2 Apologies
At the close of
the agenda no apologies had been received.
3 Declaration of Interest
Members are
reminded of the need to be vigilant to stand aside from decision making when a
conflict arises between their role as a member and any private or other
external interest they might have.
4 Confirmation of Minutes
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That the Henderson-Massey Local Board:
a)
Confirms the ordinary minutes of its meeting,
held on Thursday, 16 October 2014, including the
confidential section, as a true and correct record.
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5 Leave of Absence
At the close of
the agenda no requests for leave of absence had been received.
6 Acknowledgements
At the close of
the agenda no requests for acknowledgements had been received.
7 Ward Councillor’s Update
At the close of
the agenda no requests to present petitions had been received.
8 Deputations
Standing Order 3.20 provides for deputations. Those applying
for deputations are required to give seven working days’ notice of subject
matter and applications are approved by the Chairperson of the Board.
This means that details relating to deputations can be included in the
published agenda. Total speaking time per deputation is ten minutes or as
resolved by the meeting.
At the close of the agenda no requests to speak had been received.
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8.1 Deputation from
Waitakere Lions CLub
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|
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Recommendation/s
That the Henderson-Massey
Local Board:
a) Receives the deputation from
the Lions Luncheon Club.
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Attachments
a Letter to Auckland Council (The Whitehouse) 1.................................... 95
b Letter to Auckland Council (The Whitehouse) 2.................................... 99
c Letter to Auckland Council (The Whitehouse) 3.................................. 103
d Attachments A-K.................................................................................. 105
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9 Public Forum
A period of time (approximately
30 minutes) is set aside for members of the public to address the meeting on
matters within its delegated authority. A maximum of 3 minutes per item is
allowed, following which there may be questions from members.
At the close of
the agenda no requests for public forum had been received.
10 Extraordinary Business
Section 46A(7)
of the Local Government Official Information and Meetings Act 1987 (as amended)
states:
“An item that is
not on the agenda for a meeting may be dealt with at that meeting if-
(a) The local authority by resolution so decides; and
(b) The presiding member explains at the meeting, at a time
when it is open to the public,-
(i) The
reason why the item is not on the agenda; and
(ii) The reason why the discussion of the item cannot be
delayed until a subsequent meeting.”
Section 46A(7A)
of the Local Government Official Information and Meetings Act 1987 (as amended)
states:
“Where an item
is not on the agenda for a meeting,-
(a) That item may be discussed at that meeting if-
(i) That item is a minor matter relating to the general
business of the local authority; and
(ii) the presiding member explains at the beginning of the
meeting, at a time when it is open to the public, that the item will be
discussed at the meeting; but
(b) no resolution, decision or recommendation may be made in
respect of that item except to refer that item to a subsequent meeting of the
local authority for further discussion.”
11 Notices of Motion
At the close of
the agenda no requests for notices of motion had been received.
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Henderson-Massey
Local Board
06 November
2014
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Deed of Lease
for Additional Space to Sturges West Community House Incorporated, 58
Summerland Drive, Western Heights
File No.: CP2014/23031
Purpose
1. This
report seeks Henderson-Massey Local Board approval to grant a Deed of Lease for
Additional Space to Sturges West Community House Incorporated, 58 Summerland
Drive, Western Heights.
Executive summary
2. Sturges
West Community House Incorporated (the community house) has a current community
lease with Auckland Council from 1 January 2011 for a term of ten years to 1
January 2021. The lease provides for a right of renewal for a further term of
5 years to 31 December 2025. The building is council owned.
3. The community house seeks approval for a Deed of Lease for
Additional Space at the Sturges West Community House Incorporated, located on
part of Lot 102, 103 and 104 Deposited Plan 202171. The property is held in
fee simple by Auckland Council and is not subject to the Reserves Act 1977.
4. The additional space required known as the Sturges West Learning
Centre is part of the community house and is currently used by Auckland
Libraries as an IT Suite. The IT suite will be relocating to the Ranui Library
when it opens in 2014.
5. Resolution HM/2014/63 was passed by the Henderson-Massey Local Board
on 15 May 2014 approving the closure of the Sturges West Learning Centre when
the new Ranui Library opens in 2014.
6. A
Deed of Lease for additional space is also required for the entranceway to the
community house which was originally missed from the initial site plan and is
required to be included within the leased area.
7. As specified in the Auckland Council Community Occupancy Guidelines
2012, community occupancy agreements for community halls and community houses
may not necessarily be publicly notified.
8. Council
staff recommends the granting of a Deed of Lease for Additional Space to the
Community House for a term of 7 years from 6 November 2014 to 1 January 2021.
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Recommendation/s
That the Henderson-Massey
Local Board:
a) Approves
a Deed of Lease for Additional Space to Sturges West Community House
Incorporated located at 58 Summerland Drive, Western Heights (Attachment A)
subject to the following terms and conditions:-
i) Term
– Commencing 06 November 2014 to 1 January 2021
b) All other terms and conditions as contained in the existing
community lease dated 15 February 2011.
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Comments
9. The
community house has a current community lease with Auckland Council from 1
January 2011 for a term of ten years to 1 January 2021. The lease provides for
a right of renewal for a further term of 5 years to 31 December 2025. The
building is council owned.
10. The community house seeks approval for a Deed of Lease for
Additional Space to the Sturges West Community House Incorporated on part of
Lot 102, 103 and 104 Deposited Plan 202171. The property is held in fee simple
by Auckland Council and is not subject to the Reserves Act 1977.
11. The additional space required and known as the Sturges West Learning
Centre is part of the community house and is currently used by Auckland
Libraries as an IT Suite. The IT suite will be relocating to the Ranui Library
when it opens in 2014.
12. Resolution HM/2014/63 (Attachment B) was passed by the
Henderson-Massey Local Board on 15 May 2014 approving the closure of the
Sturges West Learning Centre when the new Ranui Library opens in 2014.
13. The community house wishes to use the additional space to run
classes and programmes for the local community.
14. A
Deed of Lease for additional space is also required for the entranceway to the
community house which was originally missed from the initial site plan and is required
to be included within the leased area.
15. The
community house has been registered as an Incorporated Society since the 29
October 2004.
16. The
objectives of the community house are to present the house as a vibrant
contemporary focal point for the community and to foster and promote learning
within the Sturges West Community.
17. Council
officers have sought input from relevant council departments.
Consideration
Local board views and implications
18. At
a Henderson-Massey portfolio holders meeting held on 10 September 2014,
informal support for a Deed of Lease for Additional Space to the Community
House was indicated.
19. The
recommendations within this report fall within the local board’s allocated
authority relating to local, recreation, sport and community facilities.
Māori impact statement
20. There
is no significant change or impact for Maori associated with the
recommendations in this report.
Implementation
21. The
recommendations contained in this report do not trigger the Auckland Council
Significance Policy.
22. There
are no cost implications for Auckland Council.
Attachments
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No.
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Title
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Page
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aView
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Attachment A
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11
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bView
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Attachment B
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13
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Signatories
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Authors
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Michelle Knudsen - Community Lease Advisor
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Authorisers
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Kevin Marriott – Acting Manager
Community Development Arts and Culture Glenn
Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau
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Henderson-Massey
Local Board
06 November
2014
|
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Draft Community Facilities Network Plan
File No.: CP2014/25802
Purpose
1. To seek the
Board’s feedback on the draft Community Facilities Network Plan (Attachment A)
following workshops held with all local boards in August and September 2014.
Executive
summary
2. In August
2014 the Regional Strategy and Policy Committee endorsed the Draft Community
Facilities Network Plan (REG/2014/98) for engagement with local boards,
advisory panels and key external stakeholders.
3. The purpose
of the Community Facilities Network Plan (draft plan) is to guide council’s
provision of community facilities for the next 10 years and beyond. The key
drivers are to:
· Optimise the use and efficiency of
existing facilities
· Address gaps and needs for community
facilities now and into the future
· Meet demand arising from population
growth and changing user expectations.
4. The
scope of the draft plan includes community centres, venues for hire (community
or rural halls), arts and culture facilities, aquatic and leisure facilities.
The network includes facilities owned by council and facilities owned by
third-parties which are supported by council and available for community use. While facilities like libraries, sport clubs, community leases,
schools, churches and marae are not included in the recommendations of the
network plan, these facilities will be considered in the implementation phase.
5. There are
three key components of the draft plan:
· Strategic framework – specifies the
outcomes council is seeking from its investment in community facilities aligned
with the Auckland Plan, Local Board Plans and other strategic priorities; and
articulates the council’s key objectives for future provision.
· Provision framework – guides council’s
approach for future community facility provision.
· Action Plan – over 50 recommended
actions to investigate areas with potential gaps in provision and to
investigate existing facilities with issues affecting their performance.
6. Each action
will require detailed community or sector based investigation to understand
needs and determine the appropriate response. Process
guidelines have been developed to ensure a consistent approach to these
investigations. Local boards and the local community will be fully involved in
investigation processes.
7. As council may not have the capacity to invest in all community
facility projects, the draft plan also provides prioritisation criteria to help
determine the priorities for investment once the investigation process
determines the appropriate facility response. The ability and timeframe to
implement the actions is dependent on the budget available for community
facility investment in the Long-term Plan 2015-2025 (LTP).
8. Feedback on
the draft plan was sought from key stakeholders including regional sports
organisations, facility partners, facility managers and advisory panels.
Submissions were also invited through shapeauckland.co.nz which closed on 15
September 2014. A summary of feedback is attached in Attachment B.
9. It is proposed that libraries should be included in the Community
Facilities Network Plan as another key community facility that council
provides, and to ensure alignment of planning and future facility provision.
Libraries have undertaken similar research to understand the gaps and needs for
libraries and are well placed to be included. There will need to be further
communication with local boards on the libraries content. Revised timeframes
to integrate libraries into the plan and to align with the LTP process are
outlined in this report.
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Recommendation/s
That the Henderson-Massey
Local Board:
a) Provide feedback of the Draft Community Facilities Network
Plan which will guide council’s provision of community facilities, including
any specific feedback on the strategic framework, provision framework, action
plan, implementation approach and prioritisation criteria.
b) Notes proposed revised
timeframes to include libraries in the Community Facilities Network Plan and
that further engagement with local boards will be undertaken to discuss the
libraries content and the final revised network plan.
|
Comments
Draft Community Facilities Network
Plan
10. Community
facilities contribute to building strong, healthy and vibrant communities by
providing space for people to connect with each other, socialise, learn skills
and participate in a range of social, cultural, art and recreational
activities. Community facilities contribute to improved lifestyles and a sense
of belonging, identity and pride among residents.
11. The draft plan
outlines how council will provide and invest in community facilities to respond
to community needs and population growth and changes.
12. The draft plan
sets out a strategic framework for community facilities to articulate why
council invests in the provision of community facilities, the desired outcomes
from this investment and the key objectives for future provision. This is
aligned with the strategic direction and transformational shifts in the
Auckland Plan, local board plans and relevant strategic action plans.
13. The proposed
common purpose for community facilities is “Vibrant and welcoming places at
the heart of where and how communities connect and participate”.
14. The draft plan
sets out four proposed key objectives to guide and underpin the future
provision of community facilities:
· Undertake robust and
consistent planning to ensure future decisions on the provision of community
facilities are based on clear evidence of needs and assessment of all options.
· Maintain, improve and
make the best use of existing community facilities where they continue to meet
community needs and investigate the future of facilities that no longer meet
community needs.
· Provide flexible and
multi-purpose facilities that are co-located and/or integrated with other
community infrastructure.
· Look for opportunities
to leverage and support partnerships.
Future Provision Framework
15. The draft plan
proposes provision frameworks for each type of community facility to guide
council’s approach to the provision of new facilities in the future.
Community Centres
16. The proposed
provision approach for community centres is to continue to maintain and deliver
community centres at the local level across the region, recognising the
important role they play in meeting local community needs for spaces to deliver
a wide range of community, recreation, learning, events, arts and culture
activities.
Venues for hire
17. Given
the wide range of providers of venues to hire, the draft plan proposes the
council does not invest in any more new stand-alone venues for hire. It is
proposed that bookable space is included in multi-purpose community centres
(new or existing/redeveloped), guided by community needs assessments. Other
options should be explored including partnerships or encouraging other
organisations (such as schools, sports clubs and churches) to make bookable
spaces available for community use. In some cases where venues for hire are no
longer serving community needs, there may be potential to consider repurposing
venues for other activities or possible divestment.
Aquatic and Leisure Facilities
18. The proposed
provision framework for aquatic and leisure facilities is through a hierarchy
of local, destination and regional facilities to support participation in a
range of sport and recreation activities from casual play through to
competitive sport. The draft plan outlines different functions and level of
provision for local, destination and regional facilities.
Arts and Culture Facilities
19. At the local
level, the proposed future provision will focus on enabling participation in
arts and culture activity through programming in existing facilities and new
multi-purpose facilities, rather than building new standalone local arts
facilities. The focus will be placed on integrating arts space and programming
within the existing network or in new multi-purpose facilities, repurposing
existing spaces or partnering with others to provide suitable space.
20. It is
recognised there is a need for some specialised arts and culture facilities
that serve larger catchments. The draft plan proposes supporting a network of
destination and regional arts and cultural facilities to meet sector and
audience demand, which would be determined by robust investigation on a
case-by-case basis. It is proposed the council would only intervene when the
private sector does not and opportunities for partnerships with the wider
sector including central government should be explored.
Action Plan and Implementation
21. The draft plan includes over 50 recommended actions
to undertake investigations into the future provision of community facilities,
focused on both existing facilities and potential areas for new facilities.
22. All
recommended actions will require detailed community or sector based
investigation to determine the appropriate response. It is intended that any
future investment in community facilities will be determined following detailed
investigation which provides clear evidence of need, options analysis and
development of a robust business case. Detailed process guidelines to ensure a consistent
approach to these investigations have been developed (Appendix 2 of draft plan:
Community Facilities Development Guidelines). Local boards and the community
would be fully involved in investigation processes.
23. As council may not have the capacity to invest in all community
facility projects, the draft network plan provides prioritisation criteria to
assist the governing body to determine its priorities for investment in
community facilities.
24. The draft plan
identifies existing community facilities which have issues impacting on their
performance and ability to meet community needs. In these cases, investigation
is required to understand in more detail how the facility is operating and
meeting community needs, explore various options for the facility and to
determine the appropriate response. There could be a variety of options
including changes to facility governance, management or programming, facility
redevelopment, repurposing for another activity or possible divestment.
25. For
potential areas for new facilities, a similar investigation process is required
to understand community needs, explore and test the feasibility of different
options and assess the business case for a new facility. The outcome of this
investigation may identify a non-asset solution is required such as
programming, partnerships or supporting a non-council facility.
26. The
actions in the draft network plan have been ranked according to the urgency of
completing the investigation recognising different factors including condition
issues, responding to catalysts, opportunities for rationalisation or
partnerships, timing and scale of population growth and location in a spatial
priority area.
27. During
workshops with local boards, some inaccuracies were identified in the draft
plan. Corrections have been included in the draft plan attached in Attachment
A.
Stakeholder Engagement
28. The
draft plan has been informed by previous feedback from communities, principally
via annual customer satisfaction surveys, user surveys, catchments studies and
consultation on the Auckland Plan and relevant strategic action plans.
29. Given
this context, engagement on the draft plan has primarily been limited to
targeted stakeholders, including council’s advisory panels, facility partners
and managers and external stakeholder groups such as regional sports
organisations. Additionally, the draft plan has been available for wider
public comment on shapeauckland.co.nz. A summary of feedback is
attached in Attachment B.
30. Most
of the actions identified in the draft plan will require further investigation
to determine the appropriate response. This will include detailed and
localised community and/or sector based investigation/engagement and feedback
from communities on different options. The public will also have the
opportunity to provide feedback on the proposed level of future investment in
community facilities via the LTP consultation process.
Incorporating Libraries into the
Network Plan
31. Through the
LTP process, the Parks, Community and Lifestyle theme has been working to
address priorities and funding for activities including community facilities,
recreation facilities and libraries. It has become clear there is a need for a
more coordinated and aligned approach for the future planning and development
of community facilities with an emphasis on multi-purpose facilities.
32. It is proposed that libraries be included in the network plan as a
key community facility that council provides and to ensure alignment of
planning and future facility provision. Libraries have undertaken similar
research to understand the gaps and needs for future libraries and are well
placed to be included. There will need to be further communication with local
boards on the libraries content which means the timeframes to complete the
network plan will need to be extended into 2015.
33. One advantage of extending the timeframes is alignment with the LTP
process. The level of future capital investment in community facilities won’t
be known until after the public consultation process on the LTP is completed in
May 2015. Finalising the network plan once the LTP process is completed (or
near completion) will ensure the plan can incorporate the LTP outcomes and
governing body priorities for future investment in community facilities.
34. The
key benefit of modifying the scope to include libraries is the alignment of
planning and provision to achieve better community outcomes and greater
efficiency.
35. The
revised timeframe for integrating libraries into the draft plan is outlined
below:
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Dec
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Briefing with local boards on the library research
|
|
Dec-Jan
|
Development of revised Community Facilities Network Plan
|
|
Feb 2015
|
Workshops with local boards to review the revised plan
|
|
Mar
|
Report to the governing body on the revised draft plan
|
|
Apr-May
|
Report to local boards seeking feedback on revised draft
plan
|
|
July
|
Report to governing body seeking approval of final
Community Facilities Network Plan
|
Consideration
Local
board views and implications
36. During
August and September, workshops with local boards were undertaken to present on
the draft Community Facilities Network Plan, to respond to any questions and
assist local boards in formulating their feedback.
37. Feedback
from local boards is sought on the draft plan, particularly on the following:
· Strategic framework
(section 3) including the common purpose, outcomes and objectives
· Provision frameworks
(Section 4)
· Action plan (section 5)
· Implementation approach
(section 6) including process guidelines and prioritisation criteria.
38. The
feedback from local boards will be incorporated into a revised network plan
(which includes libraries) and will be presented/reported to local boards in
2015.
Māori
impact statement
39. The provision
of community facilities contributes to improving wellbeing among Maori
communities by providing spaces to connect, socialise, learn skills and
participate. For all community facility types Maori are represented as users.
At aquatic facilities Maori make up 14% of users (compared to 9% of the
population), 11% of leisure facility users and 9% of community centre users.
Maori are under-represented as users compared to the Auckland population at
arts and culture facilities.
40. Given the
context of the network plan and the information already received through the
user surveys and iwi consultation on the strategic action plans, it was not
proposed to undertake any specific engagement with Maori or other facility
users.
41. The broader
picture of community facility provision recognises that marae and kohanga reo
are important social infrastructure for Maori and the community. Officers from
Te Waka Angamua are currently scoping a project to address the future provision
and development of marae facilities. Opportunities for aligned provision and/or
partnerships with marae facilities should be considered as potential options to
meet community needs.
Implementation
42. The draft plan is an aspirational plan for the next 10 to 20 years
which outlines what needs to be investigated and undertaken to deliver a
network of community facilities to meet community needs. The ability and
timeframe to implement the actions is dependent on the level of budget
available through the council’s LTP 2015-2025.
43. Through the LTP process, the governing body will consider the amount
of funding available for investment in community facilities. To deliver the
network plan this will need to include both operational funding to undertake
the required investigations and depending on the outcome of each investigation,
capital and operational funding to implement the recommended response.
44. Once the network plan is adopted, implementation will focus on
progressing the high priority actions using the implementation approach and
community facilities development guidelines.
45. The draft plan lists a number of community facility projects that
are already underway or were anticipated to commence construction in 2014/15.
The current review of the 2014/15 capital works programme may result in the
deferral of some of these projects. Once decisions have been made on
deferrals, then the draft network plan will be amended to reflect this.
Attachments
|
No.
|
Title
|
Page
|
|
aView
|
Draft Community Facilities Network Plan
|
21
|
|
bView
|
Draft Community Facilities Network Plan stakeholder
feedback
|
87
|
Signatories
|
Authors
|
Anita Coy-Macken - Principal Policy Analyst – Central
David Shamy - Principal Policy Analyst
|
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Authorisers
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Penny Pirrit - Regional & Local Planning Manager
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
