Agenda of Waitākere Ranges Local Board

1 Welcome

2 Apologies

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

3 Declaration of Interest

Members were 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.

At its meeting on 28 November 2013, the Waitakere Ranges Local Board resolved (resolution number WTK/2010/5) to record any possible conflicts of interest in a register.

Board Member	Organisation / Position
Sandra Coney	· Waitemata District Health Board – Elected Member · Women’s Health Action Trust – Patron
Neil Henderson	· Portage Trust – Elected Member · West Auckland Trust Services (WATS) Board – Trustee/Director · Weedfree Trust – Employee
Greg Presland	· Portage Trust – Elected Member · Lopdell House Development Trust – Trustee · Titirangi Residents & Ratepayers Group – Committee Member · Whau Coastal Walkway Environmental Trust – Trustee · Combined Youth Services Trust - Trustee
Steve Tollestrup	· Waitakere Licensing Trust – Elected Member · West Auckland Trust Services (WATS) Board – Trustee/Director · Waitakere Task force on Family Violence – Appointee
Saffron Toms	NIL
Denise Yates	· Friends of Arataki Incorporated – Committee member · Ecomatters Environment Trust – Trustee · Charlotte Museum Trust – Trustee

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council.

Board Member	Organisation / Position
Sandra Coney	· Friends of Arataki Incorporated – Trustee
Neil Henderson	· Friends of Arataki Incorporated – Trustee · Living Cell Technologies Animal Ethics Committee – Member
Saffron Toms	· Ark in the Park – Governance Group Member

4 Confirmation of Minutes

That the Waitākere Ranges Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 3 September 2015, including the confidential section, 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 Update from Ward Councillors

An opportunity is provided for the Waitakere Ward Councillors to update the board on regional issues they have been involved with since the last meeting.

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Waitākere Ranges Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Titirangi Festival of Music update

Purpose

David Parker from Titirangi Festival of Music has asked for an opportunity to present an overview and update on the progress of the Titirangi Festival of Music and where they are going. He would also like to thank the board for their support.

Recommendation/s

That the Waitākere Ranges Local Board:

a) Receives the deputation from David Parker from Titirangi Festival of Music and thank him for his presentation.

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Waitākere Ranges Local Board

10 September 2015

Local Area Plan for Te Henga (Bethells Beach) and the Waitākere River Valley

File No.: CP2015/16486

Purpose

1. This report seeks a resolution from the Waitākere Ranges Local Board to adopt the Local Area Plan for Te Henga (Bethells Beach) and the Waitākere River Valley area.

Executive Summary

1. On 13 March 2014, the Waitākere Ranges Local Board approved the preparation of a Local Area Plan (LAP) for Te Henga (Bethells Beach) and the Waitākere River Valley area.

2. The draft LAP was publicly notified from 29 April to 25 May 2015. Feedback was received from 17 local residents and iwi.

3. This report summarises the points raised in the submissions and the changes that are proposed to be made to the draft LAP. The text of the amended LAP proposed for adoption is included in Attachment A.

Recommendation/s

That the Waitākere Ranges Local Board:

a) Adopts the Local Area Plan for Te Henga (Bethells Beach) and the Waitākere River Valley.

b) Requests officers to report as part of the six-monthly report on the Waitākere Ranges Heritage Area programme the progress made to implement actions in the Local Area Plan for Te Henga (Bethells Beach) and the Waitākere River Valley.

Discussion

4. At its meeting on 23 April 2015, the Waitākere Ranges Local Board resolved (Resolution number WTK/2015/55):

That the Waitākere Ranges Local Board:

a) Approves the public notification of the draft Local Area Plan for Te Henga (Bethells Beach) and the Waitākere River Valley

b) Approves the proposed engagement methodology during the notification of the draft Local Area Plan from 29 April to 25 May 2015

c) Agrees to hold public hearings on the draft Local Area Plan in the week of 1^st to 5^th June 2015 if required.

Public notification process

5. The draft LAP for Te Henga (Bethells Beach) and the Waitākere River Valley was publicly notified from 29 April to 25 May 2015.

6. During this period, the following events and activities were organised, including:

· flyer drop and mail-out to local residents and ratepayers

· e-mails to residents, e-mails and letters to external stakeholder organisations and iwi

· community website and Facebook notices

· open days/public drop-in sessions at the Bethells Valley Rural Fire Station on 9 and 16 May 2015

· a morning tea hosted by the Local Board at the Bethells Valley Rural Fire Station to acknowledge and thank participants in the LAP photo competition on 16 May 2015.

7. The draft LAP and feedback forms were made available to the public in the following ways:

· on-line on the Council’s Have Your Say page

· on the community website

· at Waitākere Primary School, Ranui, Massey and Titirangi Libraries and Waitākere Local Board office.

Feedback received

8. Feedback was received from 17 local residents and from iwi. Four submitters were heard by the Local Board at a “Have Your Say” event at the Waitākere Local Board office on 11 June 2015.

9. The feedback included suggestions to amend the following sections of the draft LAP:

· LAP Boundary

· Heritage Features

· Statements of Existing and Future Character and Amenity

· LAP Key Actions and Detailed Action for Implementation (Appendix 1 of the LAP):

o Cultural Heritage

o Visitor Management and Parks

o Community and Economic Development

o Roads and Walkways

o Ecology and Ecosystems

· Ecological Restoration Projects and Programmes by Community Groups and Auckland Council in 2015 (Appendix 2 of the LAP).

10. The feedback received is summarised in the table in Attachment B, together with the officer’s assessment of the points raised and the recommended amendments to the LAP in response.

Proposed changes to the draft LAP for Te Henga (Bethells Beach) and the Waitākere River Valley

11. The submissions support the vision and the general outcomes proposed in the draft LAP. These were identified early in the consultation process and were refined throughout the process.

12. The recommended changes to the LAP are highlighted in the text of the LAP proposed for adoption in Attachment A. These include, but are not limited to:

· Corrections to the description of heritage features of the area, in response to additional information provided by the submitters

· Greater recognition of the particular management provisions in the Operative District Plan and the Proposed Unitary Plan for large properties, which allow for a range of activities while managing their effects on the environment. There is also a greater acknowledgement of the contribution these properties make to the natural, cultural and economic attributes of the area.

· More clarity and detail around the planning, implementation and monitoring of actions to manage the effects of visitors on the area in collaboration with local stakeholders.

· Inclusion of principles for weed management from Auckland Council’s Weed Management Policy for Parks and Open Spaces 2013, which Auckland Council and its CCOs are required to adhere to when undertaking vegetation control.

· Minor correction of errors or omissions, updates to information or improvements to the presentation of the LAP that have not resulted from public submissions.

· Improvements to the maps are also being made and will be included in the printed version of the approved LAP.

Consideration

Local Board Views and Implication

13. This LAP has been amended having regard to the feedback received during the notification period and the subsequent hearing as well as the comments that were received from WaitākereRanges Local Board members on the proposed changes at a workshop on 25 June 2015.

Maori Impact Statement

14. Te Kawerau a Maki and Ngāti Whatua were invited to give feedback on the draft LAP. Ngāti Whatua Ōrākei and Ngāti Whatua Ngā Rima o Kaipara did not provide any feedback. However, they indicated their support for Te Kawerau Iwi Tribal Authority taking the lead role in providing input into the LAP. Te Kawerau Iwi Tribal Authority stated on 4 May 2015 that they were satisfied with the content of the LAP.

Implementation Issues

15. The implementation of the LAP actions will be integrated where possible into the work plan for the Waitākere Ranges Heritage Area programme and the work programme of relevant Council units. The progress of the LAP implementation will be reported to the Local Board and the appropriate Council committee on a six-monthly basis as part of the report on the Waitākere Ranges Heritage Area programme.

Attachments

No.	Title	Page
a View	Amended LAP proposed for adoption, August 2015	13
b View	Analysis of submissions to the draft LAP and recommended changes	65

Signatories

Authors

Claire Liousse - Principal Planner

Authorisers

Penny Pirrit - GM - Plans & Places

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

Waitākere Ranges Local Board

10 September 2015

Community Waitakere Work Programme 2015/2016

File No.: CP2015/18322

Purpose

1. To report on the 2014/2015 Community Waitakere – Auckland Council Shared Work Programme, and seek approval for and funding of the 2015/2016 Community Waitakere work programme from the Waitakere Ranges Local Board.

Executive Summary

2. Community Waitakere Charitable Trust has had a shared work programme and funding agreement with the Waitakere Ranges, Whau and Henderson-Massey Local Boards to provide a range of community development initiatives across the West Auckland area. The Waitakere Ranges Local Board has set aside funding in its 2015-2018 locally driven initiatives (LDI) budget to continue this work programme.

3. This report highlights key achievements from the 2014/2015 work programme and outlines the proposed Community Waitakere 2015/2016 work programme for the Waitakere Ranges area.

Recommendation/s

That the Waitākere Ranges Local Board:

a) Approves the Community Waitakere 2015/2016 work programme for the Waitakere Ranges Local Board area.

b) Approves funding of $66,000 for the Community Waitakere Work Programme, from the Waitakere Ranges Local Board’s Locally Delivered Initiatives (LDI) budget allocation for 2015/2016.

Comments

4. Community Waitakere is a charitable trust that is predominantly a community development organisation which also undertakes environmental initiatives. Community Waitakere works as an umbrella organisation for West Auckland social and environmental communities and groups to grow their capabilities and ensure they are thriving, well informed and actively engaged in decision making and community activities.

5. Community Waitakere has had a shared work programme and funding agreement with Auckland Council and previously with Waitakere City Council, since 2006. In 2014/2015 Community Waitakere agreed a shared work programme with Whau, Henderson –Massey, and Waitakere Ranges Local Boards. A report on the work undertaken to meet the deliverables of this work programme is attached (Attachment A).

6. During 2014, the Whau, Henderson-Massey, and Waitakere Ranges Local Boards collectively commissioned a review of the partnering, funding and accountability arrangements with several organisations, including Community Waitakere. This review recommended that funding for Community Waitakere be maintained. It also recommended longer-term funding arrangements, support a partnering approach, and provision for ‘quick response’ funding (Jones, C. and Cessford, G. 2015. Waitakere Trusts Review).

7. Council is in the process of implementing an Empowered Communities Approach. We can expect that this approach will increase the demand on community capacity-building organisations such as Community Waitakere to support neighbourhood initiatives and smaller local community groups.

8. In 2015/2016, the Waitakere Ranges, Whau and Henderson-Massey Local Boards are each negotiating work programmes with Community Waitakere, to meet their particular local board priorities and plans. The separate work programmes follow a consistent framework, and include specific, local initiatives within each local board area and contribution to ‘west-wide’ initiatives and programmes.

Report on 2014-2015 work programme

9. A summary report on the work undertaken by Community Waitakere that meets the deliverables agreed for the 2014/2015 year is attached (Attachment A). Key deliverables included:

· Support for neighbourhood development initiatives: This included support provided to the Greater Glen Eden Group

· Growing Community Leaders programme: Participants included emerging community leaders from the Waitakere Ranges area

· Open door days and community forums: A highlight was the open door day at, and co-hosted by, Hoani Waititi Marae

· Training workshops, mentoring and support to community organisations and workers

· E-news, community noticeboard and website information, providing information from, and accessed by community organisations and residents from the Waitakere Ranges area.

10. During the year Community Waitakere had a number of organisational changes with a change of management and the appointment of a further staff member to work on the shared work programme. This has resulted in a closer working relationship with local boards and a closer alignment of their work programme to the respective local board plans, while maintaining a suite of core services across West Auckland.

Work Programme: 2015/2016

11. The 2015/2016 Community Waitakere work programme aligns to the respective local board plans and outcomes, as set out in the 2014 Local Board Plans.

12. The particular outcomes in the Waitakere Ranges Local Board plan that inform the Community Waitakere work plan are:

Thriving communities: Our diverse communities are healthy and safe and people feel that they are valued, connected and belong, and

Revitalised town centres and urban villages: Our urban villages and town centres are people-centred and attractive places for people to live and work. Glen Eden has a lively, prosperous and creative heart.

13. The Community Waitakere Work Programme for 2015/16 comprises two elements:

a) Specific neighbourhood development initiatives or programmes in each local board area. In the Waitakere Ranges Local Board the two areas considered are:

i. Albionvale / Parrs Park area, with the intention of facilitating a resident-led neighbourhood development initiative. This area is home to a widely diverse community, with the highest levels of deprivation (Deprivation index 9) in the Waitakere Ranges. It is envisaged that Hoani Waititi Marae will be a significant partner in this initiative.

ii. Swanson community development: scoping and supporting existing resident organisations to prepare for change as it is projected that several hundred new households will be added with two new subdivision developments planned for completion in the near future.

b) Community Waitakere has the following core programmes and services that are available across West Auckland, although some may be targeted for communities in the Waitakere Ranges:

i. convening community training workshops

ii. developing community leadership

iii. convening the Chief Executives Roundtable

iv. convening Open Door days and community networks

v. managing the Community Resource Centre

vi. information dissemination, including e-news.

14. The draft Community Waitakere Work Programme is attached (Appendix B). It includes the specific outcomes and deliverables that relate to the Waitakere Ranges Local Board area.

Funding

15. The Waitakere Ranges Local Board has designated funding of $86,000 in its 2015/2016 LDI budget towards the Community Waitakere community development shared work programme. Funding has also been allocated in the following two years.

16. In June 2015, the Waitakere Ranges Local Board provided Community Waitakere with an advance payment of $20,000 against its 2015/2016 work programme. This sum has been deducted from the 2015/2016 budget available, leaving the balance of $66,000.

Consideration

Local Board views and implications

17. The development of the work programme was discussed with the local board community development portfolio holder. The Waitakere Ranges Local Board held a workshop with Community Waitakere and council staff on 20 August 2015 to confirm the priorities in the work programme.

Māori impact statement

18. The Parrs Park/ Albionvale neighbourhood development initiative will involve a close relationship with Hoani Waititi Marae. One of the Community Waitakere Open Door events will be held at, and co-hosted by Hoani Waititi Marae, with the purpose of strengthening the relationship between the marae and wider community.

Implementation

19. The restructure of the Community Development and Safety Unit will impact on the Council’s capacity to support Community Waitakere implement the work programme, and monitor the funding agreement. It is expected that the Strategic Local Broker for Waitakere Ranges will have the primary responsibility for liaising with Community Waitakere to implement the work programme.

20. Expertise will also be available from the Community Practice Hub in the Community Empowerment Unit to assist Community Waitakere in establishing the neighbourhood development initiatives in Albionvale/Glen Eden and Swanson.

Attachments

No.	Title	Page
a View	Attachment A. Community Waitakere 2014-15 End of Year Report	3
b View	Attachment B. Community Waitakere Work Programme Overview 2015-2016	3

Signatories

Authors

Paul Prestidge - Community Development Programme Manager

Authorisers

Graham Bodman - Manager - Community Development, Arts and Culture

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

Waitākere Ranges Local Board

10 September 2015

AUCKLAND COUNCIL AND COMMUNITY WAITAKERE

REPORT ON THE SHARED WORK PROGRAMME 2014/15

AUCKLAND’S VISION – Creating the World’s Most Liveable City

COMMUNITY WAITAKERE’S VISION – Connected, thriving and sustainable West Auckland communities

Community Waitakere has had a long relationship with local government at many levels. The context of this Shared Work Programme is the formal acknowledgement of this relationship and the different strengths local government and Community Waitakere bring to achieving shared outcomes.

This Shared Work Programme outlines activities that are designed to support Auckland Council’s Thriving Communities outcomes and Local Board priorities.

There are two key focus areas for 2014/15: 1) Community and place-based leadership and 2) Community infrastructure.

Community and place-based leadership

DESCRIPTION: Growing authentic formal and informal leadership in diverse communities by developing local knowledge and skills, supporting neighbourhood development, facilitating community conversations and strengthening civic engagement.

WHY: Connected, thriving and sustainable West Auckland communities both contribute to and depend on local leadership in many forms.

OUTCOMES: Increased leadership within diverse communities. Residents who are connected to their community and are actively involved in decision making that affects them. Over time, increased social capital.

Work Programme Activities	What we did
Growing community leaders Provide a structured programme for community leaders to develop knowledge and skills to strengthen their community action.	We delivered two Leading in Communities programmes to 26 participants in total – each group participating in 10 sessions. Participants learnt and practiced leadership skills, tools and values. A full evaluation will be completed and made available this year. Informal feedback from participants has been very postive.
Supporting neighbourhood development Support existing resident-led groups by building capability and brokering effective relationships. Work alongside residents who are seeking opportunties to imrpove their neighbourhood.	We provided a range of support to the coordinator for Greater Glen Eden including provision of office space and peer support. We have renewed contact with the group this year. Work with Avondale Community Action is ongoing and has included working with them to particpate in Council submissions. We contributed to the Henderson Town Centre Safety project. Contributed to Love Hendo (the Gypsy Caravan) and mural project. Organised a community BBQ in Henderson for Neighbours Day. Work with Massey Matters was minimal – partly arising from a significant change in personel.
Facilitating community conversations Host and facilitate community meetings on topical issues as they arise.	Hosted and faciliated a range of community meetings including; Auckland Community Grants Policy Jim Diers breakfast Community Building masterclass with Inspiring Communities Understanding DIA’s new grant management system Thriving Communities Breakfast Max Rashbrooke – Inequality in NZ Empowered communities approach Avondale Community Hui
Strengthening civic engagement Promote participation in local and central government decision making processes. Provide skills development for submitting and engaging.	We ran community workshops and faciliated a joint submission on Auckland Council’s Draft Local Alcohol policy Made submissions on Henderson / Massey, Waitakere Ranges and Whau Local Board Plans Facilitated and made joint submissions to Productivity Commission on More Effective Social Services Made submission on Auckland Council’s long term plan

Work Programme Activities

What we did

Growing community leaders

Provide a structured programme for community leaders to develop knowledge and skills to strengthen their community action.

We delivered two Leading in Communities programmes to 26 participants in total – each group participating in 10 sessions. Participants learnt and practiced leadership skills, tools and values. A full evaluation will be completed and made available this year. Informal feedback from participants has been very postive.

Supporting neighbourhood development

Support existing resident-led groups by building capability and brokering effective relationships. Work alongside residents who are seeking opportunties to imrpove their neighbourhood.

We provided a range of support to the coordinator for Greater Glen Eden including provision of office space and peer support. We have renewed contact with the group this year.

Work with Avondale Community Action is ongoing and has included working with them to particpate in Council submissions.

We contributed to the Henderson Town Centre Safety project.

Contributed to Love Hendo (the Gypsy Caravan) and mural project.

Organised a community BBQ in Henderson for Neighbours Day.

Work with Massey Matters was minimal – partly arising from a significant change in personel.

Facilitating community conversations

Host and facilitate community meetings on topical issues as they arise.

Hosted and faciliated a range of community meetings including;

Auckland Community Grants Policy

Jim Diers breakfast

Community Building masterclass with Inspiring Communities

Understanding DIA’s new grant management system

Thriving Communities Breakfast

Max Rashbrooke – Inequality in NZ

Empowered communities approach

Avondale Community Hui

Strengthening civic engagement

Promote participation in local and central government decision making processes. Provide skills development for submitting and engaging.

We ran community workshops and faciliated a joint submission on Auckland Council’s Draft Local Alcohol policy

Made submissions on Henderson / Massey, Waitakere Ranges and Whau Local Board Plans

Facilitated and made joint submissions to Productivity Commission on More Effective Social Services

Made submission on Auckland Council’s long term plan

Community infrastructure

DESCRIPTION: Building sound community infrastructure by supporting community organisations through training, mentoring and networking, scoping opportunities for enhanced community resources and taking collaborative action.

WHY: Connected, thriving and sustainable West Auckland communities both contribute to and depend on strong community infrastructure.

OUTCOMES: Enhanced capability of West Auckland’s community sector. Increased engagement and connection between organisations and across sectors. Stronger collaborative action.

Work Programme Activities	What we did
Supporting community organisations Provide training, mentoring and support to community organisations around themes of governance, direction, finance, accountability, leadership, people, administration, communication and relationships.	We delivered training to 199 people at 14 training courses. 85% of attendees rated these courses as ‘excellent’, and 100% would recommend to others.
Scoping back-office services Explore the feasibility of providing back-office support services for community organsiations.	We consulted with community organisations and identified a range of approaches. We identified a range of potential services including IT, finance, taxes, HR, law, insurance, communications. The most common practice amongst the community sector is (increasingly) to ‘contract out’. This is seen as flexible and cost effective, often with providers who themselves have grown out of the sector. There is already some sharing of resources and Community Waitakere has itself provided some services.
Scoping Research Hub Explore the feasability of a local Research Hub.	Discussions with Unitec led to a decision to initiate a piece of community research as the first step in growing our role in a research context. It was not clear how a research hub could operate in a way that would provide sufficient additional value to the Community and Voluntary Sector Research Centre. http://www.communityresearch.org.nz/ CW has initiated a piece of research supported by NZ Lotteries and in partnership with Unitec looking at Perceptions of Safety in West Auckland. This will be completed in early 2016. We also played an active role in the Communty Development conference holding a workshop and presenting a Paper.
Community Sector Statistics Profile the community sector within each Local Board area e.g. number of organisations, type, size, activity, clients, volunteers.	It was not possible to advance this. It was unclear to what extent it would duplicate information that is readily available through profiles that are already developed within Council. Information relating to social service NGO’s is also available on the Family Services Directory. http://www.familyservices.govt.nz/directory/
Community e-noticeboard Produce and send community e-noticeboard multiple times per week.	This has been continued and has been refreshed in conjunction with our website. www.communitywaitakere.org.nz
Community Sector Hub The Waitakere Community Resource Centre continues to meet community needs in a dynamic and innovative way; as the home of Community Waitakere, a training and learning hub, meeting space, community venture office space.	The Resource Centre has continued to be extensively used. More than 460 groups used the meeting rooms / facilities during the year. Community tenants during the year included Waitakere Ethnic Board and Bethany as well as Community Waitakere
Open Door Day network meetings Provide an open forum for diverse community groups and organisations to share expertise, promote services and events, support each other and identify opportunities for collective action.	We facilitated 7 Open Door Days at a range of venues including New Lynn Community Centre, Avondale Community Centre, Blockhouse Bay Community Centre, Hoani Waititi Marae as well as at the Resource centre.
Chief Executive Round Table Utilise the strengths, knowledge, experience and relationships of community organisation leaders to activate positive change within West Auckland communities. Provide a safe environment to challenge and support each other and facilitate peer mentoring between emerging and experienced leaders.	The CE’s Round Table has continued to meet and to be valued by participants as a useful forum to share issues, and identify opportunities for collaboration.
Biz Connect Local Procurement Policy	Although some discussions have been held amongst community organisatons, the opportunity to realise concrete benefits from collective buying power has been limited. CW continues to use local businesses as suppliers whenever possible.
Collaborative action Support collaborative action to share resources, skills and knowledge to achieve positive change.	This work has continued. We have played an active role in the Spotlight on Housing campaign and held networking and upskilling sessions including a social enterprise Pech Kucha on November.
Skill and resources CW offers additional skills and resources to respond to emerging community needs and opportunities.	This has been undertaken in response to opportunities and circumstances. For example we have been a member of the Partnership Advisory Board which supports the partnership projects of ARMS (Auckland Regional Migrant Services) and ARCC (Auckland Refugee Community Coalition). We have worked actively with The WISE Collective and The Safari Multicultural Playgroups.

Work Programme Activities

What we did

Supporting community organisations

Provide training, mentoring and support to community organisations around themes of governance, direction, finance, accountability, leadership, people, administration, communication and relationships.

We delivered training to 199 people at 14 training courses. 85% of attendees rated these courses as ‘excellent’, and 100% would recommend to others.

Scoping back-office services

Explore the feasibility of providing back-office support services for community organsiations.

We consulted with community organisations and identified a range of approaches. We identified a range of potential services including IT, finance, taxes, HR, law, insurance, communications. The most common practice amongst the community sector is (increasingly) to ‘contract out’. This is seen as flexible and cost effective, often with providers who themselves have grown out of the sector. There is already some sharing of resources and Community Waitakere has itself provided some services.

Scoping Research Hub

Explore the feasability of a local Research Hub.

Discussions with Unitec led to a decision to initiate a piece of community research as the first step in growing our role in a research context. It was not clear how a research hub could operate in a way that would provide sufficient additional value to the Community and Voluntary Sector Research Centre. http://www.communityresearch.org.nz/

CW has initiated a piece of research supported by NZ Lotteries and in partnership with Unitec looking at Perceptions of Safety in West Auckland. This will be completed in early 2016.

We also played an active role in the Communty Development conference holding a workshop and presenting a Paper.

Community Sector Statistics

Profile the community sector within each Local Board area e.g. number of organisations, type, size, activity, clients, volunteers.

It was not possible to advance this. It was unclear to what extent it would duplicate information that is readily available through profiles that are already developed within Council. Information relating to social service NGO’s is also available on the Family Services Directory.

http://www.familyservices.govt.nz/directory/

Community e-noticeboard

Produce and send community e-noticeboard multiple times per week.

This has been continued and has been refreshed in conjunction with our website.

www.communitywaitakere.org.nz

Community Sector Hub

The Waitakere Community Resource Centre continues to meet community needs in a dynamic and innovative way; as the home of Community Waitakere, a training and learning hub, meeting space, community venture office space.

The Resource Centre has continued to be extensively used. More than 460 groups used the meeting rooms / facilities during the year. Community tenants during the year included Waitakere Ethnic Board and Bethany as well as Community Waitakere

Open Door Day network meetings

Provide an open forum for diverse community groups and organisations to share expertise, promote services and events, support each other and identify opportunities for collective action.

We facilitated 7 Open Door Days at a range of venues including New Lynn Community Centre, Avondale Community Centre, Blockhouse Bay Community Centre, Hoani Waititi Marae as well as at the Resource centre.

Chief Executive Round Table

Utilise the strengths, knowledge, experience and relationships of community organisation leaders to activate positive change within West Auckland communities. Provide a safe environment to challenge and support each other and facilitate peer mentoring between emerging and experienced leaders.

The CE’s Round Table has continued to meet and to be valued by participants as a useful forum to share issues, and identify opportunities for collaboration.

Biz Connect

Local Procurement Policy

Although some discussions have been held amongst community organisatons, the opportunity to realise concrete benefits from collective buying power has been limited. CW continues to use local businesses as suppliers whenever possible.

Collaborative action

Support collaborative action to share resources, skills and knowledge to achieve positive change.

This work has continued. We have played an active role in the Spotlight on Housing campaign and held networking and upskilling sessions including a social enterprise Pech Kucha on November.

Skill and resources

CW offers additional skills and resources to respond to emerging community needs and opportunities.

This has been undertaken in response to opportunities and circumstances. For example we have been a member of the Partnership Advisory Board which supports the partnership projects of ARMS (Auckland Regional Migrant Services) and ARCC (Auckland Refugee Community Coalition). We have worked actively with The WISE Collective and The Safari Multicultural Playgroups.

Waitākere Ranges Local Board

10 September 2015

Attachment B: Community Waitakere Work Programme 2015-2016 (Waitakere Ranges)

Waitakere Ranges Local Board Outcomes:

The Community Waitakere work programme is aligned to the following Waitakere Ranges Local Board Outcomes:

Thriving communities outcome: “Our diverse communities are healthy and safe and people feel that they are valued, connected and belong”.

Revitalised town centres and urban villages Our urban villages and town centres are people-centred, and attractive places for people to live and work. Glen Eden has a lively, prosperous and creative heart.

A. Significant local initiatives to catalyse and support resident-led neighbourhood development in Waitakere Ranges

Glen Eden (Parrs Park / Albionvale area)

· Facilitative / community engagement role to stimulate connections between Hōani Waititi Marae, Albionvale Residents Association and Housing New Zealand residents

Supporting local neighbourhood engagement initiatives and the aspirations of residents in order to help address some of the challenges of this part of Glen Eden.

Support the community based programmes and activities at Hoani Waititi marae, and ithe wider community’s connection with the marae.

This area has the greatest level of deprivation (2013 Deprivation Index 9 for both Parrs Park West and Parrs Park CAUs) in the Waitakere Ranges area. It has a high proportion of rental housing, including Housing New Zealand, and high proportion of Maori and Pasefika residents.

Key stakeholders

Glen Eden: WRLB, Hoani Waititi Marae, Albionvale Residents Association, Greater Glen Eden, Neighbourhood Support and Policing Team, MPHS, Glen Eden PTS, Auckland Transport and Auckland Council departments (ECU, Parks, Facilities, Events).

Milestones:

· Neighbourhood Plan developed by residents of Albionvale village, Haki Wihongi and Tuck Nathan housing estates that include the facilities at Parrs Park and programmes at Hoani Waititi Marae

Swanson/Penihana

· Facilitative / community engagement role to stimulate connections between existing Swanson community and new residents.

As part of outcome ‘Thriving Communities’: With the introduction of 290 new houses in the Penihana development and in other areas of Swanson, to help assess the provision of local community services and facilities in relation to the needs of existing and new resdients.

Key stakeholders

WRLB, Residents, local businesses and community groups, Primary School, Auckland Council (ECU, Planning, Parks), AT

Milestones:

Social asset mapping of Swanson area and related activities.

B. Community Waitakere core initiatives relevant to the Waitakere Ranges Local Board area

Coordinate Leading in Communities – a structured programme which recognises and grows the capability, connectedness and confidence of emerging community leaders

Three editions of Leading in Communities will be delivered, one of which will be located in the Waitakere Ranges area and tailored for local uniqueness. Participants learn and practice leadership skills, tools and values in a group setting over a period of 10 weeks – coordinated by Community Waitakere, accompanied by guests and facilitators. This programme complements the Waitakere Ranges local board’s commitment to strengthening sustainable neighbourhoods and fostering community identity.

Convene Open Door Days – networking sessions for people working within, and wishing to connect with, West Auckland’s community and voluntary sector

We will convene at least three Open Door Days in the Waitakere Ranges Local Board area including one at Hoani Waititi Marae. Where appropriate we will seek to co-host our Open Door Days with local community groups/organisations in the Waitakere Ranges, providing an opportunity to showcase the assets and activities of the Waitakere Ranges Heritage Area, coastal villages and townships.

Community Waitakere Work Programme Initiatives provided across West Auckland (inclusive of but not targeted to Waitakere Ranges Local Board)

Facilitate community conversations – workshops, hui and forums to connect and strengthen communities will be held on topical issues as they arise

Community conversations enable sharing of information, offer mutual peer support and aroha, encourage collaborate and help build alliances. We will seek opportunities to include the different cultural aspects of the various ethnic groups living in the Waitakere Ranges (Maori 11%, Pacific 10.9%, Asian 9.5%, MELAA 1.5%, Other 1.5%).

Support community organisations – aim to increase capability across the nine domains of Direction, Leadership, People, Administration, Finances, Communication, Evaluation, Relationships

Our support will aim to strengthen organisational capability within nine domains: Direction, Leadership, People, Administration, Finances, Communication, Evaluation, Relationships.

Manage the Waitakere Community Resource Centre

The Resource Centre will continue to offer friendly affordable office space, meeting room hire and information sharing. Current community tenants include Waitakere Ethnic Board.

Coordinate community training programme

We will host at least 12 half-day sessions per year, the content of which will align with nine domains: Direction, Leadership, People, Administration, Finances, Communication, Evaluation, Relationships.

Convene Chief Executive Roundtable

A networking forum for local leaders which provides valuable opportunities for collaboration and the identification of current trends within the wider community and social sectors

Deliver community e-noticeboard

A digital newsletter compiled and sent multiple times per week to over 900 subscribers. Aim to increase and diversify subscriber base and track location data more comprehensively.

Additional work

We will continue to assist and respond where required on both longer term initiatives (e.g. we continue to sit on the Partnership Advisory Board for Auckland Regional Migrants Services (ARMS) Trust and Auckland Refugee Community Coalition (ARCC)), shorter term projects such as community gardening initiative with the WISE Collective and annual campaigns and events such as White Ribbon Day and Spotlight on Housing.

Waitākere Ranges Local Board

10 September 2015

Auckland Council Property Limited Local Board Six-Monthly Update 1 January to 30 June 2015

File No.: CP2015/17781

Purpose

1. To give the Waitakere Ranges Local Board an overview of Auckland Council Property Limited’s (ACPL) activities for the six months 1 January to 30 June 2015.

Executive Summary

2. In May 2015 the Governing Body voted in favour of merging ACPL with Waterfront Auckland to form Development Auckland (DA). The merger responds to feedback from the wider council organisations and seeks to address some key growth, development, housing provision and funding challenges that Auckland will face over the next 20 years. As a CCO Development Auckland will have a commercial orientation, but it will also have explicit public good outcomes to pursue.

3. Substantive elements of the purpose of DA relate to urban redevelopment, strategic advice on council’s property portfolio and the redevelopment of underutilised coun`cil assets to achieve commercial and strategic outcomes.

4. In August the governing body will receive recommendations from council staff in respect of the proposed locational priorities for DA.

5. It would be anticipated that DA will specifically engage with local boards post the formal establishment on the 1 September to consider what activities DA can undertake to benefit their local communities.

6. As this will be our final six-monthly update to you as ACPL, we are including both the full business summary as included in previous versions and additionally providing an outline of some of the strategic and organisational changes we will be making as we transition to Development Auckland.

7. ACPL activity detail is broken down by business unit or work-stream, with a focus on local board specific activities where applicable.

8. Local board specific supporting detail is included in Attachments A, B and C.

Recommendation/s

That the Waitākere Ranges Local Board:

a) Receives the Auckland Council Property Limited Local Board Six-Monthly update 1 January to 30 June 2015.

Comments

Development Auckland

9. Council formally approved the establishment of Development Auckland, being a merger of Waterfront Auckland and Auckland Council property Limited, in May 2015.

10. The essential purpose of DA is to contribute to the implementation of the Auckland Plan and encourage economic development by facilitating urban redevelopment that optimises and integrates good public transport outcomes, efficient and sustainable infrastructure and quality public services and amenities. DA will manage council’s non-service property portfolio and provide strategic advice on council’s other property portfolios. It will recycle or redevelop sub-optimal or underutilised council assets and aim to achieve an overall balance of commercial and strategic outcomes.

11. A number of objectives fall within the purpose including facilitating the redevelopment of urban locations and optimising the council’s property portfolio.

12. The process to establish the operating structure of DA is well advanced and a combined work stream between DA and council staff is looking at the future priorities for DA that will provide focus in terms of geographic locations and project priorities. In respect of the locational analysis work recommendations will be made to the governing body in August.

13. It would be anticipated that DA will specifically engage with Local Boards post the formal establishment on the 1 September to consider what activities DA can undertake to benefit their local communities.

Workshops and Meetings

14. A schedule of Waitākere Ranges 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

15. 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. This work will largely remain unaffected by the transition to Development Auckland.

16. The property portfolio continued to grow during the last six months and now totals 1347 properties containing 1080 leases. , an increase of 41 since our July-December 2014 update. The current property portfolio includes industrial sites and buildings, retail tenancies, cafés, restaurants, offices and a substantial portfolio of residential properties.

17. ACPL’s return on the property portfolio for the year ending 30 June 2015 provides the shareholder a net surplus of $ 6.8m ahead of budget, with an actual surplus of $ 29.8 m against budget of $ 23m. The average monthly vacancy rate for the period is 1.6% which is under the SOI targets of 5%.

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

§ Current ACPL-managed commercial and residential property within the Waitākere Ranges 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.

19. 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

20. 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

July 2014 to June 2015 Target

UNIT	TARGET	ACHIEVED	COMMENTS
Portfolio Review	$30m disposal recommendations	$69m	These recommendations include $65.9m of sites that are identified for development projects.

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

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

22. 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

23. Properties currently under review for future use opportunities via the Rationalisation Process in the Waitākere Ranges Local Board area are listed below. The list includes any properties that may have recently been presented to the governing body and either approved for sale or development and sale or designated for retention. Further details are included in Attachment B.

PROPERTY	DETAILS
40 Glendale Road, Glen Eden	Subject to flooding, purchased for project twin streams. Potential future use options were explored via the Rationalisation Process. Expressions of interest to retain the site were received during internal consultation and local board wish to retain. The property is now in the process of being transferred back to the service portfolio for ongoing use in project twin streams.
490 South Titirangi Road, Titirangi	On the market and under negotiation. ACPD to discuss public toilet relocation with local board.
1/16 Sarona Avenue, Glen Eden	Vacant site. Transferred from Stormwater as non-service. ACPL is now progressing it through the Rationalisation Process to evaluate future use options. Internal consultation commenced in May 2015. Now in the local board and iwi engagement phase of the process. A local board workshop will be booked to discuss the site.
315A Glengarry Road, Glen Eden	Vacant site. Transferred from Parks Sports and Recreation unit as non-service. ACPL is now progressing it through the Rationalisation Process to evaluate future use options. Internal consultation commenced in May 2015. Now in the local board and iwi engagement phase of the process. A local board workshop will be booked to discuss the site.

Redevelopment/Regeneration and Housing Supply initiatives

Overview

24. ACPL in its current form 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.

25. ACPL is also actively contributing to the Housing Action Plan, which is a council initiative focusing on non-regulatory efforts to encourage and increase affordable residential development. ACPL has 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. ACPL is currently actively working on 13 such projects.

26. In our expanded role as Development Auckland we will be extending on this work to play a much stronger role in urban development through greater scale, enhanced capability and the ability to partner with others. We will have a key role in helping deliver the council priority of quality urban living and will have the mandate to deal with the challenge of Auckland’s rapid growth through regeneration and investment.

27. Development Auckland’s roles and responsibilities will be customised to each specific project initiative and location. A few will be of a high custodial nature associated with urban regeneration. Some will be at the other end of the scale with a more facilitative role; and some will be much more able to be delivered in the short term.

28. ACPL already works closely with the local boards on ACPL-led developments to ensure we give effect to the local boards’ place-shaping role. As Development Auckland engagement will in some areas be of a much broader scope, with the potential for involvement in master-planning activities for significant land areas.

Optimisation Update

29. Optimisation is a programme of work aimed to achieve better use of council’s planned and funded service assets. The programme targets housing and urban regeneration outcomes along with the delivery of cost-neutral service investment on appropriate sites. ACPL and ACPD are leading a cross-council project to establish the rules and methodology for service optimisation activity. The programme will be carried across to Development Auckland.

30. Local board engagement and workshops will be provided to demonstrate the scope of optimisation and the benefits of driving optimal asset performance from qualifying service property. Timeframes for these workshops have been pushed out due to Development Auckland transition work. However ACPL welcomes suggestions of service sites that may have potential for improved service function along with housing or urban regeneration outcomes

Local Activities

31. A high level update on place-shaping and housing initiative and proposal activities in the Waitakere Ranges area is outlined in points below.

32. Waitākere Central – 2-4 Henderson Valley Road, Henderson: The project lies within the Henderson-Massey Local Board area but ACPL will continue to keep the Waitākere Ranges Local Board updated due to its local relevance.

33. 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.

34. 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. The formal commencement of the Wilsher Village project may leverage engagement with the market to advance economically viable options on this site.

35. Investigation undertaken as to how the site could be developed to accommodate High Density Residential across the “carpark” area. The scheme provides for in the order of 305 residential homes which could be developed in 6 stages. Further investigation required as to retail values and feasibility.

Acquisitions

Overview

36. 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.

37. From 1 January 2015 to 31 June 2015, 49 property purchases were completed for the council and AT. All of the property acquisitions met independent valuation thresholds agreed with AT, the council and Public Works Act 1981 requirements.

Council Acquisitions

38. Of the 49 property acquisitions over the past six months, 12 were purchased 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 Waitakere Ranges Local Board area.

PROPERTY	STAKEHOLDER	WORK TYPE	LOCAL BOARD
82 Karekare Road, Karekare	Parks, Sports & Recreation	Open Space	Waitakere Ranges
5 Clinker Place, New Lynn	City Transformation	City Transformation	Whau
179 Matua Road, Huapai	Parks, Sports & Recreation	Open Space	Rodney
3202 South Head Road, South Head	Community Policy & Planning	Open Space	Rodney

Auckland Transport Acquisitions

39. The remaining 37 properties were acquired on behalf of AT. The focus was on acquisitions to support major transport projects including AMETI (five acquisitions) City Rail Link Property Acquisition (seven acquisitions), Redoubt Road Mill Road Corridor Upgrade (six acquisitions) road widening across the region (10 acquisitions) and Northern Strategic Growth Area (one acquisition). Full details of relevant AT projects and associated acquisitions will come to the local board directly from AT.

Business Interests

40. ACPL also optimises the commercial return from assets it manages on council’s behalf. This comprises two forestry enterprises, two landfills and four quarries. A high level update on business interests in the Waitākere Ranges Local Board area is outlined below

Te Henga Quarry Waitākere

41. Perry Resources is the quarry operator and pays a royalty to the Council based on sales of aggregate. Like other Auckland quarries, the performance of this quarry has been significantly above expectation in recent years. A high level of sales means the quarry has exhausted the supply of available resource earlier than expected. Perry Resources continued to sell down the remaining aggregate stockpiles during June 2015. The final month for sales is July 2015.

42. Perry Resources is required to rehabilitate the quarry under the operating agreement with the council. ACPL and Perry Resources have completed documenting the Te Henga Quarry rehabilitation and revegetation agreement and it is being prepared for signing.

43. Council responsibility for management of Te Henga Quarry is intended to be passed over from ACPL to Parks during July 2015.

Consideration

Local Board views and implications

44. This report is for the Waitākere Ranges Local Board’s information.

Māori impact statement

45. 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. We are currently working with Waterfront Auckland on a future strategy for Development Auckland.

46. Key engagement activities currently 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. As Development Auckland we will work with iwi to consolidate and build on strengths from ACPL and Waterfront Auckland’s approaches along with successful work being done elsewhere in the council family.

47. ACPL additionally 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 is in the implementation phase. A copy of this is available on the ACPL website. This work will be carried over and reflected in the new organisation.

48. As we transition to Development Auckland, the local board can expect to be advised or involved as appropriate in any discussions that arise in the local board’s area.

Implementation

49. There are no implementation issues.

Attachments

No.	Title	Page
a View	Schedule of meetings and workshops	3
b View	Properties Managed by ACPL in the Local Board area	3
c View	Property movement in the Local Board area	3

Signatories

Authors	Caitlin Borgfeldt - Local Board Liaison
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Chairperson	Sandra Coney, QSO
Deputy Chairperson	Denise Yates, JP
Members	Neil Henderson
	Greg Presland
	Steve Tollestrup
	Saffron Toms