‘School leavers are our future business leaders and employees. The challenge for business is to harness the energy and talents of this very diverse new generation.’

Page 18 – insert ‘We support our Maori organisations in their work to provide better business and employment opportunities for rangatahi. We will work with Hoani Waititi marae to investigate a youth employment hub at the marae and support their proposal of an annual youth employment event targeted at young Maori.’

Page 19 – insert ‘We support Hoani Waititi marae’s aspiration for a Maori arts hub at the marae.

Page 20 – Community safety has been moved to the first topic to reflect its importance to submitters and the community.

Page 21 – insert ‘ such as family, whanau and sexual violence’. Response to submitter request.

Page 21 – insert ‘The board is also right behind New Zealnd’s smokefree campaign and in this plan will fund a programme to promote smokefree places, events and activities.’ Also insert ‘smokefree’ to refer to events and facilities that are smokefree. Response to submitter requests.

Page 21 – insert ‘and other community safety organisations.’

Page 21 – correct spelling of ‘organisations’

Page 22 – replace Massey Midwinter Festival with Snow in the Park

Page 22 – insert ‘We support Auckland Council’s Sport and Recreation Strategic Action Plan which has been prepared working alongside the major sporting codes.’ Response to submitter request.

Page 22 – insert ‘Support Te Whanau o Waipareira’s Waitangi Day celebrations at Hoani Waititi Marae.’Page 23 – delete ‘We are advocating for a sprung wooden floor at the indoor courts, as this would increase training and competition use, as well as for further courts at Westgate. We also sponsor Auckland’s netball team, the Northern Mystics, and are thrilled to see local players progress through to Mystics level’ as the board has been advised the sprung wooden floor has technical issues at this venue and the board no longer has funds for a full Mystics sponsorship.

Page 23 – insert ‘People have told us they would like to see more recreational cycling activities in our area. In the next three years the board will support BMX, mountain bike, pump trail and cycleway projects in Henderson-Massey.’ Response to submitter request.

Page 23 – change Te Ao Maori to ‘Support Te Whanau o Waipareira on their Waitangi Day celebrations at Hoani Waititi Marae.

Page 22 – add ‘Supporting Auckland Council’s Sport and Recreation Strategic Action Plan available at www.aucklandcouncil.govt.nz’ to the Creating the world’s most liveable city

Page 24 – include universal accessibility as a key initiative. Response to submitter request.

Page 26 – insert ‘You need easy access for older people with benches to rest at during shopping’

Page 28 – replace ‘bring footpaths used by older adults up to international best practice standard (Ausroads)’ with ‘improve our footpaths so they can be used by mobility scooters and strollers (Ausroads standard).’ Response to submitter request.

Page 27 – insert ‘. Wilsher Village is an exciting development occurring in partnership with Auckland Council Properties Limited and a developer which will provide over 200 comfortable and healthy units within walking distance of Henderson.

Page 29 – replace ‘Waterways’ with ‘Water Quality’.

Page 29 – insert ‘We realise that in some situations a more official response is necessary to protect the environment so we will advocate to the governing body for active enforcement of environment related bylaws.’ Response to submitter request.

Page 29 – insert ‘We will safeguard Henderson-Massey’s significant environmental areas, which can be found the Proposed Auckland Unitary Plan www.aucklandcouncil.govt.nz.’ Response to submitter request.

Page 30 – remove text box explaining D grade to improve readability.

Page 30 – insert ‘We would like our waterways to be in a condition that allows whanau to collect kai, people to go swimming and indigenous wildlife to flourish.’

Page 30 – insert ‘and freshwater’

Page 30 – insert ‘and waterways’

Page 30 – insert ‘The Henderson-Massey Local Board also supports the plans of the Whau Local Board to build a boardwalk along the Whau River.’

Page 30 – amend to ‘~~A large~~ Part of the Motu Manawa (Pollen Island) Marine Reserve is in the local board area’. Response to submitter request.

Page 30 – insert ‘The Henderson-Massey Local Board also supports the plans of the Whau Local Board to build a boardwalk along the Whau River. Response to submitter request.

Page 31 – insert ‘We will also develop a dog park in our area when funding becomes available.’ Response to submitter request.

Page 31 – insert ‘The board especially wants to see park development consistent with ecological values in Harbourview-Orangihina Park and Taipari Strand.’ Response to submitter request.

Page 29 – insert ‘We would like our waterways to be in a condition that allows whanau to collect kai, people to go swimming and indigenous wildlife to flourish. Response to submitter request.

Page 31 – insert ‘and Ranui Domain is getting a perimeter path.’ Response to submitter request.

Page 31 – insert ‘We strongly support the development of shared use sports parks as this enables us to increase sportsfield capacity without the expensive purchase of new land.’

Page 31 – insert ‘and the park’s legal issues are settled,’

Page 31 – delete parks list to improve readability.

Page 29 to 32 – replace Peoples’ Choice Parks with destination parks

Page 32 – insert the following key initiative: ‘Advocate to the governing body to continue its research and prevention activities to control kauri dieback.’ Response to submitter request.

Page 32 – insert the following key initiative: ‘Advocate to Watercare to better manage sewage discharge at Taipari Strand during storm events.’ Response to submitter request.

Page 33 – insert ‘We have identified our transport priorities as increasing investment in walking and cycling infrastructure, improving public transport and reducing reliance on roads and cars’ to reflect the board’s transport priorities.

Page 33 – delete ‘The lack of travel choices is quite an issue in Henderson-Massey, just ask commuters using the northwestern motorway!’ and ‘We’re not taking sides for or against any mode of transport, we just need better transport choices across Henderson-Massey. And those modes’ to improve readability.

Page 34 – delete ‘We will focus our local board transport capital fund on road safety improvements, which will include improving and extending walk and cycle paths to support our road network. The board is’ to improve readability.

Page 34 – delete ‘greenways plan; there will be paths that link in with our roads but based around a’ to improve readability.

Page 34 – amend to – ‘We will advocate to fix footpaths’ to reflect the board’s role in footpath maintenance.

Page 34 – insert ‘We support the aspirations of the Te Atatu Moving Forward initiative and will encourage Auckland Transport to work with the community to achieve a cycle and pedestrian friendly Te Atatu Peninsula.’ Response to submitter request.

Page 35 – insert ‘We support the Central Rail Loop as it will enable us to get from Henderson to the city in 30 minutes on trains that go every 10 minutes in peak time.’ Response to submitter request.

Page 35 – insert ‘which would also keep the possibility of light rail open for the future.’ Response to submitter request.

Page 35 – Remove the paragraph on ferries from West Harbour as this is in the Upper Harbour local board area.

Page 36 – Remove the first, third and fourth paragraphs to improve readability, noting the level of detail is not required in a local board plan.

Page 37 -38 – Reduce number of key initiatives to five for consistency with the rest of the plan.

c) Delegates the authority to the Chairperson and Deputy Chairperson to make final amendments to the draft Henderson-Massey Local Board Plan.

Consideration

Local board views and implications

6. This report is presents changes to the draft Henderson-Massey local board plan prepared in consultation with the Henderson-Massey Local Board.

Māori impact statement

7. The changes to the Henderson-Massey draft local board plan that affect Maori have been suggested by the Te Waka Angamua department of Auckland Council after consultation with local Maori organisations.

Attachments

There are no attachments for this report.

Signatories

Authors

Linda Smith - Senior Local Board Advisor (West)

Authorisers

Karen Lyons - Manager Local Board Services

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

Henderson-Massey Local Board

16 October 2014

Local board feedback on the draft Arts and Culture Strategic Action Plan (ACSAP)

File No.: CP2014/22660

Purpose

1. To endorse the Arts and Culture Strategic Action Plan’s proposed goals and action areas.

Executive summary

2. The Arts and Culture Strategic Action Plan (ACSAP) is a core strategy to deliver on the Auckland Plan vision to be the world’s most liveable city. It sets out a strategic direction for the next 10 years that will guide the planning and delivery of arts and culture activities in Auckland to meet the aspiration in the Auckland Plan to “integrate arts and culture in our everyday lives”.

3. Public consultation on the draft ACSAP was held 23 June to 24 July 2014.

4. A total of 440 submissions were received from key (external) stakeholders and the general public – 50 from arts and culture organisations, 109 from children and young people and the remainder from the general public.

5. Feedback from local boards was generally positive. The draft ACSAP aligned well with the arts and culture aspirations in many of the local board plans.

6. There was strong endorsement from key stakeholders and the general public of the draft ACSAP’s goals and action areas.

7. However, feedback from local boards and key stakeholders indicated that considerable further work is required on the implementation section of the plan.

8. As a result of this feedback, the ACSAP has been split into two parts:

· The ‘strategic section’ of the plan, which outlines the goals and action areas; and

· An ‘implementation section’, which will provide detail on the specific actions to be delivered and by whom, timeframes and measures.

9. The strategic section (goals and action areas) will be reported to the Arts, Culture and Events Committee for adoption in October 2014.

10. The implementation section requires further work and engagement with local boards and key stakeholders. This will be reported to the Arts, Culture and Events Committee for adoption in March 2015.

Recommendation/s

That the Henderson-Massey Local Board:

a) Endorses the Arts and Culture Strategic Action Plan’s proposed goals and actions and recommend that the Arts, Culture and Events Committee adopt them.

b) Notes that further work on the implementation section will be undertaken with local boards from November 2014 to February 2015.

Comments

Local board feedback

11. To date, engagement with local boards has included portfolio holder briefings, workshops and meetings with local board members. Written and verbal feedback has been received (see attachment A).

12. Local boards are generally positive about the draft ACSAP, its alignment with draft local board plans and its ability to support local board’s diverse arts and culture aspirations.

13. Key themes emerged from local board feedback:

· Community feedback on the draft plan needs to be reflected in the final ACSAP

· Greater recognition of the importance of arts and culture in placemaking and urban design

· Greater clarity on council’s role and what council will specifically deliver and support

· Improve the affordability of hiring creative spaces

· Improve Aucklanders’ access to and participation in arts and culture

· More public art outside the city centre

· Regional institutions to deliver arts and culture in rural areas

· Greater use of digital tools, such as an arts and culture calendar, on-line tools to connect artists with funders, on-line access to and apps about the history of significant sites etc.

· Recognise the importance of ‘local’ i.e. arts and culture by local communities, for local communities, in local communities.

14. The areas of strong alignment between local board, key stakeholder and general public feedback include: the importance of arts and culture in placemaking; celebrating multiculturalism; and addressing affordability and accessibility issues for audiences and participants.

Public feedback

15. Public consultation on the draft ACSAP took place from 23 June to 24 July. It was publicised through various channels. Local boards also promoted the consultation to their communities.

16. A total of 440 submissions were received. Of these: 50 were from arts and culture organisations; 109 were received from children and young people; and the remainder were from the general public. (See attachment B for the feedback summary and submission numbers by local board area)

17. A specific consultation with children and young people was undertaken during the school holidays, accounting for the high number of responses from these groups. Staff worked with Uxbridge Creative Centre, The Auckland Performing Arts Centre, Auckland Central Library, Auckland Art Gallery and schools to run visioning and imagining exercises and collect feedback via a specifically designed worksheet.

18. Key themes from the public consultation were:

· The importance of public art and arts and culture in placemaking

· Sustainable funding of arts and culture

· Affordability and accessibility to arts and culture for audiences and participants

· Honouring Māori culture and recognising the contribution of multiculturalism to Auckland’s identity

· A strong desire from many individuals and organisations to partner with council to implement the ACSAP.

19. Submitters strongly endorsed the six goals and 16 action areas in the draft ACSAP.

Adopting the ACSAP through a two-stage process

20. Whilst there was general support for the goals and action areas, there was also strong feedback on how the detailed actions of the ACSAP will be implemented. Additionally, external stakeholders expressed a desire to be involved in delivery.

21. The mayor’s proposal for the Long-term Plan 2015-25 requires refinement to the detailed actions and look closely at implementation.

22. As a result of these issues, the ACSAP has been split into two parts:

· The ‘strategic’ part of the plan, outlining the goals and actions areas. Staff seek local board endorsement of the proposed goals and action areas (below), and local board recommendation that the Arts, Culture and Events Committee adopt the goals and action areas at the October committee meeting. Prior to further consultation on implementation, it is important that the ACSAP goals and action areas are adopted to guide this discussion.

· The ‘implementation’ part of the plan, with details on specific actions, lead organisations, timeframes and measures. This requires further work and engagement and will be reported to the Arts, Culture and Events Committee in March 2015. Feedback from the consultation will be used to refine and inform this work.

ACSAP strategic section: proposed goals and action areas

23. Early information and feedback from local boards and key stakeholders was used to develop the goals and action areas in the draft ACSAP. They have been confirmed through the consultation process, which also identified priority goals and action areas (see bold points in the table below).

24. The proposed, final ACSAP goals and action areas are:

Goals	Action areas
All Aucklanders can access and participate in arts and culture	Place Aucklanders at the centre of arts and culture planning and delivery
	Better communicate what’s on offer
	Remove barriers to access and participants
Auckland values and invests in arts and culture	Grow and deliver strategic investment in arts and culture
Auckland values and invests in arts and culture	Evaluate and promote the economic, social, cultural and environmental value of investment in Auckland’s art and culture
A network of vibrant arts and culture organisations and facilities meets Auckland’s diverse needs	Foster arts and culture organisations and facilities that build and promote Auckland’s unique identity
	Support arts and culture organisations and facilities to engage with Auckland’s diverse population in innovative and inclusive ways
	Arts and culture organisations work together as a complementary regional system
	Provide a regional spread of vibrant diverse and affordable creative spaces
Arts and culture are intrinsic to Auckland’s place making	Tell our stories by encouraging unique and distinctive public art that reflects and responds to our place
	Make it easier to plan, create and deliver innovative art and design in public places
	Engage more artists and Aucklanders in art in public places
Auckland celebrates a unique cultural identity	Celebrate Māori and their culture as a point of difference
Auckland celebrates a unique cultural identity	Champion Auckland’s unique arts and culture
Auckland has a robust and flourishing creative economy	Foster a robust network of creative industries
Auckland has a robust and flourishing creative economy	Champion innovation to attract talent

Next steps

25. Further engagement with local boards, key stakeholders, mana whenua and mataawaka on implementation will take place between October 2014 and February 2015. The implementation section will be reported to the Arts, Culture and Events Committee in March 2015 for adoption, and the ACSAP in its entirety will be finalised.

Consideration

Māori impact statement

26. The Independent Māori Statutory Board (IMSB) is represented on the ACSAP steering group to provide guidance on content and process. The IMSB’s Māori Plan for Tāmaki Makaurau was a guiding document underpinning the development of the draft ACSAP.

27. Māori aspirations and outcomes were clearly identified and addressed in the draft ACSAP with Māori actions woven through all the action areas; this will not change. The ACSAP acknowledges and celebrates Māori culture as Auckland’s point of difference, and mana whenua as Treaty partners in a multicultural Auckland.

28. One of the key arts and culture actions in the Māori Plan for Tāmaki Makaurau was that council support a signature Māori event – this is included in the ACSAP. The mayor’s proposal on the LTP 2015-25 states his expectation that Auckland Tourism Events and Economic Development (ATEED) will deliver a significant Māori event (and ATEED refocus its current resources to achieve this).

29. Further engagement with mana whenua and mataawaka is planned as part of developing the implementation section of the ACSAP.

Attachments

No.	Title	Page
a View	LB Feedback	161
b View	Consultation Summary	165
c View	Draft Arts and Culture Action Plan	171

Signatories

Authors

Maree Mill

Rebecca Kruse - Strategy Analyst

Authorisers

Grant Barnes - Manager - Auckland Strategy and Research

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

Henderson-Massey Local Board

16 October 2014

ARTS & CULTURE STRATEGIC ACTION PLAN 2014

Submissions Report

The draft ACSAP was publicised via various channels including:

· Targeted stakeholders (e.g. advisory panels, IMSB, CCOs, key arts and culture organisations)

· Through 146 venues (e.g. CDAC facilities, RFA, marae, community centres, libraries, local board offices, service centres, commercial galleries, performing arts venues, tertiary institutions, art schools, private museums and philanthropic organisations) and at events (e.g. Kapa Haka Super 12s, Art Educators Conference AUT and Net Hui).

· Presentations to Creative Coalition, Lunchtime Learning, Artist Alliance, Pacific Arts Cluster and Digital Live

· Published through various media channels (e.g. Our Auckland, digital banners, NZ Herald advert, press release to media commentators, council website and Facebook and Twitter accounts)

Submission Type

Submitter Group

The graph below shows the format the submissions were received in.

182 submissions have been received via the online form, 108 via the hard copy form, 109 from the Youth worksheet, and a further 39 via email non form submissions.

The graph below outlines what ‘group’ submitters belong to.

275 submissions have been from individuals, 51 from some form of group or organisation, and 109 from the Youth worksheet.

Feedback regarding the ACSAP Vision

Submitters were asked to rank how important the vision is to them. The graph shows the importance of the visions to submitters.

Feedback regarding the Goals

The graph outlines what importance submitters placed on each goal. The table below outlines the labels used in the graph below.

Graph label	Goal
Access and participation	All Aucklanders can access and participate in Arts and Culture
Value and invest	Auckland values and invests in Arts and Culture
Organisations and facilities	A network of vibrant Arts and Culture organisations and facilities meets Auckland’s diverse needs
Design and development	Arts and Culture are intrinsic to how we design and develop Auckland
Cultural identity	Auckland celebrates a unique cultural identity
Creative economy	Auckland has a robust and flourishing creative economy

Feedback regarding the Actions

The graphs below show the priority given by submitters to action areas.

All Aucklanders can access and participate in Arts and Culture

Auckland values and invests in Arts and Culture

A network of vibrant Arts and Culture organisations and facilities meets Auckland’s diverse needs

Arts and Culture are intrinsic to how we design and develop Auckland

Auckland celebrates a unique cultural identity

Auckland has a robust and flourishing creative economy

Submission by Local Board Area

The table below indicates the total numbers of submissions received by the local board area.

Local Board	Individual submissions	Children and young people worksheet	Organisation submissions	Total submissions
Albert-Eden Local Board	45	4	4	53
Devonport-Takapuna Local Board	14	0	5	19
Franklin Local Board	4	0	0	4
Great Barrier Local Board	0	0	0	0
Henderson-Massey Local Board	9	15	1	25
Hibiscus and Bays Local Board	6	2	3	11
Howick Local Board	12	34	2	48
Kaipatiki Local Board	16	5	2	23
Mangere-Otahuhu Local Board	5	0	0	5
Manurewa Local Board	4	1	1	6
Maungakiekie-Tamaki Local Board	15	4	0	19
Orakei Local Board	17	0	1	18
Otara-Papatoetoe Local Board	7	0	0	7
Papakura Local Board	9	0	0	9
Puketapapa Local Board	8	0	0	8
Rodney Local Board	7	1	1	9
Upper Harbour Local Board	3	1	0	4
Waiheke Local Board	1	2	2	5
Waitakere Ranges Local Board	10	0	0	10
Waitemata Local Board	43	19	18	80
Whau Local Board	16	3	0	19
Regional	1	0	3	4
Not Supplied	2	0	1	3
Outside Auckland	21	19	11	51

Henderson-Massey Local Board

16 October 2014

Auckland Council Property Limited Local Board Six-Monthly Update 1 January to 30 June 2014

File No.: CP2014/23898

Purpose

1. To give the Henderson-Massey Local Board an overview Auckland Council Property Limited’s (ACPL) activities for the six months 1 January to 30 June 2014.

Executive summary

1. ACPL’s vision is to be a ‘centre of excellence’ that provides commercial expertise and value for money to the council in managing its property portfolio, acquisition and disposal activities, and the delivery of projects that implement council development initiatives.

2. This report sets out a summary of ACPL activities for the past six-months that contribute to our seven key outcomes as outlined in our Statement of Intent 2014 to 2017 and noted below. Activity detail is broken down by business unit or work-stream, with a focus on local board specific activities where applicable.

3. ACPL’s seven key outcomes:

§ Properties managed for the council and Auckland Transport (AT) are maintained to be fit for purpose and achieve optimum net returns.

§ Place-shaping projects involving other sector partners are efficiently planned and managed to help achieve a quality compact Auckland.

§ ACPL contributes exemplar housing developments to increase the supply of housing in Auckland, particularly in the more affordable spectrum of the market, working with partners.

§ Council business interests are managed to protect long term value and achieve budgeted net income.

§ Property acquisitions are undertaken in a commercially robust manner and in accordance with the council and AT agreed requirements and relevant legislation.

§ Properties are disposed of for the council in a commercially robust manner once declared surplus.

§ The council is provided with a commercial perspective on planning and development initiatives to support effective implementation of those initiatives.

4. Local board specific supporting detail is included in Attachments A and B.

Recommendation/s

That the Henderson-Massey Local Board:

a) Accepts the Auckland Council Property Limited Local Board six-monthly update 1 January to 30 June 2014.

Comments

5. ACPL manages all Auckland Council or AT owned non-service properties. These are properties that are not immediately required for service delivery or infrastructure development.

6. The property portfolio continued to grow during the last six-months and now totals 1185 properties, an increase of 90 since our February 2014 update. The current property portfolio includes industrial sites and buildings, retail tenancies, cafés, restaurants, offices and a substantial portfolio of residential properties.

7. ACPL’s specialist property knowledge and understanding enables us to optimise revenue streams and identify future opportunities. ACPL’s return on the property portfolio for the quarter ending 30 June 2014 provides the shareholder a net surplus of $1.9 ahead of budget, with an actual surplus of $25.4m against budget of $23.5m. During the quarter the average monthly collectable arrears rate and vacancies rate were respectively 2.1% and 2.4%. Well under the SOI targets of 5% and 3%.

8. A Properties Managed schedule is included as Attachment A of this report. The schedule details:

§ Current ACPL managed commercial and residential property within the Henderson-Massey Local Board

§ Each property’s classification or reason for retention

§ The nature of the property, such as a café within a library, or a residential property with a tenancy in place

§ The budget under which operating expenditure and lease revenue for the property is reported, e.g. regional or local board.

9. A report indicating portfolio movement in the local board area is attached as Attachment B. The report details all new acquisitions including the reason for acquisition, any transfers and the reason for transfer, and any disposals.

10. ACPL is required to undertake ongoing rationalisation of the council’s non-service assets. This includes identifying properties from within council’s portfolio that may be suitable for potential sale and development if appropriate. ACPL has a particular focus on achieving housing outcomes. Identifying potential sale properties contributes to Auckland Plan outcomes by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

11. January to June 2014 Targets

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$12.3m disposal recommendations	$14.8m	These recommendations include $5.6m of sites that are identified for development projects

12. In setting future disposal targets ACPL is working closely with the council and AT to identify potentially surplus properties.

13. 2014/2015 Targets

UNIT	TARGET	COMMENTS
Portfolio Review	$30m disposal recommendations	These targets will include disposal recommendations and sales for sites that are identified for place-shaping and housing development projects
Development & Disposals	$30 net sales

Process

14. Once identified as a potential sale candidate a property is taken through a multi-stage Rationalisation Process. The agreed process includes engagement with; council, CCOs, local board and mana whenua. This is followed by ACPL Board approval, engagement with local ward and the Independent Maori Statutory Board and finally a governing body decision.

Under review

15. Properties currently under review for future use opportunities via the Rationalisation Process in the Henderson-Massey area are listed below. The list includes any properties that may have recently been approved for sale or development and sale by the governing body. Further details are included in Attachment A.

PROPERTY

DETAILS

5 Trading Place, Henderson

Vacant site transferred from ACPD in August 2014 as non-service. The site was initally transferred to the former Waitakere City Council for roading purposes in December 2003 under the Public Works Act 1981. It does not appear to be currently associated with a budgeted service project. ACPL is accordingly progressing it through the Rationalisation Process to evaluate future use options. The internal organisation wide Expression of Interest phase commenced on 1 September. A local board workshop is to be booked in the near future to seek the local board's views.

Place Shaping and Housing Initiatives

Overview

16. ACPL is contributing commercial input into around 48 council-driven place-shaping and housing initiatives region wide. Involvement extends from provision of initial feasibility advice through to implementation, with projects ranging in size from $400k to in excess of $100million. ACPL works closely with the local boards on ACPL lead developments to ensure we give effect to the local boards’ place-shaping role.

17. ACPL is also actively contributing to the Housing Action Plan Group, which is a council initiative focusing on non-regulatory efforts to encourage and increase affordable residential development. We have an SOI target to undertake five housing development projects with an affordable housing component over three years which would encompass Community Housing Organisation involvement. We are currently actively working on 13 such projects.

Local Activities

18. Wilsher Village redevelopment: This 1.5ha site previously held 34 Housing for the Elderly units. The site is strategically located in Henderson Valley Road and was identified as suitable for redevelopment under the former Waitakere City Council. ACPL canvased potential developers via an Expression of Interest (EOI) and Request for Proposal (RFP) process from which a preferred developer has been identified. ACPL is now progressing a Development Agreement which will result in 180 affordable housing units, including 40 council-owned one bedroom Housing for the Elderly units, in an integrated secure centre. The current target is to see Stage One completing in the second quarter of 2016.

19. Waitakere Central – 2-4 Henderson Valley Road, Henderson: This is a Waitakere Properties Limited legacy development that ACPL is now progressing. The mixed use development incorporates commercial and possible residential end uses. Minutes from a Waitakere City Council meeting set out approval for this development along with a request to keep relevant stakeholders updated. ACPL broached the opportunity for developing all vacant land with several developers and initially intended to progress an Expression of Interest (EOI) and Request for Proposal (RFP) mid-2014. However, following further assessment of economic activity in the area, ACPL's current recommendation is to hold of proceeding with these processes until the second quarter of 2015 in order to optimise potential outcomes. Further work is also to be completed assessing parking requirements.

20. Property Optimisation: An increasing focus for ACPL is property optimisation. In this we are keen to work with local boards on development opportunities that facilitate upgrades within the service portfolio. For example a community facility upgrade or build may be funded by incorporating the facility into a mixed-use development that makes better use of the overall site. We welcome the opportunity to review any such opportunities that may be identified by the Henderson-Massey Local Board.

Acquisitions

Overview

21. ACPL continues to support Council and Auckland Transport programmes and projects by negotiating required property acquisitions. All such acquisitions are funded through approved Council or Auckland Transport budgets. We also provide advice to assist with budgets, business cases and strategy to support an acquisition.

22. By the end of the financial year 2013 to 2014 two hundred and seven property purchases were completed for the council and AT to the value of $132.4m. All of the property acquisitions met independent valuation thresholds agreed with AT, the council and Public Works Act 1981 requirements.

Council Acquisitions

23. Over the past six months 14 properties were acquired to meet council open space and storm water requirements and to contribute to City Transformation projects. These included the following acquisitions in or neighbouring the Henderson-Massey Local Board area.

PROPERTY	STAKEHOLDER	PURPOSE	LOCAL BOARD
102 Hobsonville Road, Hobsonville	City Transformation	City Transformation	Upper Harbour
Hobsonville Point Community Buildings (HQ & Sunderland Lounge)	City Transformation	City Transformation / Community	Upper Harbour
150 Greenhithe Road, Greenhithe	Parks, Sports & Recreation	Open Space	Upper Harbour
322 Henderson Valley Road, Henderson	Community, Policy & Planning	Open Space	Waitakere-Ranges
51 Rimu Road, Oratia	Stormwater	Stormwater	Waitakere-Ranges

Auckland Transport Acquisitions

24. 72 properties were also acquired over the past six-months on behalf of AT. The focus was on acquisitions to support major transport projects such as AMETI (30 acquisitions) Dominion Road (7 acquisitions) Te Atatu Road (9 acquisitions) and City Rail Link (16 acquisitions). Full details of relevant AT projects and associated acquisitions will come to the local board directly from AT.

Business Interests

25. ACPL manages eight business interests region wide on council’s behalf. This comprises two forestry enterprises, two landfills and four quarries. There are currently no ACPL managed business interests in the Henderson-Massey Local Board area.

Consideration

Local board views and implications

26. This report is for the Henderson-Massey Local Board’s information.

Māori impact statement

27. The importance of effective communication and engagement with Maori on the subject of land is understood. ACPL has accordingly developed robust engagement with the 19 listed Tamaki region mana whenua groups for our core business activities.

28. Key engagement activities include: identifying cultural significance concerns regarding disposal properties, flagging commercial interests, development partnering discussions and issues relating to property management such as protection of waahi tapu or joint management relating to Treaty Settlements. ACPL also engages with relevant mana whenua in respect of development outcomes for ACPL lead projects where appropriate. ACPL will advise the Henderson-Massey Local Board as appropriate of any discussions that arise in the local board’s area.

29. ACPL has additionally undertaken to be part of council’s Maori Responsiveness Plan (MRP) pilot programme. The project’s key output is an operational document outlining ACPL’s contribution to council’s strategic and operational commitments to Maori. The Improvement Planning Phase of this project is nearly complete. We anticipate finalising our MRP in September/October 2014.

Implementation

30. There are no implementation issues.

Attachments

No.	Title	Page
a View	5. Henderson-Massey - Attachment A - Properties Managed - Aug 14	245
b View	5. Henderson-Massey - Attachment B - Portfolio Changes Jan - Jun 2014	249

Signatories

Authors

Caitlin Borgfeldt Local Board Liaison

Authorisers

David Rankin Chief Executive

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

Henderson-Massey Local Board

16 October 2014

Integrated bylaws review and implementation programme (IBRI) update – September 2014

File No.: CP2014/23012

Purpose

1. This report provides an update on the Integrated Bylaw Review and Implementation programme, noting its progress towards delivering a set of bylaws that are appropriate for Auckland by October 2015.

Executive Summary

2. The Integrated Bylaw Review and Implementation (IBRI) programme is reviewing the set of legacy bylaws and supporting the adoption and implementation of new bylaws that are appropriate for Auckland, by October 2015.

3. An investment proposal for funding for the 2014/2015 year was endorsed by the Budget Committee in May 2014. This ensures that the programme has adequate funding for its activities this year, including delivering several bylaws that are planned to come into force alongside the July 2015 start of the next long-term plan period.

4. Progress has been made on the review and implementation stages for several topics. The final Navigation Safety Bylaw and Cemeteries and Crematoria Bylaw have now been adopted by the governing body and will come into force in the next few months. The Auckland Transport Board has also adopted changes to their Election Signs Bylaw that are now in force.

5. Seven bylaw proposals were, or are, open for formal public consultation from August to October. These are the Trading and Events in Public Places Bylaw, the Alcohol Control Bylaw, the Animal Management Bylaw (covering animals other than dogs), an amendment to the Health and Hygiene Bylaw, the Signage Bylaw, the Stormwater Bylaw and the Outdoor Fire Safety Bylaw. Consultation around these topics will ensure that a coherent view is presented to the public across these topics and in the context of other work.

6. The Alcohol Control Bylaw proposal includes recommended delegations to local boards to allow a timely review of the current alcohol bans in each local board area.

7. The 2014 programme for review of local dog access rules is well underway with the local boards that are proposing changes this year. Reports on the submissions have been prepared to support final decisions by summer.

8. The new Public Safety and Nuisance Bylaws and the Health and Hygiene Bylaw have now come into force and the changes that allow the council to operate these new bylaws have been successfully delivered. Media coverage for these has generally been positive. In particular the prohibition on use of sunbeds by those under 18 years old has received positive coverage (reflecting the council’s leadership on this issue).

9. Detailed planning to support the coming in to force of the Navigation Safety Bylaw and the Cemeteries and Crematoria Bylaw, and other upcoming bylaws, is underway.

10. No formal requests for local board bylaws have been received over the period covered by this report.

Recommendation/s

That the Henderson-Massey Local Board:

a) Notes the progress of the Integrated Bylaw Review and Implementation programme towards its completion of the delivery of new bylaws by October 2015.

Comments

Background to the Integrated bylaw review and implementation programme

11. Auckland Council inherited a set of legacy bylaws from the former councils, covering approximately 30 topics. These bylaws expire at the end of October 2015.

12. The Integrated Bylaw Review and Implementation programme has been established to review these bylaws and prepare a new bylaw for each topic where appropriate, and to make and communicate the necessary changes so that the council can operate the new bylaws and achieve the outcomes sought from each bylaw. The programme will also work with affected parties where a legacy bylaw is not replaced by a new bylaw.

13. Both local boards and the Regulatory and Bylaws Committee receive regular updates on the programme. The previous update was provided to local boards in April 2014. This report provides an update on the various topics included in the programme, and attachment A provides an overview of the timeline through to October 2015.

Funding for bylaw review and implementation

14. A funding proposal for the IBRI programme was approved by the Budget Committee at its meeting of 8 May 2014 (refer resolution BUD/2014/24). This means that the programme will have sufficient resources to deliver its objectives over the 2014/2015 year. The majority of the bylaw topics included within the programme will be completed by the end of this financial year, with several bylaws expected to come into force alongside the start of the new financial year on 1 July 2015. It is expected that there will also be some programme activities through the first part of the 2015/2016 year.

Update on review stage for bylaw topics

15. Table one and table two below show the current status of the review topics and provide further comments for particular topics.

16. This includes bylaws that may be folded into or managed under other topics (Arkles Bay set netting, Orakei Basin), the ongoing local boards’ review of dog access rules, regional film fees, and the review that must take place within five years of any bylaw’s adoption.

17. Local boards have recently provided input to the bylaw reviews for construction and transport for Auckland Council land (such as parks). Further engagement is underway or being planned for the next topics in the review including alcohol controls review, environmental protection and regional film fees.

Table 1: Summary of status and next steps for review of bylaw topics

Topic	Status and Progress – 7 stages								Comments
	Status	1-Preparation	2-Pre-consultation	3-Options	4-Write Bylaw	5-Adopt draft	6-Spec Cons Proc	7-Adopt final
*Reviews completed*
Dog management	G								Completed
Election Signs	G								Completed
Food safety	G								Completed
General administration	G								Completed
Hazardous substances	G								Completed
Health & hygiene	G								Completed
Offensive trades	G								Completed
Public safety and nuisance	G								Completed
Solid waste (Waste m/ment)	G								Completed
Trade waste	G								Completed
Transport (Auckland Transport)	G								Completed
Navigation safety (including lifejackets)	G								See below
Cemeteries and crematoria	G								See below
Election signs (amendment)	G								See below


Work programme
Outdoor / rural fire safety	G
Trading and events in public places	G								See below
Stormwater management	G
Signage	G								See below
Alcohol licensing fees	A
Alcohol control	G								See below
Animal management	G								See below
Health & hygiene amendment									See below
Air quality	G
Boarding houses and hostels	G
Commercial sex industry	A								Issues covered in unitary plan and other bylaws
Construction and development	G
Onsite wastewater	G
Orakei Basin	G
Recreational and cultural facilities	G
Transport (Parks / AC controlled land)	G
Water supply and wastewater (reticulation)	G
Wharfs & marinas	G
Environmental protection	G

Other work
Review - local dog access rules	G								See below
Freedom camping	G
Arkles Bay set netting	G
Regional film fees	G								See below
Five year reviews	B

Status summary codes

G	Green - Work is progressing as planned, due date will be met or any revised date will not have wider impacts
A	Amber – Original due date at risk of being missed and this may have wider impacts; or an issue has arisen.
R	Red - Due date has or will be missed and this will have wider impacts; or an issue has arisen that will have wider or significant impacts.
B	Blue - Not yet scheduled. However, background work is underway.

Table 2: Additional comments for particular topics in the bylaw review programme

Navigation safety (including lifejackets)

On track

Public submissions closed on 17 March and public hearings and deliberations were completed. The Hearings Panel report on the final form of the bylaw was considered and adopted by the governing body at its meeting on 31 July 2014.

The panel requested that a campaign be developed to communicate the changes introduced in the new bylaw and to support the bylaw’s objectives around safety on the water, particularly in relation to smaller boats and the wearing of lifejackets. Planning for this campaign is now underway to support the commencement of the new bylaw.

Cemeteries and crematoria	On track	G
Public submissions closed in June and the public hearings and deliberations were completed. The Hearings Panel report on the final form of the bylaw was considered and adopted by the governing body at its meeting on 31 July 2014. The final bylaw and code of practice included a number of changes arising from public consultation, including clarifying procedures around burial and plots and for scattering of ashes.

Election signs (amendment)

On track

The Auckland Transport board proposed a series of amendment to the Election Signs Bylaw to reflect issues that arose in the 2013 local body elections. These changes included limits on the times when signs can be displayed on private sites, allowing candidates to appear on both individual and team signs on a single site, and requiring contact information on signs to be readable. Submissions closed on 3 June.

Final changes were adopted by the board at its meeting of 24 June, and came into force on 18 July (just before the two month period that runs up to the general election on 20 September).

Trading and events in public place

On track

Both Auckland Council and Auckland Transport have endorsed their proposed Trading and Events in Public Places bylaws. These apply to streets and footpaths and other public places. Public submissions were open from 4 August to 4 September, with hearings and deliberations to follow. It is expected any new bylaws could come into force for July 2015. This would allow any fee changes to also be put in place with the new long-term plan that will start then.

The bylaws cover a range of issues including street performances, mobile shops, outdoor dining and displays, markets and stalls and charity collections.

Signage

On track

A proposed Signage Bylaw was reported to the August meetings of the Regulatory and Bylaws Committee, the governing body and the Auckland Transport board. Public consultation is open from 3 September to 3 October 2014.

The bylaw covers a range of types of signs including portable, free standing, wall-mounted, veranda and window signage. It also addresses requirements for posters and for certain types of signs including signs in public open spaces, signage advertising commercial sexual services, real estate signage and event signage.

Any new bylaw could be in place for July 2015 and will work alongside Unitary Plan requirements that apply to specific types of signs.

Alcohol control

On track

The Alcohol Control Bylaw will allow the council to put alcohol bans (previously call liquor bans) in place. These bans prohibit the consumption or possession of alcohol in specified public places, at particular times. Alcohol bans can work alongside other regulatory and non-regulatory tools to help minimise the harm that can be associated with alcohol.

A proposed bylaw was adopted by the governing body on 31 July and was open for public consultation from 15 August to 15 September. The proposal includes delegations allowing local boards to review, make, amend and revoke alcohol bans for local public places. The governing body would make these decisions for public places that are of regional significance.

The bylaw includes criteria to help evaluate any request for an alcohol ban, based on the requirements of the enabling legislation. It has also been designed to support a range of approaches to help communities manage problems associated with alcohol use.

The current proposal does not include a review of the existing alcohol bans or the making of new alcohol bans. Decisions on the existing alcohol bans will need to be made by local boards and the governing body after the new bylaw is adopted and before October 2015. Local boards are now receiving further information on how they can carry out their role for this review.

Animal management

On track

A proposed Animal Management Bylaw was adopted by the governing body on 31 July and was open for public consultation from 15 August to 15 September. The bylaw provides Aucklanders with the opportunity to own different types of animals for companionship, while minimising possible impact on their neighbours. Under the proposed bylaw, people that keep animals need to ensure the animals do not cause a nuisance, risk to public health and safety, or damage council land.

Specific provisions are included for urban properties relating to the keeping of bees and chickens or other stock (such as a rooster, goat, pig or sheep). There are also specific provisions related to horse riding in public places.

Issues relating to animal welfare, wildlife predation and dog management are addressed through national legislation and do not form part of this proposal.

Health & hygiene amendment

On track

The Health and Hygiene Bylaw 2013 was adopted by the council in 2013 and came into force on 1 July 2014. The bylaw and code, as adopted, requires pharmacists to obtain a licence under the bylaw if they offer commercial ear-piercing services.

The council has now received further information from industry representatives that shows public health is adequately protected through existing central government regulation and industry-based standards. Accordingly, the council is proposing an amendment to the bylaw that will exempt pharmacists from the requirement to obtain this licence under the bylaw when they provide commercial ear-piercing services. Public consultation was open from 15 August to 15 September.

Local dog access review

On track

The 2014 local board dog access review includes some areas within the following local boards: Kaipatiki, Orakei, Maungakiekie-Tamaki, Puketapapa, and Hibiscus and Bays.

This is the first year of the new approach to reviewing dog access rules and means the council can consider requests for changes to dog access rules on an annual basis. This approach is more responsive to residents and the environment and enables robust consideration on specific public places to provide for public safety and comfort, the needs of dogs and their owners, and to ensure the practicality of dog access rules.

The council is required to advise registered dog owners about these proposed changes and this has been achieved by including relevant material within the annual dog registration package. This is the first year that this approach has been possible and it has reduced costs and ensured that dog owners receive a single combined communication from the council. This targeted advice has been supported by other communication including public notices, local newspaper advertising and initiatives planned by these local boards.

Submissions on the proposed changes closed on 23 July 2014. Panels established by the relevant local boards considered the submissions, held hearings and reported to their respective local boards who have adopted the recommendations and finalised the review process.

Further access review changes are planned for the next two years. Work is now underway for local boards that are involved in the 2015 review programme. The local boards that are receiving a report in September to confirm commencement of the review and define its scope are Rodney, Upper Harbour, Devonport-Takapuna, Waitakere Ranges, Waiheke Island, Albert-Eden, Puketapapa, and Waitemata.

Regional film fees

On track

There are around 500 permit applications for filming activity each year, including many on local parks. The Auckland Film Protocol expresses the council’s intention to welcome filming, support this activity and maximise the financial and other benefits it brings to Auckland. The protocol also includes measures to ensure filming’s impacts on communities are well managed.

When the Film Protocol was adopted in 2013 several local boards asked that further work be carried out to understand how local communities can get more benefit from filming. The regional film fees project responds to part of that request. It will review how fees for filming can be set and managed, and how council’s direct revenue associated with filming permits can be used to meet the costs of facilitating filming and to improve the public spaces (including parks and streetscapes) that are used by film-makers.

Further information is being provided to local boards through September and October.

Update on implementation stage for new bylaws

18. Table three and table four below show the current status of implementation projects and further comments for particular implementation projects.

Table 3: Summary of status and next steps for implementation projects

Implementation project name	Status and Progress					Link to bylaw topics / Other comments
	Status	1-Preparation	2-Planning	3-Implementation	4-Closure
*Underway*
Alcohol licensing readiness	G					Completed
Alcohol licensing fees	A					See below
Animals (Stage 1)	G					Completed
Dog access review 2014	G
Electoral Signs 2013	G					Completed
Electoral Signs 2014	G
Environmental	G
Facilities	G
Food safety	G					Completed
Health protection	G					Health & hygiene bylaw and code of practice; See below
Marine	G					Navigation safety – see below
Public safety & nuisance	G
Revoked and lapsing bylaws	G					General admin; Offensive trades; Others
Signage	G
Stormwater	G
Street trading	G
Waste management	G					Solid waste bylaw
Animals (stage 2)	G
Alcohol controls	G
Air quality	G

*Proposed future*
Construction	B
Transport (AC land)	B

Table 4: Additional comments for particular implementation projects

Alcohol licensing fees

On hold

As part of reforming laws relating to the sale and supply of alcohol, central government updated licensing fees and also allowed each council to set its own fees for the licensing services it must provide. Auckland Council considered a report on the costs involved in this in August 2013, and endorsed adopting a bylaw to set its own alcohol licensing fee amounts, to take affect from 1 July 2014 (refer governing body meeting of 22 August 2013, item 13, GB/2013/83).

A further report has now been considered by the Regional Strategy and Policy Committee (7 August, item 11). The report provided an update on this matter, noting that revenue collected to date effectively covers relevant operating costs. The committee endorsed the council continuing to use the default licensing fees set by central government and that a further update should be provided early in 2015 (refer REG/2014/101).

Health protection	On track	G
The new Health and Hygiene Bylaw and code of practice are in force from 1 July 2014 and this project has now completed its closure phase after managing commencement successfully. The council’s leadership on prohibiting the use of sun-beds for people under 18 years of age was highlighted positively in the media.

Marine (including Navigation safety)	On Track	G
The new Navigation Safety Bylaw will come into force for the 2014/2015 summer. The bylaw includes key changes around the wearing of lifejackets on vessels under six metres in length. An education and information campaign is currently being prepared to support this and other changes that the bylaw introduces. This will include updating the signs at key boat ramps across Auckland and working with other water safety organisations to deliver these safety messages to the community.

Consideration

Local Board views and implications

19. Local boards are involved in the review of each bylaw topic (consistent with the review’s principles). This report provides an update on the programme, but does not raise any issues specific to local boards apart from those already noted above.

20. No proposals for local bylaws have been received through the above period.

Maori impact statement

21. This report does not raise any specific issues relating to Māori. The review of each topic includes considering whether that topic includes any elements of special interest to Māori, and if so the appropriate way to seek a greater level of engagement. Where appropriate, consultation with Māori (on a particular topic) may be linked to consultation on other related topics through the Unitary Plan or other initiatives.

General

22. The recommendations in this report do not trigger the council’s policy on significance.

Implementation

23. The programme includes implementation and delivery for each bylaw, as noted above. This includes working with internal and external stakeholders as relevant to each topic.

Attachments

No.	Title	Page
a View	Bylaw programme timeline 2014/2015	261

Signatories

Authors	Helgard Wagener - Team leader, Policies and Bylaws
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Chairperson	Vanessa Neeson, JP
Deputy Chairperson	Shane Henderson
Members	Brenda Brady, JP
	Peter Chan, JP
	Warren Flaunty, QSM
	Will Flavell
	Tracy Kirkley
	Luke Wilson

BOARD MEMBER	ORGANISATION	POSITION
Vanessa Neeson, JP (Chairman)	Ranui Sector Trial	Chair
Shane Henderson (Deputy Chairman)	Waitakere Community Law Service Ranui Action Project	Employee Co-Chairman
Brenda Brady, JP	Keep Waitakere Beautiful Safer West Community Trust Sunnyvale Residents & Ratepayers Society Inc. West Auckland Historical Society District Licensing Committee	Trustee Trustee Member Member Member
Peter Chan, JP	Cantonese Opera Society of NZ Asian Leaders Forum NZ-Hong Kong Business Ass. NZ-China Business Ass. Auckland Chinese Environment Protection Association (ACEPA)	Member Member Member Member Advisor
Warren Flaunty, QSM	Westgate Pharmacy West Auckland Hospice NorSGA Properties Westgate Pharmacy Ltd The Trusts Community Foundation Ltd Rodney Local Board Waitemata District Health Board Waitakere Licensing Trust Massey Matters Inc. Massey Birdwood Settlers Ass. Taupaki Residents & Ratepayers Ass.	Contractor Trustee Director Director Director Elected Member Elected Member Elected Member Member Member Member
Will Flavell	Rutherford College	Employee
Tracy Kirkley	District Licensing Committee Heart of Te Atatu South	Member Member
Luke Wilson	NZ Police - Massey Community Constable D.A.R.E. West	Employee Member

Expenditure for Henderson-Massey local board area for 2015 - 2018


$000	Budget	Budget	Budget
Financial year ending 30 June	2015/2016	2016/2017	2017/2018

Net Operating Expenditure
Local arts, culture and events services	1,658	1,782	1,768
Local built and natural environment	160	164	172
Local community services	2,796	3,173	3,440
Local economic development	490	709	890
Local governance	1,378	1,401	1,545
Local libraries	7,147	7,833	8,223
Local parks services	12,989	13,668	14,469
Local recreation services	3,871	3,881	4,132
Total net operating expenditure	30,489	32,611	34,639

Net Capital Expenditure
Local arts, culture and events services	44	45	65
Local built and natural environment	7	8	8
Local community services	475	5,143	3,467
Local economic development	1,157	0	0
Local governance	0	44	0
Local libraries	5,688	50	400
Local parks services	8,479	4,680	2,619
Local recreation services	729	1,394	237
Total net capital expenditure	16,579	11,364	6,796

Financial statements are based on the Long-term Plan 2012-2022, including approved changes made during the 2013/2014 and 2014/2015 financial years and annual planning processes. Budgets are indicative only as they will be reviewed through the development of the Long-term Plan 2015-2025 (due for adoption in June 2015) and allocated in accordance with the Local Board Funding Policy.

Authors	Tracey Kirkley – Elected member, Henderson-Massey Local Board
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Authors	Wendy Kjestrup - Local Board Advisor
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Authors	Michelle Knudsen - Community Lease Advisor
Authorisers	Kevin Marriott - Acting Manager Community Development Arts and Culture Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Authors	Busola Martins - Local Board Democracy Advisor
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

No.	Title	Page
a View	'Summer in Henderson' marketing brief	43