Agenda of Ōrākei Local Board

Ōrākei Local Board

04 August 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

8.1 Deputation - East City BMX 5

9 Public Forum 5

10 Extraordinary Business 6

11 Notices of Motion 6

12 Colin Maiden Park Precinct Master Plan

This report was not available at the time the agenda was printed and will be circulated as soon as possible.

13 Michaels Avenue Stage Three Southern Section Concept Plan 7

14 Community lease with Auckland Citizens Advice Bureaux Incorporated 17

15 Funding Agreements and Licences to Occupy and Manage for the Community of St Lukes, St Heliers Community Centre, Glendowie Hall, Meadowbank Community Centre and Tahapa Hall 49

16 2015/2016 Lease Workplan - Expediated Renewal and Review of Ongoing Lease Management 59

17 Community Lease Work Programme 2016/2017

This report was not available at the time the agenda was printed and will be circulated as soon as possible.

18 Ōrākei Local Board Tree Protection Grants Programme 63

19 Local board feedback on the Local Government Act 2002 Amendment Bill 69

20 Local board input on the proposed National Policy Statement on Urban Development 73

21 Auckland Transport Update - August 2016 77

22 ATEED Six-Monthly Report to the Ōrākei Local Board 103

23 Chairperson's Report 115

24 Board Member Report - Kit Parkinson 127

25 Board Member Report - Ken Baguley

This report was not available at the time of printing and will be tabled at the meeting.

26 Board Member Report - Kate Cooke 131

27 Board Member Report - Troy Churton 133

28 Board Member Report - Colin Davis 135

29 Board Member Report - Mark Thomas 139

30 Governance Forward Work Calendar 141

31 Resolutions Pending Action 145

32 Local Board Workshop Record of Proceedings 151

33 Ōrākei Local Board Achievements Register 155

34 Consideration of Extraordinary Items

PUBLIC EXCLUDED

35 Procedural Motion to Exclude the Public 165

C1 Tagalad Reserve, 11a Marau Crescent, Mission Bay - Mission Bay Tennis Club - New Licence to Spark New Zealand Trading Limited 165

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.

4 Confirmation of Minutes

That the minutes of the Ōrākei Local Board meeting, held on Thursday, 7 July 2016, be confirmed 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 Ōrākei 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 Deputation - East City BMX

Purpose

Jude Eades will be in attendance to present to the Board on the East City BMX Club.

Recommendation/s

That the Ōrākei Local Board:

a) thank Jude Eades, East City BMX for her attendance and presentation to the Board.

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.

Ōrākei Local Board

04 August 2016

Michaels Avenue Stage Three Southern Section Concept Plan

File No.: CP2016/15525

Purpose

1. To report the outcomes of further consultation since the 7 April 2016 local board meeting on updated draft concept options for stage three of the Michaels Avenue Reserve master plan and to recommend a final concept plan for adoption by the Ōrākei Local Board.

Executive summary

2. A master plan for the development of Michaels Avenue Reserve was adopted by the Maungakiekie Community Board in 2008 and two of the four stages of development have been implemented.

3. Updated concept plan options for the third stage of development were developed in consultation with key stakeholders. Public feedback on these options was sought in November and December 2015.

4. There was no clear public preference for either of the options, although the option with a central playground and consolidated parking provision was the most popular.

5. Key concerns expressed in feedback included domination of the park by organised sports, issues with the proposed new amenities/clubrooms building, safety of the proposed shared path and parking/traffic management.

6. A draft plan was presented to the board at the7 April 2016 business meeting, but further consultation with key stakeholders was requested prior to adoption of the plan.

7. A final draft concept plan for stage three has been prepared that includes a central playground, consolidation of parking provision near Michaels Avenue, a shared walking/cycling path through the southern part of the reserve only, and new tree and groundcover planting.

Recommendation/s

That the Ōrākei Local Board:

a) adopt the Michaels Avenue Reserve Concept Plan of South Section, dated June 2016, as set out in Attachment A (page 4) to this report.

Comments

8. A master plan for the development of Michaels Avenue Reserve in Ellerslie was developed by Auckland City Council in 2007. Extensive consultation on a draft master plan was undertaken at that time and a final master plan was adopted by the Maungakiekie Community Board in 2008.

9. Implementation of the masterplan was divided into four stages:

- the first stage included new artificial turf soccer and training fields and was completed in 2013

- the second stage was completed in early 2016 and included the realignment and sand carpeting of the lower fields, and new cricket nets. Resource consent to install lights on the lower fields was granted in February 2016.

- the third stage of development includes the reconfiguration of car parking provision, improvements to pedestrian and vehicle circulation, and the creation of an ‘activity hub’ in the centre of the reserve. Implementation of this stage is intended to coincide with construction of a new clubroom and amenities building planned by the Ellerslie Sports Club.

- the fourth stage will include improvements in the northern part of the park around the wetland.

10. In preparation for implementation of stage three, the approved master plan was updated and two options were developed in consultation with key stakeholders.

- Draft Option A was based on the 2008 master plan, but incorporated the current design for the clubroom/amenities building and a shared walking/cycle path through the reserve.

- Draft Option B proposed alternative locations for additional parking and a central location for the playground.

11. Public feedback on the two options was sought in November and early December 2015 in the form of an online survey and an open day that was held on the reserve on 22 November.

12. There was a good level of public input during the consultation period, with 83 online or hard copy surveys submitted and two written submissions from the Ellerslie Sports Club (ESC) and Michael Park School respectively. 43 adults attended the open day and over 85 ‘sticky note’ comments were received on the day.

13. A draft concept plan based on Option B was presented to the 7 April 2016 business meeting of the local board. The board resolved to defer the consideration of the Michaels Avenue Stage Three Concept Plan to a future meeting pending further consideration of all submissions received, including the public forum presentations that were made prior to the meeting.

14. Further consultation with key stakeholders was undertaken and a workshop with the board was held on the 9 June 2016.

15. Following consideration of the public feedback and public forum presentations as well as further consultation with key stakeholders, a final draft concept plan for stage three has been developed (see Attachment A). This plan has been sent to the ESC, the Ellerslie Residents Association and the Friends of Michaels Avenue Reserve for their information.

16. The changes that have been made to the plan following further consideration of the feedback are:

- The shared path route has been amended to enter the reserve at the main Michaels Avenue Reserve entry, following around the lower playing fields to Arron Street.

- The footprint of the playground has been reduced to allow a more generous circulation space between the amenities building, the clubrooms and the artificial playing fields to the north.

- The correct extent and name of the YMCA Early Childhood Education Centre is shown on the plan.

17. The final draft plan is primarily based on draft Option B, with a central playground location and consolidation of parking provision near the Michaels Avenue entry. The key features of the plan are:

- Provision for a new amenities building and ESC clubrooms building set into the bank leading down to the lower fields. This building would replace the existing changing rooms and public toilets in the centre of the park and the existing clubrooms within the YMCA building.

- The lower storey of the building is intended to comprise changing rooms, toilets and storage, and the upper storey will house the ESC.

- Relocation of the existing playground to the central ‘activity hub’ once the existing amenities building is removed.

- Redevelopment of car parking provision on the reserve, with enlarged and reconfigured car parks throughout the central area of the park. Overall the number of car parks would increase from 104 to 121.

- Improvements to pedestrian safety at the Elwood Place entry, with a dedicated footpath, improved sight lines and removal of access way parking.

- Construction of a shared walking and recreational cycling path in the southern part of the reserve, linking Michaels Avenue with Arron Street.

- New planting of trees and groundcovers on the retained grass banks either side of the new amenities building, and around the new playground and car park areas.

Local board views and implications

18. Local Board representatives were involved in the development of the draft concept plan options for stage three and the outcomes of public consultation were discussed at Local Board workshops on 11 February and 9 June 2016. The views of the Local Board have shaped the final draft concept plan.

Māori impact statement

19. Consultation with iwi on the Michaels Avenue Reserve Master Plan was carried out in 2007, and further engagement will be undertaken during the next stages of developed and detailed design for this project.

Implementation

20. Timing for the development of the toilets and changing rooms is dependent on the Ellerslie Sports Club obtaining funding and resource consent for the amenities/clubrooms building as the construction of the two elements of the building should be delivered concurrently.

21. Improvements to pedestrian safety at the Elwood Place entry and the design and implementation of the shared path could be implemented independently of other proposed developments. It is recommended if funding becomes available these improvements form the first phase of concept plan implementation.

Attachments

No.	Title	Page
a View	Michaels Avenue Stage Three South Section Concept Package	11

Signatories

Author

Pippa Sommerville - Parks Advisor - Ōrākei

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

04 August 2016

Community lease with Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/14836

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 on 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 Ōrākei 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

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 optimization 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 Ōrākei Local Board Plan priorities:

· Well-built community centres, enhanced libraries and well-designed neighbourhoods shaped by the community.

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 Relationship Agreement	23
b View	Attachment B Bureaux Site	43
c View	Attachment C Regional Bureaux Sites	45

Signatories

Author

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Adam Milina - Relationship Manager - Albert-Eden & Ōrākei Local Boards

Ōrākei Local Board

04 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 faci

Chairperson	Desley Simpson, JP
Deputy Chairperson	Kit Parkinson
Members	Ken Baguley
	Troy Churton
	Kate Cooke, JP
	Colin Davis, JP
	Mark Thomas