Agenda of Rodney Local Board

Board Member

Organisation

Position

James Colville

St Marys Church Wellsford, Parish Council

Federated Farmers Auckland

Wellsford Drama Club

Wellsford Promotions

Landowners and Contractors Protection Assn.

Member

Warren Flaunty, QSM

Westgate Pharmacy Ltd

NorSGA Properties Ltd

The Trust Community Foundation Ltd

Henderson-Massey Local Board

Waitemata District Health Board

Taupaki Residents and Ratepayers Assn.

Contractor/Director

Director

Member

Elected Member

Member

Steven Garner

(Deputy Chairperson)

Mahurangi College Board of Trustee

Warkworth Tennis and Squash Club

Trustee

Member

Thomas Grace

Kumeu Rotary

South Kaipara Community Patrol

Rally New Zealand

Targa New Zealand

Waimauku Lions

Auckland Conservation Board

Federated Farmers

Northern Sports Car Club

Graceland Properties

Kumeu Community Patrol

President

Member

Director

Member

Beth Houlbrooke

Greater Auckland Chorus (Charitable Trust)

Sweet Adelines New Zealand (Charitable Trust)
ACT NZ

Baddeleys and Campbells Beach Residents and Ratepayers Assn.

Member

Contractor

Member

John McLean

Albany CoCo

De Paul House

Furniture for Schools Charitable Trust

Newpark Financial

Coatesville Residents and Ratepayers Association

Member

Supporter

Trustee

Shareholder

Member

Phelan Pirrie

Muriwai Environmental Action Community Trust

North West District Business Association

Muriwai Community Association

Muriwai Volunteer Fire Brigade

Best Berries (NZ) Ltd

Trustee

Member

Officer in Charge

Director/Shareholder

Greg Sayers

Rotary Club of Auckland

Neighbourhood Support Rodney

Member

Brenda Steele

(Chairperson)

Te Uri o Hau

Ngati Whatua o Kaipara

Woodhill School Board of Trustees

Beneficiary

Trustee

1 Welcome

2 Apologies

Apologies from Member JG McLean and Member PM Pirrie have been received.

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Rodney Local Board:

a) confirm the ordinary minutes of its meeting, held on Monday, 9 May 2016, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

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

8 Deputations

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

8.1 Kawau Island representatives

Purpose

1. Lin Pardey from Kawau Island has requested a deputation with the Rodney Local Board to request an honorarium for members of the legacy Kawau Island Advisory Committee.

Recommendation/s

That the Rodney Local Board:

a) thank the representatives from Kawau Island regarding an honorarium for the legacy Kawau Island Advisory Committee.

8.2 Proposal for Matakana River Tours

Purpose

1. Phil Morris will be in attendance to give a presentation to the local board on a proposed new business venture in Matakana to operate tours on the river.

Recommendation/s

That the Rodney Local Board:

a) thank Mr Phil Morris for his presentation regarding a business proposal in Matakana to operate tours on the river.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Rodney Local Board

13 June 2016

Kumeu-Huapai Centre Plan

File No.: CP2016/10338

Purpose

1. This report seeks the local board endorsement of the general process and approach proposed for developing the Kumeu-Huapai Centre Plan, and for the appointment of a joint community and council liaison group to guide the preparation of the Kumeu-Huapai Centre Plan.

Executive summary

2. The primary purpose of the Kumeu-Huapai Centre Plan is to identify opportunities and actions for the enhancement of the Kumeu Centre in the context of the large amount of growth anticipated in the wider area. Any agreed actions may be carried out in the future as funds permit by the council, Council Controlled Organisations (CCOs), the business community or local residents’ groups.

3. It is proposed to use a ‘community-led’ approach, based on the council’s empowered communities philosophy to prepare the Kumeu-Huapai Centre Plan. This is consistent with the Rodney Local Board Plan 2014 that sought that communities are empowered and plan for their own futures.

4. The report seeks the board’s endorsement of the project and requests appointment of a working party to advise on the development of the plan. It is proposed that community representatives for the working party will be chosen via upcoming community meetings.

Recommendation/s

That the Rodney Local Board:

a) endorse the preparation of a Kumeu-Huapai Centre Plan in partnership with the community.

b) agree that the process for compiling the Kumeu-Huapai Centre Plan will include:

i) Developing a community partnering approach

ii) Creating a shared vision

iii) Undertaking research and analysis

iv) Working with the community to prepare a draft plan

v) Community engagement on the Draft Plan

vi) Incorporate feedback and adoption of plan by Rodney Local Board.

c) establish a liaison group with community and local board participation to oversee the Kumeu-Huapai Centre Plan process and to recommend a final plan for approval by the local board.

d) appoint the Kumeu Subdivision local board members to the joint community and council liaison group on the Kumeu-Huapai Centre Plan.

e) appoint community members to the joint community and council liaison group at a future community meeting.

f) invite the Rodney ward councillor to be part of the joint community and council liaison group for the Kumeu-Huapai Centre Plan.

Comments

Context

5. There are both issues and opportunities with the layout and use of the current centre of Kumeu. These are many and varied but include the linear nature of the centre (ribbon development on SH16), low quality design of some buildings, industrial character, limited accessibility to the Kumeu River, and poor connectivity and walkability. Previous community consultation exercises have confirmed that there is an overall dissatisfaction with the appearance of the Kumeu centre (Huapai South Urban Design Plan 2009).

6. The Kumeu-Huapai Centre Plan is an opportunity for the community to create a clear vision for the future of Kumeu and implement this through a series of actions.

7. The Kumeu-Huapai area was identified in the Auckland Plan as a Greenfield Area for Investigation. Following on from this the Proposed Auckland Unitary Plan set a Rural Urban Boundary for Kumeu-Huapai to enable a large amount of growth over the next 30 years. Over that time the town is anticipated to grow from around 1,400 residents (2013 Census) to between 25,000 and 30,000.

8. The council’s Future Urban Land Supply Strategy anticipates that the Future Urban area of Kumeu-Huapai will be ‘development ready’ between 2022 and 2026. Based on this a Structure Plan for Kumeu-Huapai will likely begin in 2018-19.

9. In the interim, a Kumeu-Huapai Centre Plan can be developed to improve the form and function of the town centre in the context of the wider growth to occur. As the surrounding area grows, the existing central area will continue to be a focal point and there will likely be opportunities for redevelopment within the study area.

Study Area

10. The study area is proposed to be that as shown on the attached map (Attachment A). The boundaries for the study area are:

· North – Kumeu River/Future Urban zone

· East – Rural Urban Boundary

· South – Rural Urban Boundary/Railway line/Access Road Industrial/Triangle SHA

· West – Extent of commercial zone (Mixed Use)

11. It should be noted that the edge of the study area does not preclude the plan looking at linkages to areas outside the study area.

Process

12. The general approach to developing the Kumeu-Huapai Centre Plan will be along the lines of that indicated below:

· Develop a community partnering approach

· Create a shared vision

· Undertake research and analysis

· Work with the community to prepare a Draft Plan

· Community engagement on the Draft Plan

· Incorporate feedback and adoption of plan by Rodney Local Board

13. A detailed timeframe and methodology for this project has not yet been prepared as the project is in the very early stages of community engagement. The Kumeu-Huapai Centre Plan will be prepared through a ‘community-led’ approach. This is based on the empowered communities approach which is about communities having a sense of control over what happens at a local level and council fostering the conditions that support this. This approach follows through on the outcome sought in the Rodney Local Board Plan 2014 that communities are empowered and plan for their own futures.

14. It is anticipated the community will articulate how it would like the process and timeframes to be run through further planned meetings.

Consideration

Local board views and implications

15. The Local Board Plan 2014 has a key initiative to “Develop a comprehensive plan (similar to a structure plan) for the Kumeu/ Huapai area within the next two years.” The Board has been active in supporting the need for planning work to commence within the Kumeu-Huapai central area.

16. Through the Huapai North development, the Huapai Triangle and Oraha Road SHAs, and the residential component of the Maddren development, there are around 2,000-2,500 new dwellings expected in Kumeu-Huapai over the next 5-7 years. A Structure Plan for the Future Urban zoned area will be prepared around 2018-19 and will be the catalyst for a further cycle of growth. It is considered that the current level of growth needs to be managed for now, before a further and much larger area of growth is enabled through a Structure Plan and Plan Change process.

Māori impact statement

17. The process of engagement with mana whenua and mataawaka will be developed specifically for the Centre Plan in collaboration with the Tuhono - Maori Outcomes team.

Implementation

18. The final Kumeu-Huapai Centre Plan will propose a range of actions and aspirations. Implementation can occur through a variety of methods including the Long Term Plan, the Local Board Agreement, the Rodney Local Board Plan 2014 and working with CCOs and community groups. If specific new budgets are required they will need to be committed in the Annual Plan and/or Long Term Plan.

Attachments

No.	Title	Page
a View	Kumeu-Huapai Centre Plan - Map of Study Area	13

Signatories

Authors

Ryan Bradley - Planner

Authorisers

John Duguid - General Manager - Plans and Places

Kathryn Martin – Acting Relationship Manager

Rodney Local Board

13 June 2016

Update on Warkworth Business Improvement District Establishment Process

File No.: CP2016/05978

Purpose

1. This report provides an update for the Rodney Local Board on the Warkworth Area Business Association’s (WABA) undertaking the establishment of a Business Improvement District (BID) Partnership Programme and the results of the official ballot.

Executive Summary

2. Council began work with Warkworth Area Business Association on a Business Improvement District programme proposal in 2013. With local board assistance, Warkworth Area Business Association have gone through the Business Improvement District establishment process as set out in council’s Business Improvement District Policy culminating in a ballot of businesses and property owners on whether or not to establish a programme.

3. Council officers are satisfied that Warkworth Area Business Association has completed all steps, including consultation, required to establish a Business Improvement District Partnership Programme under the Auckland Region Business Improvement District Policy (2011).

4. The ballot resulted in a vote against establishment so there is no mandate to form a Business Improvement District in Warkworth at this time.

Recommendation/s

That the Rodney Local Board:

a) note the update on the Warkworth Area Business Association’s establishment process towards becoming a Business Improvement District.

Comments

5. The Warkworth Area Business Association began working with the Auckland Council BID team in 2013 to establish a BID for the Warkworth area. WABA has followed the process specified in the council BID policy.

6. Warkworth will see major changes in the next 20 years. The Northern Motorway will bypass Warkworth’s commercial and retail areas, population is forecast to grow by 20,000 along with an additional 6500 new residences, and traffic and parking problems could only get worse without continuous interaction with transport agencies.

7. In addition, nearby commercial centres like Silverdale and Albany will also continue to grow, but with better access to the Auckland market. Surveys show that Warkworth residents are already using both areas for shopping and business activities. Considering these factors, the timing of a BID establishment seemed ideal.

8. Council officers submitted a report to the Rodney Local Board meeting of 10 June 2013 seeking funds for research to advance the BID process. (Resolution number RD/2013/155).

9. An additional report on 9 September 2013 sought funding for the establishment process to proceed with a business survey. (Resolution number RD/2013/250).

10. Background work to identify issues and opportunities began in April 2014. It included: (Attachment B).

· A business survey conducted in April 2014, with results presented at a WABA public meeting on 11 June 2014. Responses indicated that a majority favoured the idea of a more coordinated and better resourced business association. They also indicated what could be improved to promote business growth.

· The top issues identified by businesses were parking, transport, a lack of promotion, the effects of growth, competition with other centres, and attractiveness of the town centre.

· Survey results supported the conclusion that there was sufficient support from businesses for a more collaborative approach to supporting and promoting business activity of the Warkworth area.

· A separate shopper’s survey undertaken by WABA indicating a great deal of pride in Warkworth and satisfaction as a place to live, work and shop. Shoppers identified many of the same issues facing Warkworth as businesses did.

11. In view of the supportive results of the surveys, the WABA committee voted unanimously to proceed with the BID process at their Annual General Meeting in August 2014, with a target of establishing the BID on 1 July 2015.

12. Following the conclusion of the surveys and WABA committee approval, council officers submitted a report to the Rodney Local Board meeting of 11 August 2014 seeking approval of 2014/2015 funding for the formal BID establishment process. (Resolution number RD/2014/173).

13. Council officers submitted a report to the Rodney Local Board 8 December 2014 meeting seeking reallocation of funds over two years. The board approved $35,000 for the first year of the establishment process, and approved in principle $23,500 for the establishment process in the 2015-2016 financial year subject to final approval by the local board. (Resolution number RD/2014/291).

14. Council officers submitted a report to the local board seeking final approval of funding, approved in principle at the 8 December 2014 meeting, for the second year of the establishment process. (Resolution number RODTP/2015/33).

15. The actions undertaken through the establishment process by the WABA committee and volunteers included:

· Appointing a BID committee of the executive committee to work with council and the community.

· Developing a proposed map of the BID area.

· Contracting a local BID expert to manage the establishment process for WABA.

· Compiling and refining the database of businesses and property owners to be sure it included all those eligible to vote in the balloting process.

· Trialing a new approach to project management with two co-managers with separate roles, one to manage operations and one to provide strategic direction to WABA and council.

· Preparing a plan of programmes and events that a targeted rate would be used for, and estimate costs of those programmes.

· Developing a communications plan including public events, collateral materials, print and electronic media, public notices, and a proposed 2016-2017 programme of services.

· Holding business community workshops to provide information on the process and collect feedback for the WABA committee and council.

· Coordinating with council on policy and database matters.

· Covering the cost of the ballot estimated to be $5,000.

· Devoting countless volunteer hours to provide networking, information, project management, and events throughout the establishment process, and responding to inquiries from businesses and ratepayers.

16. Issues arising in the consultation process included:

· Property and business owners to the west of State Highway 1 were unsure how a BID would help them.

· Issues regarding the rating mechanism to be used, and benefits received in return.

· Issues regarding voting thresholds for a valid vote specified in the BID policy.

· A lack of trust in the people involved in the establishment process.

17. These issues showed the need for an extended consultation period which required more resources, both money and volunteer time.

18. These challenges were responded to by:

· Explaining the decision to include all Warkworth business areas in the proposed district because of the importance of the BID to the overall economic health of Warkworth, the need for the entire economy to adapt to a rapidly changing economic and social environment, and the importance of providing services to all sectors.

· Adopting a new model of BID establishment management with a locally-based manager and an experienced BID professional to provide strategic advice to WABA and council.

· Making information in the Eligible Voters List available.

· Council officers and the WABA committee agreeing to extend the establishment period by up to one year to assure opportunities for all sides to be heard, for additional fact-finding on programmes and budgets, and expand the communications plan, with a target establishment at 1 July 2016.

19. The BID ballot ran from 29 March 2016 when ballots were posted, to 20 April when the balloting period closed. The official ballot process was undertaken by Independent Election Services, Inc (IES). The ballot question asked: “Do you support the establishment of the Warkworth Business Improvement District (BID) programme (as defined on the enclosed map and detailed financial information) which would be delivered by the Warkworth Area Business Association, and accordingly approve a budget of $180,000 for the 2016/2017 financial year and support the paying of a targeted rate?

20. 511 ballot packages were mailed out of which 318 were returned for a 62.23% return rate.

21. Each ballot pack contained the following documents (Attachment A):

· A booklet with information on the proposed targeted rate, the rating mechanism, purpose and benefits of a BID, a programme budget, rationale for a BID in Warkworth, and other information.

· The BID boundary map.

· The ballot form with a prepaid return envelope for sending the ballot back to IES, and contact details for the Auckland Council officer and IES for eligible voters to contact with questions.

22. Of the returned ballots, 84, or 26.42% voted in favour of establishing the BID, and 233, or 73.27% voted against. These results exceed the minimum requirement of a valid ballot set by council’s BID policy which requires a return rate of at least 25%. Of the envelopes returned, the majority must be in favour of the proposal. For Warkworth, the ballot result constitutes an official vote against becoming a BID.

23. Council officers are satisfied that WABA has complied with council BID policy and conducted an appropriate consultation and communication programme which included public meetings, special events, drop-in sessions, newsletters, advertorials, flyers and information material, and meetings with individual businesses and ratepayers.

24. Due to the ballot result, council officers do not recommend that the local board establish a BID for Warkworth.

25. The BID policy requires a two year stand-down period before another BID process can begin.

26. At a Special General Meeting of 24 May 2016, the full WABA committee resigned and an interim committee was elected by the membership. A new committee will be seated at the next Annual General Meeting, at a date to be determined.

Consideration

Local Board views and implications

27. The Rodney Local Board Plan 2014 included the item “Support Warkworth and Wellsford/Te Hana to establish BIDs” to support the goal of “Businesses work together to strengthen and grow our local economy”. The plan was adopted by the local board at their 13 October 2014 meeting, (Resolution RD/2014/222). The resulting ballot now means that this objective can no longer fulfilled.

28. The Rodney Local Board approved funding in the amount of $53,500 at their August 2014 meeting for costs of the BID establishment process, (Resolution RD/2014/173).

29. The Rodney Local Board at their 8 December 2014 meeting amended resolution RD2014/173 to allocate $35,000 for the Warkworth BID establishment process instead of the previously granted $53,500 for the 2014-2015 financial year, (Resolution RD/2014/291).

30. At the 8 December 2014 meeting, the local board also approved in principle the allocation of $23,500 for the Warkworth BID establishment process in the 2015-2016 financial year, subject to final approval of the local board noting that this is an additional $5,000 from the original resolution RD/2014/173, (Resolution RD/2015/291).

31. At the 5 October 2015 meeting, the Rodney Local Board Transport, Planning and Infrastructure Committee gave final approval to the $23,500 approved in principle at the 8 December 2014 meeting, (Resolution ROD/TP/33).

Māori impact statement

32. The effect on Maori businesses of this process and outcome will be the same as on other businesses in the Warkworth area.

Implementation

33. There are no implementation steps for this report.

Attachments

No.	Title	Page
a View	BID Ballot Packet	21
b View	WABA AGM minutes, communcations products, presentations, final ballot report	37

Signatories

Authors

Steven Branca - BID Partnership Advisor

Authorisers

Gillian Plume - Team Leader BID Partnership

Alastair Cameron - Principal Advisor CCO Governance and External Partnerships

Kathryn Martin – Acting Relationship Manager

Rodney Local Board

13 June 2016

Adoption of Local Board Agreement 2016/2017

File No.: CP2016/10534

Purpose

1. This report seeks adoption of local content for the Annual Plan 2016/2017, including a Local Board Agreement 2016/2017, a message from the chairperson, local board advocacy, local activity budgets and local performance targets.

Executive summary

2. For each financial year, Auckland Council must have a local board agreement between the governing body and the local board, for each local board area.

3. Every three years a local board plan is developed to inform the long-term plan (and associated local board agreements) which outlines priorities, budgets and intended levels of service over a 10 year period.

4. In February and March this year, the council consulted on proposed changes for the Annual Plan 2016/2017. Local boards then held discussions with the governing body on local feedback, common issues and local priorities prior to budget decisions being made on 13 May 2016.

5. Local boards are now considering local content for the Annual Plan 2016/2017 which includes a local board agreement, a message from the chair, local board advocacy, local activity budgets and local performance targets, together with a local fees and charges schedule for 2016/2017.

6. Local board agreements will include the allocation of locally driven initiative funding to projects and services.

7. On 30 June 2016, the governing body will meet to adopt Auckland Council’s Annual Plan 2016/2017 including 21 local board agreements and associated performance targets and budgets.

Recommendation/s

That the Rodney Local Board:

a) adopts local content for the Annual Plan 2016/2017 (Attachment A), including:

i. a Local Board Agreement 2016/2017

ii. a message from the chairperson

iii. local board advocacy

iv. local activity budgets

v. local performance targets

b) notes local fees and charges schedules for 2016/2017 (Attachment B) were approved at the business meeting on 9 May 2016.

c) notes:

i. that the local activity budgets have been updated to reflect final budget decisions made by the governing body on 13 May 2016;

ii. that if there are outstanding (not yet agreed) matters in the local board agreement, the local board should include an explanation of these matters in the chairperson’s message at the front of the local board agreement;

iii. that the resolutions of this meeting will be reported back to the governing body when it meets to adopt the Annual Plan 2016/2017 on 30 June 2016.

d) agrees that the chairperson be delegated authority to make any final minor changes to the local content for the Local Board Agreement 2016/2017.

Consideration

Local board views and implications

8. This report seeks adoption from the local board on its content for the Annual Plan 2016/2017 and other associated material. Engagement with the community, including consultation, and a number of workshops and meetings have been held by the local board and with the governing body to finalise their local board agreement.

Māori impact statement

9. Many local board decisions are of importance to Māori and there is a need to continue to build relationships between local boards and relevant Iwi. The local board agreement is based on the local board plan and the Annual Plan 2016/2017 which have both been developed through engagement with the community, including Māori.

Implementation

10. The resolutions of this meeting will be reported to the governing body on 30 June 2016, when it meets to adopt the Annual Plan 2016/2017.

11. Decisions on the local board agreement, a message from the chair, local board advocacy, local activity budgets and local performance targets are required today in order for staff to finalise local content for the Annual Plan 2016/2017.

12. It is possible that minor changes may need to be made to the attachments before the annual plan is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommends that the local board delegates authority to the local board chairperson to make final changes if necessary.

Attachments

No.	Title	Page
a View	Local content to support the Annual Plan 2016/2017: o Local Board Agreement 2016/2017 o Message from the chair o Local Board Advocacy o Local activity budgets o Local performance targets	75
b View	Local fees and charges schedule 2016/2017	89

Signatories

Authors

Mark Purdie - Lead Financial Advisor

Authorisers

Matthew Walker, General Manager Financial Strategy & Planning

Karen Lyons, Manager Local Board Services

Rodney Local Board

13 June 2016

Approval of the Rodney Local Board Achievements Report November 2013 - June 2016

File No.: CP2016/11027

Purpose

1. To approve the final draft of the Rodney Local Board Achievements Report November 2013 – June 2016 for publication.

Executive summary

2. To acknowledge and celebrate the achievements of the Rodney Local Board and local communities during the current electoral term, officers have prepared an achievement report for publication and circulation. The draft report (refer to attachment A) is now complete and ready for final approval.

3. When published, the Rodney Local Board Achievements Report November 2013 – June 2016 (Achievements Report) will be supplied to service centres, libraries and linked in the next e-newsletter. A copy will also be made available online via the council website.

Recommendation/s

That the Rodney Local Board:

a) approve the Rodney Local Board Achievements Report November 2013 – June 2016 for publication, as included in Attachment A to this agenda report dated 13 June 2016.

Comments

4. The Rodney Local Board has had several major accomplishments during its current term. At the request of the local board these accomplishments and other highlights have been documented in an achievement report that will be published and made available to inform local communities’.

5. The final draft of the Achievements Report is attached to this report (see Attachment A).

6. Once approved by the local board, the Achievements Report will be supplied to service centres, libraries and linked in the next e-newsletter. A copy will also be made available online via the council website.

Highlights of the Achievements Report

7. Particular highlights noted in the Achievements Report include:

· Development of the Warkworth Showgrounds, including new toilets, new netball courts, an upgraded playground, a perimeter path, car parking and new LED sports field lighting

· A major redevelopment and restoration of the Warkworth Town Hall in association with the Warkworth Town Hall Restoration Trust

· Completion of a Wellsford Greenway Plan and initiation of Greenways Plans for Kumeu/Huapai/Waimauku/Riverhead and Warkworth

· Use of the Local Board Transport Capital Fund to fund new footpaths in Riverhead, Point Wells, Wellsford, Parakai, Muriwai and Snells Beach, as well as a pedestrian footbridge and footpath in Puhoi

· Ongoing support for the Helensville Art Centre and the Kumeu Arts Centre, including the completion of a feasibility study for the expansion of the Kumeu Arts Centre

· Completion of a feasibility study for a swimming pool in Warkworth

· Completion of the Rodney Economic Development Action Plan

· Refurbishment of the Helensville War Memorial Hall, including helping groups such as Helensville Foodbank, budgeting service and Helensville Arts Centre into new premises in the hall

· New playgrounds designed and built with input from local communities at Algies Bay, Snells Beach, Omaha, Warkworth Showgrounds, Matheson Bay and Wellsford

· New hardcourts at Whangateau and new sports fields at Huapai, Wellsford, Warkworth and Riverhead

· Empowering communities by partnering with them in projects such as the Warkworth Multisport, Old Wellsford Library, volunteers in parks, community-led environmental projects, volunteer libraries, hall and reserve advisory groups and the North West BID

· Supporting community-led environmental projects with numerous groups including Takatu Landcare, North West Wildlink, Leigh Harbour Valley Society, Tapora Coast and Land Care, Mahurangi Farm Forest Trail and Kaipara Flats School

· Community grants to a wide range of groups throughout Rodney to complete worthwhile community activities.

Consideration

Local board views and implications

8. The Rodney Local Board were consulted and their views sought on content for an achievement report at a workshop in February 2016. The local board indicated support for the preparation of an achievements report for the electoral term and the supported the proposal to align the report with the outcomes in the Rodney Local Board Plan 2014.

9. The Achievements Report is the first for the Rodney Local Board since the creation of the Auckland Council. The Achievements Report allows both the local board and local communities an opportunity to reflect on and celebrate significant successes and progress made against key initiatives in the Rodney Local Board Plan 2014.

Māori impact statement

10. Maori, as stakeholders in the council will have an interest in the Achievements Report. Several items in the Rodney Local Board Plan 2014 which have been included as achievements in the Achievements Report were noted as being of particular interest to Mana Whenua. However, the publication of the Achievements Report itself has no particular benefit to, or adverse effect on, Maori.

Implementation

11. Following approval by the local board, the final draft Achievements Report will be prepared for printing, published, and then distributed. Due to the limitations on publications during an election year as set out in the Election Year Policy, this will be completed prior to 9 July 2016 when the pre-election period begins.

Attachments

No.	Title	Page
a View	Rodney Local Board Achievement Report	95

Signatories

Authors	Jonathan Hope - Local Board Advisor - Rodney
Authorisers	Kathryn Martin – Acting Relationship Manager

Comments

9. As outlined in the Health, Safety and Wellbeing report to this committee in March 2016, the overall objectives for 2016 are to:

· have the basics right across the organisation (with business-focused solutions) in line with legislative and audit requirements

· share good practice and lessons learned

· effectively educate, upskill and engage our staff and elected members to build a positive and proactive health, safety and wellbeing culture.

10. Since the March report the strategic goals and key deliverables for health, safety and wellbeing in 2016 have been revised slightly, as a result of further work on the organisational strategy and a health and safety strategic planning day with the Executive Leadership team.

11. The key changes are as follows:

a) The strategic goals for reporting are now split into incident management (reactive reporting) and proactive actions, i.e.:

i. reactive: incident management is executed correctly, with quick responses and reporting and effective corrective actions (and where there is an injury support is provided asap and if it is a notifiable event^{^[1]} it is reported to WorkSafe and investigated).

ii. proactive: lead indicators are separately identified and prioritised such as near-miss reporting, site visits and safety conversations to mitigate the likelihood of incidents/injury occurring in the first place.

b) The wellbeing goals have also been revised and there are now two areas of focus. Overall health and wellbeing will continue to be a priority with increased emphasis on stress, fatigue and mental health and wellbeing. Leadership action on workload, business priorities and flexible work practices is now an additional and stand alone area of focus.

c) Under projects and deliverables, there is an additional action focused on staff and visitor safety, which involves reviewing protocols for customer-facing roles, facilities- based staff and lone workers to address personal safety risks and the sharing of information when threats occur. Some initial work has begun on this already, including reviewing the lessons learned from the shooting at the Ashburton offices of the Ministry of Social Development and reviewing protocols and training already in place in various areas of council and CCOs.

Performance report

12. Key performance metrics as at 30 April 2016 are attached in attachment 1. In summary:

a) Council’s Lost Time Injury Frequency Rate (LTIFR) has increased over the last three months since February 2016. As at 30 April 2016 the LTIFR was 3.86 (indicative) against a target of <2.25. This is a result of increased and more accurate number of injuries resulting in a person not being able to work for a period of time.

b) A total of 20 health and safety monitoring and inspections were reported into VAULT (these were contractor inspections done by Infrastructure and Environmental Services). A total of 60 corrective actions (arising from investigations) were issued in VAULT.

c) Near-miss reporting has decreased in April, reversing the previous upward trend over the past three months. The Health, Safety and Wellbeing team, in partnership with the executive and senior leadership teams, will maintain their attention on reporting and continue to promote a proactive reporting culture. The amount of near-miss reporting is low in an organisation the scale of council.

d) Auckland Council’s Employee Assistance Programme (EAP) bi-monthly dashboard is displaying generally healthy indicators when considering the various change programmes and restructures occurring. The top three work issues staff are accessing the service for are career, relationship with manager and relationship with co-worker. Council is currently above the national average for these three issues, which reinforces the organisation’s focus on addressing workplace stress and fatigue.

e) Manager suggested use of EAP has increased to just below the national average (15.6% vs 16.7%). In 2015 manager referrals to EAP were low and this change is a positive indicator of managers encouraging staff to access support if they need it. Self-referral to EAP continues to be the highest engagement indicator; currently council is slightly higher than the national average at 82% versus 80%. Further information on the wellbeing portfolio is included in the attached performance report (Appendix 1) and included in the key initiatives update on page 8 of this report.

Lost Time Injury Frequency Rate

13. The increase in Council’s overall LTIFR provides a more accurate reflection of incidents. An audit of reported lost time injuries in council’s reporting management system (VAULT) versus ACC data has occurred during February, March and April. The audit has identified additional lost time injuries during March and April. In March there were five additional lost time injuries identified and in April there were four additional lost time injuries identified (over and above those reported in VAULT). These incidents had been reported, however they had not been reported as injuries which resulted in the person needing time off work and therefore potentially needing rehabilitation support and/or a return to work or alternative duties plan.

14. The table below shows the current rolling 12-month lost time injury frequency rate trend and the data beneath the table summarises LTIFR, first aid and medical injuries.

Current LTIFR target <2.25
April 2016 Indicative LTIFR 3.86 The HSW audit of reported medical incidents has uncovered 4 extra LTIs for April and 5 for March. This has increased the LTIFR. The audit will continue and once the final worked hours are known for April this may alter the actual LTIFR for the month.	April 2016 · First aid reported injuries vs 12 month average 74/56.7 · Medical reported injuries vs 12 month average 20/22.3
March 2016 LTIFR indicative vs actual 3.53/3.78
February 2016 LTIFR indicative vs actual 2.98/3.94

15. An increased LTIFR is not ideal, however the audit has provided improved data accuracy on the number of injuries occurring that result in staff needing time off work and therefore increases council’s ability to support staff who have been injured and work with them and their managers to establish an effective return to work programme.

16. The audit has also reinforced the critical importance of improving health and safety reporting at council and the accuracy of reporting across the organisation.

17. In response to this, Council, together with ATEED and Panuku, are reviewing reporting management systems and service specifications to determine which supplier can best meet council requirements. Currently council uses the VAULT system. An improved reporting tool will assist people to report more easily and if Council and a number of CCOs have the same system it will become easier for staff and contractors to report into a similar system.

18. Highlighting and encouraging the importance of near-miss reporting is also an area being addressed by the Health, Safety and Wellbeing team and departmental managers. Thorough near-miss reporting allows council to minimise likely incidents. Key information and messages on near-miss reporting were provided across the region during the recent Chief Operating Officer roadshows.

Rehabilitation

19. The rehabilitation and wellbeing team have been meeting with business units across council to focus on return to work programmes and to help managers get an injured person back to work, on alternate duties if necessary to assist with their recovery.

Information on the six aspects of the due diligence duty

20. Officers of Council (i.e. those in a governance role including elected members, the Chief Executive and potentially other members of the executive leadership team) must exercise a duty of due diligence. There are six aspects to that duty, listed and discussed below. All officers have equal and personal responsibility.

21. To assist elected members in their role as officers the Head of Health, Safety and Wellbeing, the Director of Legal and Risk and the governance division lead team are working together to establish systems that will enable councillors and local board members to have access to relevant information to fulfill their due diligence responsibilities. This includes developing new quality advice guidance to assist staff preparing advice on projects where a health and safety assessment is necessary for decision-making, quarterly performance reporting to the Audit and Risk Committee, Finance and Performance Committee and local boards and information to be included in the elected member induction programme after the 2016 local government election.

22. Staff are also working with the Independent Māori Statutory Board and council’s co-governance entities such as the Maunga Authority, the Parakai Recreation Reserve Board and the Ngāti Whātua Ōrākei Reserves Board to ensure they have information and support to assist them with complying with their PCBU duties (as a Board) and their officer duties (as individual members).

Up to date (1): Acquire and keep up to date with H&S knowledge and H&S matters

23. To comply with the officer’s due diligence duty, it is critical that council’s elected members, chief executive and executive leadership team understand the key elements of the new legislation and regulations.

24. Prior to the Health and Safety at Work Act 2015 coming into force on 4 April 2016 there were three briefings provided for elected members to outline the key elements of the legislation, particularly the role of ‘officers’.

25. The executive leadership team have also been provided with a variety of information, including an initial briefing in the last quarter of 2015, consideration and inclusion of a health and safety business case in the development of the organisational strategy, and a strategic planning day at the end of March.

26. To ensure elected members and senior management are well informed and up to date on health and safety matters further workshops are being planned for May and June. Governing Body and local board workshops will build on the information sessions to date and focus on putting the legislation into practice, including meeting personal obligations as an officer, what is required for day to day decision making and implications for community groups and volunteers.

27. Future reporting to elected members and senior management will include information to help officers keep up to date with their health and safety knowledge. Officers may also undertake their own personal actions to keep their health and safety knowledge up to date.

Understand (2): Understand Council’s operations and the associated hazards and risks

28. Council officers will already have a working visibility of Council business. To ensure that officers have a sufficient visibility of the breadth and variety of Council operations to comply with their due diligence duties, highlighting key activity on council’s operations related to health and safety will be part of regular reporting.

29. It will take time for Council to transition from the previous hazard assessment approach to the more proactive risk-based approach provided for in the new Act. Work is underway across the organisation on reviewing hazard registers, developing business unit/activity risk assessments and then delivering safety risk control plans. Some parts of the organisation have begun risk assessments e.g. City Parks Services and Events. As this work develops, more detailed information will be reported.

30. In the interim an overview of reported hazards and risks is provided in the attached performance report (appendix 1).

31. The Chief Executive and the wider executive leadership team have undertaken some recent site visits both with office-based staff and at council facilities across the region. A health and safety site visit plan for both the Chief Executive (and ELT members) and elected members will be developed over the coming months to provide ongoing opportunities for Council’s officers to experience and better understand Council operations and the health and safety risks in the various parts of the business.

Resources and processes (3): Ensure Council has appropriate resourcing and processes to eliminate or minimise risks to health and safety

32. As part of the organisational strategy a business case for health and safety was developed. It highlighted the need for Council to transition from the previous hazard assessment approach to the more proactive risk-based approach. The business case also considered the level of resourcing for health and safety within the organisation.

33. As noted above, specific work is underway across the organisation to eliminate or minimise risks to health and safety through risk assessments. A key focus is to build capability within the organisation and prioritise those business areas that need particular training and support.

34. In addition, health and safety is an integral part of FY16/17 business planning. Guidance on health and safety objectives has been provided as part of the business planning packs for departments. The operations division, for example, has an objective for all departments in the division to undertake risk assessments and develop a plan of action in response during the 2016-2017 financial year.

Reporting and investigation (4): Ensure Council has appropriate processes for receiving and considering information regarding incidents, hazards and risks and for responding in a timely way to that information

35. Health, safety and wellbeing performance reporting has been improved to assist officers and senior management receive and consider information on incidents, hazards and risks. The current approach has been developed with and approved by the executive leadership team. This includes the structure of the report, and the content including lead and lag indicators.

36. The April 2016 organisation-wide performance report is attached as Appendix 1. From now on department/business unit reports will also be delivered to senior managers to assist their understanding of key metrics for their departments and business areas. This will improve the ability of the organisation to address the specific risks or opportunities in each area i.e. the health, safety and wellbeing priorities in Parks, Sport and Recreation will differ from those in Democracy Services, Libraries and Animal Management.

37. The Health, Safety and Wellbeing and Legal Services teams have reviewed and revised the incident management and notifiable event management plans to ensure Council has processes in place to respond to incidents, hazards and risks. The plans provide clear, step by step guidance on what staff need to do in various situations, including an emergency situation. The plans also specifically include guidance on advising elected members of incidents in their ward/local board area.

38. An executive/senior leadership Health and Safety Committee has now been established. Part of its role will be to review Council-wide critical risks and issues, including investigations of incidents that involve notifiable events and WorkSafe or Police investigations.

39. A fit for purpose safety management system and timely reporting will also be crucial to enable Council to receive and consider information on incidents, hazards and risks. As discussed above, a review of the current system (VAULT) and other suppliers is underway.

Monitor (5): Ensure Council has, and implements, processes for complying with any duty or obligation

40. A crucial aspect of ensuring that council has systems in place for complying with its obligations is the setting of high level policy and strategic direction. The Chief Executive and executive leadership team attended a strategic planning day at the end of March. This included a review of council’s strategic direction for health and safety and confirmation of the current policy position of Health and Safety starts with me – Ka timata te hauora me te aria hauata ki a au.

41. Part of the strategic planning day was also discussion of complying with council’s obligations as a PCBU.^{^[2]}

42. Council’s health and safety policy statement, manual and all documents and procedures connected to these are under review against the new legislation and regulations.

43. Staff awareness of health and safety obligations will contribute to compliance. Health and Safety at Work Act overview seminars have been offered to all staff at seven locations across Council. A total of 384 staff attended the sessions with another 80+ looking to undertake the next round of training offered. Business units with specific risks, e.g. working with asbestos, are ensuring staff will have relevant training aligned to the new regulations and the Chief Engineer and her team have been delivering safety in design training.

44. Council’s Do it Right legislative compliance programme is currently working with some pilot business units to develop legislative compliance business unit plans. Work is underway to incorporate health and safety objectives into these plans.

45. To build the internal capability to support business units with complying with health and safety obligations, members of the Health, Safety and Wellbeing team have recently undertaken Incident Causation Analysis Methodology (ICAM) investigation training and lead auditor training.

46. Effective and supported health and safety representatives also contribute to council complying with its health and safety obligations. A health and safety representative training plan is being developed, which will include roadshows and a representative handbook. Other work includes a review of health and safety committee structure and a toolkit for managers.

Verify (6): Take reasonable steps to verify the provision and use of resources and processes through reviews and audits

47. At regular intervals the Audit & Risk Committee will consider Council’s compliance with its PCBU obligations and Council officers’ compliance with their due diligence duty. That feedback is made by way of recommendation to the Finance and Performance Committee. All officers of Council need to continue to ensure that they keep thorough records of their compliance with their individual due diligence duty.

48. Council will be audited via an ACC Worksafe Safety Management Practices (WSMP) audit in October 2016. This audit will assess council’s compliance against ACC accreditation criteria. Tertiary is the highest level of accreditation. Council currently has secondary level accreditation.

49. Pre-audit assessments will begin across the organisation in May and will be undertaken by an external auditor. The priority for pre-audit are business areas identified in the last audit as needing to improve or areas of high risk activity, such as City Parks Services, Parks, Sport and Recreation, Community Facilities, Licensing and Compliance and Infrastructure and Environmental Services.

50. The pre-audit assessment will provide council with a clear view of current state and direction on where action is needed to meet tertiary accreditation standards. Both the Head of Health, Safety and Wellbeing and the Head of Internal Audit will oversee the ACC WSMP audit programme.

Health, Safety and Wellbeing work programme: delivery to date and priority actions May – June 2016

51. Key initiatives delivered since the last presentation to the March 2016 Audit and Risk Committee include:

a) Good practice (and compliance). Transition to the new legislation. As noted above Health and Safety at Work Act overview seminars for all staff were conducted at seven locations across Council. A total of 384 staff attended the sessions with further sessions to occur. Preparation for the ACC pre-audit assessment.

b) Engagement and due diligence. Continual improvements are being made to the reporting framework for the executive leadership team and elected members. The communications programme is progressing to raise employee engagement and participation, including a review and update on the current health and safety intranet page.

c) Monitoring and reporting. A final draft of incident management and notifiable event management and reporting processes (including notification to WorkSafe NZ of notifiable events) is complete and will be distributed in May. Investigations on an improved or alternative reporting management system are coming to an end with recommendations to follow in May.

d) Wellbeing. A pilot session for psychological health and wellbeing facilitated by EAP was undertaken with a target group in late April. An alternative session facilitated by the Mental Health Foundation took place the first week of May. Further sessions targeting managers will be trialled in May across selected parts of the Council. The goal is to have a number of programme options that address the varying needs of people and business units. The Wellbeing 360 survey began 27 April.

52. The focus for the remainder of this financial year and the start of FY 16/17 will be:

a) pre-audit assessments, starting with City Parks Services and Community Facilities

b) Ongoing staff and elected member training. This training will build on previous training sessions (including the introduction to the legislation sessions for elected members and staff and the safety in design training for staff in relevant parts of the organisation), and focus in more detail on putting the legislation into practice in day to day Council business and decision-making.

c) Contractor management: under the new Act Council owes the same duty to employees of contractors and subcontractors as it does its own employees, because they are all workers pursuant to the Act. Where there are overlapping duties between council and its contractors, all parties must also consult, co-operate and co-ordinate together. New contract terms have already been developed to support council complying with its obligations, and guidance for staff on contractor management is being developed. The council-wide contract management strategy includes a health and safety workstream.

Consideration

Local Board views and implications

53. Briefings for elected member, including local boards were provided in preparation for the legislation change on 4 April. Further workshops are planned for later in May and June.

54. This report will be provided to all local boards and a briefing on this report and will take place at the May 2016 local board chairs forum.

Māori impact statement

55. The health, safety and wellbeing of Māori staff, elected and appointed members, volunteers and members of the public is a priority as are the Māori wellbeing priorities identified in Council’ Māori responsiveness framework, Te Toa Takitini work programmes, and other relevant documents.

56. Staff are working with the Independent Māori Statutory Board and Council’s co-governance entities, such as the Maunga Authority, Parakai Recreation Reserve Board and the Ngāti Whātua Ōrākei Reserves Board to ensure they have information and support to comply with their PCBU duties (as a Board) and their officer duties (as individual members).

[1] A notifiable event includes death, a serious injury , illness or incident

[2] As outlined above some of council’s strategic goals changed following this session and a review of policy principles is also to be undertaken.

Chairperson	Brenda Steele
Deputy Chairperson	Steven Garner
Members	James Colville
	Warren Flaunty, QSM
	Thomas Grace
	Beth Houlbrooke
	John McLean
	Phelan Pirrie
	Greg Sayers

Authors	Raewyn Morrison - Local Board Democracy Advisor
Authorisers	Karen Lyons - Manager Local Board Services