Agenda of Whau Local Board

1 Welcome

Whakataka te hau ki te uru Cease the winds from the west

Whakataka te hau ki te tonga Cease the winds from the south

kia mäkinakina ki uta Let the breeze blow over the land

kia mätaratara ki tai Let the breeze blow over the ocean

E hï ake ana te atakura Let the red-tipped dawn come with a sharpened air

He tio, he huka, he hau hü A touch of frost, a promise of glorious day

Tihei Mauri Ora Let there be life

2 Apologies

An apology from Member Derek Battersby for absence has been received.

3 Declaration of Interest

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

Specifically members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.

Members declared conflict of interests as below.

Register:

Board Member	Organisation / Position
Catherine Farmer	· Avondale-Waterview Historical Society – Committee Member · Blockhouse Bay Historical Society – Member · Portage Licensing Trust – Trustee · Blockhouse Bay Bowls - Patron
Susan Zhu	· Chinese Oral History Foundation – Committee member · The Chinese Garden Steering Committee of Auckland – Board Member
Derek Battersby	· Whau Coastal Walkway Environmental Trust –Trustee · New Lynn Tennis Club – Patron · West Lynn Gardens – Patron · Tag Out Trust – Chairman
Ami Chand	· Kelston Community Trust – Trustee · Portage Licensing Trust – Deputy Chair · Rupa Aur Aap Trust – Trustee · Kelston Community Hub – Chair · Community Organisation Grants Scheme (COGS) Waitakere City Local Distribution Committee– Committee Member
Duncan Macdonald	· Avondale Business Association – Chairman · Avondale Community Society – Chairman · Avondale RSA – Committee Member · Historical Society - Member · Avondale Jockey Club – Member
Ruby Manukia-Schaumkel	· Problem Gambling Foundation – Board Member
Simon Matafai	· International Pacific Council – President · United for Education and Sustainable Futures – Ambassador · Global Youth Music Committee – Ambassador · Helping Youth Pursue Emancipation – Ambassador · Auckland City Peace Ambassador · Pacific Events and Entertainment Trust - Patron

4 Confirmation of Minutes

That the Whau Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 20 July 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 Ward Councillor’s Update

An opportunity is provided for the Whau Ward Councillor to update the board on regional issues he has been involved with since the last meeting.

8 Deputations

8.1 Heritage conference - Sandra Coney, Chair Waitakere Ranges Local Board

Purpose

1. Waitakere Ranges Local Board chair Sandra Coney will be in attendance to update the Whau Local Board on the development of a new heritage event “New Stories of the Old West – West Auckland Heritage Conference”.

Executive summary

2. The Conference is scheduled for Sunday 2 October 2016 at Titirangi War Memorial Hall, Titirangi. This conference will be part of the larger, region-wide Auckland Heritage Festival.

Recommendation

That the Whau Local Board:

a) receive the deputation from Waitakere Ranges Local Board Chair Sandra Coney and thank her for the presentation.

8.2 Connected Media Charitable Trust

Purpose

1. David Jacobs from Connected Media Charitable Trust will be in attendance to present ‘The Outlook for Someday’ sustainability film project for young people and request that the board supports the Trust’s application for a grant towards its rental costs at 13a Totara Avenue, New Lynn.

Recommendation

That the Whau Local Board:

a) receive the deputation from David Jacobs of Connected Media Charitable Trust and thank him for the presentation.

8.3 Netball Waitakere - Karyne Ross

Purpose

1. Karyne Ross, General Manager of Netball Waitakere will be in attendance to introduce a project Netball Waitakere is initiating in the Whau area.

2. Netball Waitakere is collaborating with Avondale College to utilise their newly refurbished netball courts, and in future, their floodlights, to run a Junior Netball Competition specially targeted to the local Whau area primary schools. Netball Waitakere will set up a Satellite Netball Centre operating from the college which will be of great benefit to the Whau local community.

3. The presentation will include the introduction of the initiative, project plan and timings to the Whau Board and highlight the benefits to the community, and show their appreciation for Council’s support in upgrading the College facilities and making them available for community use.

Recommendation

That the Whau Local Board:

a) receive the deputation from Karyne Ross, General Manager of Netball Waitakere and thank her for the presentation.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

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

Whau Local Board

17 August 2016

Auckland Transport Report, Whau Local Board, August 2016

File No.: CP2016/13484

Purpose

1. The purpose of the report is to respond to Local Board requests on transport-related matters and to provide information to Elected Members about Auckland Transport (AT) activities in the Local Board area since the last report.

Executive summary

2. This report informs the local board on the following matters:

· Consultations

· Local Board Capital Projects

· Quarterly Reporting

· Customer Service Enquiries

· Public Transport Fare Changes

· Ian McKinnon Cycleway

Recommendation

That the Whau Local Board:

a) receive the Auckland Transport Report, Whau Local Board, August 2016.

Comments

Monthly Overview

3. An introductory meeting was held on 29 July with the local board chair and board advisor to discuss general transport matters in the Whau local board area.

4. A portfolio meeting is scheduled for 9 August. Items for discussion include:

· General consultations forwarded to the local board.

· Local board capital projects

· Consultation update on the Links to New Lynn project

5. Auckland Transport attended a workshop on 3 August in regard to cycling and walking paths in the Whau Local Board area.

Reporting Back

Consultation

6. The following consultations were forwarded to the Local Board for comment in the last reporting period. As the Board’s transport portfolio holders provide feedback on the Board’s behalf, the material below is included for general information purposes only. Further details are contained in Attachment D.

· Tait Street, Avondale

· St Jude Street and Crayford Street West

Reporting Back

Links to New Lynn Station

7. A public consultation on this project was held recently. It is expected that an update on this will be available at the August transport portfolio meeting.

Local Board Capital Projects

8. The Whau Local Board has access to the Local Board Transport Capital Fund (LBTCF) for the construction of transport related projects in its area. This fund is administered by Auckland Transport. Each year, Local Board’s transport capital fund allocation is $517,754, and this amount can be accumulated within each electoral term.

9. As the electoral term extends beyond the financial year, it is also possible to anticipate the allocation from the first year of the new electoral term. Whau Local Board resolved to allocate its transport capital fund to a bridge structure to enable the New Lynn to Avondale Shared Path and an investigation into a bridge connection between Busby and McWhirter Streets in New Lynn.

10. Auckland Transport notes that the Whau bridge project has not been able to be delivered in this political term and is still at an investigation stage. This budget is expected to be carried over to the next political term.

11. Auckland Transport advises the Whau Local Board to now consider other projects that it would like Auckland Transport to deliver under the transport capital fund process as soon as practicable. Rough order of costs can be requested through the local board resolution process.

Current Transport Capital Projects

Project	Description	Status	Projected Cost
Whau Bridge	A footbridge that is 3.5m wide and separated from the rail bridge, as part of the New Lynn to Waterview shared path.	Under investigation.	$2,000,000
McWhirter Bridge	A footbridge to link Busby and McWhirter Streets in New Lynn.	Preliminary investigations and concept design is with AC Parks for completion.	$71,016

12. The figures below are based on the allocated budget for the projects.

Financials Update

Other Matters

Quarterly Reporting

13. Local Boards have been telling AT that the quarterly reports are too long and contain too much regional material. Therefore Auckland Transport has decided to trial supplying the material from the Quarterly Report in a different way. Instead of a separate report, the relevant material will be incorporated as an attachment to each local board’s monthly report.

14. Therefore information about the works different Auckland Transport groups have carried out in the local board areas will be available as an attachment to the monthly reports. Going forward, Auckland Transport will be able to supply the Transport Control Committee (TCC) resolutions on a monthly basis as this will make this material much more timely and relevant.

15. The local board advocacy initiatives will be reported on in October and March each year. These changes should help to smooth out the information flow to local boards and ensure the material being reported on, is as timely as possible.

16. In addition to this material, Auckland Transport will circulate the quarterly report we prepare for the Governing body by email to local board chairs and transport portfolio leads. (This report can go on local board agendas if requested and, covers major regional projects, public transport patronage figures, road maintenance activity and financial performance.)

17. The following are attached to this report:

· Attachment A – Report from Auckland Transport departments on what they have done in each local board area over the past quarter

· Attachment B – Report on Travelwise Schools activities

· Attachment C – The Transport Controls Committee report

Customer Service Inquiries

18. In July, 542 customer service inquiries were made to Auckland Transport’s contact centre regarding issues in the Whau Local Board area. Of these, 365 cases were resolved, 158 cases were still active on the 1 August, and the rest were either duplicates or rejected (as under AT delegation and referred to Auckland Council) or cancelled later.

Auckland Transport News

Public Transport Fare Changes

19. Auckland Transport is introducing a new zone-based public transport system to make fares simpler. The new Simpler Fares system for all bus and train services starts on 14 August 2016 (excluding SkyBus).

20. The new zone map has 13 zones and fares will be calculated according to the number of zones travelled through for the entire journey. With an AT HOP card it’s simpler for bus and train journeys, with a single fare being charged for each journey, even if you take several buses or trains to get to your destination.

21. An AT HOP card will facilitate payment for one entire journey from A to B, instead of passengers paying for each bus or train separately. They will tag on and off each bus and train as they do now, but will be charged a single fare at the end of the journey. During a journey passengers can use up to five buses or trains within four hours, with up to 30 minutes transfer time between each trip.

22. This will become increasingly important as Auckland Transport rolls out the New Network for public transport over the next two years, beginning with South Auckland in October 2016. The New Network aims to be much simpler and easier to understand and use. It will be better connected and generally more frequent, and the new fare system will help customers to make the most of it.

23. A new AT HOP child weekend fare is also being introduced, to make weekend family outings by public transport more affordable, along with changes to the AT HOP day pass and three new ferry monthly passes. A child paying with an AT HOP card that has a child concession applied will be able to travel anywhere in Auckland, making up to five bus or train trips over a four hour period, with up to 30 minutes transfer time between each trip allowed, and pay a one-zone fare regardless of how many zones they cross.

24. A new AT HOP day pass costing $18 will also provide unlimited travel until midnight on the day it is first used on all buses and trains plus inner harbour ferry services (except SkyBus services). The inner-harbour ferries are Devonport, Stanley Bay, Bayswater, Northcote Pt and Birkenhead services.

25. The following fare table for buses and trains will apply:

	Adult ATHOP Fare	Child and Accessible AT Hop fare*	Tertiary AT HOP Fare*
CityLink	$0.50	$0.30	$0.40
1 Zone	$1.80	$0.99	$1.28
2 Zone	$3.10	$1.73	$2.31
3 Zone	$4.90	$2.72	$3.59
4 Zone	$6.00	$3.46	$4.52
5 Zone	$7.50	$4.45	$5.80
6 Zone	$8.80	$5.10	$6.70
7 Zone	$10.10	$5.60	$7.50
8 Zone	$11.20	$6.00	$8.20

*Child, Accessible and Tertiary AT HOP fares only apply when paying with an AT HOP card with the relevant concession applied.

LE AT

Visit AT’s website for more information on Simpler Fares, including a map showing the new fare zones:

https://at.govt.nz/bus-train-ferry/service-announcements/simpler-fares-from-sunday-14-august/#ZoneMap.

Ian McKinnon Cycleway

26. A new cycleway will cut travel time for the growing number of people cycling into the city centre from west Auckland. Auckland Transport is seeking feedback on plans revealed today for the Ian McKinnon Dr Cycleway which is a two way, on-road cycleway and a shared path through Suffolk Reserve.

27. The aim is to improve the connection for people cycling into the city from the Northwestern Cycleway and Dominion Rd. At the moment, those cycling from the Northwestern Cycleway have to go up to Newton Rd and either cross the road at the lights or do a loop around Piwakawaka St. This brings them on to the south side of Ian McKinnon Drive so they have to cross the road again if they are going to the city.

28. The proposal is to extend the cycleway through Suffolk Reserve and for it to continue as a two way cycleway on the city-side of Ian McKinnon Drive. It will also be helpful for those cycling from Dominion Rd who will be able to continue on Ian McKinnon Drive and then into the city via Lightpath, Grafton Gully or Queen Street.

29. The number of cycle journeys recorded on the Northwestern Cycleway went up almost 50 percent in May 2016 compared with May 2015 and the number of people cycling into the city centre has doubled in three years.

30. Auckland Transport is working with project partners Auckland Council and the Government through the NZ Transport Agency and the Urban Cycleways Programme on a $200m programme of cycle improvements in Auckland from 2015 to 2018.

31. Public feedback for Ian McKinnon Dr Cycleway is open until Monday 29 August. For more: https://at.govt.nz/projects-roadworks/ian-mckinnon-drive-cycleway/.

Issues Raised by Local Board Members

Location or Name of Issue

Description

AT Response

3 Rankin Avenue

Request for bollards on the footpath to be replaced to prevent vehicles parking on the grass.

Under investigation.

Attachments

No.	Title	Page
a View	Report from Auckland Transport departments on what they have done in each local board area over the past quarter	19
b View	Report on Travelwise Schools activities	33
c View	The Transport Controls Committee report	35
d View	Consultations on Roading and Parking Changes (August 2016)	37

Signatories

Author

Lorna Stewart, Elected Member Relationship Manager, Auckland Transport

Authorisers

Jonathan Anyon, Manager, Elected Member Relationship Unit, Auckland Transport

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

Whau Local Board

17 August 2016

Draft Annual Report 2015/2016 - Whau Local Board report

File No.: CP2016/14696

Purpose

1. This report compares actual activities and performance with the intended activities and level of service set out in the 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.

Recommendations

That the Whau 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	43

Signatories

Author

David Rose - Lead Financial Advisor

Authorisers

Christine Watson - Manager Financial Advisory Services - Local Boards

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

Whau Local Board

17 August 2016

Sister Rene Shadbolt Park Skate Facility Extension

File No.: CP2016/09540

Purpose

1. To seek approval from the Whau Local Board of the concept design for the extension of the existing skate facility at Sister Rene Shadbolt Park.

Executive Summary

2. Parks growth funding of $67,000 has been provided in the FY16 and FY17 financial years to provide an extension of the current skate facility at Sister Rene Shadbolt Skate Park. $7,000 was provided in FY16 for design and consent, and $60,000 in FY17 for construction.

3. It is proposed to extend the current skate area in a north easterly direction toward the sports field. This location will provide added transitions, ramps and paths ideal for skaters of all abilities and enhance the existing skate facility.

4. The estimated cost for the detailed design phase and construction of the favoured design is $130,000.

5. The Whau Local Board is requested to consider allocation of $70,000 from their LDI Capex Fund for the shortfall to deliver the full skate park. Alternatively the concept plan will be adjusted to enable the spend of $60,000 by reducing the extension to the current skate facility. The local board has informally indicated supporting the progression of the full concept plan.

Recommendations

That the Whau Local Board:

a) approve the concept plan for the full extension to the skate facility at Sister Rene Shadbolt Park.

b) allocate an further $70,000 from its LDI Capex funding, in addition to the remaining Parks growth fund $60,000, to support the construction of the Sister Rene Shadbolt Skate Park facility extension as outlined in the concept plan.

Comments

Background

6. The existing skate facility at Sister Rene Shadbolt Park is very popular and well used. Local Parks have noticed the high use of this facility and believe an extension with new features will add value for the community.

7. Growth funding of $67,000 of has been allocated to the local board with the specific purpose of extending the existing skate facility at Sister Rene Shadbolt Park.

8. Rich Landscapes were engaged to design an extension to the skate park within the budget of $60,000. The designer has delivered a concept design which will add real value to the facility and has estimated the detailed design and construction cost to be $130,000.

Funding restraints

9. There are two options available considering the current available funding:

a) reduce the concept plan footprint to fit the Growth Fund allocation of $60,000

b) construct the concept plan following the allocation of LDI Capex funding in addition to the Growth Fund currently available

10. A small survey was undertaken by Parks staff to gain a response from current users of the Sister Rene Shadbolt Skate Park and of the skate park at Bob Hill Reserve, nearby. Nine people provided feedback of the concept design and all were positive from a spectrum of user groups, young to old, experienced to novice. The consistent feedback is that the design accounts for all abilities and provides great aspects which would complement the existing skate park. The additional feature that was asked to be considered in the concept design was a roll into the half pipe, enabling users to progress to the transitions. This information will be provided to the designer for the detailed design phase.

11. The Whau Local Board has a $1.5 million LDI Capex allocation for the current Long-term Plan period of 2015-18. Currently no formal allocations have been made.

Location

12. The existing skate facility is located in the south end of the park. This location utilises a small area within the park and includes sail shading, a skate bowl and transitional skate features, and a half court.

13. The new extension is proposed to be added between the existing skate facility and the sports field, a map showing this location is included as Attachment A. The proposed location of the skate facility extension is in line with the Auckland Design Manual where it states that any additions should be located within existing infrastructure.

14. The area to be used is currently green open space.

Design

15. The concept design shown as Attachment B consists of a 1m hipped mini ramp, a 1.8m hipped extension, double rollover, transitional sections, flat sections between new and existing, an improved bank to manual ledge and main entry and skate path to be constructed on a flat and sloping surfaces. These elements have been chosen to complement the existing facility and will also cater for other popular wheeled sports.

16. Rich Landscapes is a specialist skate design company and were engaged to undertake the project to developed design.

Consideration

Local Board views and implications

17. During a local board workshop held on 22 June 2016 board members signalled support in proceeding with the full extension of Sister Rene Shadbolt Park skate facility.

18. Funding by the Whau Local Board from their LDI capex fund would be required to be considered to meet the short fall of $70,000.

Māori impact statement

19. The extension of the Sister Rene Shadbolt Park skate facility has no particular impacts on Māori that are different from other users of the parks network.

Implementation

20. The Whau Local Board has $1.5 million LDI capex allocation for the current Long-term Plan period of 2015-18. Currently no formal allocations have been made.

Attachments

No.	Title	Page
a View	Map - Sister Rene Shadbolt Park skate facility upgrade	101
b View	Skate facility concept plan	103

Signatories

Author

Gilbert Turnbull - Parks Advisor

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Whau Local Board

17 August 2016

Alan Wood corridor naming of parks and bridges

File No.: CP2016/13761

Purpose

1. To approve the retention of the Alan Wood Reserve name and names for the three new pedestrian bridges across Te Auaunga-Oakley Creek in the Alan Wood corridor.

Executive summary

2. New Zealand Transport Authority’s (NZTA) SH20 Waterview connection project has resulted in significant changes to the Alan Wood corridor. SH20 has been extended into parkland, park boundaries have changed and new bridges have been developed. The Whau and Albert-Eden Local Boards agreed to a naming project prior to NZTA handing over of the corridor at end of their project.

3. The board’s confirmed the names at a joint local board workshop in late July following a consultation process. Refer to the map in Attachment A. The Alan Wood Reserve name will be retained. The three pedestrian bridges being developed across Te Auaunga-Oakley Creek are to be given te reo Māori names; being Mokomoko, Raupō and Tuna Roa.

4. The Whau Local Board had previously agreed not to review the Valonia Reserve name. The Albert-Eden Local Board was delegated responsibility for confirming the remaining names on the map. A report to the Albert-Eden Local Board in early September will confirm the names they are delegated to approve.

5. The report outlines the consultation with the wider community undertaken from late June to mid July 2016. This was based on a short list of names that was developed following engagement with mana whenua and key stakeholders. Feedback was received from 55 people, predominantly through a Shape Auckland survey.

6. Once approval of the names is gained from both boards stakeholders will be notified of the decisions, including internal council departments, NZTA, the Well Connected Alliance and Land Information New Zealand.

Recommendation

That the Whau Local Board:

a) approve the names of the park area and bridges in the Alan Wood corridor, outlined in the Attachment A map, as follows:

i) Alan Wood Reserve – for the area in red

ii) Mokomoko bridge - for bridge 2, by 108 Methuen Road

iii) Raupō Bridge - for bridge 3, by Valonia Reserve

iv) Tuna Roa - for bridge 4, by 174 Methuen Road

Comments

7. Prior to the New Zealand Transport Agency (NZTA) SH20 Waterview Connection project, the Alan Wood corridor consisted of a number of contiguous open spaces accessible to the public. This has substantially changed with land being utilised by NZTA for the tunnel project, the realignment of Te Auaunga-Oakley Creek and and various land disposals, acquisitions and exchanges that have taken place between NZTA and council.

8. Three pedestrian bridges are being constructed across Te Auaunga-Oakley Creek. They include a portion of “public art” that forms the bridge rails. The artists, Marc Lenton and Henriata Nicholas, believe the three bridges have been designed to provide a narrative to the stream and should be given names. They put forward the concepts of water, basalt formations and movement to be considered in the naming process.

9. These bridges include:

a) Bridge 2 - approximately 40m bridge from the access way at 108 Methuen Road, where the current tunnel viewing platform is located, across to the shared path

b) Bridge 3 - approximately 18m bridge in Valonia Reserve which crosses from the sports fields to the path that surrounds the large storm water pond that meets with the shared path

c) Bridge 4 - approximately 30m bridge from the access way off 174 Methuen Road across to the shared path.

10. Given these changes to the area, both the Whau the Albert-Eden Local Boards agreed to undertake a formal consultation on the naming process. This has been carried out in preparation for the handover of the corridor at the completion of the NZTA project.

11. Reports to the each local board in September 2015 outlined the process to be undertaken and confirmed the scope of the project. At this time, the Whau Local Board made the decision to retain the name Valonia Reserve.

12. The resolution of the Whau Local Board’s 16 September meeting delegated decision-making to agree on the names for Alan Wood Reserve (red area in the Attachment A map) and the three smaller pedestrian bridges to the Albert-Eden and Whau Local Board Parks portfolio holders, after a joint local board workshop. This noted the names will be reported on a meeting agenda to establish a formal record.

13. The Albert-Eden Local Board has responsibility for naming the other areas on the map; being the blue and yellow areas and bridge 1.

14. Bessie Wood, Alan Wood’s widow, was advised of the local boards’ intentions to review the name of Alan Wood Reserve prior to engagement on the naming project. Alan Wood served as a councillor on the Mt Albert City and Auckland City Councils for 24 years from 1968. The reserve was named after him in 1986. He died in 2004.

The naming process

15. The naming project was initiated with a hui in February 2016 which was attended by local board representatives. Mana whenua with an expressed interest in the project were asked to put forward names to be considered for the parks and bridges. Those attending the Well Connected Alliance’s Community Liaison Group meeting in March 2016 were also asked for any suggestions.

16. A short list of names was developed in consultation with local board members, mana whenua, Te Waka Angamua, the bridge artists, Friends of Oakley Creek-Te Auaunga and the Star Mills Preservation Society. This list comprised of existing and informal names given to the parks, including Alan Wood Reserve. Te reo Māori names were proposed by mana whenua, Friends of Oakley Creek and local board members. Local street names were also proposed as options on the short list. Refer to Attachment B for this short list which includes the meaning of names.

17. Wider consultation on this shortlist was undertaken from late June to 13 July 2016. Notification included:

· Shape Auckland information and online survey

· flyers with a hard copy of the survey delivered to nearly 2,000 residential properties in proximity to the parks

· signs erected on the parks

· information on the local boards’ Facebook Pages, Neighbourly and the Well Connected Alliance’s newsletter

· a media release which resulted in articles in the Western and Central Leader.

18. In addition, information on the consultation was provided to Owairaka District School, Owairaka Kindergarten, Mt Albert Residents Association, Mt Albert Historical Society, Avondale-Waterview Historical Society, Friends of Oakley Creek, Star Mills Preservation Society, Springlea Residents Association, Marist Saints Rugby League Club and the Mt Albert Ponsonby Rugby Club.

Summary of feedback and decisions

19. Fifty five responses were received through the online and hard copies of the survey and from emails. A summary of the feedback is set out in Attachment C. The Whau and Albert-Eden Local boards considered this feedback and made decisions on the names at a joint workshop of on 21 July 2016.

20. Community preferences for the naming of Alan Wood Reserve were mixed. The community’s reasons to support the retention of the name included their desire to keep the ties to Alan Wood out of respect and familiarity. The local boards acknowledged that while the area had been through significant change this was one way of maintaining the status quo and historical connection.

21. Of note is the Albert-Eden Local Board has chosen to also name the area in blue (refer to Attachment A) as Alan Wood Reserve. This being the open space between the motorway and Te Auaunga-Oakley Creek in the vicinity of Valonia Reserve that is contiguous with the area in red. The community feedback showed 75% of people wanted to have the same name given to both the red and blue areas.

22. Tuna Roa, an alternate name proposed for Alan Wood Reserve, was also a popular choice. This means long eel. Support for this was based on it being te reo Māori, the fact eels are native and live in the creek and the long sinuous shape of the reserve. To recognise this support, the local boards chose to apply this to bridge 4. Community feedback also suggested if this name was not used for bridge 1 it should apply to bridge 4.

23. The three pedestrian bridges across Te Auaunga-Oakley Creek have been given te reo Māori names. These were proposed by Ngāti Whātua Orākei and supported by Te Kawerau-a-Maki and Ngāi Tai ki Tāmaki. They are:

· Mokomoko Bridge for bridge 2 from 108 Methuen Road. This relates to native copper skinks found in this area.

· Raupō Bridge for bridge 3 from Valonia Reserve. This relates to bulrush.

· Tuna Roa Bridge for bridge 4 from 174 Methuen Road.

24. Support for these names was based on people’s preference for a name relevant to the heritage and ecological aspects of their area. Some noted these held a deeper meaning, and were fun or catchier names.

25. Support for the alternate names for the bridges based on the adjacent street names was predominantly based on easier geographical association.

Consideration

Local board views and implications

26. The Whau Local Board endorsed the initiation of this naming project at their 16 September 2015 meeting and applied funding from the SH16/20 joint budget to this.

27. The resolutions of that meeting delegated decision-making to the Whau Local Board Parks portfolio holders, as noted above. The Parks portfolio holders have been keenly engaged in the project. They attended the initial hui, confirmed the short list of names for consultation and attended the joint local board workshop to discuss the community feedback and confirm the names.

28. This report will establish a formal record of the names given to the parks and bridges as outlined above.

29. The Albert Local Board will formally confirm these names in addition to the names for the blue and yellow areas and bridge 1 at their meeting on 7 September 2016.

Māori impact statement

30. All mana whenua with an interest in the Whau Local Board were contacted about this project on 18 November 2015. This included Te Runanga o Ngati Whatua, Ngāti Whātua o Kaipara, Ngāti Whātua Ōrākei, Ngāi Tai ki Tāmaki, Te Kawerau a Maki, Ngāti Tamaoho, Te Akitai Waiohua, Ngāti Te Ata Waiohua, Ngāti Paoa, Ngāti Maru and Ngāti Tamaterā.

31. A hui was arranged on 25 February 2016. A representative of Ngāi Tai ki Tāmaki attended this.

32. Ngāti Whātua Ōrākei proposed the names tuna roa, raupō and mokomoko noting these could be used for the parks or bridges. They noted prior to any work beginning in the corridor, protected copper skinks were moved to a new home and 600 short finned and long finned eels were moved from the old to the new sections of Te Auaunga. These names were supported by Te Kawerau a Maki and Ngāi Tai ki Tāmaki.

Implementation

33. Following the decisions of the Whau and Albert Eden Local Boards, those involved in this naming process will be advised of the outcome. The Shape Auckland consultation information will be updated. Relevant council departments will be advised to ensure the website, GIS and asset register etc. are updated. The Well Connected Alliance will be advised for their requirement to install signs throughout the corridor, including at park entrances and along the shared path. Land Information New Zealand will be also be notified so they are able to update their records.

Attachments

No.	Title	Page
a View	Agreed names for the Alan Wood corridor parks and bridges	113
b View	Alan Wood corridor short list of names	115
c View	Alan Wood corridor naming project - summary of feedback	117

Signatories

Author

Annette Campion - Policy Advisor

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Whau Local Board

17 August 2016

Central West Community Needs Assessment and Facilities Investigation

File No.: CP2016/15645

Purpose

1. To present the findings of the Central West Community Needs Assessment and Facilities Investigation and seek support to progress with the next stage of developing a strategic case for change for potential new investment in community facility provision.

Executive summary

2. The Community Facilities Network Plan adopted by Auckland Council in 2015 identifies three priority actions for the central-west area:

· investigate the replacement of the Avondale Community Centre

· investigate the need for leisure space in Whau including use of Avondale College Stadium

· investigate the provision of pool space from Mt Albert/Mt Eden to Glen Eden and resolve long term future of Mt Albert Aquatic Centre.

3. In order to deliver on the above actions staff undertook the following:

· a community needs assessment

· a facilities investigation

· an outcomes analysis

4. The study area incorporates all of the Whau Local Board area, a substantial part of the western side of the Albert-Eden Local Board area and a small part of the eastern edge of the Waitākere Ranges Local Board area. The geographic scope of the aquatic component of the needs assessment includes the wider catchment of the Mt Albert Aquatic Centre.

5. The community needs assessment was conducted by an independent party and identified the following key needs:

· opportunities for authentic connections and gatherings to address feeling of isolation and foster community cohesion particularly new migrants, seniors and young parents

· services to support employment and training opportunities particularly for young people

· more recreation and leisure activities for families and safe and affordable local activities for children and young people.

6. The needs assessment also identified a range of barriers to participation which include issues relating to accessibility, cost, and awareness of existing services and facilities.

7. The facilities investigation, also conducted by an independent party, identified:

· there is some capacity within existing facilities to address community needs in the short to medium term through a series of service and programme improvements and minor building modifications

· some facilities have design and condition issues which limit their ability to support council outcomes for community and arts services

· there are gaps in the existing network of aquatic and recreation facilities which means that current service levels are below council provision guidelines in parts of the study area

· high growth projected for New Lynn and Avondale is likely to put increasing pressure on existing facilities.

8. The outcomes analysis was conducted by Auckland Council staff. Findings appear to support the identified limitations of current services to address needs and the facility gaps identified through the independent research.

9. A range of options for service and minor facility improvements have been identified that address some of these needs, particularly in the short to medium term.

10. The findings suggest further provision would be required to meet council’s adopted provision guidelines and service outcomes and to address current and future needs including:

· spaces to deliver community services in Avondale to replace the current facility (1-3 years)

· local spaces for recreation and aquatic services in Whau (optimal location New Lynn) (1-5 years)

· continued long-term aquatic services in Mt Albert (5-10+ years).

11. Determining how to provide increased provision of services in an optimal and cost effective way (including assessing the option of maintaining the status quo) requires further investigation. This will be done through the preparation of a strategic case, which will include identifying appropriate options, cost /benefit and options analysis, site identification, determining capex/opex implications and assessing the risks and trade-offs associated with different options.

12. Assessing investment options as a package, rather than as individual developments will enable the best alignment of services, potential locations and efficiencies for development and operational delivery.

13. The 2015-2025 Long Term Plan has budget provision of $5.033 million for a new Avondale Community Centre and $6.610 million for leisure provision in Whau, both allocated in the 2017/2018 financial year. There is currently no budget for the provision of new aquatic or library facilities in the area.

14. The strategic case will help inform consideration of the adequacy of existing budgets to support council’s strategic priorities and desired outcomes for community services across the area as part of preparation of the 2018 Long Term Plan.

15. This work will enable staff to provide advice to decision-makers on the level of investment required and the outcomes this will deliver.

Recommendations

That the Whau Local Board:

a) receive the findings of the Central West Community Needs Assessment and Facilities Investigation.

b) consider the opportunities identified in this report for improving existing facilities, programmes and services proposed in the Whau local board area in the preparation of the next local board plan.

c) note that the opportunities identified in this report for improving existing facilities, programmes and services will be provided to the relevant departments of council for consideration as part of future service delivery and asset management planning for community facilities.

d) support progressing with a strategic case for change including options analysis, site assessment, and estimating cost implications for budgeted and potential new investment.

Comments

Background

16. Preliminary research conducted through the development of the Community Facilities Network Plan (the network plan) identified a number of facility issues in the central west and as a result, three priority actions were prioritised:

· investigate the replacement of Avondale Community Centre to address condition issues and the need for expansion of the in Avondale Library

· investigate the need for leisure space in the Whau area, recognising current community use of Avondale College Stadium and considering opportunities for integration with other community facility provision

· investigate the provision of pool space in the western corridor from Mt Albert/Mt Eden to Glen Eden to address gaps in provision and population growth. At the same time resolve the long-term future of Mt Albert Aquatic Centre, which either needs to be replaced on a new site or redeveloped on the existing site.

17. Although not a priority, the following action for the Whau area, has been included within the scope of this project to provide for integrated and coordinated delivery of the network plan, and efficient use of resources:

· investigate options to address fit for purpose issues and community needs in relation to growth for New Lynn Community Centre and Library.

18. In 2017/2018 of the Long Term Plan, $5.033 million is identified for a new Avondale Community Centre and $6.610 million is identified for leisure provision in Whau.

19. The needs assessment and facilities investigation involved a staged approach consisting of:

· Stage 1 - a community profile

· Stage 2 – community needs assessment

· Stage 3 – facilities investigation

· Stage 4 – outcomes analysis.

20. The findings of the investigations are summarised below. The full findings are provided in detail in the summary research report in Attachment A.

Stage 1 - Community Profile

21. The community profile provides baseline information to inform subsequent stages of work and to develop an engagement approach for the community needs assessment. The full Community Profile document is attached at Attachment B.

22. The needs assessment identified the following key characteristics of the study area:

· an aging population base

· high ethnic diversity with increasing numbers of the population who identify as Asian

· socio-economic variation across the study area with pockets of high deprivation

· population growth, particularly around New Lynn and Avondale.

23. The findings of the community profile were used to develop an engagement approach for the community needs assessment. A sample of people across the demographic groups and geographic area of study were targeted to participate. Over 1000 took part in the study.

Stage 2 – Community Needs Assessment

24. The community needs assessment involved quantitative and qualitative research to obtain a sense of residents’ perceptions of needs, opportunities and preferences with regard to community space. A sample of people across the demographic groups and geographic area of study were targeted to participate. Over 1000 took part in the study.

25. The full Community Needs Assessment document is attached at Attachment C.

26. Key community needs identified included the following themes:

· Connection and isolation: high resident mobility and feelings of isolation amongst some population groups throughout the study area, particularly newcomers, migrant families with young children and older adults. People wanted authentic opportunities to connect with their communities.

· Economic development and employment: employment was a major concern throughout the study area. Young people in particular want opportunities to enhance skills through programmes and activities and unemployed residents want access to training and work opportunities.

· Sport, recreation and leisure activities: authentic opportunities to connect. Families want more family oriented activities, safe activities for children and women and sports and arts that are local and free.

27. Other findings not within the scope of this study related to:

· Quality of the natural environment: Some felt that high deprivation environments in particular are not well resourced such as Kelston, Glen Eden, parts of Owairaka and Avondale.

· Quality of the built environment/urban design: Residents want to be involved in any planning from the earliest stages and want quality urban design.

· Safety: Concerns around crime and antisocial behaviour, pedestrian safety and cycle safety.

· Transport: Traffic congestion and overcrowded buses.

28. A number of barriers to participating in community programmes and activities were identified and included:

· Lack of awareness: by newcomers and young people in particular.

· Cost: to accessing aquatic, recreation and community centre programmes and activities.

· Overcrowding: at aquatic facilities, particularly Westwave and at peak times and during school holiday.

· Opening hours: evening or outside daylight hours for young people, women and some cultural groups.

· Accessibility: getting to activities and programmes, especially for those with mobility issues, older adults and young people.

· Cultural: limited separate swimming sessions for men and women, range of acceptable swimwear, times and locations of services and activities.

Stage 3 – Facilities Investigation

29. The facilities investigation assessed the network of facilities in the area (council and some non-council) including the condition, usage, capacity, programmes and services). The full Facilities Investigation document is attached at Attachment D.

30. The facility investigation has identified the following provision issues relating to gaps and growth in the study area.

Community, arts and library

· condition issues at Avondale Community Centre resulting in a closure of some spaces and reduction of staff has resulted in the deterioration of services from a once well performing community space

· visitation to community centres is primarily from within a 5km radius, and further reduction of services or closure of the Avondale Community Centre would result in a gap in the network and further reduce local community provision

· New Lynn Community Centre has some design constraints limiting its use as a performing arts space and its recreation space

· some community spaces are under-used due to lack of awareness, and services and programming that do not respond to local needs

· the informality of some partnerships for local use of arts and community spaces creates uncertainty around long-term provision of these non-council spaces

· population increase is likely to be most significant in New Lynn and Avondale increasing the potential demand and putting pressure on existing services, programmes and spaces.

Recreation, leisure and aquatic

· there are gaps in the range of activities provided and the times which recreation services are available within the study area primarily due to the limited public access to Avondale College Stadium

· the user profile for recreation services in the study area is more limited than recreation users in other areas due to limited access and predominant long standing bookings at Avondale College Stadium

· there is limited access to outdoor covered spaces for group recreation and leisure activities

· there is a gap in recreation provision in the south-west of the study area where users need to travel further than 10km to access recreation services

· there is a relatively low level of participation in aquatic services across the study area, especially by young people across the Whau

· there is a lack of teaching space associated with aquatic services

· aquatic facilities in and around the study area are operating at capacity at peak times

· there is a gap in aquatic provision in the central and south-west of the study area where users need to travel further than 10km to access services

· Mt Albert Aquatic at times operates at capacity and current users could not be accommodated by other aquatic facilities in the network

· there is a continued long-term need for aquatic provision in the Mt Albert area to service the current and future population base of the area

· population increase is likely to be most significant in New Lynn and Avondale further increasing the population base that has reduced access and low participation in recreation and aquatic services.

Consideration

Stage 4 – Outcomes analysis

31. The outcomes analysis assessed how well the current service offering delivers against the range of council outcomes sought and identified options for improving that service offering. The full outcomes analysis is attached in Attachment E.

32. The Auckland Plan, associated strategies and Community Facilities Network Plan identify a number of aspirations and outcomes associated with the delivery of community services, programme and facility provision.

33. The analysis of these priorities and outcomes against the findings of the facilities investigation suggest that current levels of service in the study area do not achieve council’s strategic outcomes (as stated above) or meet community needs.

34. Addressing the gap between current provision and council outcomes could be achieved through a combination of service responses and access to spaces to deliver services.

35. Staff developed a range of potential responses and options through an analysis process that involved cross-council staff workshops, logic mapping and assessment of their likely effectiveness in delivering a range of outcomes. The criteria included:

· Strategic alignment: how the option aligns with the outcomes and objectives of the local board plans, the Community Facilities Network Plan, the Auckland Plan and other council strategies and policies

· Community need: how well the option would support needs identified through the community needs assessment, specifically – connection and isolation; economic development and employment; sport, recreation and leisure activities

· Best practice and innovation: whether the option supports best practice approaches for community services and council’s empowered community approach

· Value for money: high-level cost-benefit assessment of the likely benefit to the community for the cost to rate payers

· Response to growth: how well the option will support projected growth in the area.

Potential service improvement responses

36. The following potential service improvement responses have been identified:

Community service responses

· maximise use of existing facilities by simplifying access and providing targeted programmes and services (particularly in Kelston)

· work with youth and seniors to co-design programmes and activities that will meet their needs

· fill programme gaps through pop-up, temporary spaces and brokering use of privately owned spaces

· modify New Lynn community centre to support performing arts provision and recreation and monitor future requirements for library services to support growth

· develop formal partnerships with other community facility providers and coordinate programme delivery (community and arts)

· a community empowered approach to identify ways to communicate what’s on offer.

Recreation and leisure service responses

· targeted programming at Avondale College Stadium for more diverse use

· extended programmed hours to maximise after school and weekend opportunities

· more activities in covered outdoor areas

· a community empowered approach to identifying activities for meaningful connections particularly for new residents, seniors and young parents

· work with other agencies to fill programme and service gaps and broker community use of additional space to provide targeted services.

Aquatic service responses

· extended or new partnership opportunities with schools (New Windsor and Kelston Girls, Avondale and Glen Eden Intermediate Schools)

· targeted swim times for women and young people.

Potential infrastructure responses

37. To support the delivery of services, the following areas within the catchment require further consideration:

Service area need

Potential Response

Community, library and arts

· spaces to deliver community and arts (and potential library) services in Avondale (1-3 years)

Recreation/leisure and aquatic

· spaces for local recreation and aquatic services in Whau (optimal location New Lynn)

· maintaining local levels of aquatic services in Mt Albert (5 – 10+ years).

38. Determining how to provide services through assets in the most optimal and cost effective way (including assessing the option of maintaining the status quo) requires further investigation and is the recommended next step.

Next steps

39. The identified potential service and programming improvements for existing facilities will be provided to the relevant operation staff for consideration as part of future service delivery and asset management planning.

40. The full needs assessment and facility investigation reports will also be provided to relevant operations and planning groups within council and Council Controlled Organisations to assist with future planning and service delivery (for example, Spatial Priority Area planning and to inform the work of the Community Empowerment team).

41. Council staff will prepare a strategic case for the potential responses in Whau in 2016/2017 and in Mt Albert from 2017/2018. The strategic case will include:

· an evaluation of options to provide access to additional spaces for service provision and their feasibility

· identification and assessment of potential sites for facilities where this is the preferred solution

· cost estimates including likely capital budget requirements and operational costs including cost options for third party/outsourced operations

· estimated timeframes for service delivery.

42. The findings from this work will be reported to the local boards. If a capital or operational funding shortfall is identified for current funding provision or new funding is required, a report will be provided to the governing body for consideration as part of the next long-term plan process. If existing funding is sufficient the local board has allocated decision making on next steps.

Local board views and implications

43. The Whau Local Board plan includes a number of initiatives relevant to this needs assessment:

· develop a plan for more youth places and programmes

· more migrant-newcomer services

· provide more local events and arts activities

· support local skills alignment between workplaces and educators

· support youth gateway, connections and apprenticeship programmes

· support more community events particularly for young people and families, organised by or libraries and community centres

· new major aquatic facilities for the Whau

· building a new Avondale multi-use facility, combining the library, the leisure and new community centre with new local street connections.

44. The local board has supported undertaking the needs assessment and facilities investigation to progress the initiatives in its local board plan.

45. Staff have met with the local boards throughout the needs assessment process and work-shopped the findings and options with the board in June 2016.

Māori impact statement

46. Information regarding the central west needs assessment was sent to Mana whenua for the study area with an invitation to meet and discuss the issues. Te Rūnanga o Ngāti Whātua (Ngāti Whātua) accepted the invitation and a discussion was held with a representative. Previous feedback to council from Ngāti Whātua was also reviewed.

47. The comments provided by Ngāti Whātua included concerns for the natural environment and an interest in being involved in the planning, design and development of any facilities from the earliest stage.

48. Approximately two hundred young people, whanau and groups participating in the resident research and 5% of the respondents to the on-line survey identified as Māori. The comments provided were consistent with the rest of the community feedback and have been included in the analysis.

49. The study area has a lower number of people identifying as Māori than the Auckland average (8.2% compared to 10.7%). Improvements to facilities and services are likely to benefit Māori along with the community generally.

Implementation

50. There is $5.033 million in 2017/2018 of the 2015-2025 Long Term Plan for a new Avondale Community Centre and $6.610 million for leisure provision in Whau. There is no budget provision for new aquatic or library facilities.

51. The preparation of a strategic case will identify whether the current budget provision for community and leisure services in the Long-term Plan is sufficient.

52. Investigation of service, programming and minor facility improvements at existing facilities will require further discussion with staff in relation to wider work plan priorities.

Attachments

No.	Title	Page
a	Central West Summary Report (Under Separate Cover)
b	Central West Community Profile (Under Separate Cover)
c	Central West Community Needs Assessment (Under Separate Cover)
d	Central West Facilities Investigation (Under Separate Cover)
e	Outcomes and responses analysis (Under Separate Cover)

Signatories

Authors

Antonia Butler - Principal Policy Analyst

Karen Eisenhut - Principal Policy Analyst

Authorisers

Rob Cairns - Manager Parks and Recreation Policy

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

Whau Local Board

17 August 2016

Community lease with Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/14990

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.

Recommendations

That the Whau 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 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 Local Board Plan priorities:

· Great local communities across the Whau

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	137
b View	Attachment B Bureaux Sites	157
c View	Attachment C Regional Bureaux Sites	159

Signatories

Author

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Whau Local Board

17 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.

Whau Local Board

17 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

Chairperson	Catherine Farmer
Deputy Chairperson	Susan Zhu
Members	Derek Battersby, QSM, JP
	Ami Chand, JP
	Duncan Macdonald, JP
	Ruby Manukia-Schaumkel
	Simon Matafai

Author	Riya Seth - Democracy Advisor
Authoriser	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Whau	Avondale	Avondale Community Centre 99 Rosebank Road (Portacoms)	$0	$0	$0	$0
Whau	New Lynn	New Lynn Library Building 3 Memorial Drive	$15,000	$1	$1,875	-$13,124