Agenda of Henderson-Massey Local Board

1 Welcome

2 Apologies

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

3 Declaration of Interest

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

BOARD MEMBER	ORGANISATION	POSITION
Vanessa Neeson, JP (Chairman)	Ranui Sector Trial	Chair
Shane Henderson (Deputy Chairman)	Waitemata Community Law Centre	Employee
Brenda Brady, JP	Safer West Community Trust District Licensing Committee	Trustee Member
Peter Chan, JP	Cantonese Opera Society of NZ Asian Leaders Forum NZ-Hong Kong Business Ass. NZ-China Business Ass. Auckland Chinese Environment Protection Association (ACEPA) Whau Coastal Walkway Trust	Member Member Member Member Advisor Trustee
Warren Flaunty, QSM	Westgate Pharmacy NorSGA Properties Westgate Pharmacy Ltd The Trusts Community Foundation Ltd Life North West Pharmacy Rodney Local Board Waitemata District Health Board Waitakere Licensing Trust Massey Birdwood Settlers Ass. Taupaki Residents & Ratepayers Ass.	Contractor Director Director Director Director Elected Member Elected Member Elected Member Member Member
Will Flavell	Rutherford College Literacy Waitakere Board	Employee Board Member
Tracy Kirkley	District Licensing Committee Churches Education Commission St Dominic’s College, Henderson	Member Contractor Trustee
Luke Wilson	NZ Police D.A.R.E. - West Waitakere Rotary – Board member Silver Fern Motor Sports - Board	Employee Member Board member Board member

4 Confirmation of Minutes

That the Henderson-Massey Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 16 August 2016, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Item withdrawn

8 Item withdrawn

9 Item withdrawn

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Henderson-Massey Local Board

18 August 2016

Renewal and variation of community lease to The Scout Association of New Zealand, 16 Coletta Lane, Te Atatu South

File No.: CP2016/16082

Purpose

1. To seek approval to grant a renewal of community lease to The Scout Association of New Zealand, 16 Coletta Lane, Te Atatu South.

Executive summary

2. The Scout Association of New Zealand (the Scouts) has a community lease with Auckland Council commencing 1 July 1983 that contains one 33 year right of renewal.

3. The Scouts wish to exercise its right of renewal commencing 1 July 2016.

4. The original lease dated 9 May 1989 incorrectly described the land as Coletta Esplanade Reserve, being Lot 161 DP 47634 and classified as recreation reserve. The correct description of the land occupied by the Scouts should reflect that the premises is not part of Coletta Esplanade Reserve, legally described as Section 1 SO 33482 and classified as local purpose reserve.

5. This report recommends the granting of a renewal of community lease to the Scouts for a term of 33 years commencing 1 July 2016 to 30 June 2049 and variation to correct the description of the land occupied by the Scouts.

Recommendation/s

That the Henderson-Massey Local Board:

a) Approve a renewal of community lease to The Scout Association of New Zealand, 16 Coletta Lane, Te Atatu South, on the following terms and conditions:-

(i) Term: 33 years commencing 1 July 2016;

(ii) Rent: $5.00 plus GST per annum;

b) Approves a variation to the renewal of lease to include the following:

i) Remove reference to Lot 161 DP 47634 and replace with Section 1 SO 33482;

ii) Remove reference to Section 54 (i) (b) of the Reserves Act (1977) and replace with Section 61 (2A);

iii) Remove reference to Coletta Esplanade Reserve and replace with the land at 16 Coletta Lane, Te Atatu South

c) Approve all other terms and conditions as contained in the existing lease dated 9 May 1989 excepting this present right of renewal.

Comments

6. The Scouts have held a community lease for premises at 16 Coletta Lane, Te Atatu South from 1 July 1983 to 30 June 2016 at a cost of $5.00 plus GST per annum. The Scouts own the building and improvements.

7. The site occupied by the Scouts is described as Section 1 SO 334482 comprising 3804 square metres and lies at 16 Coletta Lane, Te Atatu South. Section 1 is held in fee simple by Auckland Council as a classified local purpose (community) reserve.

8. The Scouts were registered as an Incorporated Society on 25 July 1966. The Scouts objectives are to encourage the physical, mental, social and spiritual development of young people.

9. As part of the renewals programme for 2016/2017, the driveway leading to the scout den will be chip sealed, curbed and channeled.

Consideration

Local board views and implications

10. Council staff sought input from the Henderson-Massey Local Board portfolio holders meeting on 3 March 2015.

11. The Henderson-Massey Local Board is the allocated decision making authority to approve the grant of renewal of community lease.

Māori impact statement

12. The Scouts have a right of renewal so there are no particular impacts on Maori which are different from general users of the land.

Implementation

13. There is no cost implication associated with the approval of the renewal of community lease.

Attachments

No.	Title	Page
a View	Aerial photograph of The Scout Association of New Zealand, 16 Coletta Lane, Te Atatu South.	9

Signatories

Authors

Michelle Knudsen - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Henderson-Massey Local Board

18 August 2016

Community lease with Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/15005

Purpose

1. To seek approval to grant a community lease for multi-premises to Auckland Citizens Advice Bureaux Incorporated. Premises are located in nineteen local board areas as follows:

· Albert-Eden

· Devonport-Takapuna

· Henderson-Massey

· Hibiscus and Bays

· Howick

· Kaipātiki

· Māngere-Ōtāhuhu

· Manurewa

· Maungakiekie-Tāmaki

· Orākei

· Ōtara-Papatoetoe

· Papakura

· Puketāpapa

· Rodney

· Upper Harbour

· Waiheke

· Waitākere Ranges

· Waitematā

· Whau

Executive summary

2. Auckland Council and Auckland Citizen Advice Bureaux Incorporated (the Bureaux) have negotiated a revised Strategic Relationship Agreement (Attachment A) and a new Funding Agreement which was approved by the Regional Strategy and Policy Committee 7 April 2016.

3. This provides an opportunity for the existing thirty two occupation agreements, inherited from legacy councils, to be surrendered and replaced with a multi-premises lease. The initial term of the lease would be for two years with two rights of renewal each being for a three year period.

4. The change to a multi-premises lease has been discussed with the Bureaux who have welcomed the initiative as it would simplify their administration and enhance budgeting.

5. There have been meetings with most local boards with Bureaux premises who were overall supportive of the multi-premises lease.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the surrender of all leases and accommodation agreements to Auckland Citizens Advice Bureaux Incorporated and other associated societies of the Bureaux, within the respective local board area as specified in the Schedule of Bureaux Sites (Attachment B).

b) approve a new multi-premises lease to Auckland Citizens Advice Bureaux Incorporated for the premises within the respective local board area specified in the Bureaux Sites (Attachment B) subject to the following terms and conditions:

i) The lease term will be two (2) years commencing 1 July 2016 with two (2) three (3) year rights of renewal, with a final expiry of 30 June 2024, if all rights of renewal are exercised.

ii) Rent will be $1.00 plus GST per annum.

iii) Auckland Citizens Advice Bureaux Incorporated will be responsible for all operational charges for each site throughout the term of the lease, as set out in the Schedule of Bureaux Sites (Attachment B) and Regional Bureaux Sites-(Attachment C).

iv) That operational charges for any sites added during the term of the lease be at the rate prescribed by the community occupancy guidelines in effect at the time of addition, currently $25/m² of space occupied.

v) Provision is provided to allow for the addition and removal of premises during the term of the lease.

vi) Provision to allow Libraries, where the space occupied by the Bureaux is required for library purposes, to relocate the Bureaux to another area within the same building upon six months’ notice.

vii) The community outcomes plan provision be amended to refer to the revised strategic relationship agreement objectives to develop specific community outcomes between the Bureaux and each local board.

viii) All other terms and conditions in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Comments

The Bureaux Background

6. On 20 September 2012 the Bureaux was incorporated under the Incorporated Societies Act 1908. The aim of the Bureaux is to:

· Ensure that individuals do not suffer through ignorance of their rights and responsibilities;

· Assist those who are unable to express their needs effectively;

· To exert a responsible influence on the development of social policies and services, both locally and nationally.

7. Currently, the Bureaux and its associated societies occupy 32 premises provided by council throughout Auckland. All these have varying agreements in respect of the terms and conditions:

· Thirty are council-owned premises with various occupation arrangements in place;

· Two are commercially owned and leased to council.

8. A review of the occupation agreements with the Bureaux identified benefits that would accrue if these agreements were brought together as one lease with consistent terms and conditions, aligned with the Strategic Relationship Agreement (SRA) and Funding Agreement (FA) and Long-term Plan funding rounds.

9. Under the SRA, the Bureaux have agreed to meet local community objectives by providing communities with high quality information, advice, referral and client advocacy services that:

· Are accessible and responsive to the needs of our diverse communities;

· Inform and empower people;

· Encourage people to be actively involved in shaping their communities and the city;

· Contribute to the development of regional social policy;

· Collaborate with Auckland Council on the development of the strategic direction for the provision of the Citizens Advice Bureau services.

10. Relationships between local boards and local Bureaux are at different stages of development. The SRA supports development of successful long-term local board-Bureaux relationships by increasing information sharing between the board and Bureaux through quarterly and annual reports on service usage and emerging local issues.

Premises background

11. The Bureaux and its associated societies have agreed to surrender existing occupation contracts and to enter into a regional multi-premises lease identifying the separate sites occupied by the Bureaux.

12. Attachment B lists the Bureaux premise(s) for inclusion in this local board area. Attachment C Regional Bureaux Sites shows all the Bureaux locations across the region.

13. Two sites listed below are owned by the Crown and held in trust by council as noted in the table below, these leases will require a clause to recognise that the properties may in the future be required for Treaty of Waitangi settlement purposes. These sites are:

Local Board Area	Building Name	Location
Maungakiekie-Tāmaki	CAB Office	100 Line Rd Glen Innes
Kaipātiki	Library building	5 Ernie Mays St Northcote

14. Three sites are unclassified local purpose reserves. These sites can be leased pursuant to section 61 (2A) of the Reserves Act without the need to classify or advertise. The details of each will be placed on a schedule of sites to be classified subsequently. The sites are:

Local Board Area	Building Name	Location
Maungakiekie-Tāmaki	CAB Office Plunket Rooms	100 Line Rd Glen Innes
Waiheke	CAB office building	141 Ocean View Rd Oneroa
Whau	New Lynn Library Building	3 Memorial Drive

Options

15. This report proposes that all council managed premises for the Bureaux be granted under a multi-premises community lease providing the thirty two sites with a common lease document with standard terms and conditions. A multi-premises lease will enable more efficient, consistent and streamlined lease management. Importantly it will provide the Bureaux with the following:

· Accommodation with a defined lease period;

· Known costs to further assist their budget planning and financial controls;

· Reduce both the Bureaux and council’s administrative costs thereby assisting the former to focus on their primary outcomes.

16. The regional premises meet the current service delivery needs of the Bureaux. No asset delivery study has been undertaken, but will be as part of the work programme in the SRA between council and the Bureaux. The proposed lease accommodates this future asset study by allowing for more streamlined addition and removal of premises to meet both the changing accommodation and business needs of the Bureaux.

17. Some sites are currently under consideration by local boards regarding configuration of current space or relocation to other premises. These are Panmure, Sylvia Park, Glen Innes, (Maungakiekie-Tāmaki Local Board) and Glen Eden (Waitākere Ranges Local Board).

18. The proposed multi-premises lease will allow for a more flexible optimisation of the network while retaining local boards delegated authority.

19. This proposal was developed in consultation with the Arts Community and Events Department, Legal Services, and Corporate Finance and Property and in close working relationship with the Bureaux.

20. The local board can alternatively choose not to adopt the proposed recommendation, where its respective Bureaux will be omitted from the multi-premises agreement and managed as individual leases. The multi-premises agreement can still be entered into by supporting local boards and progressed without the participation of all, though this would significantly reduce the efficiencies to be gained by the approach.

Consideration

Local board views and implications

21. The recommendations within this report fall within the local board’s allocated authority relating to local, recreation, sport and community facilities.

22. Local Board budgets will be affected by the proposed change to rental and operational fees. However, the change is related to asset-based service budgets and does not need to be topped up by individual LDI funding for local boards showing a negative effect. Conversely, Local Boards receiving more revenue will not have ability to spend the additional funds showing in their accounts. Budgets will be adjusted at the first review in August to manage this.

23. A portfolio meeting has been held with most local boards and they were presented with the proposal for a multi-premises community lease. General acceptance of the approach for a multi-premises lease was indicated and no concerns were raised.

24. There are no local board risks identified for the proposal as it allows for a more networked and flexible management of the premises while retaining local boards delegated authority.

25. The SRA supports the achievement of the following 2014-2017 Henderson-Massey Local Board Plan priority:

· A community where we know our neighbours, work together on issues and value diversity

Māori impact statement

26. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2012-2022, the Unitary Plan and Local Board Plans.

27. Support for Maori initiatives and outcomes is detailed in Te Toa Takitini, Auckland Council’s Maori Responsiveness Framework. An aim of community leasing is to increase targeted support for Maori community development projects. Additionally it seeks to improve access to facilities for Maori living in the local board area.

Implementation

28. The multi-premises community lease will outline consistent terms and conditions for each of the Bureaux

29. There are no significant cost implications for Auckland Council.

Attachments

No.	Title	Page
a View	Attachment A Strategic Relatonship Agreement	17
b View	Attachment B Bureaux Sites	37
c View	Attachment C Regional Bureaux Sites	39

Signatories

Authors

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Mark Allen - Senior Local Board Advisor

Henderson-Massey Local Board

18 August 2016

Strategic Relationship Agreement

Serving Our Communities Together

Auckland Council and Auckland Citizens Advice Bureaux

A. Background and Purpose

Auckland Council and Auckland Citizens Advice Bureaux Inc. (ACABx) have a robust relationship, based on the long-standing relationship between local Bureaux and the legacy councils. Both organisations wish to reflect this existing goodwill in a framework to guide their relationship and the achievement of their shared vision, and further manifest this trust and mutual respect through development of a formal partnership and shared work programme. This agreement also provides for council funding for Citizens Advice Bureaux (CABx) services through ACABx and related accountabilities.

B. Shared Vision

Auckland Council and ACABx have agreed that they will work together to provide local communities with high quality information, advice, referral and client advocacy services that:

§ are accessible and responsive to the needs of our diverse communities

§ inform and empower people

§ encourage people to be actively involved in shaping their communities and the city

§ contribute to the development of regional social policy.

C. Roles and Responsibilities

Both organisations play roles in delivering on the shared vision:

Auckland Citizens Advice Bureaux (ACAB) Inc.

The aims of ACABx are:

To ensure that individuals do not suffer through ignorance of their rights and responsibilities, or of the services available; or through an inability to express their needs effectively.

Me noho matāra kia kaua te tangata e mate i tāna kore mōhio ki ngā āhuatanga e āhei atu ana ia, ki ngā mahi rānei e tika ana kia mahia e ia, ki ngā ratonga rānei e āhei atu ana ia; i te kore rānei āna e āhei ki te whaputu i āna hiahia kia mārama mai ai te tangata.

To exert a responsible influence on the development of social policies and Services, both locally and nationally.

Kia tino whawāhi atu ki te auahatanga o ngā kaupapa-ā-iwi me ngā ratonga-ā-rohe, puta noa hoki i te motu.

ACABx:

An Incorporated Society, established in June 2012 with the following purposes:

§ to provide an organisational framework and support structure which enables a co-ordinated service to members related to funding from, and other support arrangements with, Auckland Council and other bodies.

§ to work with Auckland Council on the development of the strategic direction for the provision of the Citizens Advice Bureau services within the Auckland Council area.

Auckland’s Citizens Advice Bureaux (CABx) are members of ACABx and democratically elect a board to fulfil the above purposes. In turn, ACABx and all Auckland CABx are members of Citizens Advice Bureau New Zealand (CABNZ). CABNZ supports bureaux to meet membership standards which underpin their service and influences development of social policies and services at a national level.

CABx provide information, advice, referral and client advocacy services via face-to-face, telephone and online contact. Currently, there are 12 Bureaux comprising 31 Auckland service sites, with over 900 trained volunteers fielding close to 302,000 enquiries per annum, 75 percent of this service is delivered face-to-face.

Auckland Council:

A unitary authority with purposes, functions, powers and duties as set out in the Local Government Act 2002 and amendments, and other Acts including the Local Government (Auckland Council) Act 2009.

Support for CABx strongly aligns with the vision and strategic direction of the Auckland Plan and the Empowered Communities Approach endorsed by the Regional Strategy and Policy Committee on 4 June 2015.

Key roles in this relationship include, but are not limited to:

§ brokering and facilitation

§ co-ordination and planning

§ networking and access to information, knowledge and other key decision makers

§ advocacy

§ Kaitiakitanga/guardianship role (in terms of both the City and its people)

§ engagement with local communities.

In terms of this agreement Auckland Council also takes on the role of a funder.

Both organisations agree to support each other where possible, including reasonable acknowledgement of each other’s logos where appropriate.

Guiding Principles of working together

Both organisations acknowledge a commitment to the concept of partnering and agree to:

§ work in such a way that promotes goodwill, good faith and trust, recognising and respecting each other’s ways of working and obligations to their organisation and wider stakeholders

§ commit to continuously seek to improve what we do in partnership through sharing good practice

§ support the achievement of each other’s outcomes where possible and work constructively and collaboratively to achieve shared outcomes

§ acknowledge and celebrate success and the achievement of mutually shared outcomes

§ work together to actively support the Treaty of Waitangi/Te Tiriti o Waitangi

§ actively promote social inclusion and embrace Auckland community diversity

§ share information to improve understanding of local communities and inform council social policy development.

D. Managing the Relationship

Both organisations agree to:

§ meet a minimum of four times a year to progress their shared outcomes

§ develop a shared work programme including a range of initiatives at both strategic and operational levels that is reviewed on an annual basis

§ ensure the maintenance and ongoing development of a strong and healthy MASTER CW LOGO relationship.

E. Resourcing MASTER CW LOGO

The financial and non-financial resources of each organisation will be used to support the achievement of individual and shared outcomes, including resourcing and capacity to invest in relationships and partnering processes.

Key non-financial resources include:

§ staff, elected member and volunteer time

§ knowledge, information, advice and networks.

Auckland Council has agreed to fund ACABx for the provision of Auckland CABx services for the two year period 2016-2018 because CABx are:

§ well established and have recognised expertise

§ critical to fulfilling council goals

§ involved in activities in which council has a key interest

§ healthy, viable and sustainable organisations.

F. Review

Both organisations are mutually accountable for delivering on this agreement, and reporting progress to each other and to third parties. This strategic relationship agreement will be reviewed at the end of one year from the date of signing.

G. Signatories

The common seal of Auckland Citizens Advice Bureaux Inc. was affixed in the presence of the Chairperson /Representative (***) and a Board Member (***) on …………………….2016.

ACABx Chairperson/Representative Auckland Council

ACABx Board Member Auckland Council officer with delegated authority

SCHEDULES

1. Shared vision

2. Protocols and Processes to Support the Relationship

3. Biennial Work Priority Areas

· Shared Outcomes and Key Work Priority Areas

4. CAB Services in 2016/2018

Schedule 1. Shared Vision

Auckland Council and ACABx have agreed they will work together to provide local communities with high quality information, advice, referral and client advocacy services that:

§ are accessible and responsive to the needs of our diverse communities

§ inform and empower people

§ encourage people to be actively involved in shaping their communities and the city

§ contribute to the development of regional social policy.

Schedule 2. Protocols and Processes to Support the Relationship

The scope of this relationship

This Agreement is not intended to extend to the day-to-day operation of local bureaux. In relation to the local boards – local CABx relationship, the focus is on local services.

Table one: Identified activities within this agreement

In scope	Out of scope
Regional funding relationship including monitoring and reporting	Local, supplementary funding to CABx through local boards
Overview of CABx accommodation and multi-site lease arrangements	Property issues associated with local CABx
Co-ordinating cross-council relationships with ACABx (e.g. Libraries)	The operational relationships between council departments and local CABx
Research using aggregated data and information to inform policy development that address issues facing CAB clients	Access to or sharing of data that may compromise client privacy, or other confidential matters (etc.)
Support for ACABx and CABx to develop capacity and services to effectively respond to the changing face of Auckland	Specific funding arrangements outside of the ACABx grant

Auckland Council Governing Body – ACABx Relationship

This strategic relationship is between ACABx and Council’s Governing Body, with a focus on ensuring both Council and ACABx have an Auckland wide focus and best practice principles to achieve the most effective and responsive service for the people of Auckland.

The Governing Body (which consists of an elected mayor and 20 councillors) focuses on big picture, region-wide strategic decisions, and it is the Governing Body who holds the decision-making role in relationship to the regional ACABx relationship.

Strategic Relationship Management

Both organisations recognise that many people, at both political, governance and operational levels, will be involved in achieving the goals and priorities that form the basis of this agreement. For clarity, and to facilitate and strengthen the strategic relationship between both organisations, the Community Empowerment Manager for Auckland Council and the Board Chair ACABx are identified as the key people with oversight responsibilities for the successful implementation of this agreement.

Funding

Auckland Council Governing Body has agreed to provide funding through the Long-term Plan 2015-2025. Funding has been agreed for 2016-2018 to support the operation of CABx across Auckland and the agreed work programme.

Funding will be in accordance with the terms and conditions of the Funding Agreement attached as Appendix One. The term of this agreement is for two years. A negotiated right of renewal at the completion of this agreement for a period of three years followed by a further three years is conditional on delivery of the agreed biennial work programme for 2016-2018 and approval by the Auckland Council Regional Strategy and Policy Committee.

Relationship between local boards and local CABx

Local boards are a key part of Auckland's governance, enabling local representation and decision making on behalf of local communities. There are 21 local boards throughout the Auckland region from Rodney to Franklin.

Local boards have a significant and wide-ranging role that spans most council services and activities. Local boards represent their communities, make decisions on local matters including local facilities, provide local leadership and support strong local communities. Local boards provide important local input into region-wide strategies and plans including those of the council-controlled organisations (CCOs).

Relationships between local boards and local CABx are at different stages of development, which reflect their specific local situation. Some local boards have more than one CABx in their area, and some local boards are serviced from their neighbouring local board area. However, the local board is a primary stakeholder in any local CABx. The local board’s role includes decision-making in relation to locations and leasing of community facilities, many of which accommodate local CABx. The local CABx role is to provide local information, advice, referral and client advocacy services to meet the needs of the local community. The intention of this Agreement is to support development of successful long-term local board-local CABx relationships for mutual benefit. There will continue to be different relationships in different local board areas, reflect their specific local context, preferences and priorities.

The process for successful collaboration between local boards and local CABx

To fulfil the intent of this strategic relationship agreement the following actions will be undertaken:

· To promote information sharing, local CABx will report to their relevant local board on a quarterly basis on service usage and other matters of interest (emerging trends and local issues). This may be done as a cluster in a local board area. The expectation is that as part of this reporting process local bureau will give an annual presentation at a local board meeting at least once a year.

· To develop and maintain the relationship between local boards and local CABx, regular meetings will be set up for the purpose of sharing emerging trends. The frequency and format of those meetings should be agreed with the local board Chair and/or the local board portfolio lead.

· Regular meetings will provide for CABx to contribute to empowering and enabling communities and improve service delivery.

· Each local board – local CABx will focus on relationship development and implementation will be designed to build on local strengths and successes and respond to the specific needs of the local area and its community.

The key outputs of successful collaboration between local boards and local CABx

The key outputs of a successful collaboration include:

§ Reporting to local boards e.g. on service usage and other matters of interest

§ Informal updates and check-ins

§ Opportunities to provide input into future local community development and CABx service development

§ Opportunities for co-location or location in Auckland Council-owned facilities.

Each local board – local CABx relationship development and implementation will be designed to build on local strengths and successes and respond to the specific needs of the local area and its community.

Auckland Libraries’ Relationship with ACABx

Local libraries and local CABx have good established relationships. Libraries provide access to information, CABx provide facilitated access to information and unique advice tailored to the situation of the client. The intention of this agreement is to strengthen and develop relationships between Auckland Libraries and ACABx in order to strengthen areas for working together.

This will include:

Twice-yearly meetings, incorporated into the general meeting schedule, will include a senior manager in Libraries and an ACABx representative to share information, build relationships, and develop effective mechanisms for addressing matters over which the services need to co-operate, particularly within co-located facilities. It is expected that local libraries via the Community Library Manager will also be in relationship with their local CABx.

Reporting

As part of each organisation’s annual planning process, elected/board members and staff of both organisations will come together for a workshop each year. This workshop will be an opportunity to discuss shared issues and projects related to the setting of forthcoming work programmes.

Regular meetings (four to six annually) will be held to support the joint relationship and achievement of the shared work programme. These meetings will focus on:

§ Reviewing progress against the work programme, including timeframes, outcomes and resourcing

§ Sharing information, issues and opportunities and ensuring delivery of the shared work programme

§ General relationship strengthening

§ Celebrating successes

Conflict Management

Both organisations are committed to address any issues that may arise by communicating honestly and openly and at an early stage.

However, if necessary, the Chief Executive of Auckland Council and the ACABx Board Chair, or their delegates, agree to meet and work through any serious issue or conflict in a sensible and practical manner.

If a resolution is not reached via this process, both parties will participate in mediation with a mutually acceptable mediator appointed if necessary by the Chairperson of LEADR NZ Inc. (Lawyers Engaged in Alternative Dispute Resolution).

Evaluation

Both organisations are committed to evaluate and review performance, not only in terms of shared work programmes (via achievement of key milestones and outcomes noted in the shared work programme), but also the effectiveness of this relationship agreement. The latter evaluation will be built into the annual workshop between both organisations and a broader biennial relationship review undertaken as part of the development process of any further agreement between the parties.

Schedule 3. Biennial Work Priority Areas

· Shared Outcomes and Key Work Priority Areas

As noted in this strategic relationship agreement, the Auckland CABx and local councils have worked together for many years and both organisations acknowledge the contribution that each has made.

This agreement reflects a partnering way of working, which is also reflected in the biennial work priority areas with key resourcing to support shared projects over the two-year period identified in Auckland Council’s Long-term Plan 2015-2025 and ACABx Strategic Plan.

Work Priority Areas for the 2016-2018 period include:

§ Partnering –clarifying the Council-ACABx relationship framework in practice

§ Annual work programme development–refining the annual joint programme of work that will progress our shared outcomes

§ Policy development–enabling a process for ACABx to contribute to council’s social policy development

Additional priorities can be incorporated to the biennial work programme, providing there is shared agreement and careful consideration of resourcing implications.

BIENNIAL WORK PROGRAMME FOR 2016/2017 – 2017/18

Objectives	Parties Involved	Outputs
1. Partnering Support development of the collaborative relationship and partnering as a fundamental way of working. Define approach and language to build upon this agreement and to be built into ongoing agreements.	ACABx representatives and Community Empowerment Unit (CEU), Auckland Council staff	Partnering language and approach developed collaboratively and clearly articulated and documented by ACABx and council by June 2017.
2. Annual work programme development Acknowledging both parties are working toward outcomes to contribute to positive social change at a local and regional level – refine the joint programme of work. Year one – Work collaboratively to define approach and tools that ensure the value and outcomes of ACABx work is communicated and measured working towards a better articulation of the value that CABx provide to Auckland communities. Build capability to address network provision, including development of tools to ensure ACABx and CABx responsiveness to : · growth in service need or provision particularly relating to vulnerable communities · demographic change · information exchange needs · digital service provision Year two – Test and apply approach to be completed and reviewed at the end of year two.	ACABx representatives and CEU staff	Co-develop via regular meetings a model of gathering and analysing, information and communicating the impact of CABx in the community. Co-develop model that will capture both quantitative (how much did we do), and qualitative (how well did we do it?) and impact (what changed as a result) data. Agree model by June 2017 for application in 2017-18 year by ACABx. Co-develop and agree approach and tools for responding to the changing needs of Auckland’s communities to be tested in 2017-18 year by ACABx. From June 2017 apply model of capturing, reporting and communicating impact and responsive network provision. March-June 2018 collaboratively review application of the model.
3. Policy development – analyse and interpret statistics, case studies, anecdotal evidence, knowledge and experience to share to support policy development enabling positive social change within Auckland’s communities.	ACABx and CABx representatives, CEU, RIMU, Community and Social Policy staff	Co-develop an approach to ensuring information is shared effectively and communicated in a way that is valuable for all parties. AC will work with ACABx so that relevant ACABx information is received and distributed across Council and informs Council policies and practice. Approach to be developed and confirmed by June 2017 and applied in the financial year 2017-18.

Henderson-Massey Local Board

18 August 2016

CABx services are provided at the following sites as well as through 0800FORCAB (0800367222) and www.cab.org.nz.

The following table denotes the service as at May 2016. Hours of operation are subject to change.

CAB Site	Address	Weekdays		Saturdays	Local Board
Albany (Agency of Browns Bay)	Upper Harbour Local Board Office 3 Kell Drive, Albany	Mon	12.00pm - 2.00pm		Upper Harbour
Avondale	Carpark behind Avondale Library 93 Rosebank Road, Avondale	Mon-Fri	9.30am - 1.00pm		Whau
Birkenhead	Birkenhead Library Building Cnr Rawene Road and Hinemoa Street, Birkenhead	Mon-Fri	9.00am - 4.30pm		Kaipatiki
Botany (Agency of Pakuranga)	25I Town Centre Drive, Botany Town Centre, East Tamaki	Mon-Fri	9.30am - 1.00pm		Pakuranga
Browns Bay	2 Glen Road, Browns Bay	Mon-Fri	9.00am - 4.30pm		Hibiscus and Bays
CAB Language Link (Not funded by AC)	521D Mt Albert Road, Three Kings	Mon-Fri	9.00am - 4.00pm		Puketepapa
Central Auckland	First Floor, Central Auckland Library 44-46 Lorne Street, Auckland CBD	Mon-Thu	9.30am - 4.30pm	10.00am - 12.00pm	Waitemata
Central Auckland		Fri	11.00am – 3.00pm	10.00am - 12.00pm	Waitemata
Eden-Albert	Adjoining Mt Albert Library Building 82 St Lukes Road, Mt Albert	Mon-Fri	9.00am - 4.00pm		Albert-Eden
Glen Eden	Glen Eden Library Complex Cnr Glendale Road and Glenmall Place, Glen Eden	Mon-Fri	9.00am - 4.30pm		Waitakere Ranges
Glen Innes	Plunket Rooms 100 Line Road, Glen Innes	Mon-Fri	9.00am - 4.00pm	9.30am – 11.00am [Legal Advice Clinic by appointment only]	Maungakiekie-Tamaki

CAB Site	Address	Weekdays		Saturdays	Local Board
Glenfield	Glenfield Library Building 90 Bentley Avenue, Glenfield	Mon-Fri	9.00am - 4.30pm		Kaipatiki
Grey Lynn-Ponsonby	Grey Lynn Community Centre 510 Richmond Road, Grey Lynn	Mon-Fri	9.00am - 4.00pm	9.00am – 4.00pm	Waitemata
Helensville	27 Commercial Road, Helensville	Mon-Fri	10.00am - 3.00pm		Rodney
Henderson	11 Trading Place, Henderson	Mon-Fri	9.00am - 4.30pm		Henderson-Massey
Hibiscus Coast	Orewa Community Centre 40-46 Orewa Square, Orewa	Mon-Fri	9.00am - 3.30pm	10.00am - 1.00pm	Hibiscus and Bays
Mangere	Shop 17, Orly Avenue Mangere Town Centre	Mon-Fri	9.00am - 4.00pm	9.30am - 12.30pm	Mangere-Otahuhu
Manurewa	Library Complex 7J Hill Road, Manurewa	Mon-Fri	9.00am - 4.00pm	9.00am - 11.00pm	Manurewa
Massey	Massey Library Building Cnr Don Buck Road and Westgate Drive Massey	Mon-Fri	9.00am - 4.30pm		Henderson-Massey
Mt Roskill	Mt Roskill Library Building 546 Mt Albert Road, Three Kings	Mon, Wed, Thu	9.30am - 4.00pm	10.00am – 12.00pm	Puketepapa
Mt Roskill	Mt Roskill Library Building 546 Mt Albert Road, Three Kings	Tue, Fri	9.30am - 1.00pm	10.00am – 12.00pm	Puketepapa
New Lynn	New Lynn Library Building 3 Memorial Drive, New Lynn	Mon-Fri	9.00am - 4.30pm	10.00am - 1.00pm	Whau
Northcote	Northcote Library Buildings 5 Ernie Mays Street, Northcote	Mon-Fri	9.15am - 3.30pm		Kaipatiki
Onehunga	Onehunga Community Centre and Library Building 83 Church Street, Onehunga	Mon, Tue, Thu, Fri Wed	9.30am - 4.00pm 9.30am – 5.15pm	10.00am - 12.00pm	Maungakiekie-Tamaki
CAB Site	Address	Weekdays		Saturdays	Local Board
Otahuhu (Agency of Mangere)	Toia Precinct, 30-34 Mason Avenue, Otahuhu	Mon-Fri	10.00am – 2.00pm		Mangere-Otahuhu
Otara	Shops 1 and 2, 46 Fair Mall Bairds Road, Otara Town Centre	Mon-Fri	9.00am – 4.00pm	9.00am – 12.00pm	Otara-Papatoetoe
Pakuranga-Eastern Manukau	Pakuranga Library Building Aylesbury Street, Pakuranga	Mon-Fri	9.00am - 4.30pm	9:30am - 11:30am	Howick
Panmure-Ellerslie	Panmure Community Centre 7-13 Pilkington Road, Panmure	Mon-Fri	9.30am – 12.45pm		Maungakiekie-Tamaki
Papakura	4a Opaheke Road Papakura	Mon-Thu	9.00am - 4.30pm		Papakura
Papakura	4a Opaheke Road Papakura	Fri	9.00am – 4.00pm		Papakura
Papatoetoe	35a St George Street, Papatoetoe	Mon-Fri	9.00am - 4.00pm	9.00am – 12.00pm	Otara-Papatoetoe
Remuera-Eastern Bays	4 Victoria Avenue, Remuera	Mon-Fri	9.00am - 5.00pm		Orakei
Sylvia Park	Shop N230, Level 1, Sylvia Park Mall 286 Mt Wellington Highway, Sylvia Park	Mon-Fri	9.00am - 4.30pm	10.00am – 12.00pm	Maungakiekie-Tamaki
Takapuna	Takapuna Community Services Building 7 The Strand, Takapuna	Mon-Fri	9.00am - 4.30pm		Devonport-Takapuna
Takapuna	Takapuna Community Services Building 7 The Strand, Takapuna	Thu	7.00pm – 8.30pm		Devonport-Takapuna
Waiheke	141 Ocean View Road, Oneroa, Waiheke	Mon-Fri	9.00am - 1.30pm	9.00am - 12.00pm	Waiheke
Wellsford	Wellsford Community Centre 1 Matheson Road, Wellsford	Mon-Fri	10.00am - 3.00pm		Rodney

Henderson-Massey Local Board

18 August 2016

Henderson-Massey Local Board Community Facilities Renewals Work Programme 2016/2017

File No.: CP2016/13136

Purpose

1. To approve the 2016/2017 work programme for Community Facilities renewals for the Local Parks, Sports and Recreation activity.

Executive summary

2. Renewals funding is identified at a high level through the long-term plan and a capital works programme is prepared for approval annually. The programme ensures that each council facility can operate to the current level of service articulated in the relevant asset management plan.

3. Attachment A provides the proposed 2016/2017 work programme for Community Facilities, Local Parks, Sports and Recreation, renewals for local board approval.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the 2016/2017 work programme for Henderson-Massey Local Board Parks, Sports and Recreation Renewals

b) note that the 2016/2017 funding envelope is indicative to deliver this programme of work and any budget variances (within scope) will be managed within the total region-wide renewals funding envelope.

Comments

4. Community facilities are an important part of realising the vision of Auckland to become the world’s most liveable city. They contribute to building strong, healthy, and vibrant communities by providing spaces where Aucklanders can connect, socialise, learn, and participate in a wide range of social, cultural, art, and recreational activities. These activities foster improved lifestyles and a sense of belonging and pride among residents.

5. Investment in this renewals programme will ensure that council facilities remain valuable, well-maintained community assets that continue to meet user expectations. Not undertaking timely renewals will have an undesirable impact on the customer experience and put asset performance at risk, and ultimately increase the cost to maintain the facility.

6. The renewals programme process ensures that the proposed Community Facility renewals work programme (Attachment A) has received extensive input and assessment from business owners, facility users, and Community Facilities staff.

Consideration

Local board views and implications

7. Council staff will report quarterly to the local board on how the programme is tracking, and discuss with the local board any arising key risks and notify the local board when projects are completed.

Māori impact statement

8. The Henderson-Massey Local Board Community Facility renewals work programme 2016/17 will ensure that all facilities continue to be well-maintained community assets benefiting the local community, including Māori. Parks and open spaces, as well as sport and recreation activity contributes significantly to Māori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua appropriate consultation will follow.

Implementation

9. This work programme will be implemented as part of Community Facilities’ usual business practice.

10. Work programme implementation will be reported quarterly to the local board. The first-quarter report will outline the programme’s delivery schedule.

11. The 2016/2017 Community Facilities renewals work programme for the Local Community Services activity was presented for approval at the June business meeting.

12. Where bundles of assets are presented as projects over multiple years, the assets (listed within each project line) will be renewed in order of priority with as many singular assets being renewed, within the allocated budget, as possible.

Attachments

No.	Title	Page
a View	Henderson-Massey Local Board Community Facilities Renewals	45

Signatories

Authors

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

Mark Allen - Senior Local Board Advisor

Henderson-Massey Local Board

18 August 2016

LDI Capex allocation - Corban Reserve dog agility course improvements

File No.: CP2016/16627

Purpose

1. To seek $19,581 of LDI capex funding from the 2016/2017 financial year to make improvements to the dog agility course in Corban Reserve, Henderson.

Executive summary

2. This report recommends that $19,581 of 2016/2017 financial year LDI capex funding is allocated to make improvements to the dog agility course in Corban Reserve, Henderson.

3. The improvements include:

· a 300m long perimeter fence around the dog agility course

· a plastic bag holder/dispenser for the convenience of dog owners picking up after their dogs (public provide bags)

· new signage (stencil style) on the main driveway entrance off Henderson Valley Road.

4. The proposed improvements will aid people training their dogs and provide a unique experience within the local board area where dog owners have a dedicated space.

5. The proposal supports the Henderson-Massey Local Board Plan 2014 by further developing a dog park, outlined in the outcome ‘we are an eco-city’.

Recommendation/s

That the Henderson-Massey Local Board:

a) allocate $19,581 of FY17 LDI capex funding to make improvements to the dog agility course in Corban Reserve, Henderson.

Comments

Background

6. The dog agility course at Corban Reserve was completed in November 2015. A location map and image of the dog agility course is included as Attachment A.

7. The current bylaw allows dogs off-leash in Corban Reserve, providing they are kept under control. There is no change proposed as part of the 2016 dog bylaw review.

8. In early 2016, the Henderson-Massey Local Board requested Local Parks investigate providing a fence around the dog agility course following requests for a fence from members of the public.

Proposal

9. The proposal includes:

· A 300m long perimeter fence around the dog agility course including two pedestrian gates and a maintenance vehicle access gate. The fence would be constructed of 1.5m high ‘deer mesh’ supported by timber posts. Refer to Attachment B for an image of a similar fence at Meola Reef Reserve and map of proposed layout of new fence.

· A plastic bag holder/dispenser for the public to use to ‘pick up’ after their dogs. The plastic bags would be supplied by the public as per other dog parks in Auckland. Refer to Attachment C for an image of an existing dispenser at Craigavon Park, Blockhouse Bay.

· Stencilled ‘paw prints’ on main driveway entrance from Henderson Valley Road to draw public attention to the facility.

Analysis

10. The type of fence proposed is the same as the one encompassing the dog park at Meola Reef Reserve in Point Chevalier.

11. Auckland Council Local Parks staff liaised with the Parks Maintenance Coordinator responsible for Meola Reef Reserve to determine maintenance issues. The advice was to allow the grass to grow high immediately beside the mesh, which discourages dogs from trying to burrow underneath the wire. No other significant maintenance issues were identified.

12. Dog agility courses provide a venue for formal dog sport and are also a place for people to train and exercise their dogs in a constructive manner. The proposed fence would provide a unique experience within the local board area where dog owners have a dedicated space to train, exercise and socialise their dogs.

13. The proposed perimeter length of approximately 300m is smaller than a rugby field perimeter, which is 380m in length. The fenced area is dictated by the landform and desire to stay clear of areas that pond in winter. The size allows sufficient area for typical activities such as throwing a ball.

14. Being a closed landfill site, approval is required from the closed landfill and contaminated land team (CLCL) at Auckland Council. A preliminary site meeting has been held onsite with representatives of this team to ensure the proposal would be feasible. Indications are that it is feasible.

Financial

15. Auckland Council Local Parks staff have investigated the cost to supply and build the fence by obtaining quotes from two council approved contractors. The remainder of the works are expected to be relatively low cost. It is recommended that a contingency of 30% be applied to allow for unforeseen expenses. Any unspent budget will be returned to the Local Board FY17 LDI capex fund.

Consideration

Local board views and implications

16. This proposed fence has been discussed with the Henderson-Massey Local Board at a workshop on 7 July 2016. The response to the proposal was positive and a request was made for Local Parks staff to progress this to a business report for a decision.

17. The plastic bag holder/dispenser and stencil signage was discussed at the Parks Portfolio Holder meeting on 26 July 2016. Approval was given to include these in the scope of works.

18. The proposal supports the Henderson-Massey Local Board Plan 2014 outcome “we are an eco-city” which states “we will also develop a dog park in our area…”.

Māori impact statement

19. The construction of a fence at Corban Reserve has no particular impacts on Māori that are different from other users of the parks network.

Implementation

20. Firm ground conditions are required for vehicle access and works will not therefore start until late spring / early summer (Oct / Nov 2016).

Attachments

No.	Title	Page
a View	Location map and image of dog agility course at Corban Reserve, Henderson	53
b View	Image of proposed fencing and layout map	55
c View	Image of proposed plastic bag dispenser	57

Signatories

Authors

John Cranfield - Park Ranger

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Henderson-Massey Local Board

18 August 2016

LDI Capex funding allocation - Massey Leisure Centre futsal court fence height extension

File No.: CP2016/15701

Purpose

1. To seek approval for $10,569 of LDI capex from the 2016/2017 financial year to extend the height of the perimeter fence behind the goalposts on the futsal court at Massey Leisure Centre.

Executive summary

2. This report recommends that $10,569 of 2016/2017 financial year LDI capex funding is allocated to extend the height of the fence behind the goalposts on the futsal court at Massey Leisure Centre by 1.5m to make this section of fence 4m high.

3. Since completion in May 2016 Local Parks has become aware that balls are being kicked over the 2.5m high fence, particularly behind the goal posts at each end where concentrated force is applied for taking shots at goal.

4. Increasing the height of the fence will improve the effectiveness of the fence in blocking wayward shots at goal and consequently reduce the frequency of balls being kicked outside the court area.

5. The proposal supports the Henderson-Massey Local Board Plan 2014 by enhancing a recreation facility where people can come together in a smoke free environment, to play, learn and have fun.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve allocation of $10,569 of LDI capex funding from the 2016/2017 financial year to extend the height of the perimeter fence behind the goalposts on the futsal court at Massey Leisure Centre.

Comments

Background

6. The futsal court at Massey Leisure Centre was completed in May 2016. A location map and image of the futsal court is included as Attachment A. The design includes a 2.5m high steel pipe and mesh fence around the perimeter of the course to contain ball play.

7. Since completion, Local Parks has become aware that balls are being kicked over the fence behind the goal posts at each end where concentrated force is applied for taking shots at goal. At the eastern end of the court, this is resulting in balls landing in the neighbouring residential properties.

8. The owner of one of these properties has advised YMCA staff that over the period of 1 July to 14 July 2016, 15 balls were retrieved from his back yard by users of the futsal court.

Investigation

9. Local Parks has investigated extending the height of the fence behind the goal posts. The existing fence structure can accommodate the weight of a 1.5m high extension. An additional height extension beyond this requires new support posts to accommodate the increased weight.

10. Local Parks staff have investigated the height of three other artificial courts in West Auckland as a means of comparison. The results are summarised in the table below:

	Brains Park	Parrs Park	Crum Park	Massey Leisure Centre
Fence Height behind goal	3.5m	4.0m	3.6m	2.5m
Type of play	Multi-court includes soccer goals, open to all	Soccer only, site needs to be booked otherwise locked	Soccer only but open to all	Futsal but open to all
Proximity to neighbouring houses	10m	+50m	+50m	16m

11. Of the above sites, only Brains Parks has generated complaints from neighbouring properties from balls being kicked into their property and this was from sites situated behind the goal posts.

12. It is noted that soccer has a general higher arc of ball play than futsal due to the characteristics of the ball and also because it is played over a larger area requiring a greater use of physical force applied to the ball for general play.

13. Eliminating balls from being kicked over the fence altogether is not practicably feasible. Despite this, it is clear that the futsal court requires an extension of at least 1m in height or preferably more to improve the effectiveness of the fence at stopping balls being kicked outside the court area.

14. Given the existing fence can accommodate an extension of 1.5m vertical metres; it is recommended this is undertaken to increase the height to 4m.

Financial

15. Local Parks staff have received a quote to construct the fence extension from the original installer. A building consent application is also required to undertake the extension. These factors have been considered in determining a required budget. It is recommended that a contingency of 30% be applied to allow for unforeseen expenses. Any unspent money will be returned to the Local Board FY17 LDI capex fund.

Consideration

Local board views and implications

16. This proposed fence height extension has been discussed with the Henderson-Massey Local Board at a workshop on 7 July 2016. The response to the proposal was positive and a request was made for Auckland Council staff to progress this to a business report for a decision.

17. The proposal supports the Henderson-Massey Local Board Plan 2014 outcome “A community where we know our neighbours, work together on issues and value diversity” by enhancing a recreation facility where people can come together in a smoke free environment, to play, learn and have fun.

Māori impact statement

18. The extension of the height of the futsal court fence at Massey Leisure Centre has no particular impacts on Māori that are different from other users of the parks network.

Implementation

19. No implementation issues have been identified for this project.

Attachments

No.	Title	Page
a View	Location map and image of futsal court	63

Signatories

Authors

John Cranfield - Park Ranger

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Henderson-Massey Local Board

18 August 2016

State Highway 16/20 Waterview Connection Project - Income update and approval of expenditure plan

File No.: CP2016/13489

Purpose

1. To update the Henderson-Massey Local Board on the forecasted income for the payments received from the New Zealand Transport Agency (NZTA) as part of the mitigation package for the State Highway 16/20 Waterview Connection project and to seek approval of a proposed expenditure plan for the 2016/2017 and 2017/2018 financial years.

Executive summary

2. Over a five year period Auckland Council will receive around $8 million from the New Zealand Transport Agency as part of the State Highway 16/20 Waterview Connection Projects. The income is generated from lease payments, compensation and property disposals within three local board areas - Whau, Henderson-Massey and Albert-Eden.

3. Until recently the expected income for the Henderson-Massey Local Board was $2,354,596 over a three year period. An expenditure plan was approved by the HMLB at their business meeting on 4 August 2015 based upon this. Due to the early exiting of leased park land the income is now projected to be $2,282,777.

4. These funds are to be used for parks projects in communities impacted by the motorway development project.

5. Utilising this new revenue projection this report seeks to update the agreed 4 August 2015 expenditure plan and to allocate all previously unallocated funding to the development of public open space in the Henderson-Massey Local Board area across the next two financial years.

Recommendation/s

That the Henderson-Massey Local Board:

a) note the update on the forecasted income from New Zealand Transport Authority as part of the State Highway 16/20 Waterview Connection Project is now projected to be $2,282,777.

b) approve the allocation of the New Zealand Transport Agency fund, which is currently unallocated, targeted to the Henderson-Massey Local Board area for the development of public open space of:

i) $100,000 in the 2016/2017 financial year; and

ii) $499,167 in the 2017/2018 financial year.

Comments

Background

6. The Waterview Connection completes a motorway ring route around the city linking State Highway 20 with State Highway 16. The new portion of the motorway is 4.8km long and includes a 2.5km length of tunnel. The project also includes widening of existing parts of SH16 and upgrades to existing interchanges. The construction work started in 2012 and is expected to be completed in 2017.

7. The decision-making for the Waterview Connection was made by a Board of Inquiry process. The Waterview Connection Board of Inquiry (BOI) decision (June 2011) included a number of consent conditions intended to recognise and offset the impact of the proposal on the surrounding community and council assets. These conditions include a requirement for the designation holder, the New Zealand Transport Agency (NZTA), to fund and undertake the restoration of a number of council reserves directly affected by the construction works and provide cash compensation.

8. Additionally, over the construction period Auckland Council will receive income from NZTA in the form of lease payments for the occupation of public open space such as Harbourview/Orangihina.

Consideration

Allocation of funding for 2015/2016 and 2016/2017 financial years to date

9. In August 2015 the estimated income for the Henderson-Massey Local Board (HMLB) was $2,354,596. An expenditure plan was approved by the HMLB at their business meeting on 4 August 2015 to allocate funds to specific projects as shown in Table 1.

Approved allocation of NZTA fund to date		2015/2016 FY	2016/2017 FY	2017/2018 FY
Royal Reserve Development	General park development - new play space, new car park & driveway, upgrade of existing car park, learn to ride pathway, perimeter footpath & exercise equipment.	120,000	1,500,000
Henderson Creek Pontoon project	Joint project with Flanshaw Road Primary School to install two pontoons on the Henderson Creek to increase informal access to the water for recreation. Feasibility undertaken during 2014/2015 financial year.	40,000
Corban Reserve Dog Agility Course	Installation of dog agility equipment which was purchased during June 2015.	20,000
Massey Leisure Centre Futsal Court	Construction of a futsal court in land adjacent to the Massey Leisure Centre. Feasibility was undertaken during 2014/2015 financial year.	11,000
Unallocated	Allocation will be considered following adoption of the Draft Henderson-Massey LB 2015-2025 Open Space Network Plan.	14,000	303,000	346,596
Total		205,000	1,803,000	346,596

Table 1: Approved expenditure plan for the NZTA funding for Henderson-Massey Local Board on 4 August 2015.

Allocation of remaining fund

10. During July 2016 Local Parks received an update on the expected income amount and due to the early exiting of leased parkland this is now projected to be $2,282,777. Details of this are shown in Table 2 below.

2014/2015 FY

2015/2016 FY

2016/2017 FY

2017/2018 FY

Income as identified in July 2016

$801,985

$170,905

$1,309,887

Total income - $2,282,777

11. The conditions in the BOI decision require that income is assigned to specific projects. This report seeks to meet this condition by proposing that the HMLB approve to allocate previously unallocated income to public open space development in their area of governance. Table 3 below outlines the proposal.

	2016/2017 FY	2017/2018 FY
Priority development projects in public open space identified by the Henderson-Massey Local Board and identified in the Henderson-Massey Local Board Open Space Network Plan	100,000	499,167
Total	100,000	499,167

Table 3: Proposed expenditure plan for the HMLB allocation of the NZTA funding identified in May 2016.

12. Workshops will be held by Local Parks with the HMLB during August 2016 to develop a full work programme for future spend of the fund.

13. The allocation of the fund for 2016/2017 and 2017/2018 as shown in Table 3 may be changed and bought forward or pushed into 2018/2019, however it would be ideal to determine the work programme and complete it within the next three financial years.

Local board views and implications

14. Discussion at the HMLB Park Portfolio meetings has provided a high level understanding to staff regarding the development of a future work programme for the fund. Local Parks staff will undertake to workshop with all board members to determine a full programme of work for the fund.

Māori impact statement

15. The future development of the work programme for the fund will consider the needs of all open space users including Māori.

Implementation

16. Work will begin immediately to gather quality information for the HMLB to assist them to develop a work programme at workshops to be held during August 2016.

Attachments

There are no attachments for this report.

Signatories

Authors

Helen Biffin - Parks Liaison & Development Team Leader

Authorisers

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

Mace Ward - General Manager Parks, Sports and Recreation

Henderson-Massey Local Board

18 August 2016

Draft Annual Report 2015/2016 - Henderson-Massey Local Board report

File No.: CP2016/17497

Purpose

1. This report compares actual activities and performance with the intended activities and level of service set out in the Henderson-Massey Local Board Agreement 2015/2016. The information is prepared as part of the local board’s accountability to the community for the decisions made throughout the year.

Executive summary

2. The Auckland Council Annual Report 2015/2016 (AR) is currently being prepared and progressed through an external audit process. In late September, the audit is expected to be completed and the final report will be approved and released to the public. The AR will include performance results for each local board.

3. The local board is required to monitor and report on the implementation of the Local Board Agreement for 2015/2016. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009. These requirements include providing comment on actual local activities against the intended level of service, and for the comments to be included in the AR.

4. The 2015/2016 local board agreements formed part of the Long-term Plan 2015-2025 (LTP). The performance measures included in the LTP changed significantly from the previous LTP. This AR is the first time that we are reporting back externally against these new performance measures.

5. The attached report is proposed for approval by the local board. The report includes the following sections:

- Message from the chairperson

- The year in review

- How we performed

- Financial information.

Recommendation/s

That the Henderson-Massey Local Board:

a) note the monitoring and reporting requirements set out in the Local Government (Auckland Council) Act 2009 and the draft local board information proposed for the Auckland Council Annual Report 2015/2016.

b) receive the draft local board report to be included in the Auckland Council Annual Report 2015/2016.

c) approve the message from the chairperson, which provides the local board’s comments on local board matters in the Annual Report 2015/2016.

d) give authority to the chairperson and deputy chairperson to make typographical changes before submitting for final publication.

Comments

6. The local board is required to monitor and report on the implementation of Local Board Agreement 2015/2016. The requirements for monitoring and reporting are set out in the Local Government (Auckland Council) Act 2009, as follows:

Section 23 monitoring and reporting

(1) Each local board must monitor the implementation of the local board agreement for its local board area.

(2) Each annual report of the Auckland Council must include, in respect of local activities for each local board area, an audited statement that –

i) compares the level of service achieved in relation to the activities with the performance target or targets for the activities (as stated in the local board agreement for that year); and

ii) specifies whether any intended changes to the level of service have been achieved; and

iii) gives reasons for any significant variation between the level of service achieved and the intended level of service.

7. Each local board must comment on the matters included in the Annual Report under subsection (2) in respect of its local board area and the council must include those comments in the Annual Report.

8. This report focuses on the formal reporting referred to in Section 23 above. Attachment A provides the draft local board information for inclusion in the Annual Report 2015/2016. The report contains the following sections:

	Section	Description
a)	Message from the chairperson	Legislative requirement to include commentary from the local board on matters included in the report.
b)	The year in review a. - Financial performance b. - Key achievements c. - Key projects d. - Challenges in our area e. - Looking forward	Snapshot of main areas of interest for the community in the local board area.
c)	How we performed	Legislative requirement to report on performance measure results for each activity, and to provide explanations where targeted levels have not been achieved.
d)	Financial information	Legislative requirement to report on financial performance results compared to LTP budgets, together with explanations about variances.

9. Local board comments on local board matters in the annual report will be included in the Annual Report as part of the message from the chair.

10. The next steps for the draft Annual Report are:

· Audit during August 2016

· Report to the Finance and Performance Committee on 22 September

· Report to the Governing Body for adoption on 29 September

· Release to stock exchanges on 29 September

· Publication on 7 October

· Copies of the Annual Report will be provided to the local board offices, Auckland Council libraries and council service centres.

Consideration

Local board views and implications

11. Local board comments on local board matters in the Annual Report will be included in the Annual Report as part of the message from the chair.

Māori impact statement

12. The Annual Report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan over a 12-month period. This includes engagement with Māori, as well as projects that benefit various population groups, including Māori.

Attachments

No.	Title	Page
a View	Draft 2015/2016 Annual Report	123

Signatories

Authors

David Rose - Lead Financial Advisor

Judy Kerling - PA to Group Financial Controller

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

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

Henderson - Massey	Henderson	Waitakere Library 3 Ratanui St Henderson 0612	$15,000	$1	$2,625	-$12,374
Henderson - Massey	Massey	Library Building Don Buck Rd Westgate Drive	$15,000	$1	$1,875	-$13,124

Chairperson	Vanessa Neeson, JP
Deputy Chairperson	Shane Henderson
Members	Brenda Brady, JP
	Peter Chan, JP
	Warren Flaunty, QSM
	Will Flavell
	Tracy Kirkley
	Luke Wilson