Agenda of Henderson-Massey Local Board

1 Welcome

2 Apologies

At the close of the agenda no apologies had been received.

3 Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

The following are the declaration of interests as at Thursday, 7^th May 2015.

BOARD MEMBER	ORGANISATION	POSITION
Vanessa Neeson, JP (Chairman)	Ranui Sector Trial	Chair
Shane Henderson (Deputy Chairman)	Waitemata Community Law Centre 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 Birdwood Settlers Ass. Taupaki Residents & Ratepayers Ass.	Contractor Trustee Director Director Director Elected Member Elected Member Elected Member Member Member
Will Flavell	Rutherford College Literacy Waitakere Board	Employee Member
Tracy Kirkley	District Licensing Committee	Member
Luke Wilson	NZ Police - Massey Community Constable D.A.R.E. West	Employee Member

4 Confirmation of Minutes

That the Henderson-Massey Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 7 May 2015, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Item withdrawn

9 Item withdrawn

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.

Henderson-Massey Local Board

21 May 2015

Approval of Massey Community House renewal

File No.: CP2015/04495

Purpose

1. The purpose of this report is to gain approval from the Henderson Massey Local Board (The Local Board) for the renewal of the Massey Community House.

Executive Summary

2. The Community House is located at 385 Don Buck Road in what was the former Massey Library building and is currently run by the Massey Community House Incorporated (the Society).

3. Catchments for community houses generally are one to two kilometres from the location of the house. The Community House catchment currently encompasses three census area units with a total population in the 2013 census of 12,591. Given that the house is located beside the two special housing areas of Birdwood and Redhills, the population is expected to approximately double within ten years to 26,000 residents.

4. Staff consider that a renewal would allow the facility to function better than its current configuration allows and cater for the expected growth in the catchment for the next 10 years.

Recommendation/s

That the Henderson Massey Local Board:

a) Approves the concept design for the renewal of the Massey Community House.

b) Approves using $247,159 from the Henderson Massey Local Board Community Development Arts & Culture capex renewals budget 2015/2016 to support the renewal of the Massey Community House.

c) Approves the project proceeding to detailed design.

d) Approves the project proceeding to building consent and procurement, following completion of the detailed design phase, provided alterations from the concept design to detailed design are only minor and the project is within budget.

Discussion

General

5. The renewal of the Community House is aligned to Chapter 12 of the Auckland Plan which covers Auckland’s Physical and Social Infrastructure. Priority 2 states “Protect, enable, align, integrate and provide social and community infrastructure for present and future generations”. (Auckland Plan March 2012). Directive 12.6 states “Identify social infrastructure needs and engage local boards to prioritise community infrastructure requirements” (Auckland Plan March 2012).

6. It also aligns with the Draft Community Facilities Network Plan which has been written to guide council’s provision of community facilities for the next 10 years and beyond. The key drivers for the network plan are to:

maximise the use and efficiency of existing facilities
address gaps and needs for community facilities now and into the future
meet current and future demand arising from population growth and changing user expectations.

7. Within the Action Plan of the Draft Community Facilities Network Plan, the Community House has as an action “Investigate the need to improve the facility to address layout issues” and the driver is whether the house is “fit for purpose” and to address “growth” issues.

8. The Community House was originally located on the east side of the North Western Motorway in a house close to the Royal Road Shopping Centre. It was relocated to the present site in 2002 when the Massey Library moved into a new purpose built facility in the Massey Library and Leisure Centre. Plunket also occupy part of this building and have been consulted on the proposed changes and are happy with them.

9. This report recommends the Local Board adopt the concept plan because it will provide the benefits outlined in the below table.

Existing issues	Suggested benefits
Plunket has a large space on the northern side of the building which means that the main hall area is cold and dark.	Relocate Plunket to the southern side of the building.
Users have to walk through other groups activities to get to the meeting rooms.	Provide access to the meeting rooms through the installation of a hallway.
The kitchen is not set up for the purpose of a teaching kitchen, which is an identified need of the community.	Improve the kitchen so that it can function as a teaching kitchen. This will only happen once the organisation who governs and manages the Community House has secured a suitable grant from external funding agencies.
The main hall area is not partitioned off which means that people coming into the building see that groups are using it and walk out.	Enclose an area to be used as a main hall.
There is no visibility of the park and children’s play area to the rear of the Community House.	Improve the visibility to the park by installation of a window on the eastern side of the Community House.
There is insufficient storage.	Provide improved storage.
Too few toilets (currently is doesn’t comply with regulations).	Add a third toilet to comply with regulations.
Poor links to the outside from within the building.	Provide inside outside flow to the garden by covering an existing pergola, installing glass sliding doors and constructing a patio.

10. Plunket currently have an expired sub lease that was between them and the Society. It is the current intention through this renewal for Council to direct lease to Plunket the new space within the Community House (a separate agenda report will be provided by leases to arrange this).

11. The Quantity Surveyors estimate came in over budget and excluding internal project management and consent fees. Aspects of the project that were not considered essential to achieve the desired outcome have been removed and the estimate amended to include the internal project management fees and consent fees. (Attachment 2). Funding towards the work is available in the Boards 2015/2016 Community Development Arts and Culture Capex renewal budget. The total budget available is $261,409 and to date only two projects totaling $14,250 have been identified. The Board has $247,159 that it can consider using from this renewal budget for the Massey Community House renewal.

12. While every effort has been made to ensure the concept design can be delivered within the budget available for the project, staff acknowledge that as the design moves into more details and costs become even clearer, there may be a requirement to adjust the design to fit into the budget available. Should this be the case, staff will report back to the Local Board for approval of detailed design before procuring the construction contract.

13. The following table sets out the steps and the proposed timeframe.

Concept Design and QS	April 2015
Approval via agenda report to HMLB	May 2015
Detailed design commencement	June/July 2015
Building consent lodgement	Aug 2015
Procurement of contractor	October 2015
Commence construction	November 2015

Consideration

Local Board Views and Implications

14. The Local Board in its Plan states, “All our community organisations are essential in this time of growth and change. We continue to support our community houses at Massey, Te Atatu Peninsula and Sturges West”.

Maori Impact Statement

15. Census data information tells us that 17.4 per cent of the population in the catchment identify themselves as Maori; this is higher than the Auckland average of 10.7 per cent.

16. With Community Houses open to all community, along with the current provision of a small number of traditional Maori arts programmes; it seems that improvements to the house have the potential to benefit local Maori residents.

Implementation Issues

There are no implementation issues with this report.

Attachments

There are two attachments for this report.

Attachments

No.	Title	Page
a View	Massey Community House concept plan	13
b View	Quantity Surveyors estimate for Massey Community House renewal	15

Signatories

Authors

Jan Brown - Principal Policy Analyst

Authorisers

Kevin Marriott - Manager Community Facilities

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

Henderson-Massey Local Board

21 May 2015

Developing the Empowered Communities Approach - next steps

File No.: CP2015/07337

Purpose

1. This report provides an update on the Empowered Communities Approach (ECA), and enables the Henderson-Massey Local Board to provide formal feedback. Resolutions will be reported to the Regional Strategy and Policy Committee on 4 June 2015.

Executive Summary

2. The Mayor’s Proposal for the Long Term Plan 2015-2025 (LTP) includes developing a more empowered community approach to the work of Auckland Council.

3. The Community Development, Arts and Culture Department of the Operations Division is leading the development of ECA, with support from Local Board Services and others.

4. The purpose of the ECA is to develop a new, more effective and empowering approach to the way council delivers services and supports community activities. The ECA will establish a new operating model for the Community Development and Safety (CDS) unit which will shift its service delivery to have a greater focus on local and community empowerment, with a view to embedding this way of working across the council family.

5. The proposed approach builds on the Thriving Communities Action Plan Ngā Hapori Momoho (April 2014).

6. The proposed approach is guided by the principle of Empowered Communities: Enabling Council resulting in improved outcomes for Aucklanders. The approach identifies what will change, what council will do and enabling ways of working.

7. The proposed approach was reported to local boards and the Regional Strategy and Policy Committee in April 2015.

8. The key functions of the new operating model are to support local boards, build community capacity and capability, increase diverse community input into the work of council, catalyse the approach across the whole of council and build the capacity of the organisation to work in ways which empower communities.

9. There will be a shift from delivering community development activities directly to communities, to using community development practices to achieve local board and governing body aspirations and outcomes.

10. The proposed operating model will consist of three components which together will better support the delivery of local board plans as well as address complex community issues across Auckland. These components are provisionally called: local community brokers, the community practice hub and Auckland-wide response.

11. A reduction in the cost to deliver community development over time is expected, starting with savings in the 2015/2016 financial year.

12. Community development and engagement is at the heart of the role of local boards. The local board plans all include a focus on developing strong communities. Proposed changes to council’s community development approach are of significant interest to local boards.

13. To date the ECA has been informed by the following input from local boards: Political Advisory Group (PAG), two chairs and portfolio holders’ workshops and individual local board workshops.

14. Community and council staff consultation has also informed the approach.

15. The final PAG meeting is on 4 May 2015. Feedback from that meeting is either attached to this report, or where local board meetings are early in May, will be tabled at the meeting.

16. The transition timeline is for work to be done on models and roles from now until the end of June. From July to December the approach will be implemented to meet local board needs and in 2016 as the approach matures and evolves it will be extended across the council family.

17. This report enables the Henderson-Massey Local Board to make resolutions on the ECA. These resolutions will be reported to the Regional Strategy and Policy Committee on 4 June 2015.

Recommendation/s

That the Henderson-Massey Local Board:

a) Make resolutions on the proposed Empowered Communities Approach, for consideration as part of the report to the Regional Strategy and Policy Committee in June.

Comments

Background

18. The Mayor’s Proposal for the Long Term Plan 2015-2025 (LTP) includes developing a more empowered community approach to the work of Auckland Council. The proposed changes to the community development function are:

· to transition delivery to a more empowered community approach

· to move away from direct delivery (and therefore save overheads) and fund community groups to deliver more

· for local boards to play a much more active role by allocating more funding through them.

19. The purpose of the ECA is to develop a new, more effective and empowering approach to the way council delivers services and supports community activities. The ECA will establish a new operating model for the Community Development and Safety (CDS) unit which will shift its service delivery to have a greater focus on local and community empowerment, with a view to embedding this way of working across the council family.

20. The proposed approach builds on the Thriving Communities Action Plan Ngā Hapori Momoho (April 2014). It will bring to life the principles, focus areas and actions by providing a clear operational direction to enable implementation of the plan across council.

21. The approach also provides an implementation framework for the High Performing Council’s special focus area ‘Engaging and Enabling Communities’. The approach could play a significant role in building best practice across the organisation in the four high performance behaviours: develop, serve, collaborate and achieve.

22. The approach is guided by the principle of Empowered Communities: Enabling Council resulting in improved outcomes for Aucklanders. The approach identifies what will change, what council will do and enabling ways of working. This approach was reported to local boards and the Regional Strategy and Policy Committee in April 2015. More information is provided in attachment A.

The new operating model

23. A primary focus for the new unit will be on working with other parts of council to provide community development support, expertise and assistance to local board projects and activities so that every opportunity for council to work in ways that are enabling of communities is maximised. There will be a shift from delivering community development activities directly to communities, to using community development practices to achieve local board and governing body aspirations.

24. The key functions of the new operating model are to:

· support the council to work seamlessly together at local board level

· build community capacity and capability

· increase diverse community input into the work of council

· embed the approach across the whole of council and build the capacity of the organisation

· to work in ways that empower communities.

25. The proposed operating model will consist of three components which together will better support the delivery of local board plans as well as address complex community issues across Auckland. These components are provisionally called: local community brokers, the community practice hub and Auckland-wide response.

26. The local community brokers are strategic roles. They will be co-located alongside local board services teams. They will work alongside local board advisors to support and join up the work of all departments delivering on local board outcomes and will support devolving more resources to the community. The broker’s work programme will be based on local board outcomes. The role will be tailored to meet local board and community needs and they will provide a portal into council for the community.

27. The community practice hub consists of a dedicated team of expert practitioners with skills including community development, facilitation and project management. They will work alongside the local board teams to deliver programmes and tools, capacity building for communities, inclusive engagement and participation programmes and also provide operational support for local community brokers, local boards and across the council family.

28. The local community brokers will work with the local board members and advisors to identify which projects offer opportunities to work in a more empowered communities way and are priorities for support from the community practice hub. The hub will then develop a work programme incorporating priorities from across local boards.

29. If new community priorities start to emerge, the local community brokers will work with local board members and staff to agree next steps. The community practice hub will have some capacity to support work on emerging issues if they become local board priorities.

30. The Auckland-wide response will be a team of people with specialist skills. They will work on significant and/ or complex issues that would benefit from an all of Auckland approach, internal systems and processes and barriers and activity where a regional response delivers efficiency/ effectiveness benefits.

31. Different responses will be needed around Auckland taking into account community capacity, strength and resilience. This range of responses will need to cover those areas where there is well developed community capacity to opportunities to further development community capacity and newly formed communities.

32. The impact of the approach will be that:

· local boards are able to access tailored and strategic support

· community development practice enhances the work of the whole of the council family

· communities have more access to resources and support to do things for themselves

· the empowered communities approach is embedded throughout the organisation.

33. There are a number of empowering initiatives and activities, both new and existing, which could be further developed to empower communities.

34. A reduction in the cost to deliver community development over time is expected, starting with savings in the 2015/2016 financial year.

35. Community development and engagement is at the heart of the role of local boards. The local board plans all include a focus on developing strong communities. Proposed changes to council’s community development approach are of significant interest to local boards.

36. This report provides the opportunity to provide formal feedback. This will be reported to the Regional Strategy and Policy Committee on 4 June 2015.

Political Advisory Group

37. A Political Advisory Group (PAG) has provided strategic advice and guidance to staff during the development of the empowered communities approach.

38. At their meeting on 16 April 2015 the PAG supported:

· the key functions of the new unit

· the three components of the new operating model (local community brokers, community practice hub and Auckland-wide response).

39. Other feedback from the PAG included the need to consider the relationship with the Māori Responsiveness Framework and the need for staff to have cultural competencies. There was also discussion around whether the local community brokers should be located within Community Development and Safety or Local Board Services, and comment that local board outcomes are the same as community aspirations.

40. Staff will report back to the PAG on 4 May with the following:

· revised approach and model

· approach to devolving resources

· tools to support implementing the approach.

41. Feedback from the PAG meeting on 4 May forms attachment 2 to this report. However, due to the timing of this PAG, where local boards are meeting early in May this will mean the tabling of attachment 2.

ECA timeline

42. The remaining key milestones are shown in the table below.

Stage

Date

Purpose

Budget Committee

7-8 May

LTP budget decisions including CDS budget for 2015/2016

Regional Strategy and Policy Committee

4 June

Endorse ECA and the CDS operational model

Consultation and engagement

43. The community was consulted through a limited number of community-led, and staff run, workshops around the region. Staff were also consulted.

44. The key points from the consultation were:

· use a high trust model that is values based

· value what communities bring to the table

· one size does not fit all

· capacity building is critical and a fresh approach is required

· a whole of council approach

· respond to the diversity of Auckland’s communities.

Consideration

Local Board views and implications

45. The ECA aims to provide a much more active role for local boards in community development.

46. ECA builds on the strong focus on community led planning and development in the local board plans 2014.

47. Local board chairs met to consider ECA on 30 March. The following four principles arose from this meeting:

· local boards need to be empowered themselves so that they can in turn empower their communities in a way that suits the area

· local board outcomes are community outcomes and need to be central to and drive the community empowerment approach and focus under the direction of the local board.

· community empowerment is not as simple as channelling funds through community groups, which has risks. Community empowerment is an approach and any change to the current needs to be carefully staged and made appropriate for each local board.

· within change there are always opportunities but they carry risks which can be minimised through careful planning, full engagement of the main parties and undertaken within a timeframe that is feasible for significant change to take place.

48. Local boards’ formal views are sought through this paper. This builds on earlier opportunities to provide informal feedback at local board workshops during April and at two workshops for local board chairs and portfolio holders.

49. The summary feedback from the chairs and portfolio holders meeting on 20 April was:

· the budget approach and costs associated with the proposed model are required to be able to make an informed response. There was also desire for better utilisation of the budget to achieve improved outcomes. Additionally, it was unclear how the model will deliver more resources to local boards

· the broker role needs to operate on a continuum that is tailored to local boards and can deliver across the continuum from those with contracted out services to communities with less capacity to take on additional services

· the broker role bests sits in local board services but the overlap with local board advisor roles needs to be explored

· the community practice hub services are valuable but local boards do not want to have to pitch for resources. A bottom up approach is preferred and the hub should also use resources from other areas of council and the community. It was also unclear where the expertise exists to deliver the hub services

· uncertainty over what the Auckland wide response team will deliver and concern that it will not deliver local board priorities. Local boards could be supported to work collaboratively on common issues as community development is delegated to local boards. The community brokers can collaborate to tackle the systemic issues. Regional issues should be funded by the governing body and Community and Social Policy can cover these Auckland wide issues

· the need to respond to diverse and disempowered communities

· the transition process was unclear and raised concerns over delivery in coming months.

· There were also recurring themes from early discussions:

· one size does not fit all

· the model needs to focus on delivering local board priorities, which are the same as the communities’ priorities.

Māori impact statement

50. The ECA has a direct relationship with the Māori Responsiveness Framework, which sets out two key areas of activity; the first being understanding the rights and interests of Māori. The second, and closely intertwined, is acting on the needs and aspirations of Māori.

51. To be a High Performing Organisation a key component is engaging with and enabling communities, which means considering and understanding Māori needs and issues and having the capability and capacity to improve process and systems to enhance involvement. The approach described in this report sets out a shift in the way the organisation delivers services, which includes improving outcomes for Māori. The Council Māori Responsiveness Leadership Group has been established to enable better outcomes with Māori in the areas of cultural, social, economic effectiveness for Māori and treaty settlements and moving to a more empowered community way of working will help make progress in all these areas.

52. There are a number of initiatives underway which can help inform the Empowered Community Approach such the Māori Input to Decision Making project in the south of Auckland. This, and other activities being undertaken in partnership with Mana Whenau around the environment, provide strong examples of how Māori can be engaged with and participate to embed the proposed approach to communities.

53. Engagement with mataawaka and mana whenua is ongoing to enable staff to understand potential impacts.

54. A representative from the Independent Māori Statutory Board sits on the PAG.

Implementation

55. The transition timeline is for work to be done on models and roles from now until the end of June. From July to December the approach will be implemented to meet local board needs and in 2016 as the approach matures and evolves it will be extended across the council family.

Attachments

No.	Title	Page
a View	Empowered Communities: Enabling Council	27
b View	Feedback from PAG meeting 4 May 2015	29

Signatories

Authors

Helen Dodd - Local Board Strategic Advisor

Authorisers

Karen Lyons - Manager Local Board Services

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

Henderson-Massey Local Board

21 May 2015

ACPL report

File No.: CP2015/06699

Purpose

To give the Henderson - Massey Local Board an overview of Auckland Council Property Limited’s (ACPL) activities for the six months 1 July to 31 December 2014.

Executive Summary

1. ACPL’s vision centres on “creating value from property assets” by providing commercial expertise and value for money to Auckland Council in managing its property portfolio, and acquisition and disposal activities. The concept of “value” includes but is not limited to financial value. In addition to financial value, a growing aspect of ACPL’s work has been to use surplus council property to help achieve the council’s housing supply and urban regeneration objectives. We will also identify opportunities to add value by improving the use of council service property such as redevelopment of under-utilised sites.

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 (SOI) 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.

· Redevelopment/regeneration 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, B, and C.

Recommendation/s

That the Henderson-Massey Local Board:

a) Accepts the Auckland Council Property Limited Local Board Six-Monthly update 1 July to 31 December 2014.

Discussion

5. A schedule of Henderson - Massey Local Board workshops and meetings attended by ACPL representatives from July to December is included as Attachment A. The list includes property specific meetings and workshops relating to general property management and the ongoing portfolio Rationalisation Process.

Property Portfolio Management

6. ACPL manages property owned by the council and AT that are not currently required for service or infrastructure purposes. These are properties that are not immediately required for service delivery or infrastructure development but are being held for use in a planned future project such as road construction/widening or the expansion of parks.

7. The property portfolio continued to grow during the last six months and now totals 1306 properties, an increase of 121 since our January-June 2014 update. The current property portfolio includes industrial sites and buildings, retail tenancies, cafés, restaurants, offices and a substantial portfolio of residential properties.

8. 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 six months ending 31 December 2014 provides the shareholder a net surplus of $2.9m ahead of budget, with an actual surplus of $11.8m against budget of $23m. The average monthly vacancy rate for the period is 1.68% which is under the SOI targets of 5%.

9. A Properties Managed schedule is included as Attachment B 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 eg regional or local board.

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

Portfolio Review and Rationalisation

Overview

11. 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 the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing the council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

12. July 2014 to June 2015 Target

UNIT

TARGET

ACHIEVED

COMMENTS

Portfolio Review

$30m disposal recommendations

$36.4m

These recommendations include $33.2m of sites that are identified for development projects.

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

14. 2014/2015 Targets

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

Process

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

Under review

16. 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 B.

PROPERTY

DETAILS

5 Trading Place, Henderson

Transferred from ACPD as non-service. Expressions of interest received from AT, Planning, CPP, Stormwater and Henderson-Massey Local Board during internal consultation phase. Legal advice being sought on s40 Public Works Act offer back requirements.

Redevelopment/Regeneration and Housing Supply Initiatives

Overview

17. ACPL is contributing commercial input into approximately 54 region wide council-driven regeneration and housing supply initiatives. Involvement extends from provision of initial feasibility advice through to implementation, with projects ranging in size from $415k to in excess of $100million. ACPL works closely with the local boards on ACPL-led developments to ensure we give effect to the local boards’ place-shaping role.

18. ACPL is working with the wider council group to formulate a process or approach for identifying and realising optimisation opportunities that exist for service assets. This will provide opportunities to work with local boards on development opportunities that deliver wider strategic benefit consistent with the Auckland plan such as intensification, town centre regeneration and affordable housing. It will also improve service outcomes through obtaining more effective use of property assets.

19. ACPL is also actively contributing to the Housing Strategy Action Plan, 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 over three years that will improve housing affordability and the supply of affordable housing encompassing CHO involvement. We are currently actively working on 13 such projects.

Local Activities

20. Wilsher Village redevelopment: ACPL is progressing a Development Agreement at 21-33 Henderson Valley Road, Henderson which will result in 180 independent living units constructed on the site along with an aged-care facility to accommodate dementia care, care suites and serviced apartments. This will include 40 council-owned one bedroom Housing for Older Persons units, in an integrated single building with 20 dedicated carparks. The current target is to see Stage One completed in the final quarter of 2016.

21. Waitakere Central – 2-4 Henderson Valley Road, Henderson: Waitākere Central – 2-4 Henderson Valley Road, Henderson: This is a Waitākere 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 recommended holding off proceeding with these processes until later in 2015 in order to optimise potential outcomes. Further work is also to be completed assessing parking requirements. The formal commencement of the Wilsher Village project may leverage engagement with the market to advance economically viable options on this site.

Acquisitions

Overview

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

23. From the commencement of the 2015 financial year, 1 July 2014 to 31 January 2015, 73 property purchases were completed for the council and AT to the value of $56m. All of the property acquisitions met independent valuation thresholds agreed with AT, the council and Public Works Act 1981 requirements.

Council Acquisitions

24. Over the past six months 15 properties were acquired to meet council legal, 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
29 Te Ahuahu Road, Piha	Community Policy & Planning	Open Space	Waitākere Ranges
713-743 Rosebank Road, Avondale	Community Policy & Planning	Open Space	Whau
Lot 1 DP 28362 Martins Bay Road, Martins Bay	Community Policy & Planning	Open Space	Rodney
179 Matua Road, Huapai	Community Policy & Planning	Open Space	Rodney
218 Matua Road, Huapai	Stormwater	Stormwater	Rodney
2001 Beach Road (Lot 302), Long Bay	Stormwater	Stormwater	Rodney

Auckland Transport Acquisitions

25. 58 properties were also acquired over the past six months on behalf of AT. The focus was on acquisitions to support major transport projects including AMETI (17 acquisitions) City Rail Link Property Acquisition (23 acquisitions) and Northern Strategic Growth Area (4 acquisitions). Full details of relevant AT projects and associated acquisitions will come to the local board directly from AT.

Business Interests

26. ACPL also optimises the commercial return from assets it manages 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

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

Māori Impact Statement

28. Whatungarongaro te tangata, toitū te whenua. The importance of effective communication and engagement with Māori on the subject of land is understood. ACPL has accordingly developed robust engagement with the 19 mana whenua groups for our core business activities.

29. 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 wāhi tapu or joint management arising from the resolution of 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.

30. ACPL undertook to be part of council’s Māori 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 Māori. The MRP was finalised and approved by the ACPL Board in December 2014 and the focus will move to identifying priority areas for implementation. A copy of this is available on the ACPL website.

Implementation

31. There are no implementation issues.

Attachments

No.	Title	Page
a View	Schedule of meetings and workshops	37
b View	Properties Managed by ACPL in the Local Board area	39
c View	Property movement in the Local Board area	47

Signatories

Authors

Ebony Duff Local Board Liaison

Authorisers

David Rankin, Chief Executive

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