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.

Specifically members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of the members of the Henderson-Massey local board as at 3 September 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	Safer West Community Trust District Licensing Committee	Trustee 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 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 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 D.A.R.E. - West Waitakere Rotary – Board member Silver Fern Motor Sports - Board	Employee Member Board member Board member

4 Confirmation of Minutes

That the Henderson-Massey Local Board:

a) Confirms the ordinary minutes of its meeting, held on Thursday, 3 September 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7 Item withdrawn

8 Item withdrawn

9 Item withdrawn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

17 September 2015

Early Childhood Education - Funding Options

File No.: CP2015/17324

Purpose

1. To inform the Henderson-Massey Local Board of options for allocating funds committed for early childhood education (ECE) initiatives and to recommend a preferred option.

Executive Summary

2. The board has allocated $25,000 to early childhood education initiatives in the 2015/2016 Community Development, Arts and Culture (CDAC) work programme. It was initially proposed that this allocation would fund the Early Learning Auckland (ELA; formerly ECE Express Waitakere) coordinator. However, the scope of this role does not currently cover the range of ECE activities sought by the board.

3. The board approved a short term extension of the ELA coordinator’s current contract until November 2015 to allow time for a solution to be worked through to ensure the continuation of this role. A range of options are put forward for consideration.

Recommendation/s

That the Henderson-Massey Local Board:

a) Approves the use of 2015/2016 funds allocated for early childhood education in the locally delivered initiatives (LDI) budget to contract MacLaren Park Henderson South (MPHS) for delivery of early education initiatives, including the management of the Early Learning Auckland Coordinator role

b) Delegates approval of the final schedule of deliverables to the Chair and the community development portfolio holder.

Comments

Background

4. In July 2003, an Early Childhood Education Forum “Growing Our Future – E Tipu e Rea” highlighted the need for greater coordination across the early childhood education sector in West Auckland. Waitakere City Council subsequently committed $20,000 to enable a part time co-ordinator to be contracted to progress some of the work arising from the Forum. The focus of the role was to strengthen networks in the ECE sector, increase sharing of resources, develop more targeted training opportunities and increase accessibility to ECE in Waitakere City.

5. An early childhood education coordinator has been contracted on a continuous basis since early 2004. The financial commitment to engage the coordinator in 2014/2015 was $16,800.

6. The scope of the current ELA coordinator’s role is limited to convening a community ECE network, drafting newsletters, maintaining the network database, and a website for parents. This website contains an early learning directory specific to West Auckland which is seen as a valuable resource for parents. The directory enables parents to decide on the best early learning provisions for their child in their local area. The directory includes a wide ranging view of early learning opportunities recognising that formal licensed ECE centres are not the only option for every child and their families.

Future ECE provision for Henderson-Massey

7. Local board members have expressed a wish to extend the investment to active ECE initiatives such as play days, literacy play days and mobile toy equipment vans.

8. The 2014-2017 Henderson-Massey Board Local Board Plan includes the outcome “A Good Life for Young and Old” and supports continued funding for the Early Childhood Education Coordinator.

9. Several options exist for allocating the 2015 ECE funding. These are outlined in Table One below.

Table One: options for allocating funds assigned to Early Childhood Education for 2015/2016

Option	Commentary
Draft a new contract to extend the existing ELA Coordinator role to include delivery of an agreed number of early learning activities such as play days, on top of continuing existing work.	This option would require a large increase in hours and significant responsibility for one person with limited support. For these reasons, the option is not recommended.
Use $12,500 to fund the ELA coordinator which includes the $5,500 already allocated to extend the contract.	The remaining balance required for the role could be sourced from elsewhere, with remaining funds used at the board’s discretion for early learning activities such as play days. Staff advise that this option is not an effective strategy to develop a strong community- based programme.
Use all allocated funds to contract a suitable community organisation to manage both the ELA role and to run early learning activities such as play days or family learning days in targeted locations.	This option allows for one organisation to effectively run and provide support ECE activities in Henderson-Massey (rather than funding being fragmented across many small groups and resulting in underfunded activities). Staff recommend this option.
Do not fund the ELA coordinator role at all.	This is the least preferred option as this will result in the role disappearing either temporarily or permanently. The consequences of this option are: o there will no longer be a resource for parents to learn about the variety of early learning opportunities for their children that best suits the child and their families o the loss of the network, which provides valuable information and reciprocal feedback about community-based early learning or parenting programmes in West Auckland o the negative effect on the community-based presence in early learning.

10. If the recommended option is agreed to, has been identified as the most suitable community organisation in the area to undertake this role. Staff assessed a number of organisations to determine the best fit for the recommended option, subject to the local board’s approval. Through this process, MacLaren Park Henderson South Trust (MPHS) was found to be the best fit against the following criteria:

 sufficient capacity in terms of time, resource, and staffing

 organisational sustainability and stability

 established relationship with the local board

 strong involvement and understanding with West Auckland communities

 current investment in early or family learning initiatives

 geographical relevance

 fits with organisational kaupapa

 an understanding of council processes

 sufficient physical space

11. MPHS is a stable and sustainable organisation with a proven record in community development initiatives, and have familiarity with council processes. The MPHS Chief Executive Officer has indicated that she is keen to undertake management of the ELA role and to expand their current range of ECE activities to cover the Henderson-Massey area. The MPHS board has agreed in principle to the proposal with detail of deliverables to be negotiated if this option is approved by the local board.

Consideration

Local Board views and implications

12. A draft report was presented at a workshop with the Henderson-Massey Local Board on 1September. Minor changes have been incorporated into this report.

Māori impact statement

13. Maori have low participation rates in early childhood education compared to other ethnic groups. Henderson Massey has a relatively high number of Maori residents (15.9% - noting that Māori constituted 10.7 per cent of Auckland’s population). Therefore Maori in the Henderson Massey area have the potential be significantly impacted by decisions made about ECE funding by the board. Currently, there are 12 Maori providers, mainly Kohanga Reo Representatives, some who attend the community network meetings.

Implementation

14. If the board approves the option of contracting a suitable community organisation and agrees that MPHS is the best community organisation to manage the funds for ECE activities, negotiations and the transitioning process to move the ELA role over will start immediately. Should negotiations be successful, a formal funding agreement will be effective from 10 November 2015, when the current ELA extension finishes.

Attachments

There are no attachments for this report.

Signatories

Authors

Claire Wilson – Community Development Facilitator

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

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

Henderson-Massey Local Board

17 September 2015

Facility review of Moire Road Hall and recommendation of public notification of asset transfer

File No.: CP2015/18247

Purpose

1. To approve the public notification of the proposed asset transfer of the Moire Road Community Hall (community hall) to the Leataata O Le Lumanai Samoan Trust (the trust).

Executive Summary

2. The community hall is located at 93 Moire Road, West Harbour and is a council owned building, managed by the Leataata O Tupulaga Ole Pasefika Preschool.

3. As a prefab built in the 1960’s the building is old and in poor condition and it is suspected that the cladding may contain asbestos. A recent inspection of the community hall showed that the floor has, overtime, had issues with water egress with parts of the floor and subfloor require replacing, this includes replacing flooring under the kitchen and installing a new kitchen.

4. With the recent opening of a new community facility in West Harbour, it is the appropriate time to consider if this building is required as part of the council network of community facilities.

5. There is high usage of the building by the trust and they have long held a desire to demolish the community hall and build a new facility that will better cater for the needs of their community, with a strong focus on empowering Samoan children and their families and preparing them for long term education.

6. The trust holds a current community lease with a right of renewal for a further 10 years with a final expiry date of 31 October 2025. It is for this reason that going out to an expression of interest to the wider community was not considered an option.

7. A workshop held with the local board in May 2015 indicated support of the option to consider asset transfer to enable to trust to build a new facility. This is the recommended option of staff, as it recognises the high level of community benefit the trust delivers from this facility and the existing tenancy arrangement. The building has little value to council in terms of its capital value but the trust has the ability to obtain external funding that would see a redeveloped facility on this site.

8. To date consultation has included meeting with key community stakeholders, all those spoken with have indicated their support for the proposal to transfer the asset to the trust.

9. It will be necessary to publically notify the intention of council considering the asset transfer of the community hall and report back to the local board support or otherwise of the proposal.

10. The responsibility for divestment of community facilities lie with the Governing Body on the recommendation of the local board

Recommendation/s

That the Henderson-Massey Local Board:

a) Approves the public notification process for the proposed asset transfer of the Moire Road Hall to the Leataata O Le Lumanai Samoan Trust and report back to the Henderson Massey Local Board the outcome.

Comments

11. Asset transfer is named as an example of an empowering initiative or activity in the Empowered Communities model being developed by Auckland Council.

12. The Community Facilities Network Plan talks about how council should look at facilities that are no longer meeting community needs and possible decommissioning of them.

Background

13. The community hall is located on Moire Park at 93 Moire Road, West Harbour, it is council owned and managed by the trust through a lease that has a final expiry date of 31 October 2025.

14. The trust has a strong focus on empowering Samoan children and their families and preparing them for long term education. The trust has long held a desire to demolish the hall and raise the capital to build a new facility that will better cater for the need of their community.

15. The trust was incorporated on the 1 September 1999 and has been successfully running early childhood education (ECE) from a building they own on the Moire Road site; in November 2007 they doubled the size of the ECE.

16. The trust has managed the council owned hall that sits alongside the ECE throughout this time. It is well used running a range of programmes mostly around education, such as:

	Monday	Tuesday	Wednesday	Thursday	Friday	Saturday
Morning	Literacy & Numeracy Te Wananga O Aotearoa	ICL Business School	Literacy & Numeracy Te Wananga O Aotearoa	ICL Business School	ICL Business School	Driving School Fono Health workshops
Afternoon	Community Cooking	ICL Business School	Homework Club	ICL Business School	ICL Business School	Student Studies
Evening	Student Studies	Zumba Class	Student Studies Pregnancy mums class	Te Wananga O Aotearoa	Zumba Exercise	Te Wananga O Aotearoa

Demographic data

17. The statistical information for the Hall core catchment (West Harbour and Royal Heights census area units) show that in 2006 there were 10,806 residents. This grew to 11,076 in 2013 an increase of 2.49 per cent.

18. The data also shows that the population is very young with a total of 32.3 per cent in the core catchment being under 20 years old.

19. As for population growth we are informed that there will be a small increase in population in one of the census area units and a decline in the other. This is as a result of a trend towards smaller numbers of people in each household and the area not being on any of the rail transport routes.

CAU	2006	2013	2018	2023	2028	2033	Percentage
West Harbour	4940	5097	5188	5209	5182	5175	4.76%	increase
Royal Heights	6169	6203	6199	6109	5966	5846	5.24%	decrease
	11109	11300	11387	11318	11148	11021	0.79%	decrease

20. Within the catchment there is a site on Moire Road owned by the crown that has been identified for possible divestment by the Ministry of Education and developed for housing. If this happens then the likelihood is that there will be population growth. The final decision on this site has yet to be made.

21. European is the dominant ethnicity at 58 per cent with Pacific Peoples next at 18 per cent of the residents in the core catchment.

22. Both census area units have a deprivation of eight which indicates a high level of deprivation in the area.

Network consideration

23. With the recent opening of the West Harbour Community Hub it is timely to review the need for the community hall. Within a 1.5 kilometre radius of the community hall there are a number of facilities capable of accommodating current community needs for meeting spaces. The work the trust does is quite different to that of the other facilities in the area, in that it has a strong focus on lifelong education of the community.

Condition issues

24. The community hall is a 1960’s prefab and was not designed to last as long as it has. There are potential issues that would need to be addressed if this building was to stay as part of the network of community facilities. These include:

 relaying the floor

 sub-floor repair

 replacement of the cladding

 insulation

 replacement of some of the windows

 toilet and kitchen upgrade

 relining and insulation

It is doubtful that the above work is justified given the trust has a desire to demolish and replace the building with something more suitable to meet their community needs. It will be necessary to make sure that the building is in a safe condition before approval of any proposed asset transfer, as the process of designing and funding the proposed facility could take three to five years.

Consultation

25. Key stakeholders were consulted over the past six weeks to gain an understanding of their support or otherwise of the proposal to asset transfer the building to the trust. These included:

 the Massey Community Network

 principal of West Harbour School

 principal of Colwill school

 Massey Matters Board

All of them expressed support for the proposed asset transfer.

Consideration

Local board views and implications

26. A workshop with the Henderson Massey Local Board was held 26 May 2015 to report the findings of the facility review. The board expressed their support of the trust and the work that they do and accepted that the hall had come to the end of its life expectancy. They also supported the option offered by the trust to demolish and build a new community facility and asked that key stakeholder consultation be conducted to understand how the wider community felt about this proposal.

Maori impact statement

27. One kilometre from the community hall is the Te Piringatahi O Te Maunga Rongo Marae who delivers services to their community. Throughout the process of consultation the Marae has been kept informed by phone and emails of the proposal of the asset transfer but repeated requests to meet have not been successful.

Implementation

28. Should the board approve the public notification process the implementation would include:

Drafting of the public notice and loading it on Shape Auckland	October 2015
Placing a link to the submission form on the Henderson Massey Local Board Facebook page	October 2015
Having hard copies in libraries and service centres locally	October 2015
Placing the public notice in the Western Leader	October 2015
Collating the information and reporting back to the Henderson Massey Local Board	November/December 2015

Attachments

There are no attachments for this report.

Signatories

Authors

Jan Brown - Principal Policy Analyst

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

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

Henderson-Massey Local Board

17 September 2015

Findings of Te Atatu Community House facility review and options for uses of the community house

File No.: CP2015/16093

Purpose

1. To present the findings of the facility review of the Te Atatu Community House and to provide options for the Henderson Massey Local Board (the local board) regarding the future potential use of the Te Atatu Community House (the community house).

Executive Summary

2. In late 2014 the Te Atatu Community Centre (the community centre) opened, providing the community with a large facility and a flexible range of rooms.

3. Given its close proximity to the community house and the perception of overcapacity of community space in Te Atatu Peninsula, the local board requested a review of the need for the community house. The review found that:

 there is capacity for the programmes and hirers of the community house to be located within the new community centre

 the growth projection for Te Atatu Peninsula is very low at 2.2 per cent increase from 2011 to 2021 then the population is projected to decline

 Te Atatu Peninsula has the largest community space allocation per square metre per person of any catchment in West Auckland

 there is a confusing layout in the community house and no budget in the Long Term Plan 2015-2025 to undertake a refubishment of the community house.

4. Some of the existing users such as Plunket, the diabetes clinic and youth counselling would not readily transfer to the community centre, as it was not designed to house one on one services. Social service organisations such as these are needed within the community and there is potential to accommodate them in the community house and to seek other similar agencies to deliver services within a re-purposed community house.

5. Alternatively, there is the option of transferring all the services and programmes to the community centre and make physical adjustments to the community centre to better accommodate social service providers.

6. The Te Atatu Community House Incorporated holds a current lease and a right of renewal for the community house for five years. If the board wished to re-purpose the community house into a service delivery hub it would require council to work with the community house committee to undertake key stakeholder consultation and to find other organisations that would fit in a re-purposed community house.

Recommendation/s

That the Henderson-Massey Local Board:

a) Confirm their preferred option for potential uses of the Te Atatu Community House.

b) Agree to defer the renewal of the Te Atatu Community House lease until such time as negotiations have concluded around the potential use of the community house.

Comments

Alignment with Council strategic direction

7. One of the actions in the Community Facilities Network Plan is to “Investigate options for the future of the Te Atatu Community House in light of the new community centre development” and the driver is whether the house is “fit for purpose”.

Background

8. The community house is located at 580 Te Atatu Road, Te Atatu Peninsula on Kaumatua Reserve, and is subject to the Reserves Act 1977. It is a small facility that forms part of a network of community houses in Auckland. It is classified in the Waitakere District Plan as Local Purpose (community building). It comprises of three distinct areas:

 an office

 meeting room

 kitchenette and toilets,

 the Te Atatu Plunket rooms

 and a separate outbuilding with a self-contained meeting room, kitchenette and toilets.

9. The outbuilding is located on a separate title and held in fee simple by the Auckland Council under the Local Government Act 2002.

10. The community house has a lease with Auckland Council signed on 9 December 2010; the lease is for five years with a right of renewal for a further term of five years with a final expiry date of 31 October 2020. Two relevant clauses in the lease are:

20.1 The Lessor will renew the term of the lease subject to clauses 20.2 if:

20.1.3 Priority: the Lessor is satisfied in its sole opinion that in the public interest no other recreation or activity should have priority over the Permitted Use of operating a community house and associated community activities; and

20.1.4 Other Use of Building: the Lessor is satisfied in its sole opinion that the Building is not required for any other purpose approved by the Lessor:

11. As the community house has an existing lease and a right of renewal it will be necessary to show that in the public interest there are other uses for the building that would take precedence over the existing use.

Demographic data

12. The core catchment of the community house extends 1.5 – 2 kilometres from the community house. An analysis shows us that in 2013 there were 12,486 residents. Comparing in five year groupings there was growth in residents 0-4 years and all the age groups from 45 upwards, with those over 65 being the largest cohort at 11.7 per cent.

13. The Auckland Regional Transport (ART) model shows modest growth in the area peaking at 12,584 in 2021, this equates to a 2.2% increase from 2011 to 2021, then a decline in the number of residents in the catchment. (Suburb names as per the ART model).

Suburb	2006	2011	2016	2021	2026	2031	2036	2041
Waimanu Bay	4693	4652	4609	4508	4338	4175	4048	3919
Harbour View	5152	5310	5473	5570	5581	5595	5653	5707
Te Atatu Peninsula	2256	2347	2441	2506	2531	2558	2604	2648
	12101	12309	12523	12584	12450	12328	12305	12274

Network analysis

14. The community centre opened in late 2014 and is located 250 metres from the community house. The community centre has more space than the one it replaced, with a large active recreation area and four separate meeting room spaces all with their own kitchenette. It has capacity to accommodate the hireage and programmes currently running at the community house.

15. The combined size of the two facilities is 2,118 square metres and equates to 0.169 square metres per person of the residents in the core catchment. This is between 2 to 10 times the square meterage per person allocation of community space in the other local board areas in West Auckland.

Options considered

16. The following options are available for the board to consider:

 status quo - retain the existing community house and continue to fund as a community house

 work collaboratively with the community house committee to find service providers appropriate to the needs of the wider community to be run from a re-purposed social service delivery hub from within the community house

 transfer the community house hirers and programmes to the community centre, including making physical adjustments to the community centre to better accommodate clinic-type service providers

17. Through informal discussion with the local board at a workshop members indicated some support for the option of working with the community house committee to find a suitable use for the community house; one that complements the use of the community centre, such as a social service delivery hub.

18. There are currently a range of services run in the community house that supports the Te Atatu Peninsula community, such as:

 Plunket

 a Diabetes clinic

 youth counselling

 Inland Revenue assistance

 Justice of the Peace service.

19. These organisations provide key social services that need to be accommodated in Te Atatu Peninsula to deliver services to the community. They would not transfer to the community centre readily, as the community centre rooms have not been designed to accommodate one on one appointments, unless a redesign of the community centre was considered to meet this need.

20. One implication of repurposing the community house is that there could be significant concerns from the local community. They have a strong attachment to the facility and it is important to acknowledge this and work with the community house management and governance committee, the users and key stakeholders to seek a solution acceptable to both council and community.

Cost saving

21. An amount of $3,052.26 was spent by council for maintenance items for the year 2014/2015; this is in addition to an amount of $37,429 paid as part of the funding agreement for delivery of services.

22. Should re-purposing and asset transfer occur, council would no longer fund the community house to run programmes and therefore there will be a saving of both operational funding and maintenance.

Consideration

Local Board views and implications

23. A workshop was held with the board on 17 March 2015 where the findings of the facility review were discussed. The board requested that an agenda report on the potential options for the use of the community house be provided for the board’s consideration.

Māori impact statement

24. The Te Atatu core catchment had 18.5 per cent of their population identifying themselves as Maori in the 2013 census. This is higher than the Auckland wide average of around 10 per cent. As such there is opportunity to deliver programmes and services that respond specifically to the needs of Maori within the Community Centre and within a re-purposed community house/community centre arrangement.

Implementation

25. Whilst the community house has requested the renewal of their lease which expires on 31 October 2015, it is preferred that the renewal process is put on hold until an agreement has been concluded on what type of service will be run from the community house. Should the local board wish to explore repurposing of the community house an indicative timeline would be as follows:

Action	Timeframe
Agenda report to the local board for providing an options analysis	September 2015
Expression of interest process and key stakeholder consultation	October 2015
Report to local board detailing the outcome of the consultation	December 2015

Attachments

There are no attachments for this report.

Signatories

Authors

Jan Brown - Principal Policy Analyst

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

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

Henderson-Massey Local Board

17 September 2015

Approval of budget for refurbishment of Te Atatu South Community Centre

File No.: CP2015/18362

Purpose

1. To approve a budget of $5,000 to engage an architect to undertake a concept design and provide a quantity surveyors estimate for the proposed refurbishment of the Te Atatu South Community Centre.

Executive Summary

2. The Te Atatu South Community Centre (the community centre) is located on the Lloyd Morgan Lions Club Park at 247 Edmonton Road, Henderson. It was built in 1968 and since then had only minor changes made to it.

3. Recently work was undertaken to upgrade the main kitchen and to improve the storage and kitchenette in activity room 1. This was funded through the renewals budget.

4. Members of the Henderson Massey Local Board (the local board) recently visited the site to view the upgrades and discussed other aspects of the building that are in need of work to make the building fit for purpose.

5. The local board requested that a concept design and quantity surveyors estimate be completed and reported back for their consideration of undertaking further work at the community centre.

Recommendation/s

That the Henderson-Massey Local Board:

a) Approve funding of $5,000 to engage an architect to undertake a concept design and provide a quantity surveyors estimate for the proposed refurbishment of the Te Atatu South Community Centre.

Comments

Alignment with strategic direction

6. The Community Facilities Network Plan clearly sets out the objectives for the future provision of facilities across the network, they are:

 undertake integrated and coordinated planning across all types of community facilities to ensure future decisions are based on clear evidence of needs and assessment of all options

 maintain, improve and make the best use of our existing network of community facilities where these continue to meet community needs

 focus investment on developing fit for purpose, integrated and connected community facilities

 explore opportunities to leverage and support partnerships with other providers.

7. Undertaking work on the Te Atatu South Community Centre aligns with improving and making the best use of our existing network of community facilities and making it fit for purpose.

Background

8. Recently work has been undertaken on the community centre to improve parts of the facility. There are still a number of refurbishments that if completed would make the building fit for purpose, including:

 storage for tables and chairs in the main hall and room beside the main kitchen, currently they are stored in the main entrance area as there is no dedicated storage for them

 removing partitions on the main hall stage to enlarge it, making it more usable

 addition of window in the west wall of Activity Room 1 to make it lighter and to take advantage of the view of the Waitakere Ranges

 replacement of existing window on the eastern side of Activity Room 1 with a set of doors so opening the room out onto the courtyard and allowing inside/outside flow

 re-organisation of the toilet area to improve its appearance and meet current building requirements for provision of toilets.

Consideration

Local Board views and implications

9. The request for a concept design and quantity surveyors estimate was the result of a site visit where extra work required (listed in paragraph 8) was identified and discussed.

Māori impact statement

10. There is opportunity to deliver programmes and services that respond specifically to the needs of Maori within the Community Centre and the listed refurbishments will enhance the center’s ability to cater for the programmes and services.

Implementation

11. Provided budget is approved to enable a concept design to be completed, it is expected that the design and quantity surveyors estimate could be completed by the end of October. Following this it will be necessary to report back to the local board in December the design and costs for their approval to move to the next stage of detailed design and consenting.

Attachments

There are no attachments for this report.

Signatories

Authors

Jan Brown - Principal Policy Analyst

Authorisers

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

Kevin Marriott - Manager Community Facilities

Graham Bodman - Manager - Community Development, Arts and Culture

Henderson-Massey Local Board

17 September 2015

New community licence to manage and occupy to Community Waitakere Charitable Trust, 8 Ratanui Street, Henderson

File No.: CP2015/18309

Purpose

1. This report seeks the approval from the Henderson-Massey Local Board to grant a new licence to occupy and manage for the Waitakere Community Resource Centre, 8 Ratanui Street, Henderson.

Executive Summary

2. Community Waitakere Charitable Trust (the Trust) formerly known as West Auckland District Council of Social Services has been managing and operating the building and land known as Waitakere Community Resource Centre (the Centre), 8 Ratanui Street, Henderson (Attachment A: Aerial photograph) since 1995 with no formal agreement in place.

3. The lease of this building and land from a private company is managed by Auckland Council Property Limited (ACPL) and is for a further term of 3 years. This report recommends a licence to occupy and manage be granted to the Trust for a term of 3 years commencing 1 July 2015 to align with the lease-in term.

4. The Trust is currently working with Auckland Council staff and the local board on its work programme for 2015-2016 and a supporting funding agreement. The funding agreement will have community outcomes and objectives that it is required to report on annually to the Henderson-Massey Local Board.

Recommendation/s

That the Henderson-Massey Local Board:

a) Approves a new licence to manage and occupy to Community Waitakere Charitable Trust for the Waitakere Community Resource Centre 8 Ratanui Street, Henderson on the following terms and conditions:

i) Term: 3 years commencing 1 July 2015;

ii) Rent: $1.00 plus GST per annum if requested;

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

Comments

5. Community Waitakere Charitable Trust (the Trust) formerly known as West Auckland District Council of Social Services has been managing and operating the building and land known as Waitakere Community Resource Centre (the Centre), 8 Ratanui Street, Henderson (Attachment A: Aerial photograph) since December 1995 with no formal agreement in place.

6. The lease of this building and land from a private company is managed by Auckland Council Property Limited (ACPL) and is for a further term of 3 years. The Trust is currently working with Auckland Council staff and the local board on its work programme for 2015-2016 and a supporting funding agreement. The funding agreement will have community outcomes and objectives that it is required to report on annually to the Henderson Massey Local Board. Aspects of the funding agreement for the Trust is to support:

 Capacity building/training for community organisations

 Provision of information and support to the community sector

 Connecting up the NGO sector.

7. The Trust was registered as a Charitable Trust on 10 December 2007. The Trust’s objects are:

 Practice and support sustainable community development in Waitakere City, across Social, Environmental, Cultural and Economic well-being

 Provide training, information, and resources to other local agencies and groups

 Be the voice for the Community & Voluntary Sector of Waitakere City, in local, regional and national forums

 Work collaboratively with other organisations, local government and central government agencies to improve the wellbeing of people in Waitakere City

 Establish and manage a Centre to provide low cost office accommodation, meeting facilities and shared resources for the Community & Voluntary Sector in Waitakere

8. The Trust will continue to manage the Centre which has 7 office spaces and carpark space for hire, PO Box rental and photocopy service.

Consideration

Local Board views and implications

9. Council staff sought input from the Local Board portfolio holder on 23 July 2015.

10. The Henderson-Massey Local Board is the allocated authority to approve the granting of a new licence to manage and occupy.

Māori impact statement

11. There are no changes in use or operational activities being conducted on the land.

12. Ensuring community facilities are well maintained and accessible for all members of the community, will be of benefit to all, including Maori.

Implementation

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

14. There are no cost implications for Auckland Council.

Attachments

No.	Title	Page
a View	Aerial photograph of 8 Ratanui Street, Henderson	27

Signatories

Authors

Donna Cooper - Community Lease Advisor

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

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

Henderson-Massey Local Board

17 September 2015

Renewal and variation of community lease and deed of lease for additional space to Ranui Community House Incorporated, 472-474 Swanson Road, Ranui

File No.: CP2015/18640

Purpose

1. This report seeks Henderson-Massey Local Board approval to vary the deed of lease for additional premises and grant a renewal of community lease to Ranui Community House Incorporated, for Ranui Community House, 474-474 Swanson Road, Ranui.

Executive Summary

2. Ranui Community House Incorporated (the group) has a community lease entered into with the legacy Waitakere City Council for a term of 5 years commencing 1 September 2010. The lease contains one 5-year right of renewal for the period 1 September 2015 until 31 August 2020.

3. The group wishes to continue leasing and managing the Auckland Council owned building known as The Ranui Community House (the House), 472-474 Swanson Road, Ranui being Lots 10 and 11 on Deposited Plan 20280 contained within NA852/58 (Attachment A). Lots 10 and 11 are held by Auckland Council in fee simple and are subject to the Local Government Act 2002.

4. On 16 October 2014 the Henderson-Massey Local Board passed a resolution for a Deed of Lease for Additional Premises to allow the Community House to have a lease over the former Ranui Library space (Attachment B) that was vacated when the Ranui Library moved into a new purpose built facility across the road. The recommendation to the local board did not include the right of renewal. A variation to the Deed of Lease for Additional Premises is required to include the right of renewal.

5. Community groups exercising a right of renewal are asked to consider having their community lease varied to include a Community Outcomes Plan. The Community House advises that they wish to continue their community lease on its current terms and conditions without a Community Outcomes Plan as they are required to file reports for annual funding.

6. This report recommends the granting of a renewal of community lease be approved for the period 1 September 2015 until 31 August 2020 and that the additional space being the former Ranui Library is included.

Recommendation/s

That the Henderson-Massey Local Board:

a) Approves a variation to the Deed of Lease of Additional Premises on the following terms and conditions:

i) Term – Commencing 16 October 2014 to 1 September 2015 with one 5-year right of renewal;

ii) All other terms and conditions as contained in the in Deed of Lease for Additional Premises, and the existing community lease dated 27 August 2010;

b) Approves the renewal of community lease to Ranui Community House Incorporated including the Deed of Lease of Additional Premises for the Ranui Community House located at 472-474 Swanson Road, Ranui on the following terms and conditions:

i) Term – 5 years commencing 1 September 2015;

ii) Rent - $500.00 plus GST per annum;

c) Approves all other terms and conditions as contained in the existing community lease dated 27 August 2010 excluding this right of renewal.

Comments

7. Ranui Community House Incorporated (the group) has a community lease entered into with the legacy Waitakere City Council for a term of 5 years commencing 1 September 2010. The lease contains one 5-year right of renewal for the period 1 September 2015 until 31 August 2020.

8. The group wishes to continue leasing and managing the Auckland Council owned building known as The Ranui Community House (the House) , 472-474 Swanson Road, Ranui being Lots 10 and 11 on Deposited Plan 20280 contained within NA852/58. Lots 10 and 11 are held by Auckland Council in fee simple and are subject to the Local Government Act 2002.

9. The group was registered as an Incorporated Society on 17 January 1978. The group’s objectives are:

 To promote the wellbeing of the Ranui Community

 To promote and encourage community involvement, participation and self help

 To promote and encourage service provision for Ranui area\

 To manage the Ranui Community Centre

 To run the Ranui Community Centre as a “neighbourhood resource centre” offering social, recreational, educational, cultural, health and welfare activities to the public in keeping with the needs of the neighbourhood

10. The House is open Monday to Sunday from 7.00am to 10.00pm. The House is used by the community which includes 7 playgroups, children’s classes, ESOL groups, film and book clubs, music classes, craft groups, an Islamic homework group and AA meetings. A soup kitchen also operates from the House.

11. On 16 October 2014 the Henderson-Massey Local Board passed a resolution for a Deed of Lease for Additional Premises to allow the group to have a lease over the former Ranui Library space (Attachment B) that was vacated when the Ranui Library moved into a new purpose built facility across the road. The recommendation to the local board did not include the right of renewal. A variation to the Deed of Lease for Additional Premises is required to include the right of renewal.

12. Expansion into the former library space has provided an opportunity for refurbishment that will improve the functionality of the House. This will include a community café that also functions as a teaching kitchen, larger more flexible meeting rooms, improved lighting, larger office space, improved disability access, a larger deck and improved storage.

13. Council staff have sought input from relevant council departments.

Consideration

Local Board views and implications

14. Council staff sought input from the Local Board Portfolio Holder on 31 August 2015.

15. The Henderson-Massey Local Board is the allocated authority to approve the granting of a renewal of community lease.

Māori impact statement

16. There are no changes in use or operational activities being conducted on the land.

17. Ensuring community facilities are well maintained and accessible for all members of the community, will be of benefit to all, including Maori.

Implementation

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

19. There are no cost implications for Auckland Council.

Attachments

No.	Title	Page
a View	Aerial photograph, Ranui Community House Incorporated, Ranui Community House, 472-474 Swanson Road, Ranui	31
b View	Henderson-Massey Local Board resolution - HM/2014/181	33

Signatories

Authors

Donna Cooper - Community Lease Advisor

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

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

Henderson-Massey Local Board

17 September 2015

Environmental Work Programme 2015-2016

File No.: CP2015/15705

Purpose

1. To seek approval from the Henderson-Massey Local Board for allocation of $120,000 to a local environmental work programme to be delivered by the Infrastructure and Environmental Services Department (I&ES) in the 2015/2016 financial year.

Executive Summary

2. The Henderson-Massey Local Board have identified an aspiration in their Local Board Plan 2014-2017 to become ‘an eco-city.’ To give effect to this aspiration the local board committed $120,000 in total to local environmental development projects in their Locally Driven Initiatives (LDI) budget for 2015/2016.

3. To deliver on this budget a proposed work programme has been prepared and discussed with the Henderson-Massey environmental portfolio holders on 10 August 2015 and the whole board at a workshop on 25 August 2015.

4. Based on these discussions, it is recommended that the board approves 11 projects for delivery under two budget lines as shown in Table One.

Table One: Local environment budget lines

Environmental Action Plan

$10,000

Environmental Action Plan - $10,000

An environmental action plan will help coordinate environmental activities across the local board area.

Eco-city activation

$110,000

Enviroschools signage - $1,700

The board will assist the Enviroschools programme by purchasing 15 signs for the Enviroschools in their area.

Kaitiaki project - $9,300

Develop pā harekeke locations within Ranui, Massey and Te Atatu Peninsula in partnership with mana whenua.

EcoMatters Environment Centre and Sustainability Hub - $35,000

This funding will support the expansion of EcoMatters education programmes and provide baseline funding to the trust.

Responsive funding - $14,000

For EcoMatters to be responsive to local board environmental priorities throughout the 2015/2016 financial year.

Little Sprouts & Sweet Streets/Sweet Spots - $5,000

Little Sprouts promotes environmental education in not-for-profit early-childhood education centres and Sweet Streets is a community street-pride campaign with a purpose to help residents clean up and beautify their streets.

War on Weeds - $8,000

An annual campaign to target pest plants within the board area.

Project HomeWise - $10,000

Workshops that engage with ethnic communities within the board area on ways to minimise waste and reduce water and energy consumption.

Community planting - $7,000

Community planting at priority sites within the board area.

Clean streams/stream Watch - $10,000

Working with communities to increase their awareness of pollution risks.

Clean streams industry pollution prevention - $10,000

Working with businesses to increase awareness of stormwater pollution risks.

5. This work programme is aligned to the board’s budget lines as set in their Locally Driven Initiatives budget and is intended to support and deliver on Local Board priorities.

6. It is noted that the majority of these projects will be delivered by EcoMatters Environment Trust (EcoMatters), through the board’s partnership with this community organisation.

7. It is recommended that the board approve this environmental work programme and associated budgets for 2015/2016.

Recommendation/s

That the Henderson-Massey Local Board:

a) approves the allocation of $120,000 budget for environmental projects to be delivered by the Infrastructure and Environmental Services department in 2015/2016 as detailed in this report and summarised in the table below.

Environmental action plan	$10,000
Funding to support an environmental action plan	$10,000
Eco-city activation	$110,000
Enviroschools signage	$1,700
Kaitiaki project	$9,300
EcoMatters environment centre and sustainability hub	$35,000
Responsive funding	$14,000
Little sprouts & sweet streets/sweet spots	$5,000
War on weeds	$8,000
Project HomeWise	$10,000
Community planting	$7,000
Clean streams/stream watch	$10,000
Clean streams industry pollution prevention	$10,000
Total Budget	$120,000

b) requests that any significant changes identified during programme delivery will be brought to the Henderson-Massey Local Board for approval.

Comments

8. To give effect to their aspiration, ‘we are an eco-city,’ the local board has committed $120,000 in total to local environmental development projects in their Locally Driven Initiatives (LDI) budget for 2015/2016.

9. The board allocated this budget into two main budget lines in June 2015 as shown in Table Two below:

Table Two: Environmental budget lines

Budget Line	Budget
Environmental action plan	$10,000
Eco-city activation	$110,000
Total	$120,000

10. Council staff met with Chair Neeson and Member Brady at an environmental portfolio meeting on 10 August 2015 and held a workshop with the full board on 25 August 2015 to discuss priorities for allocation of these local environmental development budget lines and to develop an environmental work programme for 2015/2016.

11. Based on these discussions, it is proposed that eleven projects be delivered by the I&ES department as part of the board’s environmental work programme in 2015/2016. A brief description of each of these projects is provided in Table Three below.

Table Three: Summary of local environmental projects to be delivered by I&ES in 2015/2016.

Environmental Action Plan – Budget $10,000

Project summary: An Environmental Action Plan has been requested by the board to help coordinate environmental activities across communities within the local board area. The purpose of the plan is to establish a directory of environmentally focused projects and programmes by providing a simple, logical framework for helping the board determine appropriate levels of support, coordination and involvement. A key outcome of this project is that it will act as a guide for the board to work more closely with individuals and organisations that are willing to promote and facilitate stewardship of the local environment.

Links to Local Board Plan objective: ‘We will prepare an Environmental Action Plan for our area to help coordinate environmental activities across a diverse range of community, council and government groups.’

Eco-city activation – Budget $110,000

Enviroschools signage – $1,700

Project summary: The Enviroschools programme is a long standing whole-school and early childhood centre approach to education for sustainability which has been active in the Auckland region since 2002. The Enviroschools programme encourages young people to actively participate in projects to help create a sustainable future for the Auckland region. The board will assist the Enviroschools programme by purchasing 15 signs for the Enviroschools in their area. These schools are:

 ACG Sunderland

 Arohanui Special School

 Colwill Kindergarten

 Flanshaw Road School

 Holy Cross Catholic School

 Massey High School

 Massey Kindergarten

 Peninsula Primary School

 Royal Road School

 Rutherford College

 St Dominic's Catholic College

 Tirimoana School

 Waitakere College

 West Harbour School

 Western Heights School

These signs will be placed outside each Enviroschool and will show the early childhood centres and schools’ commitment to sustainability and highlight the growing network of Enviroschools in the board area. Board members will be invited to ceremonies to present these signs to the individual schools.

Links to Local Board Plan objective: ‘We want to be an eco-city, with people living and working sustainably.’

Kaitiaki project - $9,300

Project summary: Harakeke plays an important role in traditional Māori communities in everyday use with its numerous applications in the field of art, medicinal and technological advances and this project will establish pā harekeke sites at park reserve locations where there is a thriving Māori community. The objective of this project is to develop pā harekeke locations within Ranui, Massey and Te Atatu Peninsula in partnership with mana whenua. The project will provide community access to a natural resource and taonga with the benefit of providing environmental learning and development programmes and opportunities for local community groups and schools. It is envisioned that planting of harakeke will coincide with Mātariki 2016.

Links to Local Board Plan objective: ‘Partner with mana whenua as kaitiaki to express kaitiakitanga aspirations through community environmental leadership and programmes.’

Ecomatters Environment Centre and Sustainability Hub - $35,000

Project summary: This funding will support the expansion of EcoMatters education programmes and provide baseline funding to the trust. The EcoMatters Environment Centre provides information and displays on solar hot water, energy efficiency, green building and renovating, organic gardens, permaculture, solid waste and composting. It stores reference materials on these topics and runs sustainable living workshops with a focus on practical advice and information.

The Sustainability Hub also provides a drop in place for the community to access information and advice on environmentally appropriate methods for removing pest plants and species as well as the dissemination of materials allowing for pest plant identification.

Links to Local Board Plan objective: ‘Partnering with community organisations’

Responsive Funding – $14,000

Project summary: This funding is provided to EcoMatters so that they can deliver projects which are responsive to local board environmental priorities throughout the 2015/2016 financial year and as any concerns or particular issues arise.

Links to Local Board Plan objective: ‘Partnering with community organisations’

Little Sprouts & Sweet Streets/Sweet Spots – $5,000

Project summary: Little Sprouts is a community project that promotes environmental education in not-for-profit early-childhood education centres. It provides resource for projects that include edible gardening, composting and water reduction.

Sweet Streets is a community street-pride campaign and event with a purpose to help residents clean up and beautify their streets. To assist residents in this project, EcoMatters will provide; gloves to collect litter, jumbo bins to contain larger amounts of rubbish or weeds and advice on how to get rid of invasive weeds. Key outcomes of this project include community pride and neighbourhood connection, with a more attractive area to live in, while increasing the knowledge of residents about the environment and how to look after it. Once residents have completed a Sweet Streets makeover event the area becomes known as a Sweet Spot.

Links to Local Board Plan objective: ‘We want to be an eco-city, with people living and working sustainably.’

War on Weeds – $8,000

Project summary: An annual campaign to target pest plants that threaten our native bush. Every March, in partnership with WeedFree Trust, jumbo bins are provided at key sites in the local board area for community disposal of weeds.

Links to Local Board Plan objective: ‘We want to be an eco-city, with people living and working sustainably.’

HomeWise – $10,000

Project summary: This project involves engaging with ethnic communities within the board area on ways to minimise waste and reduce their water and energy consumption. The board’s support will enhance this project through enabling workshops to be provided to communities on topics such as:

 Waste minimisation (how to sort your household rubbish, including home composting, options and demonstration)

 Water saving (how to reduce your water consumption and bills)

 Energy efficiency (cut your power bill)

 Sustainable living

Links to Local Board Plan objective: ‘We want to be an eco-city, with people living and working sustainably.’

Community Planting – $7,000

Project summary: To enable community planting at priority sites within the board area, with an emphasis on planting along waterways in support of waterway health improvement initiatives.

Links to Local Board Plan objective: ‘Community and business will care for local streams and protect our precious coastal environments.’

Clean Streams/Stream Watch – $10,000

Project summary: To reduce the amount of pollutants and litter entering priority waterways from non-industrial land by working with communities to increase their awareness of pollution risks and facilitate increased connection with and sense of responsibility for local waterways.

Links to Local Board Plan objective: ‘Community and business will care for local streams and protect our precious coastal environments.’

Clean Streams Industry Pollution Prevention – $10,000

Project summary: To reduce the risk of pollutants reaching priority waterways from industrial and commercial activities through working with businesses to increase awareness of stormwater pollution risks and facilitate action to reduce pollution risks.

Links to Local Board Plan objective: ‘Community and business will care for local streams and protect our precious coastal environments.’

12. Any significant changes to the proposed environmental work programme will be discussed with the environmental portfolio holders. Updates on project implementation will be provided to the local board through quarterly performance reports and meetings with the environmental portfolio holders.

13. In summary, it is recommended that the board approve $120,000 to local environmental development projects to be delivered by the I&ES department in 2015/2016, as part of the board’s overall environmental work programme. These projects will contribute to a number of local board aspirations and objectives, as detailed above.

Consideration

Local Board views and implications

14. This report seeks approval from the Henderson-Massey Local Board for the allocation of budgets for the 2015/2016 financial year to be delivered by the I&ES department.

15. The work programme described in this report was developed based on direction given by board members at portfolio meetings on 10 August 2015 and a workshop with the board was held on 25 August 2015. It also delivers on the local board’s aspiration for the environment, as expressed in their Local Board Plan for 2014-2017, that “we are an eco-city.”

Māori impact statement

16. This report provides information for anticipated environmental programmes, it is recognised that environmental management, water quality and land management has integral links with the mauri of the environments and concepts of kaitiakitanga.

17. Some of the identified activities, specifically the pā harekeke project, are of interest to Maori and provisions for mana whenua participation, contribution, and consultation will be incorporated.

Implementation

18. Implementation of projects will be regularly reported to the board in the quarterly performance update reports from I&ES. A more detailed report on project outcomes will be presented to the local board at the end of the financial year.

Attachments

There are no attachments for this report.

Signatories

Authors

Matthew Foster - Relationship Advisor

Authorisers

John Dragicevich - Manager Infrastructure and Environmental Services

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

Henderson-Massey Local Board

17 September 2015

Henderson-Massey Open Space Network Plan

File No.: CP2015/19027

Purpose

1. To provide an opportunity for the Henderson-Massey Local Board to adopt the Henderson-Massey Open Space Network Plan.

Executive Summary

2. Open space network plans are a key tool for implementing councils Parks and Open Space Strategic Action Plan 2013 at a local level.

3. The Henderson-Massey Open Space Network Plan:

 assesses the strengths and challenges faced by current open space network

 identifies five key open space outcomes for the future

 identifies and prioritises a range of projects that will help deliver the open space outcomes over the next ten years.

4. Budget has been allocated for many of the high priority projects identified in the plan. Future decisions relating to further budget allocation for open space related projects will be informed and supported by the outcomes and project priorities identified in the plan.

Recommendation/s

That the Henderson-Massey Local Board:

a) Adopts the Henderson-Massey Open Space Network Plan (Attachment A).

Comments

5. Auckland Councils’ Parks and Open Spaces Strategic Action Plan 2013 sets out how parks and open space contribute to the vision of Auckland being the world’s most liveable city. To realise this vision the network of Auckland’s parks and open spaces will need to continually grow and improve.

6. The development of an open space network plan is a key tool to implement the action plan at a local level.

7. The Henderson-Massey Local Board is committed to building on the eco-city legacy. Parks and open spaces and the recreational trails that connect them are a key component of the outcome “WE ARE AN ECO-CITY” in the 2014-17 local board plan.

8. The Henderson-Massey Local Board agreed to the preparation of an open space network plan in late 2013.

9. The preparation of the network plan was informed by the Henderson-Massey Neighbourhood Parks User Research (Attachment B) which surveyed 942 people using Henderson-Massey’s parks and/or living in Henderson-Massey.

10. The Henderson Massey Local Board was engaged through the preparation of the plan through a series of workshops.

Henderson-Massey Open Space Network Plan

11. The proposed Henderson-Massey Open Space Network Plan (the plan) is included in Attachment A.

12. The plan provides an assessment of the current open space network, and proposes a number of key open space outcomes for the future and identifies a range of projects that will help deliver those outcomes.

Current state

13. The Henderson-Massey local board area has an extensive open space network offering a diverse range of activities and experiences. Strengths of the existing open space network include:

· The extensive open space network along coastline and waterways

· Rich cultural heritage

· The existing community that values and is engaged in caring for open space

· Good provision of open space within existing urban area.

14. Challenges identified for the future include:

· Meeting the needs of the future growth in the area

· Desire for a greater range of activities in parks

· Lack of connection through the network

· Declining environmental quality and impact on the experience of open space.

Key open space outcomes

15. The plan identifies five key open space outcomes in response to the strengths and challenges facing the existing open space network. Key outcomes include:

· Growth – providing for our growing population through ensuring where most growth is happening have easy access to a variety of high quality open spaces

· Peoples’ choice parks – creating vibrant and multifunctional large parks that provide destinations that people will want to travel to and stay longer

· Trails – creating a connected trail and greenways network that will support active modes of access for both day to day travel and recreation

· Play – making places for everyone to play by ensuring provision of play opportunities for all ages, distributed across the local board area

· Coast and waterways – contributing to the enhancement of our coastline and waterways through ecological restoration and improved water quality.

Priority projects

16. The plan identifies a wide range of projects that would contribute towards the delivery of the identified open space outcomes. The plan prioritises these projects on the basis of the following agreed prioritisation principles;

· Amount of growth, timing of growth and proximity to growth areas

· Strategic sequencing of actions

· Cost/benefit of individual actions

· Existing capital works programme and contractual commitments

· Areas of deficiency and/or poor quality open space prioritised over areas of good provision and/or good quality open space

· Planning and funding cycles

· Alternative options for similar benefits

· Planning and funding cycles

· Project planning timeframes

· Other influences on timeframes such as land acquisition, large infrastructure projects, integrated planning with neighbouring local boards and other stakeholders such as environmental services and stormwater.

17. The identified priority projects can be used to guide future project design and planning efforts, allocation of budget, and seeking other funding sources or support for delivering improvements to the open space network.

Next steps

18. Budget is available over the next three years to deliver a number of identified priority projects. Future budget allocation may be made through the Annual Plan and Long Term Plan process. Table 1 below summarises the current allocation for each of the next three financial years.

Table 1

Budget	15/16	16/17	17/18
Local and Sports Park Growth Fund	$200,000	$1,335,000	$710,000
New Zealand Transport Agency (State Highway 16/20 compensation)	$120,000	$1,500,000	$470,000
Local Board LDI Capex funding	To be determined	To be determined	To be determined

Consideration

Local Board views and implications

19. The Henderson-Massey Local Board is committed to building on the eco-city legacy. Parks and open spaces and the recreational trails that connect them are a key component of the outcome “WE ARE AN ECO-CITY” in the 2014-17 local board plan.

20. The local board plan identifies that the parks network in Henderson-Massey provides ecological corridors that allow plants and animals the space they need to flourish in the city and a well-designed network of parks and open spaces connected by trails along streams and coastline offers people a variety of experiences - a “pressure release valve” necessary for sustainable compact city living.

21. Furthermore, the local board plan notes a number of large parks, more than half of them in areas of anticipated urban growth, have been identified for development into destination or “people’s choice” parks - they will cater for varied activities by having sports fields, picnic facilities, playgrounds, perimeter walking circuits and community gardens. And that in large parks along waterways and the coastline, conservation areas will provide the opportunity to connect with nature within the urban environment.

22. The Henderson and Massey Local Board have been engaged in the preparation of the Henderson-Massey Open Space Network Plan through a series of workshops. Table 2 below summarises.

Table 2

Local Board Workshop	Date
Briefing to the Local Board	9 December 2013
Parks user research, current state analysis, possible key moves	8 April 2014
Growth areas and large parks – analysis and possible actions	8 July 2014
Trails and Coast& Waterways – analysis and possible actions	15 July 2014
Play – analysis and possible actions	22 July 2014
Prioritisation of actions	23 June 2015
Site visits	30 June 2015
Site visits	21 July 2015
Final workshop – prioritisation of actions	28 July 2015

Māori impact statement

23. Improvements to open space have the potential to bring increased levels of social, environmental, economic and cultural benefits to Maori. In addition, the ecological benefits associated with improved open space and waterways are important to tangata whenua as kaitiaki of the Henderson and Massey area.

24. Iwi management plans were reviewed for site specific references. Sites and Places of Value/ Significance to Mana Whenua from the Proposed Auckland Unitary Plan and the sites identified in the cultural heritage inventory are part of the research and analysis.

25. Many of the projects in the draft Henderson-Massey Open Space Network Plan will be of interest to Maori. Iwi be asked for their interest in projects and engaged as more detailed concept planning of projects occurs.

Implementation

26. Implementation of the plan will occur over a 10 year time frame and be coordinated by councils Parks, Sport and Recreation department.

27. It is anticipated that the delivery of specific projects identified in the plan will draw on a wide range of potential partners, who can contribute advice, assistance, funding and support.

Attachments

No.	Title	Page
a View	Draft Henderson-Massey Open Space Network Plan September 2015	49
b View	Henderson-Massey Neighbourhood Parks User Research 2014	87

Signatories

Authors

Kate Brown - Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

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

Henderson-Massey Local Board

17 September 2015

Hearing Panel Recommendation Report on review of alcohol bans in the Henderson-Massey Local Board Area 2015

File No.: CP2015/11066

Purpose

1. To decide which existing alcohol bans are to be retained after 31 October 2015.

Executive Summary

2. The Henderson-Massey Local Board has undertaken to review its existing local alcohol bans in its local board area using a public engagement process.

3. The purpose of the review is to identify which existing local alcohol bans meet the new higher statutory threshold to enable them to be retained. Alcohol bans that do not meet the new threshold will lapse on 31 October 2015.

4. The local board appointed a hearing panel to receive, hear and deliberate on submissions and other relevant information and recommend changes to the local board.

5. The key recommendations of the panel are that:

 23 alcohol bans meet the new higher statutory threshold and should be retained

 two alcohol bans do not meet the new threshold and should be allowed to lapse

A full copy of the deliberations and decisions (including any amendments to areas and times) are contained in Attachment B and maps are contained in Attachment C.

6. The hearing panel also notes that the local board has the delegated authority to consider evidence to make a new or remake an alcohol ban.

7. The decision required of the local board is whether to approve the recommendations of the hearing panel.

8. Following the decision, staff will update the register of local alcohol bans to commence on 31 October 2015 and update signage.

Recommendation/s

That the Henderson-Massey Local Board:

a) Make the alcohol bans recommended to be retained (with any amendments) as contained in Attachment B (HMLB Deliberation table - Alcohol Ban Review 2015) and C (Maps of alcohol bans in HMLB area) pursuant to the Auckland Council Alcohol Control Bylaw 2014, with a commencement date of 31 October 2015.

b) Allow the alcohol bans recommended to lapse as contained in Attachment B (HMLB Deliberation table - Alcohol Ban Review 2015) to lapse on 31 October 2015.

c) Confirm that the decisions in (a) and (b) are in accordance with relevant requirements of the Local Government Act 2002 and Auckland Council Alcohol Control Bylaw 2014.

d) Authorise the Manager Social Policy and Bylaws to make any minor edits or amendments to Attachment B (HMLB Deliberation table - Alcohol Ban Review 2015) and C (Maps of alcohol bans in HMLB area) to correct any identified errors or typographical edits.

Comments

9. Alcohol bans are an accepted and effective way of helping to reduce alcohol-related harm. They reduce the amount of alcohol consumed in public places. This helps to reduce harm including levels of intoxication, noise, litter, harm and disorder.

10. Alcohol bans prohibit the consumption of alcohol in public places and are enforced by the New Zealand Police using powers of search, seizure, and arrest. Penalties include an infringement fee of $250.

11. Recent changes to legislation require a review of existing alcohol bans against a new, higher threshold. This means that alcohol bans can only be retained in areas displaying high levels of alcohol-related crime or disorder.

12. Alcohol bans are made under the Auckland Council Alcohol Control Bylaw 2014, and local boards have the delegated responsibility to review existing local alcohol bans in their local board areas by 31 October 2015. This does not include a review of existing alcohol bans in areas of regional significance, which is the responsibility of the Regulatory and Bylaws Committee, nor consideration of new alcohol bans, which will be subject to a separate process (commencing after 31 October 2015).

Proposal

13. The Henderson-Massey Local Board, at its business meeting on the 7 May 2015 (resolution number HM/2015/61), adopted for public engagement a proposal to:

 retain 19 existing alcohol bans

 lapse six existing alcohol bans unless sufficient evidence is provided through the public submission process.

14. The public engagement period opened on 19 June and closed 17 July 2015.

15. The proposed changes were notified as follows:

 a public notice in the New Zealand Herald

 on the Auckland Council website

 in the June local edition of Our Auckland

 to local board stakeholders.

16. All supporting documents were made available on council’s website and through local libraries and service centres.

17. A total of 19 submitters gave evidence for five alcohol ban areas. Thirty-two submitters gave general feedback not specific to an alcohol ban area.

Hearing and deliberations process

18. The Henderson-Massey Local Board appointed a hearing panel of the Chairperson Neeson, Deputy Chairperson Henderson, Member Kirkley and Member Flavell (as an alternate) to receive, hear and deliberate on submissions and other relevant information and make recommendations to the local board (resolution number HM/2015/61).

19. A total of four submitters indicated they wished to be heard. The hearing panel heard from one submitter on 4 August 2015 and held deliberations on all written and oral submissions on the same day.

20. Copies of all submissions received were made available.

21. In conducting hearings and making decisions, the hearings panel considered a range of the statutory and bylaw requirements, summarised in Attachment A. The most important requirements outlined in the bylaw are:

 evidence that the alcohol ban area has experienced a high level of crime or disorder that can be shown to have been caused or made worse by alcohol consumption in the area

 that the alcohol ban is appropriate and proportionate in the light of the evidence and can be justified as a reasonable limitation on people's rights and freedoms

 consideration of community-focused solutions as an alternative to or to complement an alcohol ban

 consideration of the views of owners, occupiers, or persons that council has reason to believe are representative of the interests of owners or occupiers, of premises within the area to which the alcohol ban will apply

 consideration of using one of the following times for consistency:

 24 hours, 7 days a week (at all times alcohol ban);

 7pm to 7am daily (evening alcohol ban)

 10pm to 7am daylight saving and 7pm to 7am outside daylight saving (night time alcohol ban)

 7pm on the day before to 7am on the day after any weekend, public holiday or Christmas/New Year holiday period (weekend and holiday alcohol ban).

Comments

22. The decisions of the hearing panel (including any amendments to areas and times) and summary of the evidence considered are contained in Attachment B.

23. The key recommendations of the panel are that:

 23 alcohol bans meet the new higher statutory threshold and should be retained

 two alcohol bans do not meet the new threshold and should be allowed to lapse.

24. The hearing panel also that the local board has the delegated authority to consider evidence to make a new or remake an alcohol ban.

25. The decision required of the local board is whether to approve the recommendations of the hearing panel.

Consideration

Local Board views and implications

26. Since the commencement of the review in November 2014 the local board at workshops has been presented with the statutory decision making requirements, review process options, and pre-public engagement process evidence to assist the local board in making decisions on which current alcohol bans will be retained after 31 October 2015.

Māori impact statement

27. Managing alcohol-related harm associated with people consuming alcohol in public places increases opportunities for health and wellbeing, which is consistent with the outcomes of the Māori Plan for Tāmaki Makaurau.

28. Feedback from mana whenua representatives at a Hui held in March 2015 supported alcohol bans in principle, and believe that non-regulatory approaches should be considered to help reduce alcohol-related harm.

Implementation

29. Any decision on current alcohol bans to be retained or lapsed will require an update to the register of local alcohol bans and to signage. The updating of signage will be coordinated through the Integrated Bylaw Review and Implementation programme.

Attachments

No.	Title	Page
a View	Decision making requirements	171
b View	HMLB Deliberation table - Alcohol Ban Review 2015	173
c View	Maps of alcohol bans in HMLB area	175

Signatories

Authors	Busola Martins - Local Board Democracy Advisor
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