I hereby give notice that an ordinary meeting of the Henderson-Massey Local Board will be held on:
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Date:
Time:
Meeting Room:
Venue:
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Thursday, 15
October 2015
3.30pm
Council
Chamber
Henderson Civic Centre
6 Henderson Valley Road
Henderson
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Henderson-Massey Local Board
OPEN AGENDA
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MEMBERSHIP
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Chairperson
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Vanessa Neeson, JP
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Deputy Chairperson
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Shane Henderson
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Members
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Brenda Brady, JP
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Peter Chan, JP
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Warren Flaunty, QSM
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Will Flavell
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Tracy Kirkley
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Luke Wilson
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(Quorum 4 members)
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Busola Martins
Local Board Democracy Advisor
9 October 2015
Contact Telephone: (09) 440 7323
Email: busola.martins@aucklandcouncil.govt.nz
Website: www.aucklandcouncil.govt.nz
Glenn Boyd
(Relationship Manager)
Local Board Services (West)
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Henderson-Massey
Local Board
15 October
2015
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ITEM TABLE OF CONTENTS PAGE
1 Welcome 5
2 Apologies 5
3 Declaration of Interest 5
4 Confirmation of Minutes 6
5 Leave of Absence 6
6 Acknowledgements 6
7 Item withdrawn 6
8 Item withdrawn 6
9 Item withdrawn 6
10 Extraordinary Business 6
11 Notices of Motion 7
12 West Auckland Enterprise Skills and Training (WEST) Funding
Agreement 9
13 Massey Matters Work Programme 17
14 Community Waitakere Work Programme 2015-2016 35
15 Westgate Multipurpose Facility Update 47
16 Local Economic Development Action Plan 79
17 Project Twin Streams Infrastructure Auckland carry-forward
CAPEX 2015/2016 financial year 111
18 Henderson Graffiti Vandalism Prevention Project 119
19 Funding for Swimming Touchpads 123
20 Henderson-Massey Local Board Discretionary Funding Request -
Zeal Education Trust Busking Box Grant 125
21 Consideration of Extraordinary
Items
PUBLIC EXCLUDED
22 Procedural Motion to Exclude the
Public 139
C1 Acquisition of open space land - Massey 139
C2 Lincoln Road Corridor Improvement Project 139
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 1 October 2015.
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BOARD MEMBER
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ORGANISATION
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POSITION
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Vanessa Neeson, JP (Chairman)
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Ranui Sector Trial
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Chair
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Shane Henderson (Deputy Chairman)
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Waitemata Community Law Centre
Ranui Action Project
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Employee
Co-Chairman
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Brenda Brady, JP
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Safer West Community Trust
District Licensing Committee
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Trustee
Member
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Peter Chan, JP
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Cantonese Opera Society of NZ
Asian Leaders Forum
NZ-Hong Kong Business Ass.
NZ-China Business Ass.
Auckland Chinese Environment Protection Association (ACEPA)
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Member
Member
Member
Member
Advisor
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Warren Flaunty, QSM
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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.
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Contractor
Director
Director
Director
Elected Member
Elected Member
Elected Member
Member
Member
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Will Flavell
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Rutherford
College
Literacy
Waitakere Board
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Employee
Member
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Tracy Kirkley
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District
Licensing Committee
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Member
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Luke Wilson
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NZ Police
D.A.R.E. - West
Waitakere
Rotary – Board member
Silver Fern
Motor Sports - Board
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Employee
Member
Board member
Board member
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4 Confirmation of Minutes
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That the Henderson-Massey Local Board:
a)
Confirms the ordinary minutes of its meeting,
held on Thursday, 1 October 2015, as a true and correct record.
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5 Leave of Absence
At the close of
the agenda no requests for leave of absence had been received.
6 Acknowledgements
At the close of the agenda no requests for acknowledgements had been
received.
7 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.
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Henderson-Massey
Local Board
15 October
2015
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West Auckland
Enterprise Skills and Training (WEST) Funding Agreement
File No.: CP2015/17321
Purpose
1. To
report on the 2014/2015 Waitakere WEA work programme, and to seek approval for
the 2015/2016 Waitakere WEA (WEST) work programme and funding from the
Henderson-Massey Local Board.
Executive
Summary
2. Waitakere
Workers’ Educational Association (WEA) has been funded by the former Waitakere
City Council and then the Henderson-Massey Local Board to provide a range of
community education and capacity building initiatives.
3. Waitakere
WEA changed its operating name to West Auckland Enterprise, Skills and Training
(WEST) in 2014. The new name signals WEST’s focus on community economic
development, skills and employment.
4. The
Henderson-Massey Local Board has funding of $28,308 available from an
asset-based budget line to fund this work programme.
5. This
report highlights key achievements from the WEA 2014/2015 work programme and
presents WEST’s 2015/2016 work programme for approval.
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Recommendation/s
That the Henderson-Massey
Local Board:
a) Receives
the report on the 2014/2015 Waitakere WEA work programme as outlined in
Attachment A.
b) Approves
funding of $28,308 for the Waitakere WEA (operating as West Auckland
Enterprise, Skills, and Training) for its 2015/2016 work programme, from the
asset-based budget line Waitakere WEA, subject to the finalisation of a
funding agreement.
c) Delegates
approval of the specific outcome measures and reporting frameworks for the
2015/2016 work programme, to be developed between staff and WEST, to the
local board Chair and Community Development Portfolio holders.
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Comments
Report on
2014-2015 Waitakere WEA work programme
6. Waitakere
WEA had a funding agreement since 1997 with the former Waitakere City Council
and now with the Henderson-Massey Local Board to provide a range of community
education and capacity building initiatives in the Henderson-Massey area. A
report on the work undertaken to meet the deliverables of this work programme
in 2014/2015 is attached (Attachment A).
7. During
2014/2015 Waitakere WEA underwent a significant strategic planning exercise. As
a result, the organisation focussed on community economic development,
including employment and skills development initiatives. It changed its
operating name to West Auckland Skills, Enterprise and Training (WEST) to align
with its new strategic direction.
8. The 2014/2015
report reflects this renewed focus:
provide Community
Learning and Education programmes: Programmes provided by Waitakere WEA are
increasingly focussed on employability skills and further training, such as:
Driver Education, First Aid, ESOL, Treaty awareness & Employment Gateways.
Promote social
development and public good. Actions to support this outcome:
- A focus
on employment skills.
- Support
for new migrants.
-
Administering local social enterprise and economic development initiatives
including Housing Call to Action, Massey Employment Gateway, Massey Means
Business and Strong Local Economies/Enterprising Communities.
Support
and strengthen the community and voluntary sector in West Auckland. Actions
included:
- Administering
cross-sector initiatives (eg Spotlight on Housing week).
- Providing
meeting premises for community workshops.
- Acting
as a social anchor/incubator – providing infrastructure or support for other
organisations or new projects.
WEST
Work Programme and funding: 2015/2016
9. The
WEST 2015/2016 strategic plan is focused on community economic development.
Key features of this strategic plan are:
- Support
for an increased Economic Development focus in the North West – linked to the
draft Henderson-Massey Economic Development Plan.
- Support
for small business development both for existing business and start ups.
- Scoping
a West skills centre - a collaborative initiative to support business and
skills development and local employment.
- Expanded
buy local campaign to include HMLB area that adds value to other business
associations. This expands the existing ‘buy local’ campaign in Massey,
operates as part of Massey Means Business.
- Local
employment campaign and increased networking/collaboration between providers.
- Increased
economic development communication in the North West between Council,
developers, employers, business and community.
The aspects that best
align with the Henderson-Massey Local Board’s priorities are: supporting small
business development, scoping a West skills centre and targeted employment
creation initiatives.
10. A summary of
WEST’s programmes and initiatives that relate to Henderson-Massey Local Board
Plan outcomes are set out in the following schedule. These services will
provide the basis of the work programme and funding agreement.
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HMLB
Outcome
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WEST
programmes and services
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Notes
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A vital business sector that creates valued local
employment opportunities
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Provision of
‘be your own boss’ workshops and one-on-one support to develop business
plans, legal responsibilities etc
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This includes
and extends Massey Means Business activities, which are separately funded.
Limited
services are provided by ATEED to support small and emerging businesses
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A community where we know our neighbours, work together
on issues and value diversity
Employment: Support community-led youth employment
programmes
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Driver
licencing courses
Administering
employment gateway programmes
Provision of
computer facility for CV preparation and computer& software
familiarisation (esp for re-training).
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The
Employment Gateway programme is separately funded under the Youth Connections
work programme
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Strengthen
the governance capacity in our community and recreational organisations
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Provide
administrative support to community organisations an projects, eg Housing
call to action,
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Ongoing role
that WEA formerly held with various community organisations and networks.
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Schedule 1. Services that will provide the
basis of the work programme and funding agreement.
11. The
Henderson-Massey Local Board Asset-Based budget includes $28,308 currently
designated for Waitakere WEA.
12. Staff
propose that a work programme and funding agreement is developed with WEST,
focused on these work areas, with specific outcome measures and reporting
frameworks to be agreed with WEST and the Henderson-Massey Local Board, with
the approval of the work programme delegated to the Chair and community
development portfolio holders.
Consideration
Local
Board views and implications
13. WEST
presented it strategic direction to a Henderson-Massey Local Board workshop in
September. At the workshop members identified their priority areas for funding
as supporting small enterprise development and employment creation initiatives.
These priorities are reflected in this report, and the proposed work programme.
14. The
local board has also indicated that community organisations need to move to a
results-based accountability (RBA) framework to measure the outcomes of their
work. WEST is in agreement with this process, and intends to develop a
results-based accountability framework and measures over the next year.
Māori
impact statement
15. While
the WEST work programme does not include targeted initiatives’ for Maori, the
general deliverables in the work programme contribute to wellbeing for Maori
residents in Henderson-Massey. This is particularly relevant for the youth
employability programmes as Maori are over-represented in the youth
unemployment statistics.
Implementation
16. The restructure of the Community Development and Safety Unit will
impact on the Council’s capacity to support WEST implement the work programme,
and monitor the funding agreement. It is expected that the Strategic Local
Broker for Henderson-Massey will have the primary responsibility for liaising
with WEST to implement the work programme. Expertise may also be available from
the Community Practice Hub in the Community Empowerment Unit to assist with
implementing specific initiatives.
Attachments
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No.
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Title
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Page
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aView
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Waitakere WEA Work Programme with Henderson-Massey
Local Board 2014/2015
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11
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Signatories
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Authors
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Paul Prestidge - Community Development Programme
Manager
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Authorisers
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Graham Bodman - Manager - Community Development, Arts
and Culture
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
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Henderson-Massey
Local Board
15 October
2015
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Attachment A
Waitakere WEA Work Programme
with Henderson-Massey Local Board: 2014/2015
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Objectives
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Actions
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1. Provide Community Learning and
Education programmes to meet the needs of priority learning groups &
general community
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Courses to include:
Esteem
and Personal Development for Women
Practical
parenting
Treaty
of Waitangi awareness – with an emphasis on community organisations
ESOL;
literacy and numeracy
Driver
education and licensing
Safety,
health and fitness
Provide
training opportunities around increasing community capacity for community
economic development & social enterprise
Provide
a small computer suite onsite to provide intensive support with keyboard
skills, CV and workplace familiarity
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Full programme of these courses provided term 3
& 4 2014 (copy attached)
“CAB for training and work” providing advice and
support about all availability in west Auckland (especially since ACE Space
closed)
Revisioning / rebranding in January 2015 as WEST:
West Auckland Enterprise, Skills and Training
2015 Focus on courses supporting employability and
further training Driver Education, First Aid, ESOL, Treaty &Employment
Gateways
June 2015 Youth Connections contract for Employment
Gateway for under 25’s
Primary support role of Massey Means Business and
Enterprising Communities/ Strong Local Economies Call to Action
Four computers now available for small group or
individual use. Steady growth, some timeslots still available.
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2. Actively promote the social development and public
good of the West Auckland community.
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Participate and promote
in collaborative responses in relation to social wellbeing
Support the Massey
Employment Gateway (MEG) collaboration and development of a learning network
in Massey/Westgate.
Identify opportunities for social enterprise and
partnerships which will increase the capacity and sustainability of Community
Learning and Education sector in West Auckland.
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Waitakere Community House Collective support &
training (ends 30/6/15)
Information & Advisory Services to Migrants and
Refugees around ESOL provision & training courses
Driver Education services provided under contract
with Auckland Transport.
Separate reports for Massey Employment Gateway (MEG)
projects & Massey Means Business contracts to June 2015 available
Primary supporter of Massey Means Business and
Strong Local Economies Call to Action/Enterprising Communities
Supporting other groups using WEST premises (see
objective 4)
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3. Support and strengthen the
community and voluntary sector in West Auckland.
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Networking to share
information and maintain relationships with ACE, tertiary institutions and
community organisations: New Out West, ESOL Providers, Literacy Waitakere and
WACEA.
Network and advocacy in
support of the Housing Call to Action.
Identify and support
opportunities for embedding the learnings/approach initiated by the
Enterprising Communities project, after August 2015.
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Services to Migrants and Refugees: Information; ESOL
and Driver Education classes, ESOL Directory 2015
Adult Learners Week administration
Housing Call to Action Network plus subgroups
facilitation & administration
Spotlight on Housing Week administration
Provide a community learning focus at all network
meetings, particularly in community economic development, literacy, and ESOL
provision
Key role as social anchor/incubator – providing
infrastructure or support for other organisations or new projects. Actively
supporting and building capacity in the community & voluntary sector.eg
building Under 25 employment gateway network
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4. Provide physical and support facilities for
community use and classes.
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Invest
in and maintain:
classroom facilities
computer suite
childminding (for class attendees only)
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Provision of professional welcoming environment,
which is well used for training & meetings by a variety of groups: Inner
City Women’s Group, Peasants Film Club, Housing Call to Action subgroups,
Doorway Property Management, Defensive Driving, Youthline, Yoga plus WEST
classes
Four computers now available for small group or
individual use. Steady growth, some timeslots still available.
Childminding demand fell in 2014-5 until service
became uneconomic to run. Only pre-booked service available from May 2015.
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WEST
30 June 2015
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Henderson-Massey
Local Board
15 October
2015
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Massey Matters Work Programme
File No.: CP2015/17320
Purpose
1. To
report on the Massey Matters 2014/2015 work programme, and seek approval for
funding from the Henderson-Massey Local Board for the Massey Matters 2015/2016
work programme.
Executive
Summary
2. Massey
Matters has provided a range of neighbourhood development initiatives in the
Massey area since 2005, initially managed through Waitakere City Council in
conjunction with the Massey community, and since 2013 under a funding agreement
to Massey Matters Inc. The Henderson-Massey Local Board has set aside funding
in its Locally Driven Initiatives (LDI) budget for the Massey Matters 2015/2016
work programme.
3. This
report highlights key achievements from the 2014/2015 work programme and
outlines the proposed Massey Matters 2015/2016 work programme priorities. It
proposes the funding allocation of $212,000 to support this work programme.
4. In
2014/2015 Massey Matters undertook an organisational review, and established a
new organisational structure and recruited a new manager and key staff. This
has created a strong basis for the organisation going forward.
5. Massey
Matters has set its strategic direction and key focus areas, consistent with
the Henderson-Massey Local Board outcomes of:
A
community where we know our neighbours; work together on issues and value
diversity
A
good life for young and old
Massey Matters’ have
submitted a draft work programme that proposal that works towards these local
board and organisational outcomes, and extends their existing areas of work:
supporting community leadership, creating connected communities, developing
community leadership, and administering community funding.
6. Massey Matters
is working with the Henderson-Massey Local Board to implement a Results-Based
Accountability (RBA) framework in order to show the impact of Massey Matters’
work in the community, and how it contributes to both Massey Matters’ and local
board outcomes. It is envisaged that this framework will be used to develop
outcome measures and outcomes-based reporting, to be included in the Massey
Matters 2015/2016 funding agreement.
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Recommendation/s
That the Henderson-Massey
Local Board:
a) Receives
the report on the Massey Matters 2014/2015 work programme.
b) Approves
funding of $212,000.00 for the Massey Matters work programme 2015/2016 from
the Board’s Locally Delivered Initiatives (LDI) budget allocation for
2015/2016, against the following budget lines:
i) Neighbourhood
Development $200,000.00
ii) Community
Capacity Building and Governance $12,000.00
subject to finalising
the work programme, measures and funding agreement.
c) Delegates
approval of the funding agreement to the Chair and Community Development
Portfolio holders.
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Comments
7. Massey
Matters Inc is a community development organisation based in Massey providing a
range of community based services in the area. Massey Matters was established
in 2005 as a neighbourhood development project, initially managed through
Waitakere City Council in conjunction with the Massey community. In 2013 the
funding for Massey Matters was devolved to the community organisation, Massey
Matters Inc, under a funding agreement to continue to provide key community
development initiatives:
suburban
neighbourhood development initiatives
managing
the Massey Fund and Massey Matters Matching Fund
publishing
the Massey Matters newsletter
convening
community events such as Te Ra Mokopuna and Amazing Place treasure hunts
The elements of this
work programme were extended to the 2014/2015 work programme.
Report back
on 2014/2015 work programme.
8. Massey
Matters’ work programme for 2014/2015 comprised the following key work areas:
Springboard
community leadership programme: training and mentoring local residents to take
on leadership opportunities in their community
Establishment
and management of West Harbour Hub. A major focus to ensure the hub met the
needs and aspirations of its local community
Coordination
of Massey school/community hubs network. This role is a key function of the
newly appointed Hubs co-ordinator – to re-build connections across the various
community hubs and organisations in Massey.
Massey
Community Fund and Massey Matching Fund: administering the funding for small
community initiatives in Massey.
Massey
Newsletter: produced with support from Massey High School media studies
students. Together with the Massey Matters website, this bi-monthly newsletter
tells local stories, and is a vital medium of keeping residents informed of and
engaged in local issues, events and opportunities.
Community
Events – celebrating and bringing the community together: eg Christmas in the
Park and Halloween events, organised in conjunction with other key community
organisations across Massey
Facilitating
networks: bringing community organisations together with the Massey Network to
address common issues, share information and find ways of working together
better.
Participating
in wider forums and initiatives: eg Strong Local Economies, Youth Connections,
Massey Means Business, to bring a local Massey perspective to wider forums
9. Massey
Matters report on its 2014/2015 activities and achievements is attached
(Attachment A). Most of the work programmes deliverables were met, apart from
holding a significant community ‘Amazing Place’ event. While this report tells
of the activities undertaken during the year, it does not show the impact of
these activities in the community. Massey Matters is putting systems in place
hat will capture this more in-depth information in the future.
10. In
2014 Massey Matters undertook an internal review of its strategic direction and
priorities, and its organisational structure. As a result of this review,
Massey Matters established a new organisational structure, and recruited a new
manager and key staff. While this restructure with the resulting staff changes
impacted on the level of service provision during the year, it has created a
strong basis for moving forward.
11. The
West Harbour Hub was opened in March 2015. This is operated and managed by
Massey Matters, under a separate funding agreement. The hub is also central to
Massey Matters’ overall neighbourhood development work, with the co-ordinator
undertaking an outreach role in the community as well as managing the hub as a
venue for community activities.
12. The
Henderson-Massey Local Board has signalled its intention to implement
outcomes-based funding and reporting with key community organisations that it
funds. Massey Matters was invited, and has agreed to pilot this process in the
2015/2016 year. Implementing this framework will enable Massey Matters to
better focus its work on measuring its progress in achieving its strategic
goals, as well as its contribution to achieving the Local Board’s outcomes as
set out in the Local Board Plan.
2015/2016 Work
Programme
13. The
Henderson-Massey Local Board Plan set its direction for the period 2014-2018,
outlining six key community outcomes. The two that relate to Massey Matters
are:
A
community where we know our neighbours; work together on issues and value
diversity
A
good life for young and old
14. Massey
Matters has set its strategic direction, and submitted a proposal for its
2015/2016 work programme. This proposal extends its current activities.
The following table sets
out Massey Matters’ planned activities and projects, within their key action
areas and linked to the Local Board priorities.
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Massey Matters
Key Focus
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Local Board
Outcomes
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Activities
and Projects
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Community
Connection and
Information
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A community
where we know our neighbours, work together on issues and value diversity.
Community development
driven by the community.
Strengthen governance capacity in our community and recreational
organisations through training, mentoring, succession planning and early
identification of leaders.
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Facilitating Community Networks to bring people
together to share ideas and respond to issues
Massey Community Network
Manutewhau ECE Network
Community Garden Network
Cultural Diversity Network
(Hubs Network)
(Youth Network)
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A community
where we know our neighbours, work together on issues and value diversity.
Neighbours day becomes a flagship event for our area, helping us to get
together at least once a year to catch up on how things are going.
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Organising Events to strengthen community
connections and pride
Our Amazing Place Treasure Hunt
Christmas in the Park
(Activate Parks)
(Funding Showcase)
Street Barbeques - Resident engagement
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A community
where we know our neighbours, work together on issues and value diversity.
Develop a local match funding policy so community contributions are
recognised in our grants process.
Helping community organisations get further funding is a smart way to help
meet our community's aspirations.
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Administering
Community Funding and supporting neighbourhood projects
Massey Community Fund
Massey Matching Fund
Successful Project/Event Workshop
Funding Recipients Showcase event – developing community ownership and
accountability for funded projects
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A community
where we know our neighbours, work together on issues and value diversity.
Our community organisations get involved at street level and are responding
to the needs of local communities.
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Information
sharing, Marketing and Publicity – to create a well-informed community
Update the Website
E-newsletter and Social Media as an engagement tool
Meet the Team Sessions
Postcard Project
Update pamphlets and flyers
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A community
where we know our neighbours, work together on issues and value diversity.
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Newsletter
continue to produce - revise format, content and number of issues
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Community
Hubs
Strengthen the hubs,
community gardens and their ability to work in the community.
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A community
where we know our neighbours, work together on issues and value diversity.
A good life for the young and old.
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West Harbour
Hub
Continue to attract
room users, services and programmes.
Self-generated activities for local resident engagement. (eg:Lego Club)
Activate the outreach component of hubs coordinator role.
Establish community garden at hub.
Develop a volunteer team.
Open the hub for longer hours, (increase staff hours)
Strengthen, and
facilitate connection with other community hubs in the Massey area.
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Youth and
Children
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A good life for the young and old.
We want HM to be a place where our children can get the best
possible start in life. Our young people will smoothly transition
from school to work and have plenty of fun things to do along the way.
We need more youth-driven activities run by young people themselves.
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The Equipment Pool (TEP)
Complete purchasing of equipment
Develop Youth Leadership in TEP
Activate Parks with Toddler sessions beginning in Spring.
Activate Parks sessions.
Holiday programmes I conjunction with Sport Waitakere
Youth Network and Forum
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Developing
Community Leaders and the Capacity of Community
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A community
where we know our neighbours, work together
on issues and value diversity.
Strengthen governance capacity in our community and recreational
organisations through training, mentoring,
succession planning and early identification of leaders.
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Boost: - launching community leaders
training lead parents to become hub coordinators and get school hubs running
effectively and sustainably.
Project leaders from other community groups 'dropped' into the leadership
component.
Training of fund recipients to successfully run events/projects and develop
sustainability and growth of projects through networks.
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Local
Economic
Development
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A vital
business sector that creates valued local employment opportunities.
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Enable
employability programmes and opportunities in our area through collaboration
with WEST and the MEG and MMB projects.
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15. Massey
Matters is working with the local board to develop outcome measures for their
work programme utilising a Results-Based Accountability Framework. It is
envisaged that this will show the impact of the work in the community, and
enable both Massey Matters and the Local Board to better understand, and
ascertain the value of the work that Massey Matters does and how it contributes
to both Massey Matters’ and local board outcomes.
Funding and Budget
allocation:
16. The Local Board
has provision for funding Massey Matters from its Locally Delivered Initiatives
(LDI) budget as follows:
Budget: Neighbourhood
Development:
Massey Matters Work
programme: $157,000
Massey Community
Project $43,000
Sub total
$200,000.00
Community Capacity
Building and Governance $12,000.00
Total budget
provision:
$212,000.00
The budget allocation
‘capacity building and governance’ will contribute to the ‘Boost’ leadership
development programme which is co-funded by a Lottery grant. The rest of the
work programme will be funded from the neighbourhood development budget.
17. We
recommend that the funds are provided to Massey Matters in three instalments,
as specific milestones are met:
|
Instalment 1: Transitional funding to enable Massey Matters to
maintain its services while the work programme measures are developed (paid
in September)
|
$40,000.00
|
|
Instalment 2: Payable on the agreement of outcome measures and
work programme
|
$86,000.00
|
|
Final instalment 3: On the receipt and acceptance of Massey
Matters’ six-monthly report
|
$86,000.00
|
|
Total payable:
|
$212,000.00
|
Consideration
Local
board views and implications
18. The
local board held a workshop in August 2015 where it identified the following
priority work areas to include in the Massey Matters work plan: resident
engagement (especially the diverse communities in Massey), community events as
a means for building community connectedness, and strengthening the networks
and connectedness across Massey. Massey Matters presented their ongoing work
and strategic direction to the local board at a workshop in September. This
direction was well received by the Board, subject to developing clearer outcome
measures to track the impact of Massey Matters work in the community
Maori
impact statement
19. Massey
has a significant Maori population, with 5300 (16.5%) of the population
identifying as Maori in the census 2013. A priority for Massey Matters is to
have a greater connection with Maori communities and organisations in Massey.
Recently some approaches have been made to form a relationship with Piringatahi
o te Maunga Rongo Marae in West Harbour. Papa Fred Holloway has agreed to
provide his support and advice as kaumatua to Massey Matters to be more
responsive to and welcoming of Maori.
Implementation
20. Should the local board agree to the recommendations in the report,
staff and portfolio holders will work with Massey Matters to develop more
detailed outcomes and measures for the work programme using a Results Based
Accountability framework. It is envisaged that Massey
Matters governance and staff will meet with the local board at least twice
during the year to report on progress made implementing the work programme.
21. 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 Henderson-Massey will have the primary
responsibility for liaising with Massey Matters to implement the work
programme. Expertise may also be available from the Community Practice Hub in
the Community Empowerment Unit to assist Massey Matters implementing specific
initiatives
Attachments
|
No.
|
Title
|
Page
|
|
aView
|
Attachment A - REPORT ON MASSEY MATTERS’ WORK
PROGRAMME 2014-15 Outcomes and Achievements
|
25
|
Signatories
|
Authors
|
Paul Prestidge - Community Development Programme
Manager
Sarah Zimmerman - Community Funding Advisor
|
|
Authorisers
|
Graham Bodman - Manager - Community Development, Arts
and Culture
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
ATTACHMENT A
REPORT ON MASSEY MATTERS’ WORK PROGRAMME 2014-15
Outcomes and Achievements
|
Strategic Objective
|
Activities
|
Outcome
|
Update July-September
2014
|
Update Oct 2014 – June
2015
|
|
Communicating
|
Newsletter - 6 issues of newsletter
Post card Project – Introducing and naming the new
Hub
|
Massey Matters knows and
understands the Massey community and the community is better informed of
local issues, organisations/services and events.
|
1 issue of newsletter
printed and distributed in August. High School students continue to write
articles for the newsletter.
|
Bi-monthly Newsletters
issued. Distribution of 8000+ copies to local community using local groups
to deliver to letterboxes and hotspots. Massey High students continue to
write articles.
Small revenue stream through
limited community sensitive advertising.
Local orgs. Deliver to
create income streams. Eg: scouts
Postcards introducing the
Hub and asking for name suggestions with a prize draw for entries. 48 returns
|
|
Website & Facebook – regularly updated.
|
The Massey community and the
community is better informed of local issues, organisations/services and
events.
|
Continue to use website and
facebook to engage with residents and organisations and ensure information is
getting into the community
|
Facebook is being
effectively used as an immediate and effective way to engage and inform our
community of events, issues, job opportunities and services in the
community. Currently 370 ‘likes’ (followers) on the WH Hub page, 992 ‘likes’
on the MM page.
62 resident and hub user
email addresses collected at the Hub for a future bi weekly e-newsletter.
Website currently underused
due to platform not being user friendly. To be updated as part of marketing
strategy for 2015/16 as an integral part of representing the organisation and
our community to organisations, collaborative partners, agencies and funders.
|
|
Advocacy – Ensure representation at appropriate
local, regional and national forums/networks
|
The Massey community is
represented locally, regionally and nationally in pursuit of making Massey a
better place to live, work and play.
|
|
Co convene Strong Local
economies Call to Action
Attendance at Housing call
to Action
Attendance at WAVES Network
Representation on Youth
Connections Stakeholder group
|
|
Connecting
|
Massey Community Network – meets 6 times per year.
Meet the Team
|
A connected community with
the knowledge and confidence to engage, participate and take action on local
issues and services.
|
Network convened 7th August. 24 people
attended. The focus of this meeting was family violence.
|
24/10/2014 – 20 attendees
11/12/2014 – 15 attendees
12 Feb 2015 – 17 attendees
11th June 2015 -18 attendees
Information
sharing took place with discussions around the Food Bank, Leataata facility
and Sport Waitakere projects for Massey.
May to June – instigated
“Meet the Team” sessions, a chance for the community to meet the team, and
for the team to hear what com. Wants.
2 sessions at the WH Hub
10 community/org members attending.
1 organisational collaboration meeting
as result
2 residents working with hub to create
projects as a result
|
|
|
Strong Local Economies
Call to Action - co convene 6
meetings per year with Community Waitakere
|
|
Continue to co-convene this
call to action – last meeting in September – exploring the future of this
call to action, particularly in light of DIA funding for its flagship
project: Enterprising Communities coming to an end in 2015
|
The Call to Action met once
more this year in December to agree on the future of its work. A decision was
taken at this meeting that WEST would take over the convening role of what
would now become the Enterprising Communities Forum as to carry forward the
legacy of the Enterprising Communities project when funding ends in June
2015. A draft terms of reference for this group has been out together. The
inaugural meeting of the forum is planned for July 2015
|
|
Capacity Building:
Organisational Strength &
Community Strength
|
Review internal systems and procedures – February
2015
|
A strong, resilient &
thriving community with access to sustainable and locally provided services
and support.
|
Review still scheduled for
February 2015
|
Due to the change in
staffing – this is now being undertaken by the new Manager and Governance
Committee.
April – June: new staff have
been documenting process and tasks associated with their jobs. Admin
processes are being reviewed and recorded with the view to creating an
operations manual.
Policies being drafted and
passed through governance including HR processes.
|
|
|
Review Strategic Direction and Work Programme - September
2014
Review Funding Strategy – June 2015
|
|
Strategic Planning Sessions
took place in June 2014. Organisational strategic objectives reduced to 3:
Connecting, Capacity Building and Community Development Pathways – to be
presented at AGM. The HR & Employment Sub group have taken the feedback
from these sessions to inform an organisational review to support the
continued growth of the organisation. A HR Consultant has been contracted to
support the review and proposed restructure process. Consultation on proposed
restructure due to commence October 2014.
Funding Strategy was
reviewed by the Funding and Finance Sub group in August. Recommendations for
priorities for 2014-15 approved by Governance Committee September 2014.
|
Once the restructure was
complete – 5 new work programmes for each new role were drafted by the HR
& Employment Sub group. Staff are now working to these new work
programmes.
April to June: Team dev. A
focus of team building, incl. workshop with Pepe S.R from council. Many ideas
for growing the organisation and activities being generated. The restructure
has provided a good framework but is inadequate in hours. Some challenges
over two sites including lack of integrated IT and available team connectivity.
April to June: New manager
focused on understanding MM strategic objectives, outcomes and current
projects and activities. Also on understanding the different relationship and
functions of council support teams and funding channels. Met with council
teams, JR McKenzie Trust and attended a Funding workshop at Community
Waitakere
|
|
|
Massey Matters Community Fund – 2 funding rounds
per year.
Massey Matters Residents Matching Fund – 4 funding
rounds per year
|
A strong, resilient &
thriving community with access to sustainable and locally provided services
and support.
A connected community with
the knowledge and confidence to engage, participate and take action on local
issues and services.
|
Massey Matters Fund opens
1st October.
Funding Allocation Panel met
9th September. 1 application successful $500: Parents Night Out – free event
for children to support parents to have free time/date night.
|
November 2014 – 6
organisations allocated 7k.
May 2015 - 10 successful
organisations receiving funding with approx. 17k being distributed to
community projects.
Funding workshops to support
applications started March 201
Matching Fund
Nov 2014 – 3 recipients
$1500 allocated
March 2015 – 1 recipient
$500 allocated
May 2015 - 3 recipients
$1380 allocated
|
|
Facilitate the coordination of Massey School/Community
Hubs Network – work with Royal Road, Colwill and Lincoln heights Schools
Development of community Springboard programme –
training, mentoring and volunteering opportunities for local residents
Renamed BOOST
Management of West Harbour Hub – new community
facility complete December 2014.
|
|
Continue to coordinate
network of hubs – monthly meetings. The focus has been engaging with
residents and families. Continue to provide mentoring support both to the
network and to individual hub coordinators. Funding application to JR
McKenzie to support Hub coordinators declined.
West Harbour group continues
to meet on Tuesday’s and Thursdays. Collaborative project with Community
Waitakere to explore the importance of connecting within a community in terms
of reducing issues of social exclusion. Short presentation has been produced
by Curative – to be premiered in October. Evaluation of leadership programme
at West harbour completed. Funding application to JR McKenzie for further
development of the leadership programme into the Springboard programme
declined.
Massey East Sub Group meets
monthly to oversee development of hub. Work on establishing a resident led
management committee for the hub continues. A Guiding group has been
established – made up of 4 local residents who have now joined the sub group.
Work focussed on agreeing colour palette, developing Fit out funding plan and
overall business plan for the hub. Working on draft schedule 1 as part of
Licence to Occupy.
|
Network meetings and
mentoring sessions continued until new Team appointed. Relationships are now
being established with the new dedicated Community Hubs Coordinator. A
funding application to support the work in the hubs submitted to Lotteries
was approved in April - $10,000.
May – June – meeting with
Royal Rd, Colwill, and Lincoln Heights to establish how best to continue
working to establish sustainable hubs that build capacity in parents and
Funding for this work had
previously come from the Trust Community Foundation – finished July 2014.
Without dedicated funding unable to further develop the programme. The
restructure of the organisation prioritised this area of work embedding the
development of capacity building programmes in the role of the new Community
Hubs Coordinator – appointed end of Feb 2015. With the funding secured from
the Lotteries – a work plan for the capacity building programme BOOST to be
developed by the end of August 2015
West Harbour Residents group
(initially group of 5 local women) continued to meet Tuesdays and Thursdays
until 3 of its core members moved onto – 2 into employment (Pak n Save and
administrator at the West Harbour Hub) and 1 into further training –
Whanau Ara Mua programme
running from the West harbour Hub.
2 members from the residents
group have now joined the West Harbour Hub Establishment group – the interim
management group for the hub until June 2015. Terms of reference have been
put in place for this group and a budget approved by the Governance
Committee. The establishment group have developed and agreed the operational
plan which has been submitted to Council and developed a booking form and
terms and conditions of hire.
Blessing for the new Hub
took place in March, followed by the first users of the Hub – Solomon group
delivering the 34 week level 2 programme Whanau Ara Mua. Inland revenue and a
yoga class have also committed to hiring space. Funding secured from both
Lotteries ($10,000 and The Trust Community Foundation $15,000) has been used
to fit out the hub.
May – June users include:
- Yoga – average 24 attendees per week
- WAM – average ov 7.5 students per class, 3
days per week
- IRD – average 10 attendees per seminar
- Men’s Shed – fortnightly board meeting
- Focus on Jobs – began in June. 14 bookings
for the month 2-3 hours each)
- Dai Bindoff (AT) meetings – 2 meetings, av. 9
attendees
- Paula Bennett seniors’ morning tea – approx.
30 attendees
- Parents’ Night Out – approx. 15 children
attended
- Discover Church – reg. hireage
|
|
Project Management partner for Enterprising Communities
Project – developing handover plan and timetable for Massey Employment
Gateway Project and Massey Means Business.
|
|
Project Management partner
for Enterprising Communities Project – developing handover plan and timetable
for Massey Employment Gateway Project and Massey Means Business.
|
Continue to sit on the
project management group for this project – which meets monthly. Key areas of
work have included the Evaluation of the project and developing hand
over/legacy plans for the pilot projects currently managed by Enterprising
Communities. Evaluation brief drafted and Point Research appointed as
Evaluators – report due September 2015. Masset Matters established a new sub
group – Local Economic development in April to discuss the organisations
future role in local economic development and in particular the Massey based
projects: MEG and MMB. Recommendation made to Governance that WEST was best
placed to continue the strategic and contract management of these 2 projects
but that Massey Matters would sit on the project management groups for these
projects and would through their capacity building work support these
projects in Massey.
|
|
Celebrating
|
Events – Our Amazing Place Treasure Hunt scheduled
for March 2015. Two other community based events to be coordinated.
|
Sense of community well
being and pride where local people are supported to initiate and deliver
community events and activities.
|
Planning has started for
Treasure Hunt – identifying potential routes
|
Due to review and
restructure the Governance Committee took the decision to postpone the
Amazing Place Treasure Hunt as this event takes a considerable amount of
dedicated staff time to coordinate and deliver. The following events
programme was approved:
Events Workshop for the community to
provide information and guidance on running their own community events –
delivered March 2015.
Postpone the Treasure Hunt until later
in the year –November 2015
Hub Launch
June 19 Civic Launch approx.
62 attendees
June 20 Family day approx.
160 attendees
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
Community Waitakere Work Programme 2015-2016
File No.: CP2015/18230
Purpose
1. This
report is to receive the Community Waitakere 2014/2015 end of year report on
its shared work programme, and to approve and allocate funding for the
Community Waitakere 2015/2016 community development work programme for the
Henderson-Massey Local Board.
Executive
Summary
2.
Community Waitakere Charitable Trust is predominantly a community development
organisation which also undertakes environmental initiatives. Community
Waitakere has had a shared work programme and funding agreement with Auckland
Council and its predecessor, Waitakere City Council, since 2006.
3. In
2014/2015 Community Waitakere agreed a shared work programme with the
Henderson-Massey, Waitakere Ranges and Whau Local Boards. A report on the work
undertaken to meet the deliverables of this work programme is attached
(Attachment A).
4. The
Henderson-Massey Local Board has set aside funding in its 2015-2018 locally
driven initiatives (LDI) budget to continue this work programme. This report
outlines the proposed Community Waitakere 2015/2016 community development work
programme for the Henderson-Massey area, and recommends the funding allocation
of $86,000 to support this work programme.
|
Recommendation/s
That the Henderson-Massey
Local Board:
a) Receive the
Community Waitakere 2014-15 end of year report as outlined in Attachment A.
b) Endorse the
Community Waitakere 2015/2016 work programme for the Henderson-Massey Local
Board as outlined in Attachment B.
c) Approve
funding of $86,000.00 for the Community Waitakere 2015/2016 work programme,
from the local board’s Locally Delivered Initiatives (LDI) budget allocation
for 2015/2016, against the following budget lines:
i) Neighbourhood
Development $74,000.00
ii) Community
Capacity Building and Governance $12,000.00
subject to the finalisation of a funding
agreement.
|
Comments
5. Community
Waitakere Charitable Trust is predominantly a community development
organisation which also undertakes environmental initiatives. Community
Waitakere began as the West Auckland Council of Social Services and has
continued to work as an umbrella organisation for West Auckland community
organisations to grow their capabilities and ensure they are thriving, well
informed and actively engaged in decision making and community activities.
6. Community
Waitakere has had a shared work programme and funding agreement with Auckland
Council and its predecessor, Waitakere City Council, since 2006. In 2014/2015
Community Waitakere agreed a shared work programme with the Henderson–Massey,
Waitakere Ranges and Whau Local Boards. A report on the work undertaken to
meet the deliverables of this work programme is attached (Attachment A).
7. During
2014 the Henderson-Massey, Whau, 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, supported a partnering approach,
and provision for ‘quick response’ funding (Jones, C. and Cessford,
G. 2015. Waitakere Trusts Review).
8. Council
is in the process of implementing an Empowered Communities Approach. This will
increase the demand on community capacity-building organisations such as such
as Community Waitakere to support neighbourhood initiatives and smaller local
community groups.
9. In
2015/2016 the Henderson-Massey, Whau, and Waitakere Ranges 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 a contribution to ‘west-wide’ initiatives and
programmes.
Report
on 2014-2015 work programme
10. 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:
training
workshops, mentoring and support to community organisations and workers. These
workshops were usually run from the Community Resource Centre in Henderson, and
attended by a wide range of community organisations and workers across the
Henderson-Massey area.
Growing
Community Leaders programme. Participants included emerging community leaders
from across the Henderson-Massey area
support
for neighbourhood development initiatives. Community Waitakere has been a key
agency involved in Safer Henderson initiatives and the Love Hendo celebration
open
door days and community forums, many of which were held at the Community
Resource Centre
e-news,
community noticeboard and website information, providing information from, and
accessed by community organisations and residents across the Henderson-Massey
area.
11. Community
Waitakere had a number of organisational changes during 2014/2105, 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
12. The Community
Waitakere 2015/2016 community development work programme (Attachment B) aligns
to the respective local board plans and outcomes, as set out in the current
Local Board Plans. The particular outcome in the current Henderson-Massey Local
Board Plan that guides the Community Waitakere work programme is:
A community where we know our
neighbours, work together on issues and value diversity
The plan includes several relevant
sub-outcomes that inform aspects of the work programme:
Strengthen governance capacity in our
community and recreational organisations through training, mentoring,
succession planning and early identification of potential leaders
13. Many
of Community Waitakere’s core programmes and services focus on strengthening
community organisations and community leadership.
Our community organisations get
involved at street level and work to meet the needs of local communities
14. The
basis of the neighbourhood development initiative is resident-based
neighbourhood engagement at a street level in the Lincoln North / Pomaria area.
15. Community
Waitakere’s Henderson-Massey community development work programme for 2015/16
comprises specific initiatives in the Henderson-Massey area, while maintaining
a range of activities and services that have a wider benefit across West
Auckland. The work programme is attached (Attachment B). Key aspects for
Henderson-Massey are summarised below
supporting resident and neighbourhood development in Lincoln North / Pomaria
area by facilitating resident engagement, community asset mapping and resident
led community planning.
contributing to the Safer Henderson Town Centre plan. Community Waitakere is
scoping a community skills sharing hub to be funded separately, and could take
on an overall coordination and facilitation role for the initiative.
Community Leadership Programme: The ‘leading in your community’ programme
grows the capability, connectedness and confidence of emerging community
leaders
Community Capacity building and training workshops – a series of half day
training events. Community Waitakere also hosts community workshops, the Chief
Executive round table and various networking events that strengthen the
connectedness between, and capacity of community organisations in West Auckland
managing the Community Resource Centre in Henderson, providing training
workshops, information including e-news, community meeting spaces and
networking opportunities.
16. The
Henderson-Massey Local Board is working with community organisations, including
Community Waitakere, to implement a results-based accountability (RBA)
framework in order to gain better information on the impact of the work
undertaken by community organisations in the Henderson-Massey area. It is
envisaged that specific outcomes, deliverables and performance measures will be
developed using this framework, and included in the Community Waitakere funding
agreement and reporting requirements.
Funding allocation
17. The
Board has designated funding of $74,000 in its Locally Delivered Initiatives
(LDI) neighbourhood development budget for the next three years, 2015-2018, for
Community Waitakere core services, and the Henderson Community Development
project. The local board also allocated funding for Community Waitakere from
its LDI budget line ‘community capacity building and governance’.
18. At
the local board workshop to discuss the Community Waitakere work programme, it
was suggested the sub-items within the Neighbourhood Development LDI budget be
reversed to reflect the greater value (and cost) of the core work programme,
which includes the operation of the Community Resource Centre. Conversely, for
the 2015/2016 year, the value of the neighbourhood development initiative in
this initial phase is possibly less than the $43,000 allocated, with the work
programme not signed off until October.
19.
For 2015/2016, it is proposed that the funding for implementing the Community Waitakere
work programme comprises the following budget allocations:
|
Budget
|
Amount
|
|
Community Waitakere work programme
|
$44,000
|
|
Henderson Community Development
|
$30,000
|
|
Sub-total Neighbourhood Development budget
|
$74,000
|
|
Capacity building and
Governance
|
$12,000
|
|
Total
|
$86,000
|
20. Community
Waitakere received a transitional grant of $20,000 in September to enable it to
maintain its services while the work programme and associated RBA framework and
measures were being developed with the Local Board.
Consideration
Local
Board views and implications
21. The
Henderson-Massey Local Board held a workshop with Community Waitakere in
September to discuss its draft work programme, and the local board’s priority
areas for Community Waitakere’s community development work in Henderson-Massey.
These priorities are reflected in this report. The local board has also
indicated its intention to develop a results-based accountability framework
with Community Waitakere, and establish outcome measures to include in the
funding agreement and report for the 2015/2016 community development work
programme.
22. The
Henderson-Massey Local Board has signaled that it seeks to strengthen its
direct relationship with Community Waitakere. It is envisaged that the
Community Waitakere Board and Henderson-Massey Local Board members will meet
six-monthly; this is in addition to the operational relationship with Community
Waitakere management and staff.
Maori
impact statement
23. Henderson-Massey
Local Board area has 15% Maori population, compared to Auckland’s 10% (census
2013). This proportion is higher in the Lincoln North area (18% Census 2013).
The neighbourhood development programme will have a particular focus on
engaging with Maori. This, together with the general deliverables in the work
programme, contributes to wellbeing for Maori residents in the area by
Community Waitakere. Across West Auckland, at least one of the open door community
days will be at, and co-hosted by Hoani Waititi Marae, with the purpose of
strengthening the relationship between the marae and wider community.
Implementation
24. Under the new Community Empowerment unit, the Strategic Local Broker
for Henderson-Massey will have the primary responsibility for liaising with
Community Waitakere to implement the work programme. Expertise may also be
available from the Community Practice Hub in the Community Empowerment Unit to
assist Community Waitakere implementing specific initiatives.
Attachments
|
No.
|
Title
|
Page
|
|
aView
|
Attachment A Community Waitakere 2014-15 End of Year
Report
|
41
|
|
bView
|
Attachment B Community Waitakere 2015-2016 work
programme for Henderson-Massey Local Board
|
45
|
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
|
|
Henderson-Massey
Local Board
15 October
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
|
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.
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
|
ATTACHMENT B: Community Waitakere’s work programme
(Henderson-Massey) 2015-2016
|
|
What we are trying to achieve – connected, thriving
and sustainable residents and community organisations in Henderson-Massey
Community Waitakere has provided
support to and advocated for the community sector in West Auckland for more
than 30 years. We build capability and capacity in the sector, we support
neighbourhood development and we work to connect community groups and to help
ensure they can engage with issues and have their voice heard. We work
alongside Council in three Local Board areas, Henderson-Massey, Waitakere
Ranges and Whau. The way we work is closely aligned with the Empowered
Communities Approach and we look forward to this approach being rolled out
across Council as a whole.
|
|
Community
Waitakere strategic direction
|
Henderson-Massey
Local Board priorities
|
Projects
and programmes
|
|
Leadership
Community
Waitakere fosters local leadership so that neighbourhoods and community
organisations are resilient and sustainable.
|
Vision:
Creating the world’s most liveable city at the local level;
Our
community
organisations
will strengthen their role as the heart of our
neighbourhoods
and deliver locally grown services and solutions.
Outcome:
A community where we know our neighbours, work together on issues and value
diversity;
Community
development driven by the community
Strengthen governance capacity in
our community and recreational organisations through training, mentoring,
succession planning and early identification of potential leaders
Our community organisations get
involved at street level and responding to the needs of local communities.
People
feel safe in our area
|
Catalyse and support
neighbourhood development in Lincoln North
The local board have
identified Lincoln North as a priority neighbourhood for resident-led placemaking.
Community Waitakere will facilitate community placemaking initiatives in
Lincoln North, for example physical placemaking, events, markets and ‘pop up’
activities, engagement processes. The main aim of placemaking is to build a
sense of community, local pride, identity and connection, as outlined in
Auckland Council’s “Communities shaping their places – A good practice
resource 2015”.
Community Waitakere will
help people make positive changes within their neighbourhood. We will do this
through:
Asset mapping to identify
physical, social and cultural assets in Lincoln North
Working with groups to explore:
·
What’s important to them
·
The ways it can change
·
The part they can play
·
The ways to care for it
Building relationships with key
stakeholders at local schools; Pomaria Primary School, Waitakere College,
Liston College, St Dominic’s College, Te Akoranga Playcentre, Henderson North
School, Henderson Intermediate to identify any potential areas for
collaboration
Scoping opportunities for active
play and public engagement in local green spaces; Glen Norman Reserve,
Fairdene Reserve, Kingdale Reserve, Alan Reserve, Featherstone Park,
Riverpark Reserve
Getting people together at
neighbourhood events to create a greater sense of belonging and a stronger
sense of local identity:
·
Street BBQs
·
Neighbours Day Aotearoa 2016
·
Our Amazing Place Community Treasure Hunt
·
Community plantings and clean ups
·
Random Acts of Kindness Day
|
‘Leading
in Communities’ programme |
This programme grows the
capability, connectedness and confidence of emerging leaders from across our
diverse community. One programme will be tailored for the Henderson-Massey
area, delivered in 2016. 12-15 participants learn and practice leadership
skills, tools and values in a group setting. Community Waitakere host the
course and bring in guest presenters. This
programme fosters strong, skilled leadership so that neighbourhoods and
community organisations are more socially, economically and environmentally
resilient and sustainable. Community Waitakere provide ongoing engagement and
support for participants and seek opportunities for participants to continue
their learning and development.
|
Capability
building programme
12 half-day training courses delivered primarily at the
Waitakere Community Resource Centre in Henderson. Topics include building the
governance and organisational capability of community organisations e.g.
through successful projects, budgeting, better communication, managing
stress, time management, effective evaluation and developing a successful
board.
|
|
Individual and
organisation development
Coordinate skills
development sessions, tailored on request for individuals and community
organisations (cost of actual training at group’s expense). Dedicated areas
of development may include professional and peer mentoring and governance
coaching – Community Waitakere’s role will be to identify need and match with
appropriate professional providers.
|
|
Digital information hub
Our e-noticeboard has over
900 subscribers reflecting the diverse communities of West Auckland. It
provides a one-stop source of news, events, updates and invitations enabling
the community sector to efficiently remain joined up and informed.
|
|
Connection
Community
Waitakere connects neighbourhoods, community organisations, local business
and government, maximising opportunities to deliver desired community
outcomes.
|
Meeting and working
spaces for community organisations
Management and
administration of the Waitakere Community Resource Centre. The Centre
provides affordable office space, meeting room space and back-office
services. Current tenants and regular users include Waitakere Ethnic Board,
Barnados, Bethany Healing, New Zealand Blind Foundation, New Out West network
and Women’s Wellness.
|
|
Open Door Days
Quarterly organisational networking
sessions for people working within Henderson-Massey’s community sector,
co-hosted with local community organisations where appropriate. Open Door
Days are interactive and catalytic and attract a diverse range of
representatives from community, health, disability, family services,
environmental, social services, central and local government and beyond.
|
|
Chief Executive
Roundtable
A forum for managers and
chief executives of community and service agencies to collaborate and quickly
identify emerging issues, challenges and opportunities. The sectors
represented at the Roundtable include arts, health, family violence, sport
and environment. Chairs and portfolio holders will be invited to attend
meetings as appropriate.
|
|
Representation to
regional refugee and migrant bodies
Providing strategic
guidance for the ARMS and ARCC partnership projects including WISE Collective
and Safari Multicultural Playgroups. The benefits include two-way information
flow and representing West Auckland views and priorities to a regional body
and being updated on refugee and migrant activities occurring elsewhere in
the region.
|
|
Co-leading NGO social
wellbeing campaigns
Contributing to the working
groups for annual events such as White Ribbon Day and Spotlight on Housing
West Auckland.
|
|
Issues-based
forums
Two to
four forums on topical issues for workers from across the community sector to
receive briefings, build organisational connection, capacity and alliances.
Past workshops have included local alcohol policy, synthetic cannabis and
inequality.
|
|
Individual and
organisation development
Coordinate skills
development sessions, tailored on request for individuals and community
organisations (cost of actual training at group’s expense). Dedicated areas
of development may include professional and peer mentoring and governance
coaching – Community Waitakere’s role will be to identify need and match with
appropriate professional providers.
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
Westgate Multipurpose Facility Update
File No.: CP2015/19992
Purpose
1. To seek the endorsement of the
Henderson-Massey Local Board for the July 2015 updated plans to achieve a
Multipurpose Facility – integrated library and community centre, to be located
in the Westgate Town Centre.
Executive
Summary
2. At its 17 July 2014 business
meeting, the Henderson-Massey Local Board passed the following resolution with
regards to the proposed Multipurpose Facility:
Resolution number HM/2014/108
MOVED by Deputy Chairperson SP Henderson, seconded by
Member BA Brady:
That the Henderson-Massey Local Board:
a) Adopts the updated plans for the Multipurpose Facility
- integrated Library and Community Centre dated June 2014 (Attachment A).
b) Approves the project to progress to tender and
construction phase.
c) Requests officers investigate the accommodation of the
Massey Citizen Advice Bureau at the multipurpose facility and report their
findings back to the board's 18th September meeting.
CARRIED
3. Plans were further updated to
reflect outcome of discussions to enhance services delivery housed in the
proposed Multipurpose Facility - integrated library and community centre.
4. The proposed facility will cater
for the long term needs (10 years) retaining the original building footprint,
high quality materials and finishes, look and feel and building Green Star
aspirations.
5. A Multipurpose Facility will
enable smarter use of Council asset as well as realising a multipurpose hub for
the community and achieving significant operating cost (Opex) savings.
6. The North West is one of eight
priority areas in Auckland Plan. It is assumed that North West will continue as
a priority area until the needs are reasonably met.
|
Recommendation/s
That the Henderson-Massey
Local Board:
a) Adopts the further updated
plans for the Multipurpose Facility - integrated library and community centre
dated July 2015 (Attachment A).
b) Approves the project to
progress to tender and construction phase.
|
Comments
Project Status Update
7. In April 2014 discussions
between CDAC/Libraries/City Transformation/Community Policy and Planning took
place to consider greater opportunities for integrated library and community
centre
8. In June 2014 plans for an
integrated centre were updated and presented to the local board
9. In July 2014 Local Board adopted
updated plans
10. In October/November 2014
availability of full budget was confirmed
11. In February 2015 further
technical and functional requirements were confirmed
12. In April 2015 resource consent
was obtained
13. In August 2015 detailed design
was updated
Project scope
14. The integrated Multipurpose
Facility will include:
Library spaces
Integrated Arts
Children's Multipurpose
Area
Community multipurpose spaces:
Digital and Creative Hub
(Maker space, digital space, music rooms)
Business Innovation Hub
Food Hub (Kitchen and
community garden)
Event Hub (Large
Cultural/Multipurpose Space - capacity approx. 250 or 2x125)
Meetings rooms (small,
medium, large)
Large Foyer/Multiuse space
(i.e. exhibitions, meetings)
Storage
Citizen Advice Bureau spaces
External public toilets
Benefits of a Multipurpose
Facility
15. Integration rather than co-location
of facilities
16. Realising a multipurpose hub for
the community will enable:
High quality multipurpose
facility accessible to the community
Provision of multiple
educational opportunities
Engagement of wider range
of age groups and ethnic communities
Social engagement and
stronger community networks
17. The Multipurpose Facility caters
long term needs (Library and Community Centre in the next 10 years)
18. The proposal meets community need
identified in public consultation undertaken by Community Policy and Planning.
19. A Multipurpose Facility achieves
smarter use of Council assets:
Flexible rather than
exclusive use of space
Avoid duplication of
services offered to community
Maximising use for longer
hours plus increased activation and engagement with town square
20. The proposed integrated facility
retains:
Building footprint
High quality materials and
finishes
Look and Feel
Building Green Star
aspirations
21. The proposed Multipurpose
Facility demonstrates a collaborative Council cross-department approach to
respond to community needs and to plan and build Council assets.
22. Former library and community
centre projects had a budget shortfall and were at serious risk under long-term
plan review
23. Operating one building instead of
two buildings will enable realising significant Operating cost (Opex) savings.
Next Steps
24. The following are indicative
timeframes:
Building Consent: October
2015
Tender for Construction:
November/December 2015
Construction: Early 2016
Opening: Mid-2017
25. Areas requiring further
investigation are:
Operational models:
Libraries and CDAC are progressing discussions to determine the best
operational model that would respond to the nature of shared spaces.
Operating cost (Opex): Once
the operational model is confirmed, further work is required to update
operating cost for the Multipurpose Facility.
Other facilities and needs:
Other facilities such as an Aquatic Centre and Sport and Recreation Centre are
not covered by this report and further investigation is required to respond to
these needs.
Also further investigation
is required for the redevelopment of current facilities (i.e. current Massey
Library).
Consideration
Local
Board views and implications
26. At its 17 July 2014 business
meeting, the Henderson-Massey Local Board adopted the updated plans for the
Multipurpose Facility - integrated library and community centre dated June
2014.
27. A local board workshop was held
on 28 July 2015 and proposal for the further updated plans for the Multipurpose
Facility were presented for discussion.
Māori
impact statement
28. Council staff are currently
working with Te Waka Angamua – Maori Strategy and Relations department on a
continuing engagement process with local iwi groups. It is not anticipated that
the development of the Westgate Multipurpose Facility will have an adverse
impact on Maori.
Implementation
29. The North West is one of eight
priority areas in Auckland Plan. It is assumed that North West will continue as
a priority area until the needs are reasonably met.
Attachments
|
No.
|
Title
|
Page
|
|
aView
|
Westgate_MPF_UpdatedPlans_20150903
|
47
|
|
bView
|
Westgate_MPF_LBpresentation_20150724
|
51
|
Signatories
|
Authors
|
Rodrigo Pizarro - Project Manager - Major and Special
Projects
Tim Watts - Manager Built Environment
|
|
Authorisers
|
Darryl Soljan - Manager Customer Experience - North
& West Libraries
Kevin Marriott - Manager Community Facilities
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
Local Economic Development Action Plan
File No.: CP2015/20178
Purpose
1. To seek adoption of the
Henderson-Massey Local Economic Development Action Plan.
Executive
Summary
2. The
Henderson-Massey Local Economic Development Action Plan has been developed
following consultation with a wide range of key stakeholders. Stakeholders have
identified a number of challenges and opportunities within the Henderson-Massey
economy and these have helped shape the actions within the plan.
3. Local boards
have an important role to play in supporting local economic development.
Development of an action plan provides a mechanism to identify local economic
development issues and opportunities, and scope and implement initiatives in
response.
4. A draft plan
was produced after consultation with a wide range of stakeholders. This draft
was approved by the local board for final consultation with stakeholders at a
workshop on 2 July 2015.
5. This report
details the final amendments made to the draft action plan following the final
consultation with stakeholders.
6. The board is
now being asked to adopt the Henderson-Massey Local Economic Development Action
Plan.
7. Once
approved, officers will develop project scopes for priority projects for year
one of the action plan (2015/16), including individual project plans and
budgets. These will be brought to the board for approval, noting that those
projects can only proceed if funds are allocated.
|
Recommendation/s
That the Henderson-Massey
Local Board:
a) Adopts the Henderson-Massey
Local Economic Development Action Plan (attachment A).
|
Comments
Background
8. The
development of a local economic development action plan for the
Henderson-Massey area was included in the Economic Development portfolio work
plan in 2014.
9. The
Henderson-Massey Local Economic Development Action Plan supports the Auckland
Plan, Auckland’s Economic Development Strategy (EDS) and the Henderson-Massey
Local Board Plan. It is structured into sections that align with the five
priorities and cross cutting themes of the Auckland Economic Development
Strategy.
10. The action
plan will provide a framework to guide local actions in Henderson-Massey for
the next three to five years. It provides a mechanism for the local board to
engage with individuals and organisations delivering economic development
initiatives and also the wider Henderson-Massey business community.
11. The action
plan contains a set of actions for inclusion in future local board agreements
and the next long term plan. The action plan will form the basis of the annual
local economic development work programme and will be reviewed annually to
agree priorities for the forthcoming financial year.
Consultation and feedback
12. Consultation
has been undertaken with the following key stakeholders: Auckland Council
(Economic Development, Community Development Arts and Culture, Local Board
Services, Planning North / West, City Transformation, Community, Policy &
Planning, Te Waka Angamua, Unitary Plan), ATEED, Auckland Transport, COMET, Iwi
and Mataa Waka, Business Improvement Districts (Te Atatu Peninsula), Business
Associations (Henderson Lincoln Road), West Auckland Business Club, Ministry of
Education, Unitec, Auckland West Vocational Academy, Corban Estate Arts Trust,
Te Wananga o Aotearoa, WDHB, Massey Matters, WEST, Community Waitakere,
McLaren Park Henderson South Trust, Youth Services West, Salvation Army.
13. Consultation
informed the draft Henderson-Massey Local Economic Development Action Plan that
went to a local board Workshop on 2 July 2015. At that workshop the local
board approved the draft for circulation with stakeholders for final comments.
14. Following
receipt of final stakeholder comments a number of minor amendments to the
version seen by the local board at the 2 July 2015 workshop have been made:
Introductory
text:
o Page 8 –
A short sentence on Ranui added.
o Page 8 –
Massey Means Business reference added.
o Page 8 –
Notes the contribution of Te Whānau O Waipareira to the Henderson-Massey
Local Board area.
o Page 8 –
Further detail on Youth Connections projects and #West Workready added.
o Page 10
– The need to advocate for transport improvements added
o Page 13 –
A wider range of potential year one projects the local board might like to
support has been included. These can be discussed at a workshop after the plan
is approved.
Action
Plan (Appendix 1):
o Action 1.11
– Acknowledges work already underway on the buy-local campaign.
o Action 4.1
– Deleted reference to supporting Strong Local Economy group as supporting
coordination of employment and skills activity more generally is already
referenced.
o Action 4.2
– Added Community Waitakere as an interested party and referenced the CED
Network West Auckland.
o Action 4.4
– Changed from support for a generic youth focused employment programme to
reference the #WEST Workready programme which has already been supported by
Henderson-Massey Local Board and could be supported again if shown to be effective.
o Action 4.7 –
Added emphasis on the recommendation the Henderson-Massey Local Board engages
with and is supportive of Auckland West Vocational Academy (AWVA).
o Action 4.8
– Minor word change proposed by ZEAL to capture their activity more fully.
o Action 5.5 –
Added ‘Consider re-establishing the North West community meetings to enable
North West stakeholders to be better informed and in a better position to plan
for future employment opportunities in the developing areas)’.
o Action 5.6
– Idea of exploring development of a hub in which organisations can
collaboratively meet the needs of young people for skills and employment
support.
o Action 6.3
– Te Whānau O Waipareira noted as an interested party. Note further
engagement with Te Whānau O Waipareira is required by the local board to
identify areas of shared interest and potential for collaboration.
Glossary
o Reference to
Auckland Council Property Limited (ACPL) altered to reflect the creation of
Pānuku Development Auckland.
Consideration
Local Board views and implications
15. Henderson-Massey
Local Board members have been kept up to date with and involved with the
development of the local economic development action plan. A draft action plan
was presented to a local board workshop on 2 July 2015 and feedback from the
workshop has been incorporated. This draft was distributed to stakeholders for
final consultation and comments
16. While some
actions are underway already and some do not require funding to deliver there
are a significant number of actions that the local board would need to fund in
order to see them delivered.
17. Once this
final Henderson-Massey Local Economic Development Action Plan is approved, the
local board will need to prioritise the actions it wishes to support and fund
in this financial year. This can initially be subject of a future local board
workshop.
Māori impact statement
18. The
opportunity to identify areas of shared interest was provided to Te Kawerau a
Maki, Ngati Whatua O Orakei, Ngati Whatua O Kaipara and Te Whānau O
Waipareira
19. Te Kawerau a
Maki indicated that the plan reflects potential areas of shared interest. To
progress this the local board would need to take some time to get a full
picture of this from the Trustees, and allow time for them to formalise this
into policies.
20. Similarly Te
Whānau O Waipareira noted the need for deeper engagement with the local
board to identify areas of shared interest.
21. The local board would need to
resource further engagement with mana whenua and mataawaka to progress areas of
shared interest more fully.
Implementation
22. The action
plan will form the basis for the local economic development work programme for
the local board. A potential work-programme with resource requirements and
draft work programme for 2015/16 will be discussed with the local board at a
workshop and subject to approval of any funds required activity will be
delivered.
23. In June 2016,
the Local Economic Development team will hold a planning workshop with the
local board. At the workshop there will be a review of the action plan,
completed actions will be removed and new ones added. The revised action plan
will then be finalised as the local economic development work programme for the
next financial year (2016/17).
Signatories
|
Authors
|
Jonathan Sudworth - Local Economic Development Advisor
|
|
Authorisers
|
Glenn Boyd - Relationship Manager
|
Attachments
|
No.
|
Title
|
Page
|
|
aView
|
Henderson-Massey Local Economic Development Action
Plan
|
79
|
Signatories
|
Authors
|
Inge Vergroesen - Democracy Advisor
|
|
Authorisers
|
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
Project Twin Streams Infrastructure Auckland
carry-forward CAPEX 2015/2016 financial year
File No.: CP2015/20459
Purpose
1. To seek
approval from the Henderson-Massey Local Board for expenditure of the remaining
legacy Infrastructure Auckland grants funding for Project Twin Streams’ CAPEX
of $104,501 for the 2015/2016 financial year.
2. This is part of
the total CAPEX funding of $290,423 for Project Twin Streams which is shared
with the Waitākere Ranges Local Board.
Executive
summary
3. Project Twin Streams (PTS) is a 10+ year large-scale
catchment-based environmental restoration and stormwater management project funded by a legacy Infrastructure Auckland (IA) grant. This
report seeks the board’s approval for expenditure of the final carry-forward of
the remaining grant funding to complete Phase 1 of PTS.
4. PTS Phase 1 is delivered across Henderson-Massey and Waitākere
Ranges local board areas but is managed as one project. When the budget was
reallocated from the governing body to the local boards it was split between
the boards on the basis of the percentage of stream length within each local
board area - Henderson-Massey 63 percent and Waitākere Ranges 37 percent. However while the total carryforward is correct ($290,242) the
split between the boards has been accidentally reversed in the 2015/2016
financial year. This error has no impact as the project is managed as a whole
within the total funding envelope.
5. Last year, PTS
key achievements included:
Development
and delivery of community water quality monitoring (Wai Care) programme across
PTS areas;
Transitioning
management of PTS establishment areas from Infrastructure and Environmental
Services to Parks, Sports and Recreation for ‘asset maintenance’ working with
PTS community organisations and contractors;
Over
19,500 plants planted, more than 1,000 events held and around 9,000 volunteers
spent over 17,000 hours working on restoration; and
PTS chosen
as a Finalist in 2015 Morgan Foundation New Zealand Riverprize.
6. The final year of IA CAPEX funding will go
towards:
citizen
science and restoration programme delivered by the four PTS community
organisations;
a
synthesis of past monitoring and evaluation data and reports; and
community
restoration and/or other projects to be developed with the two local boards.
|
Recommendations
That the Henderson-Massey
Local Board:
a) Notes
the key achievements and outcomes of Project Twin Streams 2014/2015
b) Approves the allocation of CAPEX expenditure of $104,501 for the 2015/2016 financial year
towards:
i) Community
education, monitoring and information collection
ii) Evaluation
and monitoring synthesis, including additional data and information gathering
iii) Support for community-driven initiatives, to be identified, to
improve stream and waterway health.
|
Comments
Background
7. Project
Twin Steams (PTS) sought to address the negative impacts associated with urban
development originally in Henderson Creek, Oratia, Opanuku, Swanson and
Waikumete Streams. It aimed to improve stormwater quality, promote ecosystem
rehabilitation and implement flood mitigation through the removal of properties
within the flood plain and revegetating 56kms of stream banks with native trees
and shrubs.
8. This
(“Phase 1”) work has largely been funded via a grant from Infrastructure
Auckland (IA). A carryforward of $290,423 is the last of the IA grant to
complete the project (establishment) this year and is being managed by the
Infrastructure and Environmental Services Unit (I&ES). Most of the work
completed as part of this first phase has transitioned into maintenance. Parks, Sports and Recreation (PS&R) have
a budget of $984,889 (also split between Henderson-Massey and Waitākere
Ranges local boards) for this maintenance work for 2015/2016.
9. PTS Phase 1 is delivered across Henderson-Massey and Waitākere
Ranges local board areas but is managed as one project. When the remaining
budget was reallocated from the governing body to the local boards (2013/2014)
it was split between the boards on the basis of the percentage of stream length
within each local board area - Henderson-Massey 63% and Waitākere Ranges
37%. However this year, while the total carry forward
is correct ($290,423) the split between the boards has been reversed in the
2015/2016 financial year. This is not problematic as long as the project
continues to operate as one whole.
Key achievements
& Outcomes from 2014/2015
10. The
I&ES department has worked with Wai Care and the following community
organisations; Community Waitākere,
Ecomatters Environment Trust, McLaren Park Henderson South and Te
Ūkaipō; to develop a community water quality
monitoring programme across multiple sites across the PTS area. Water quality
testing has been done at these sites quarterly with community groups, and the
data collated and uploaded to the Wai Care website. All four annual sampling
occurs within the same week by different groups across the PTS area. Each
organisation has been trained by Wai Care to conduct both water quality and
ecology monitoring using Wai Care methodology.
11. I&ES
has also worked closely with PS&R to ensure a smooth transition of the
Project Twin Streams (CAPEX) established assets from I&ES to PS&R for
ongoing (OPEX) ‘asset maintenance’. PTS community organisations (as well as
contractors) are involved in ‘asset maintenance’ and funding agreements with
PS&R for the provision of both physical and social asset maintenance
(created through IA grants funding) have now been signed with all four
community organisations.
12. The
community planted over 19,500 plants over financial year 2014/2015, and
community organisations held more than 1,000 PTS related events and around
9,000 volunteers spent over 17,000 hours working on PTS restoration work
throughout the PTS area.
13. PTS
was approached by the Morgan Foundation to enter the 2015 Riverprize national
competition and was recently selected as one of four 2015 Morgan Foundation New
Zealand Riverprize Finalists.
Other highlights from the Henderson-Massey Local
Board area:
14. PTS
worked with Bruce McLaren Intermediate School to develop a school Art Trail
that explores the history of the area, its cultural landscape and the
importance of the local stream to local identity. The Art Trail includes seven
large art pieces on the school property.
15. PTS
worked with Henderson South Primary School to develop an entrance way to their
school Nature Trail.
16. PTS
coordinated with the local boating community to organize the annual Boatie’s
Clean Up on the Henderson Creek. 33 bags of rubbish were collected and removed
from the Henderson Creek at this event.
Work Programme
Summaries - current financial year 2015/2016
17. The Henderson Catchment has been identified as a regional priority
for further work by the I&ES department. Regional investment in PTS “Phase
2” will take a whole catchment approach with the aim of improving stream and
harbour health. Phase II will build on the methodologies, human and social
capital developed as part of Phase 1 to better understand the state of Henderson
Catchment. This information will be used to prioritise interventions to
further improve stream health within the catchment. .
18. The proposed work programme for the carryforward includes through
three components:
Citizen science and restoration packages delivered by the four
community organisation partners - Community Waitākere, Ecomatters
Environment Trust, McLaren Park Henderson South and Te Ūkaipō;
Summary
and synthesis of all past monitoring and evaluation data and reports; and
Community
restoration and/or other projects to be developed with the two local boards.
Citizen Science &
Restoration
19. The
citizen science package includes the delivery of water quality and ecology
monitoring, regeneration plot surveys and bird counts. This will allow for
increased understanding of the current state of PTS Phase 1 area stream health,
which can subsequently be compared to baseline information from 2004.
20. The
procurement for this piece of work is well progressed. The funding agreements
with the four community organisations have been scoped and priced by the
organisations. The funding agreements are currently awaiting sign-off to
proceed.
Monitoring &
Evaluation Synthesis
21. A
synthesis report will bring together all known monitoring and evaluation
information for PTS Phase 1 into one document. This will allow for easy access
to the information and clearly demonstrate how water quality and stream health
has changed over time. The synthesis report will include a gap analysis and
recommendations for filling gaps. Some provision has also been made for
additional data collection to fill identified gaps.
22. The
procurement for the synthesis report is currently being scoped by I&ES and
will be sent out to tender as soon as approval of expenditure is received.
This information combined with the
citizen science package of work will increase our overall understanding of the
effectiveness of PTS Phase 1 in meeting water quality and stream health
objectives.
Community Projects
23. Both
local boards have indicated their desire to support other community water
quality projects within the catchment. It is proposed that some funding is set
aside for further scoping with the board to identify appropriate
community-based projects to be supported.
Given that riparian
establishment requires a three year investment of CAPEX, the development of
these community restoration projects will need to consider ongoing resource
requirements. Depending on the projects supported, this may be up to $10,000
per annum for a further two years. Some provision for this can be made in the
regional budget.
Regional Funding of
Sediment Monitoring
Along with the IA carry-forward, regional
CAPEX of $100,000 has been allocated to Henderson Catchment. The work
programme for this budget line is focussed on increasing our understanding of
the whole Henderson Catchment through a sediment investigation in the foothills
and installation of long-term sediment monitoring sites.
Budget Allocation for
Approval
24. Table
One, below summarises the proposed activities and intended allocation of funds
to fulfil the remaining requirements of the (IA) grants funding of PTS for
2015/2016. The IA-funded PTS establishment project continues to be managed in
this final year as one whole project by I&ES, hence the work programme
cannot be split by board.
Table One: Proposed activities and
allocation of funds for PTS 2015/2016
|
Budget
|
For
|
Outputs
|
|
$160,000
|
Citizen
science and restoration delivered through contracted community organisations
|
Community-based
monitoring across Henderson stream reaches, for water quality and ecology
(Wai Care), regeneration plots and bird counts
Education
and/or other events to be carried out with the community at each monitoring
event
Contribute to
a stakeholder analysis for the catchment
Four or more
restoration projects
Data and
information to inform action for Phase 2 work in the Henderson catchment
|
|
$100,000
|
Monitoring
and evaluation synthesis
|
Summary and
synthesis of 12 years of monitoring and evaluation data and information with
the purpose of assessing the effectiveness of PTS Phase 1, particularly in
terms of stream health and water quality improvements
A gap
analysis of the monitoring and evaluation information, including
recommendations to fill gaps
Undertake
research/monitoring to fill in high priority gaps
|
|
$30,423
|
Community
projects
|
Support for
community-driven initiatives to improve stream and waterway health.
|
|
$290,423
|
TOTAL
|
$185,922 Waitākere Ranges
$104,501 Henderson-Massey
|
Consideration
Local
board views and implications
25. This
report has been prepared specifically to formalise the Board’s approval for
expenditure of this local board budget line following workshops with the both
boards in August 2015 and a subsequent meeting with the Waitākere Ranges environment portfolio
holders in September 2015.
Maori impact statement
26. It
is recognised that environmental management, water quality and land management
has integral links with the mauri of the environment and concepts of
kaitiakitanga. Te Kawerau a Maki and Ngāti Whātua Ōrākei
have been involved in PTS in previous years. Te Kawerau a Maki in particular
has indicated an ongoing interest in stream and waterway health in the
Henderson catchment. A further six iwi (who have stated mana whenua interest
in the Henderson Catchment) have also been contacted to gauge their interest in
being more actively involved in the project.
Implementation
27. Upon approval for this budget allocation the work programme for the
2015/2016 financial year will commence.
28. Implementation of PTS activity is managed by two operational arms of
council. Infrastructure and Environmental Services manages the remaining IA
grant carryforward as well as regional funding (CAPEX) for Phase 2 work further
up the Henderson Catchment. Parks, Sports and Recreation manage the OPEX for
the maintenance of Phase 1. Both units work closely together to align and
deliver their work programmes and also link with the Community Empowerment Unit
(previously Community Development and Safety).
29. Council staff will work closely with the local board over the next
financial year to further implement this programme.
Attachments
|
No.
|
Title
|
Page
|
|
aView
|
PTS area with Local Board boundaries
|
117
|
Signatories
|
Authors
|
Matthew Foster - Relationship Advisor
Finn Mackesy – Partnerships
Facilitator, Sustainable Catchments Team
Viv Sherwood – Catchments
& Incentives Manager
|
|
Authorisers
|
John Dragicevich - Manager Infrastructure and
Environmental Services
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
Henderson Graffiti Vandalism Prevention Project
File No.: CP2015/20850
Purpose
1. Approve
the placement of temporary art frames in Catherine Plaza and at the Henderson
Library as part of the Henderson Graffiti Prevention Project.
Executive
Summary
2. In
September 2014 Auckland Council partnered with Unitec to reduce graffiti
vandalism incidents in the Henderson Town Centre.
3. The
project aims to reduce graffiti vandalism incidents by:
engaging young people in meaningful social and creative activities
that can reduce the likelihood of them writing graffiti illegally,
building young people’s positive connections to their community,
and
by transforming areas from graffiti vandalism ‘hot spots’ into safer
spaces where people enjoy spending time. Increasing the presence of community
members and positive activities in public spaces would deter vandalism by
improving natural surveillance, increasing a sense of ownership and conveying the
impression that the project areas are cared for.
4. Unitec
have requested to install temporary art frames in Catherine Plaza and at the
Henderson Library to use as tools in activating public spaces. This concept was
discussed with the board at a workshop on 18 August 2015.
5. The
Henderson-Massey Local Board holds the authority to approve installation of the
temporary art frames as landowners. No other council permit is required.
|
Recommendation/s
That the Henderson-Massey
Local Board:
a) approves
the installation of temporary art frames in Catherine Plaza and at the
Henderson Library to use as tools in activating these public spaces.
|
Comments
6. In
September 2014, at the request of the board, the Graffiti Vandalism Prevention
team entered into an agreement with Unitec with an outcome to reduce graffiti
vandalism incidents in the Henderson Town Centre.
7. The resulting
graffiti prevention project aims to engage young people in activating space
while reducing incidents of graffiti vandalism and increasing perceptions of
safety. As the project has a youth and community safety focus it aligns well
with the two of the local board’s outcomes:
a
community where we know our neighbours, work together on issues and value
diversity, and
a
good life for young and old.
8. The
graffiti prevention project aims to reduce graffiti vandalism incidents by:
engaging young people in meaningful social and creative activities
that can reduce the likelihood of them writing graffiti illegally,
building young people’s positive connections to their community,
and
by transforming areas from graffiti vandalism ‘hot spots’ into
safer spaces where people enjoy spending time. Increasing the presence of
community members and positive activities in public spaces would deter
vandalism by improving natural surveillance, increasing a sense of ownership
and conveying the impression that the project areas are cared for.
9. Unitec
have requested that they erect temporary art frames in Catherine Plaza and at
the Henderson Library to use as tools in activating public spaces. This was
discussed with the board at a workshop on 18 August 2015. Staff recommend the
project to the local board as it aligns well with local board outcomes and the
Auckland Graffiti Vandalism Prevention Plan.
10. Unitec
will activate the space through live art events one day each month until June
2016. Local youth will paint artwork onto interchangeable boards held in the
art frames. An art brief will be provided at each event. The art boards will
remain in the frames for a month until the next live art event. The artwork
will then be replaced and stored until a final art exhibition in Henderson at
the end of the project.
11. The
artists will be youth who are part of the Kakano Arts Collective or other local
youth who have approached Kakano or Unitec to be involved. All young artists
will be mentored by tutors and artists from Unitec or Corban Estate Arts Centre
at the event.
12. Both
the artwork and the frames are temporary and can be removed at any time if an
issue arises.
13. The
boards and art frames are not “free artistic spaces” and will not be used or
encouraged to be used outside of the monthly events. Anything outside of the
activations would be without permission and considered graffiti vandalism.
Graffiti vandalism of the boards or frames will be removed by Unitec within 48
hours.
14. The
local board holds the authority to approve installation of the temporary art
frames as landowners. The Resource Consents Department have advised that a
consent is not required.
Consideration
Local
Board views and implications
15. The
concept was socialised with the Henderson-Massey local board at a workshop on
18 August 2015. The Henderson-Massey Local Board requested that a report be
tabled at the next business meeting for a resolution to be passed.
Māori
impact statement
16. The
activation of the art frames will be of benefit to young people in the Henderson-Massey
Local Board area and specifically youth from the Kakano Youth Arts Collective.
Māori make up a significant percentage of young people in both the Kakano
Youth Arts Collective and the wider Henderson-Massey community.
Implementation
17. This project will proceed upon gaining approval from the
Henderson-Massey Local Board and will be implemented with Unitec as the lead
partner, working with the Kakano Arts Collective, Corban Estate Arts Centre and
council staff.
Attachments
There are no attachments for
this report.
Signatories
|
Authors
|
Brian Taylor - Community Safety Programme Manager
|
|
Authorisers
|
Graham Bodman - Manager - Community Development, Arts
and Culture
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
Funding for Swimming Touchpads
File No.: CP2015/20191
Purpose
1. To approve a
funding contribution of $10,000 to Swimming Auckland for the purchase of
touchpads for use at West Wave swimming pool.
Executive
Summary
2. Auckland Swimming has requested
funding assistance to purchase touchpads for use in Auckland Swimming
competitions in order to ensure that all competitions will meet Swimming NZ,
International Swimming Federation and International Paralympic Committee
standards for ratification.
3. Auckland Swimming has already
procured grant funding of $18,000 towards the purchase of eight new electronic
timing pads.
|
Recommendation/s
That the Henderson-Massey
Local Board:
a) Allocate funding of $10,000
from its Community Assistance fund allocation to Swimming
Auckland to contribute to the purchase of touchpads for use at the
West Wave Aquatic Centre.
|
Consideration
4. Auckland Swimming made a
deputation to the Henderson-Massey Local Board at the 3rd September public
forum meeting to request funding assistance.
5. New pads would ensure that all
Auckland Swimming Competitions will meet SNZ (Swimming NZ), FINA (International
Swimming Federation) and IPC (International Paralympic Committee) standards for
ratification. This means that all times swum can be used for qualification and
to set records.
6. With Olympic qualifying
beginning in March, the new pads will ensure that Auckland Swimming can get the
best out of the new starting blocks and also retain West Wave’s reputation as
some of the fastest racing water in the country.
7. Auckland Swimming currently has
grant funding of $18,000 for the purchase of eight new electronic timing pads.
The total amount required is approximately $28-30,000 depending on the exchange
rate.
8. West Wave
management supports ASA’s application for new touch pads as this will allow the
facility to cater for events requiring this item such as World Masters Games.
The renewal of the touch pads will continue to allow West Wave to host these
large scale events and provide the necessary services for these large swimming
events.
9. The grant
proposed in this report is relevant to the purchase of the asset only not
operational costs.
Attachments
There are no attachments for
this report.
Signatories
|
Authors
|
Kat Hanley - Business Co-ordinator
|
|
Authorisers
|
Rob McGee - Manager Leisure – Parks, Sports and
Recreation
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
Henderson-Massey Local Board Discretionary Funding
Request - Zeal Education Trust Busking Box Grant
File No.: CP2015/19714
Purpose
1. To seek
approval from the Henderson-Massey Local Board for the allocation of $40,000
seed funding to the Zeal Education Trust toward the Zeal “Event Box” mobile
service unit, and to consider entering a funding agreement with Zeal to cover
operational costs beyond the first year.
Executive
Summary
2. The Zeal
Education Trust presented the “Event Box” proposal to the Henderson-Massey
Local Board on the 6th of August 2015 (Attachment A)
3. The mobile unit
will serve as a portable events hub to be used across the North Shore and West
Auckland, creating safe youth spaces for young people to spend time in, attend
concerts and learn production and event management skills.
4. Through the
mobile service units, Zeal plans to develop a long term sustainable model for
youth development infrastructure that can be taken anywhere at any time and
grow positive social engagement, specific and adaptive skills, and pathways to
industry.
5. Zeal has raised
$44,546 from Auckland Facilities and that funding is contingent on
Henderson-Massey Local Board providing the remaining $40,000 for the project.
The total funding will cover the capital costs and operational costs for one
year for the “Event Box” mobile unit.
6. During discussion
at the presentation, the board identified that funding would be for capital
costs only, and Zeal would be responsible for ongoing operational costs. Zeal
indicated this was within their capability, but in order to ensure the
sustainability of the initiative in the long term, the board may wish to
consider entering a multi-year funding agreement with Zeal for a period of time
beyond the first year to contribute to operational costs.
7. Staff from the
events team have provided advice as to the risks relevant for consideration by
the board prior to committing any funding.
|
Recommendation/s
That the Henderson-Massey
Local Board:
a) Grants the
Zeal Education Trust seed funding of $40,000 from the local board’s Community
Assistance Fund towards to purchase of the “Event Box”. This grant is
conditional on the following:
The
“Event Box” is available to the board for utilisation at local board events,
for example Snow in the Park and Love Hendo.
The
“Event Box” displays the Henderson-Massey Local Board logo as acknowledgement
of the funding relationship.
Zeal
Education Trust submits a proposed list of activations each year specific to
the Henderson-Massey Local Board for approval by the local board events
portfolio holder.
The Zeal
Education Trust is required to liaise with Auckland Council Events unit
regarding the relevant facilitation and permitting requirements for the
placement of the “Event Box”.
The
asset is to be fully insured by Zeal.
b) Considers
entering a funding agreement with Zeal to cover operational costs beyond the
first year, of $10,000 per year, with the term and conditions of the
agreement to be negotiated by staff with final approval delegated to the
Chair and Events Portfolio holder.
|
Comments
8. The Zeal
Education Trust’s aim is “to reach every New Zealand young person through
creativity”. Zeal seeks to resource local champions in Henderson-Massey to work
in the community, to provide programmes that are accessible to all young people
and inclusive to all ethnicities and sub cultures. Additionally, Zeal seeks to
foster a strong culture of volunteerism where youth are encouraged to
participate and invest in their communities.
9. The “Event Box”
mobile unit is a converted 20ft shipping container. The unit contains a fold
out stage, LED screen backdrops, and a medium sized PA, along with blackline
gear for performing artists. The unit is capable of running youth events and
community events with between 30 – 150 people. It is a service based on social
enterprise that gives young people training in sound and lighting, event
management and performance. The aim of the busking box is to run between 15 and
20 music events per year run by youth, for youth. In addition, the busking box
can train up to 20 young people a year in event management and 10 young people
in sound and tech.
10. The Zeal
Education Trust presented the “Events Box” proposal to the Henderson-Massey
Local Board on the 6th of August 2015. (Attachment A).
11. The following
risks have been identified by the events team as relevant for consideration by
the board prior to committing any funding:
a. The Zeal
Education Trust has only approached the Henderson-Massey Board for funding for
this initiative, but the Event Box will be used in other local board areas.
While the grant itself would only be relevant to the year of purchase some
provision has been included in the recommendations to ensure an appropriate
number of activations are held in the local board’s area in the 12 months
following the grant, and an opportunity for the local board to consider further
opex funding.
b. The Zeal
Education Trust should plan and budget for the ongoing maintenance and
operational costs of the asset. The grant proposed in this report is relevant
to the purchase of the asset and consideration of contributing only a portion
of the operational costs.
Consideration
Local
Board views and implications
12. The Zeal
Education Trust presented the “Events Box” proposal to the Henderson-Massey
Local Board on the 6th of August 2015 and the board indicate an interest
in supporting the enterprise.
13. The “Event Box”
proposal contributes to the Henderson-Massey Local Board Plan outcomes of:
- A Community
where we know our Neighbours
- Work
Together on Issues and Value Diversity
- A Good Life
for Young and Old
14. These outcomes
will be contributed to by this project providing an opportunity for delivering
pop-up events across the local board area and working directly alongside young
people to engage and support their development of creative skills and
confidence. Zeal is a trusted partner for delivery of youth focused initiatives
15. The
recommendations within this report fall within the local board’s allocated
authority relating to local, recreation, sport and community facilities.
Māori
impact statement
16. Zeal Education
Trust aims to provide programmes that are accessible to all young people and
inclusive to all ethnicities and cultures. Council staff continue to work with
Zeal Education Trust to ensure they endeavour the programmes and activities
they deliver can directly improve well-being and outcomes for Maori youth
Implementation
17. This project
will proceed upon gaining approval from the Henderson-Massey Local Board and
will be implemented by Zeal.
Attachments
|
No.
|
Title
|
Page
|
|
aView
|
Zeal satellite sites proposal
|
129
|
Signatories
|
Authors
|
Wendy Kjestrup - Local Board Advisor
|
|
Authorisers
|
Glenn Boyd - Relationship Manager Henderson-Massey,
Waitakere Ranges, Whau
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
|
Henderson-Massey
Local Board
15 October
2015
|
|
Exclusion of the Public: Local Government Official
Information and Meetings Act 1987
That the Henderson-Massey Local Board:
a) exclude the
public from the following part(s) of the proceedings of this meeting.
The general
subject of each matter to be considered while the public is excluded, the
reason for passing this resolution in relation to each matter, and the specific
grounds under section 48(1) of the Local Government Official Information and
Meetings Act 1987 for the passing of this resolution follows.
This resolution
is made in reliance on section 48(1)(a) of the Local Government Official
Information and Meetings Act 1987 and the particular interest or interests
protected by section 6 or section 7 of that Act which would be prejudiced by
the holding of the whole or relevant part of the proceedings of the meeting in
public, as follows:
C1 Acquisition
of open space land - Massey
|
Reason for passing this resolution in relation to each matter
|
Particular interest(s) protected (where applicable)
|
Ground(s) under section 48(1) for the passing of this resolution
|
|
The public conduct of the part of the meeting would be likely to
result in the disclosure of information for which good reason for withholding
exists under section 7.
|
s7(2)(h) - The withholding of the information is necessary to enable
the local authority to carry out, without prejudice or disadvantage,
commercial activities.
In particular, the report identifies land the council seeks to acquire
for open space purposes..
s7(2)(i) - The withholding of the information is necessary to enable
the local authority to carry on, without prejudice or disadvantage,
negotiations (including commercial and industrial negotiations).
In particular, the report identifies land the council seeks to acquire
for open space purposes..
|
s48(1)(a)
The public conduct of the part of the meeting would be likely to
result in the disclosure of information for which good reason for withholding
exists under section 7.
|
C2 Lincoln
Road Corridor Improvement Project
|
Reason for passing this resolution in relation to each matter
|
Particular interest(s) protected (where applicable)
|
Ground(s) under section 48(1) for the passing of this resolution
|
|
The public conduct of the part of the meeting would be likely to
result in the disclosure of information for which good reason for withholding
exists under section 7.
|
s7(2)(b)(ii) - The withholding of the information is necessary to
protect information where the making available of the information would be
likely unreasonably to prejudice the commercial position of the person who
supplied or who is the subject of the information.
In particular, the report contains details of property acquisition.
s7(2)(i) - The withholding of the information is necessary to enable
the local authority to carry on, without prejudice or disadvantage,
negotiations (including commercial and industrial negotiations).
In particular, the report contains details of property acquisition.
|
s48(1)(a)
The public conduct of the part of the meeting would be likely to
result in the disclosure of information for which good reason for withholding
exists under section 7.
|
