Agenda of Henderson-Massey Local Board

Apology for absence has been received from member Brenda Brady.

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

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

4 Confirmation of Minutes

That the Henderson-Massey Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 1 September 2016, including the confidential section, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Item withdrawn

8 Deputations

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

8.1 Te Atatu Peninsula Business Association - Deputation

Purpose

1. To report on the 2015/16 activities of the Te Atatu Peninsula Business Association.

Recommendation/s

That the :

a) receive the deputation from Te Atatu Peninsula Business Association and thank Robynne Pringle for the presentation.

Attachments

a Report from Te Atatu Business Association............................................ 5

8.2 Rampage Community Hub representatives - Deputation

Purpose

1. Representatives for the Rampage Community Hub concept seek to inform the Henderson-Massey Local Board about their current activity and their future aspirations of promoting and supporting community well-being.

Executive summary

Background

2. Charles Schuster has always had a passion for sports, fitness, youth, family, and the local community. Over the last few years Charles engaged with friends, family, and neighbours, and led various fitness based training sessions, primarily boxing sessions and boot-camps with the focus of health and community involvement.

3. The fitness sessions were initially conducted in Charles’s neighborhood before it quickly outgrew the area, seeing it moved to the local school, and then ultimately moved to the ground floor car park area of Westfield Westcity mall in Henderson. Since the trainings are often very early in the morning (5:30am), this proved to be a useful all-weather and well-lit training area.

4. As the word spread, the numbers grew, and often there have been well in excess of 60 people at the trainings. Westfield Westcity have acknowledged and endorsed the use of their carpark, and have already contributed to the Hub and the community by sponsoring fitness equipment along with a storage space to store it.

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the deputation from; Charles Schuster, Tavita Fesolai, Nathan Te Miha and Darren Wolley, as representatives of Rampage Community Hub.

Attachments

a Presentation from Ranpage..................................................................... 5

9 Item withdrawn

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Henderson-Massey Local Board

15 September 2016

Community lease with Auckland Citizens Advice Bureaux Incorporated

File No.: CP2016/19991

Purpose

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

· Albert-Eden

· Devonport-Takapuna

· Henderson-Massey

· Hibiscus and Bays

· Howick

· Kaipātiki

· Māngere-Ōtāhuhu

· Manurewa

· Maungakiekie-Tāmaki

· Orākei

· Ōtara-Papatoetoe

· Papakura

· Puketāpapa

· Rodney

· Upper Harbour

· Waiheke

· Waitākere Ranges

· Waitematā

· Whau

Executive summary

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

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

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

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

Recommendation/s

That the Henderson-Massey Local Board:

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

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

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

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

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

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

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

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

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

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

Comments

The Bureaux Background

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

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

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

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

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

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

· Two are commercially owned and leased to council.

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

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

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

· Inform and empower people;

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

· Contribute to the development of regional social policy;

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

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

Premises background

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

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

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

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

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

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

Options

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

· Accommodation with a defined lease period;

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

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

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

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

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

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

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

Consideration

Local board views and implications

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

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

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

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

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

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

Māori impact statement

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

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

Implementation

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

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

Attachments

No.	Title	Page
a ⇩	Attachment A Strategic Relatonship Agreement	5
b ⇩	Attachment B Bureaux Sites	5
c ⇩	Attachment C Regional Bureaux Sites	5

Signatories

Authors

Ron Johnson - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Henderson-Massey Local Board

15 September 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

6. 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.

7. 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.

8. 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.

10. 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.

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

12. 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

3. The scope of this relationship

4. 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

5. In scope	6. Out of scope
7. Regional funding relationship including monitoring and reporting	8. Local, supplementary funding to CABx through local boards
9. Overview of CABx accommodation and multi-site lease arrangements	10. Property issues associated with local CABx
11. Co-ordinating cross-council relationships with ACABx (e.g. Libraries)	12. The operational relationships between council departments and local CABx
13. Research using aggregated data and information to inform policy development that address issues facing CAB clients	14. Access to or sharing of data that may compromise client privacy, or other confidential matters (etc.)
15. Support for ACABx and CABx to develop capacity and services to effectively respond to the changing face of Auckland	16. Specific funding arrangements outside of the ACABx grant

17.

18. Auckland Council Governing Body – ACABx Relationship

19. 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.

20. Strategic Relationship Management

21. 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.

22.

23.

24.

25. Funding

26. 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.

27. 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.

28.

29. 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).

30. 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.

31.

32. The process for successful collaboration between local boards and local CABx

33. 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.

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

35. 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.

36. 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.

37.

38. Auckland Libraries’ Relationship with ACABx

39. 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.

40. This will include:

41. 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.

42.

43. Reporting

44. 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.

45. 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

46.

47. Conflict Management

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

49. 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.

50. 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).

51.

52. 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

53. 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.

54. 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.

55. 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

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

57. BIENNIAL WORK PROGRAMME FOR 2016/2017 – 2017/18

Objectives	Parties Involved	Outputs
1. Partnering 58. 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.	13. ACABx representatives and Community Empowerment Unit (CEU), Auckland Council staff	14. Partnering language and approach developed collaboratively and clearly articulated and documented by ACABx and council by June 2017.
2. Annual work programme development 59. 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. 15. 16. 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. 17. 18. 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 60. Year two – Test and apply approach to be completed and reviewed at the end of year two.	19. ACABx representatives and CEU staff	20. Co-develop via regular meetings a model of gathering and analysing, information and communicating the impact of CABx in the community. 21. 22. 23. 24. 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. 25. 26. Co-develop and agree approach and tools for responding to the changing needs of Auckland’s communities to be tested in 2017-18 year by ACABx. From June 2017 apply model of capturing, reporting and communicating impact and responsive network provision. March-June 2018 collaboratively review application of the model.
3. Policy development – analyse and interpret statistics, case studies, anecdotal evidence, knowledge and experience to share to support policy development enabling positive social change within Auckland’s communities.	ACABx and CABx representatives, CEU, RIMU, Community and Social Policy staff	Co-develop an approach to ensuring information is shared effectively and communicated in a way that is valuable for all parties. AC will work with ACABx so that relevant ACABx information is received and distributed across Council and informs Council policies and practice. Approach to be developed and confirmed by June 2017 and applied in the financial year 2017-18.

Henderson-Massey Local Board

15 September 2016

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

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

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

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

Henderson-Massey Local Board

15 September 2016

Henderson Massey local dog access hearing panel decision report

File No.: CP2016/18122

Purpose

1. To adopt the decisions of the Henderson Massey Local Board Dog Access Hearing Panel on changes to local dog access rules in the Henderson Massey local board area to commence 1 July 2017.

Executive summary

2. The local board appointed the Henderson-Massey Local Board Dog Access Hearing Panel (‘the Panel’) to make decisions on changes to local dog access rules in the Henderson-Massey local board area. The Panel, following the consideration of 575 public submissions, recommend that the local board adopt a number of changes contained in the attached decision report (Attachment A). Key recommendations include:

· to enable under control on a leash dog access to the walkway and parks at Harbourview-Orangihina to protect wildlife

· to investigate fencing along the walkway on the seaward side of Harbourview-Orangihina to better protect wildlife

· to enable under control off a leash dog access from Waimanu Reserve to Kelvin Strand Reserves (including walkways)

· to enable under control off a leash beach access at high tide, from 72R Spinnaker Strand to the north east beach of Kelvin Strand

· to provide under control on a leash beach at low tide, from 72R Spinnaker Strand to the north east beach of Kelvin Strand to protect feeding shore birds

· to not to allow dog access on all other beach and foreshore (inter-tidal) areas in the Henderson Massey local board area, for the protection of wildlife

· to introduce under control on a leash dog access on Jack Colvin Park, Jack Pringle Park, Te Pai Park, Te Atatu Peninsula Park, Tui Glen Reserve and Featherstone park for public safety and comfort

· to retain an under control off a leash rule on all other parks and any new parks in the Henderson-Massey local board area.

· to retain an under control off a leash default dog access rule on any new parks.

3. Local dog access rules identify where dog owners can take their dog in local park, beach and foreshore (inter-tidal) areas. Local areas do not include areas administered by the Department of Conservation.

4. In 2012, local boards were delegated responsibility to review dog access rules for local park, beach and foreshore areas (resolution GB/2012/157). At its business meeting on 19 November 2015, the local board resolved to review its local dog access rules in 2016 (resolution HM/2015/134).

5. Following a pre-consultation period to research, gather information and initial community views, the local board adopted proposed changes at its meeting on the 19 May 2016 for public consultation (resolution HM/2016/69)..At that same meeting, the local board appointed the Panel to hear and deliberate on submissions and make decisions on changes to local dog access rules (resolution HM/2016/69).

6. The Panel heard from 19 submitters on 16 August 2016, and considered and deliberated on all 575 submissions on 17 August 2016. The Panel resolved at the 17 August meeting to recommend that the local board adopt a number of changes contained in the attached decision report (Attachment A).

7. If the local board adopts the Panel decision report, the local board will request the governing body to make any necessary amendments to the Auckland Council Policy on Dogs 2012 and the Auckland Council Dog Management Bylaw 2012.

8. If the local board rejects any aspect of the Panel decision report, the matter must be referred back to the Panel to consider. The local board cannot amend the decision report because it did not hear or consider the submissions to proposed changes.

Recommendation/s

That the Henderson-Massey Local Board:

a) adopt the decision report titled ‘Hearing panel decision report on local dog access in the Henderson-Massey Local Board area 2016’ in Attachment A.

b) adopt the amendments to the Auckland Council Policy on Dogs 2012 contained in the decision report in (a), with a commencement date of 1 July 2017.

c) request the governing body to give effect to the amendments in (b) by making any necessary amendments to the Auckland Council Policy on Dogs 2012 and Auckland Council Dog Management Bylaw 2012.

d) delegate to the Manager Social Policy and Bylaws in consultation with the chair of the Henderson-Massey Local Board Dog Access Hearing Panel to make any minor edits to (a) and (b) to correct any identified errors or typographical edits.

Attachments

No.	Title	Page
a ⇩	Henderson Massey local dog access hearing panel decision report	5

Signatories

Authors

Jasmin Kaur - Policy Analyst

Linda Smith - Senior Local Board Advisor (West)

Authorisers

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

Henderson-Massey Local Board

15 September 2016

Auckland Transport Update Report - September 2016

File No.: CP2016/19807

Purpose

1. This report updates the Henderson-Massey Local Board on the current status of the Local Board Transport Capital Fund and projects, responds to resolutions made by the local board and issues raised by board members and provides information on matters of specific application and interest to the Henderson-Massey Local Board.

Executive summary

2. This report provides updates on:

· Status of the Local Board Transport Capital Fund and Projects.

· Consultation documents on proposed safety improvements in the Henderson/Massey Local Board area

· Local Board requests on transport-related matters

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the Auckland Transport Update - September 2016 report.

Comments

3. The Henderson-Massey Local Board has outlined through its 2014-17 local board plan, that it has a strong interest in the role of transport and how it helps to create a connected community. This includes improving safety in our neighborhoods, improving the look of our town centres, as well as supporting people to get to the places they want to go for work and recreation.

4. The local board plan has a specific transport outcome in which Auckland Transport has a key role in bringing to life:

OUTCOME: REAL CHOICES BETWEEN WALKING, CYCLING, PUBLIC TRANSPORT AND CARS

· We (HMLB) have identified our transport priorities as increasing investment in walking and cycling infrastructure, improving public transport and reducing reliance on roads and cars.

Henderson-Massey Local Board Plan 2014-17 (Pages 38-41).

Local Board Transport Capital Fund (LBTCF)

5. The Henderson/Massey Local Board’s funding allocation under the LBTCF is currently $748,378 per annum.

The Board’s current LBTCF projects are included in the table below (in which ROC = rough order of costs, and FEC = firm estimate of cost):

ID#

Project Description

Progress/Current Status

225

Glen Road Safety Improvements

ROC $2,311,000

Several meetings were conducted with the physical works contractor in August to enable site work to start in the 1^st week of September.

Letters to local residents and affected parties were distributed recently to inform them about the coming works.

The funding application to obtain $329k contribution for this project from AC’s Stormwater Development has now been approved.

6. The Henderson/Massey Local Board’s transport capital fund to date is summarised below.

Consultation documents on proposed safety improvements

7. Consultation documents for the following proposals have been provided to the Henderson/Massey Local Board for its feedback. As the Board’s transport portfolio holders provide feedback on the Board’s behalf, the material below is included for general information purposes only:

· Proposed bus stop – Don Buck Road, Massey

· Proposed NSAAT lines for the new road to be vested (extension of Rosandich Drive) as part of a subdivision at 33-37 Seymour Road, Sunnyvale

· Proposed parking restriction changes 1A Gloria Avenue Te Atatu

· Proposed broken yellow lines on Stonegate Close in Massey

· No Stopping At All Times (NSAAT) Restriction - Pyrite Street, Massey

· No Stopping At All Times (NSAAT) Restriction - Cabernet Crescent, Massey

· No Stopping At All Times (NSAAT) Restriction - Arlose Place, Massey

Local Board Response

8. The Local Board Portfolio Leads were supportive of what is being proposed.

a) Maki Street South upgrade update

9. Centre Manager from (NZRPG) have informed Auckland Transport (AT) that there will be footpath upgrades and some changes to the exiting kerb design in this section on Maki Street.

10. This work is still pending due to some issues/conflicts between AT and NZRPG. Simpson Grierson have drafted a new development agreement to cover the terms and conditions under which the upgrade will take place and the roles and responsibilities of each party (NZRPG/AC (Auckland Council)/AT). It is hoped the agreement will be signed by the parties early next month then the design finalised, the works consented and physical woks procured. All going well, construction will start in January 2017.

11. Auckland Transport will be proposing parking time-restrictions simultaneously at the time the physical changes take place.

Wharf Road

12. Fulton Hogan continue to monitor the Wharf Road pavement rehabilitation site, while awaiting a window of clear weather to allow works to be completed. Unforeseen ground conditions and wet weather have delayed the programme significantly.

13. The Auckland Council’s Resource Consents team, Pollution Incident Investigators have reviewed the site, including the site specific environmental plan and its implementation.

14. Fulton Hogan and Auckland Transport continue to work with the Pollution Incident investigators to ensure all practical measures have been undertaken while completing the construction works.

15. Chip Sealing was completed on the 18 August. Minor concrete works, including traffic island reinstatement, are expected to be completed by the end of September, weather permitting.

Te Atatu and Edmonton Road Corridor improvements update

16. A major milestone has been achieved with road-making starting in Edmonton Road.

17. Discussions are underway as to the best way to handle road restrictions and road closures to enable the removal of the roundabout and replace it with traffic lights. This will be a major undertaking as the levels of all the intersecting roads have to be made uniform to allow this aspect of the project to be completed.

18. Lyndhurst Road is now open again following the successful installation of a 20 tonne storm-water filter.

19. The Mayor requested a briefing and AT have briefed him on the petition organised by Club Physical. AT have explained the situation in full and responded to each of the points in the petition, none of which had a factual base and at least some of which were based on speculation around invented scenarios and/or misinformation.

20. Auckland Transport briefed the Mayor on the actual situation and also explained that representatives of the business owners have had this explained to them repeatedly.

21. To counter the misinformation on which the petition is based Auckland Transport intend to give the same full explanation we have given the Mayor, to the other parties involved. This explanation is also available on the AT website.

22.

Central Park Drive Road markings and roading issues – update

Issue	Action	Timeframe
Recent changes to road layout. Traffic operating as expected without triggering Soljan Drive signals or encroaching into the cycle lane.	Looking into extending continuity line from Soljan Drive up to and including Lincoln Road intersection	October 2016
Lane boundaries unclear on Central Park Drive, on the section between Soljan Drive and Lincoln Road, and at Lincoln Road intersection		October 2016
Changing of lanes due to drivers not knowing which lanes lead North and South on the M'way	Install advanced directional signs to the west of Soljan Drive	Sep/Oct-2016

· Barnes Dance – Great North Road intersection

23. Auckland Transport has received a request from the Chair of the Local Board to change the Great North Road/Railside Avenue intersection, to run with a Barnes Dance pedestrian crossing phase.

· Update

24. The introduction of this pedestrian exclusive phase was delayed as we have incorporated another project to upgrade this intersection, to further improve its performance.

25. This additional upgrade was identified through our traffic signal review/optimisation project. Additional signal lanterns will be installed on Great North Road in both directions to help better control the left turn movement, versus the straight ahead movement, on the kerbside/inside shared lane. This will improve the performance of Great North Road.

26. The contractor has already been appointed to carry out the physical work and, AT are aiming to get this project, including the exclusive pedestrian phase, completed by end of the second week of September.

REGIONAL UPDATES

Monthly passes for ferries now on at HOP cards

27. Ferry users can now use their AT HOP card to load new monthly ferry passes.

28. Until now, ferry users have only been able to use an AT HOP card for individual trips but from 14 August AT HOP monthly pass options are also available on most ferry routes thanks to the development of the new Simpler Fares system.

29. For the first time monthly passes will be available for travel on the Beach Haven and Hobsonville ferry services as well.

Pass Name	For use on	Price
Ferry Inner Harbour Monthly	Devonport, Stanley Bay, Bayswater, Northcote Point and Birkenhead ferry services	$145*
Ferry Mid Harbour Monthly	Half Moon Bay, Beach Haven, Hobsonville and West Harbour passenger ferry services	$250*
Ferry Outer Harbour Monthly	Gulf Harbour ferry service *	$290*

30. The monthly pass price does not include the one-off cost of an AT HOP card which is $10. Cards must be topped up before use, and where cards are purchased from train and ferry ticket offices, AT Customer Service Centres or AT HOP retailers, cards must be topped up at the time of purchase. Minimum top up is $5. The purchase price is non-refundable.

31. Please note that the Ferry Outer Harbour Monthly pass is not currently available on Pine Harbour, Waiheke or Rakino passenger ferry services.

32. Find out more about AT HOP: https://at.govt.nz/bus-train-ferry/at-hop-card/

33. Find out more about ferry services: https://at.govt.nz/bus-train-ferry/ferry-services/

Auckland seniors on board with HOP

34. The latest figures show 97 per cent of seniors travelling on public transport are using SuperGold AT HOP cards.

35. The numbers have been steadily climbing since the introduction of the SuperGold AT HOP card and Auckland’s senior citizens are seeing the benefits of using the cards.

Using a HOP card means people can simply board the bus, ferry or train and tag on, which makes journey times quicker for all customers.

36. Auckland Transport is delighted so many people now have, and are using, their SuperGold AT HOP card. We had a last minute flurry of SuperGold applications. As of Sunday 14 August, SuperGold paper tickets will no longer be available to purchase on board buses, from ticket offices or from Customer Service Centres.

37. Seniors without an AT HOP card loaded with a SuperGold concession are able to purchase a paper ticket to travel on public transport but will have to pay the full adult cash fare.

38. To access the SuperGold public transport concession, you will need a gold AT HOP card with a SuperGold concession applied to it.

Consideration

Local board views and implications

39. The board’s views will be incorporated during consultation on any proposed schemes.

Maori impact statement

40. No specific issues with regard to the Maori Impact Statement are triggered by this report.

General

41. The activities detailed in this report do not trigger the Significance Policy. All programmes and activities are within budget/in line with the Council’s Annual Plan and LTP documents and there are no legal or legislative implications arising from the activities detailed in this report.

Implementation

42. All proposed schemes are subject to prioritisation, funding and consultation.

Attachments

There are no attachments for this report.

Signatories

Authors	Owena Schuster – Elected Representative Liaison (Auckland Transport)
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

15 September 2016

Westgate Town Park - Detailed Design

File No.: CP2016/11828

Purpose

1. To seek approval of the detailed design for the town park at Westgate (not formally named).

Executive summary

2. This report presents the detailed design plan for the town park at Westgate for approval.

3. The development of a town park aligns with both the Auckland Plan and Henderson-Massey Local Board Plan 2014.

4. The concept design was approved by the board in December 2015 (resolution number HM/2015/22701).

5. Public consultation was undertaken over April and May 2016 to receive community feedback on the draft developed design. The feedback has been incorporated into the detailed design where practical.

6. Collaboration with Mana whenua has been ongoing in the design of the town park.

7. The detailed design will deliver an accessible, safe and unique public space for all members of the community within the heart of Westgate metropolitan centre.

8. Should the detailed design be approved, construction will commence in October 2016 for a period of approximately nine months (completion June 2017).

Recommendation/s

That the Henderson-Massey Local Board:

a) Approve the detailed design of the town park at Westgate (not formally named)

b) Note that construction of the town park at Westgate is planned to commence in the 2016/2017 financial year.

Comments

Background

9. The development of a metropolitan centre in Westgate is identified in The Auckland Plan and the Henderson-Massey Local Board Plan 2014.

10. Planning for the metropolitan centre has included a network of open space areas to serve the future population. The town park is a key element of the network.

11. The town park site comprises 1.036 hectares of land and is situated opposite Northwest Mall on the corner of Tawhia Drive and Maki Street. A location map is provided as Attachment A.

12. The board approved the concept design for the town park at Westgate on 10 December 2015 (resolution number HM/2015/22701). The approval required council staff progress to detailed design stage and gain final approval of the design and budget by the board.

13. The town park at Westgate has not been formally named and for the purposes of this report is simply referred to as the “town park”.

Consultation

Public Consultation

14. Public consultation on the future of Massey and Westgate’s community facilities was undertaken in 2012. The biggest aspiration stemming from the consultation in relation to the town park was “to create an attractive, green space with trees, plants and flowers – a tranquil place to walk, sit and enjoy”. This feedback was used to draft the previously approved concept design.

15. Public consultation was undertaken on the draft developed design between 22 April 2016 and 11 May 2016. The purpose of the consultation was to obtain feedback from the community and to incorporate this into the design where practicable. Minor additions were incorporated into the design as a result of the consultation including additional picnic tables and universally accessible bench seating. Attachment B provides all of the feedback received from the consultation and the design response.

Mana Whenua Engagement

16. Collaboration with Mana whenua has been a strong feature of the design process for the town park. Kaitiaki representatives from Ngāti Whātua Ōrakei (NWO), Ngāti Whātua Kaipara (NWK) and Te Kawerau a Maki (TKaM) have had five hui with Council staff and the landscape architect between October 2015 and July 2016 with the aim of incorporating Māori cultural values into the park design (Te Aranga Māori Design Principles). A summary of how the design incorporates Te Aranga Māori Design Principles is attached to the report as Attachment C.

Design

17. The detailed design plans for the town park at Westgate is attached to this report as Attachment D. The following features are provided within the design:

· Accessible footpath network allowing for small or large circuits

· irrigated lawn and garden areas that can accommodate a range of activities

· predominantly native trees and shrub gardens which provide seasonal interest and colour

· a cherry blossom grove to provide seasonal interest

· exotic structural trees to provide shade in summer and allow light to pass through them in winter. These will also showcase seasonal colours

· urban seating grove

· interactive water feature

· bespoke two-pan all accessible toilet block

· picnic table and bench seating (includes all access)

· drinking fountain (all access)

· services for a café building (future development)

18. The café building has been removed from the detailed design as there is not sufficient market demand for this activity at present. The area previously occupied by the café has been redesigned in a manner that compliments the rest of the park and includes raised seasonal garden areas and seating. Underground services will be provided to accommodate the future café activity.

19. The detailed design incorporates Te Aranga Māori Design Principles into the fabric of the town park. Refer to Attachment C for a summary.

20. The park has been reviewed favourably by both a universal access expert and Crime Prevention through Environmental Design (CPTED) expert to ensure it provides for the health and safety of all members of the community.

Budget

21. The budget for the town park at Westgate stems from the Long-term plan 2012-2022 and is held by the Development Programme Office as the ‘Massey North Open Space Budget’.

22. The total amount allocated from the Massey North Open Space Budget for the town park is $5,500,000 including professional services, consents and construction. Cost projections undertaken to date indicate that the allocated budget is sufficient to accommodate the project to completion.

Consideration

Local board views and implications

23. The local board approved the concept design for the town park at Westgate on 10 December 2015 (resolution number HM/2015/22701).

24. The draft developed design was discussed with the board at a workshop on 7 April 2016, before it went out to the community for public consultation. The local board supported the subsequent developed design.

25. The detailed design was discussed with the board at a workshop on 23 August 2016. The board supported the detailed design and requested Local Parks staff progress this to a business report for a decision.

26. The provision of a high quality town park within the metropolitan centre of Westgate aligns with a number of the Henderson-Massey Local Board Plan 2014 key outcomes. It will deliver accessible rest, respite and recreation opportunities for local residents, employees, students and shoppers, encouraging growth that is extraordinarily liveable. It delivers a quality open space where events can be undertaken to encourage a community where we know our neighbours. It provides predominantly native gardens and trees and is the gateway to the riparian open space network of Kopupaka Reserve and in this way contributes to the outcome that we are an eco-city.

Māori impact statement

27. As noted under the section ‘Mana Whenua Engagement’ of this report, Iwi representatives were engaged throughout the design of the town park. The engagement had a direct impact on design outcomes.

28. The town park will have positive effects for all members of the public, including Māori as it provides a place of rest and respite in what will eventually be a thriving metropolitan centre.

29. A site blessing prior to construction commencing (noting the site is already in a modified state from surrounding development) and again at the opening of the town park will be undertaken.

Implementation

30. Should the detailed design be approved, physical works would commence in October 2016 and the anticipated construction timeframe is nine months (approximate completion of construction in June 2017).

Attachments

No.	Title	Page
a ⇩	Location Map	5
b ⇩	Received public submissions and design response	5
c ⇩	Te Aranga Design Principles	5
d ⇩	Detailed Design Drawings	5

Signatories

Authors

John Cranfield - Park Ranger

Authorisers

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

Mace Ward - General Manager Parks, Sports and Recreation

Henderson-Massey Local Board

15 September 2016

Naming of the town park at Westgate

File No.: CP2016/18119

Purpose

1. To approve the name Te Hauāuru Park for the town park at Westgate metropolitan centre.

Executive summary

2. This report seeks approval to name the town park at the Westgate metropolitan centre.

3. The recommended name aligns with both the Auckland Plan and the Henderson-Massey Local Board Plan 2014.

4. The recommended name reflects tangata whenua values and there are no known post-colonial historic persons or events with a long standing association with the site.

5. Officers have assessed the proposed name against the Parks and Park Features and Facilities Naming Interim Guidelines and it is recommended that the local board approves this name.

Recommendation/s

That the Henderson-Massey Local Board:

a) approves naming the town park site at Westgate metropolitan centre ‘Te Hauāuru Park’.

Comments

Background

6. The Westgate metropolitan centre town park site comprises 1.1 hectares of land and is situated opposite Northwest Mall on the corner of Tawhia Drive and Maki Street. A location map is provided as Attachment A.

7. Local boards have delegated authority to name new parks. The ‘Parks and Park Features and Facilities Naming Interim Guidelines’ (hereafter referred to as the Interim Naming Guidelines) state the local board should only approve the name of a park following consultation with mana whenua and will generally be in accordance with the following criteria in descending order where applicable:

i. Name of person or family gifting the land to the public where it is a condition of the gifting

ii. A name which reflects:

· Tangata whenua values

· A natural feature within the park

· A historic name for the land

· A historical feature or association with the park

· Historically or culturally significant individual or event

· Or the name of previous landowner of longstanding [sic]

· The locality

iii. Providing the proposed name is not already in use or strongly associated with another existing location or feature, and therefore is likely to cause confusion

8. In 2015, Auckland Council Parks staff requested the Heritage Unit at Auckland Council research whether there are any persons or events with a long standing association with the site. None were identified. Consultation with mana whenua resulted in the suggested name ‘Te Hauāuru’.

9. The naming of the town park (and two other parks) was workshopped with the local board in July 2015 with Te Hauāuru Park the recommended name. At the workshop, the board requested that the naming for the town park be delayed whilst members sought alternative names.

10. In December 2015 the name Mac Williams was put forward as an option. After investigation by an historian, it was found that Mr Williams had a stronger association with Henderson, although he did own land in the vicinity of the Westgate development.

11. When assessed against the interim naming guidelines, the name Mac Williams did not override the name put forward by mana whenua.

12. A follow up workshop in July 2016 outlined this assessment and conveyed that the name Te Hauāuru is the recommended name. The board instructed Auckland Council staff to progress to a business meeting for a decision.

Consultation

13. Auckland Council staff (via Te Waka Angamua – the Māori Strategy and Relations Unit) sought suggestions from Ngāti Whātua (Rewiti / Kaipara) representative Heta Tobin on an appropriate name in July 2015.

14. Mana whenua initially proposed the name Te Waharoa o te Tai Hauāuru (Gateway to the West). This name acknowledges the westerly winds power and strength and recognises the flow of people who blow in (their arrival) and blow out (departure).

15. The above name was identified as being too long to encourage regular use and as such, a request was made to mana whenua to suggest options to shorten it. The suggested shortened version of Te Hauāuru was proposed, meaning the westerly wind, when it blows. This acknowledges the power and strength of the westerly winds and recognises the flow of people who blow in (their arrival) and blow out (departure). It is considered to have a meaningful and significant purpose.

Assessment

16. Both the recommended name and ‘Mac Williams Park’ have been assessed using the naming guidelines and the following matters have been identified:

· The site has not been gifted to the public

· There are no known post-colonial historic persons or events with a long standing association with the site. It is noted that Mac Williams did own land in the vicinity of the town park site, but he had a stronger association to Henderson, where he made a significant contribution to the community

· The recommended name is not currently in use for a park in the Auckland region

17. A related matter for consideration is that the town park design has involved significant collaboration with mana whenua to incorporate Māori cultural values.

18. Consequently, it is recommended that the town park at Westgate be named Te Hauāuru Park’.

Consideration

Local board views and implications

19. The naming of the town park was workshopped with the local board in July 2015 and again in July 2016 with Te Hauāuru Park the recommended name. The board instructed Auckland Council staff to progress to a business meeting for a decision.

20. The Henderson-Massey Local Board Plan 2014 takes into account the outcomes in the 30-year Auckland Plan to help deliver the vision of the world’s most liveable city, including ‘A Māori identity that is Auckland’s point of difference in the world’.

Māori impact statement

21. Mana whenua were consulted and invited to suggest names for the park. Suggestions were received and incorporated into the discussion. The name proposed reflects tangata whenua values and is considered to be culturally and spiritually appropriate.

Implementation

22. Naming the park may require the installation and ongoing maintenance of signs. The Henderson Massey Local Board may also wish to have an official opening for the park.

Attachments

No.	Title	Page
a ⇩	Location map - Westgate metropolitan centre town park	5

Signatories

Authors

John Cranfield - Park Ranger

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Henderson-Massey Local Board

15 September 2016

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

File No.: CP2016/18492

Purpose

1. To update the Local Board on the forecasted income for payments received from the New Zealand Transport Agency as part of the mitigation package for the State Highway 16/20 Waterview Connection project and to seek approval of the proposed revised expenditure plan for future years.

Executive summary

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

3. Until recently the expected income for the Henderson-Massey Local Board was $2,354,596 over a three year period. Due to the early exiting of leased park land the income is now reduced to $2,282,777.

4. These funds are to be used for park projects within communities impacted by the motorway development project and this report seeks to meet these requirements by proposing that the board approve the allocation of previously unallocated income to public open space development in their area of governance.

5. An expenditure plan is proposed in Table 3.

Recommendation/s

That the Henderson-Massey Local Board:

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

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

i) $52,000 in the 2016/2017 financial year; and

ii) $539,777 in the 2017/2018 financial year.

Comments

Background

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

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

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

Consideration

Allocation of funding to date

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

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

Table 1: Expenditure plan for the NZTA funding for Henderson-Massey Local Board, approved on 4 August 2015.

Revised expected income

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

	2014/2015 FY	2015/2016 FY	2016/2017 FY	2017/2018 FY
Income as identified in July 2016	$ 801,985	$ 170,905	$1,309,887	$ 0
Total income - $2,282,777

Allocation of unallocated funds

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

Proposed expenditure plan – September 2016		2015/2016 FY	2016/2017 FY	2017/2018 FY
Funds previously allocated to specific projects
Royal Reserve development	General park development - new play space, new car park & driveway, upgrade of existing car park, learn to ride pathway, perimeter footpath & exercise equipment.	120,000	1,500,000
Henderson Creek pontoon project	Joint project with Flanshaw Road Primary School to install two pontoons on the Henderson Creek to increase informal access to the water for recreation. Feasibility undertaken during 2014/2015 financial year.	40,000
Corban Reserve dog agility course	Installation of dog agility equipment which was purchased during June 2015.	20,000
Massey Leisure centre futsal court	Construction of a futsal court in land adjacent to the Massey Leisure Centre. Feasibility was undertaken during 2014/2015 financial year.	11,000
New allocation of funds
Open space development projects	Priority development projects in public open space identified by the Henderson-Massey Local Board and identified in the Henderson-Massey Local Board Open Space Network Plan		52,000	539,777
Total Income - $2,282,777		191,000	1,552,000	539,777

Table 3: Proposed expenditure plan for the HMLB allocation of the NZTA funding.

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

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

Local board views and implications

14. Discussion at the HMLB Park Portfolio meetings has provided a high level understanding to staff regarding the development of a future work programme for the fund and this will be followed up with workshops with all board members to determine a full programme of work.

Māori impact statement

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

Implementation

16. Work will begin immediately to gather quality information for the HMLB to assist them to develop a work programme for the fund.

Attachments

There are no attachments for this report.

Signatories

Authors

Helen Biffin - Parks Liaison & Development Team Leader

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Henderson-Massey Local Board

15 September 2016

Future of White House at Lloyd Morgan Lions Club Park

File No.: CP2016/18363

Purpose

1. To seek approval from the Henderson-Massey Local Board for the removal of the White House and the reinstatement of lawn to Parks specification at Lloyd Morgan Lions Club Park at 247 Edmonton Road, Te Atatu South.

Executive summary

2. Auckland Council owns the building known as the White House on Lloyd Morgan Lions Club Park at 247 Edmonton Road, Te Atatu South.

3. The Te Atatu South Lions Club have occupied the building since 1981 and they vacated the building in September 2015.

4. A review has found the building to be unfit for occupation.

5. Three options were presented to the board, for the future of the building, at a workshop held 17 May 2016. The options were:

i. Option A – do nothing,

ii. Option B – upgrade the building to ensure it is fit for purpose,

iii. Option C – demolish the building and instate lawn.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the demolition of the White House at Lloyd Morgan Lions Club Park and the area subsequently being established as open space lawn.

Comments

Background

6. The White House was originally acquired by Waitemata Council in 1963, as part of the acquisition of Lloyd Morgan Lions Club Park. In 1981 the Waitemata City Lions Luncheon Club (subsequently changed to Waitakere City Lions Luncheon Club Incorporated) signed a lease with Waitemata City Council for the building. In the early 1980’s the club paid for the extension of the meeting room and added on toilets and a bar. The kitchen was extended over the existing porch and the entranceway in the lobby area was modified.

7. In 1995, the council vacated the storage buildings on the site and the club secured both buildings for their own purposes. Further alterations took place in 1996-1997 with the buildings connected together in June 1997. During 1997 and 1998, eight new toilets, an entranceway, carpeting, painting and lighting were completed.

8. Maintenance and alterations were undertaken by the club through much of the life of the lease by the society, however over time the ability to fundraise has become more difficult and the building has fallen into disrepair.

9. The building has been empty since September 2015.

Strategic Context

10. A 2015 facility review was requested by the Henderson-Massey Local Board as a result of internal Council discussions concerning the condition and usage of the facility.

11. The review examined the population, adequacy of community facility provision, existing capacity within local community facilities in the general area and physical condition of the building. The review took into account the Community Facilities Network Plan 2015. The network plan provides direction for optimisation, major upgrades of existing facilities (over $1m), development of new facilities and potential divestment of facilities no longer meeting community needs.

Section 2.8 states “a significant proportion of the existing network of facilities are old, in poor condition or not fit-for-purpose and either need to be upgraded or considered for divestment”.

12. The review concluded:

· The Whitehouse is in an area where growth is predicted to be modest

· Sufficient community facility (council and non-council) space exists within the community already and there is the capacity for more bookings.

· The Whitehouse is in poor condition.

13. Additionally since the publishing of this review a significant refurbishment is now being sought for the Te Atatu South Community Centre in the 2017 and 2018 financial years. This will increase the level of occupancy at this facility.

14. The review concluded that divestment of the Whitehouse is an appropriate option for decision makers to consider.

Building Overview

15. The view of the building from Edmonton Road is blocked by trees and the entrance has a poor relationship to the car park. The building is of utilitarian construction and has little architectural merit.

16. The building comprises:

· the original small hall with cathedral roof and timber floor;

· an extension towards the north with a glazed end wall; a concrete block boundary wall to the ambulance building immediately alongside to the west; a full height stonework feature fireplace on the opposite (east) wall; and a concrete floor slab;

· a bar server and kitchen in a lean-to to the east of the hall with a raised floor level;

· a second extension to the south of the original building which is comprised of two re-locatable modules and provides a semi-enclosed entrance porch, toilet and additional meeting space; and

· a Plunket clinic, with its own entry and toilet occupying the section of the re-locatable end.

Existing Condition

17. The cathedral ceiling has a textural finish – such finishes often contain asbestos and in many cases these would be sealed to encapsulate the asbestos. This ceiling has not been sealed and the textured finish is flaking off in some areas.

18. A stonework feature fireplace is situated at the north end of the building. The stonework is unstable with a wide horizontal crack at mid height and stones missing where the above roof stonework has been removed. The stonework is so deteriorated that it is being stabilised inside and out by temporary timber braces.

19. Carpet at the north end of the building is deteriorated and mouldy due to water ingress. This is occurring either because of the poor condition of the fireplace or the ground level in that area is higher than the internal floor level. The adjacent ground slopes towards the building.

20. Neither the entrance to the bar service area nor the Plunket clinic comply with the ground clearance requirements of section E2 of the Building Code which require buildings to be constructed in a manner that provides adequate resistance to penetration by, and the accumulation of, moisture from the outside. Consequently the exterior is in poor condition, the fire exit door is jammed closed as a result of water damage, and there are also areas where the cladding has been patched. Given the age of the cladding it is highly likely that some it contains asbestos. Water ingress is occurring through the roof of the toilets area.

21. The Plunket clinic has been looked after and is in reasonable condition, though there is evidence of water ingress in the south-eastern corner of the clinic room. The toilet does not comply with the requirements for an accessible toilet.

22. Sections of the stonework foundation wall on the west side are settling and cracking and there is an odd section of rusting portal framing projecting from alongside the south end of the blockwork wall.

23. The fire protection systems are insufficient for a public building. There is no manual fire alarm, only one fire exit is identified; and though there is a possible second exit, this door is jammed shut due to water ingress swelling the timber. The external route away from this door is by way of a steep ramp, the timberwork and associated deck is deteriorating.

24. A room, designated for an accessible toilet, has no fittings (they have been removed) and the entry corridor is not a compliant access route.

25. The most valuable fittings have been removed from the bar and kitchen. This area is in an unsanitary condition with failing surface finishes.

Options available

Option A: Do nothing (retain the building in the existing condition)

26. The building cannot be tenanted in its existing condition due to the health as safety hazards present inside the building.

27. The building will continue to suffer damage.

28. The vacant building remains vulnerable to vandalism.

Option B: Upgrade the building to ensure it is fit for its designated purpose

29. The following is an indication of the scale of work that would be required to bring this building up to standard for occupancy:

· demolish the stonework fireplace and rebuild the wall

· remove asbestos linings and finishes, and replace

· lower the ground level, at the north end of the building, and other at-risk locations and install surface drainage

· replace the back “fire exit” door and rebuild the deck and ramp

· rebuild the roof to the toilet area

· install accessible toilets

· install a compliant fire alarm system, emergency lights and signage

· upgrade the electrics

· completely refurbish all toilets and service (kitchen) areas

· completely refurbish the interior including carpets, walls, ceiling.

30. Option B is estimated to cost around $500,000 and would need to be funded through the renewals budget

Option C: Removal by way of demolition

31. Removal is a permitted activity and resource consent would not be required.

32. Estimated cost to remove the building and instate lawn is approximately $250,000 and would need to be funded through a Community Facilities operations budget.

33. Budget for demolition is not available until FY17. Remedial work would be undertaken to secure the site until demolition can be undertaken.

34. No on-going OEPX will be required following removal.

Consideration

Local Parks views and implications

35. The White house is situated across three parcels of land. These parcels are all held in fee simple by the Auckland Council as a classified local purpose (community buildings) reserve and subject to the provisions of the Reserves Act 1977.

36. Lloyd Morgan Lions Club Park provides key open space in the heart of the Te Atatu South community. Currently approximately half of the area is covered in buildings and car parking.

Local board views and implications

37. A workshop was held with the Henderson-Massey Local Board on Tuesday 17 May 2016. The following board members were present: Vanessa Neeson, Shane Henderson, Tracy Kirkley, Brenda Brady and Peter Chan.

38. At this workshop options were presented as follows:

· Option A: Do nothing – Not supported by board members present.

· Option B: Upgrade the building to “fit for purpose” – Not supported by the board members present.

· Option C: Demolish building and develop open space – Unanimously supported by the board members present.

Māori impact statement

39. There are no particular impacts on Māori that are different from those on general users of the parks network.

40. Census data information indicates that 10.9 per cent of the population in Te Atatu South identify themselves as Maori; this is close to the Auckland average of 10.7 per cent. The Whitehouse is located on the same reserve as the Te Atatu South Community Centre, which delivers a range of programmes and services that is suitable to all ethnic communities, including Maori.

Implementation

41. Should the Henderson-Massey Local Board approve the demolition of the Whitehouse, the following implementation steps need to occur:

Action	Timeline
Secure FY17 budget	Late 2016
Tender for demolition	Mid 2017
Demolition and develop open space	Late 2017

Attachments

There are no attachments for this report.

Signatories

Authors

Hannah Alleyne - Senior Programme Planner

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Henderson-Massey Local Board

15 September 2016

Funding Agreements for Zeal Education Trust, MPHS Community Trust, Ranui Community House Incorporated and Massey Matters Incorporated

File No.: CP2016/19773

Purpose

1. To approve the funding agreements of the community operated houses and hubs within the Henderson-Massey Local Board area.

Executive summary

2. The current funding agreements for the Zeal Education Trust, MPHS Community Trust, Ranui Community House Incorporated and Massey Matters Incorporated expired on 30 June 2016. This report seeks a decision from the local board on future funding and the terms of the agreements.

3. There are three options for the term of funding agreements, which are:

· an annual agreement

· a three year term

· a five year term.

4. Staff developed criteria to help assess the appropriate term for community operated centres, houses and hubs. Where a group has previously demonstrated good stewardship of funding, has established a stable practice and is performing well, staff recommend that the local board consider a three or five year term. This will enable community groups to plan for the future and maximise the benefits of secure tenure and income.

5. A one year term is recommended for Zeal Education Trust to allow alignment with a licence to occupy and manage which expires on 30 June 2017. A five year term is recommended for the MPHS Community Trust. A three year term is recommended for the Ranui Community House Incorporated and Massey Matters Incorporated. The groups are stable, experienced organisations. They provide audited annual reports, deliver expected outcomes, report on time and to the expected standard.

6. A workshop regarding the work plans of these centres/hubs was held with the local board on 23 August 2016. As a result, all Henderson-Massey work plans have been amended to reflect the local board requirement that appropriate centre staff attend Results Based Accountability (RBA) and governance training when offered in 2016/2017.

7. The new agreements will include a commitment for the organisations to undertake Results Based Accountability (RBA) training.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve a one year funding agreement with Zeal Education Trust for 2016/2017, terminating on 30 June 2017, for the operation of the Henderson Youth Facility.

b) approve funding for Zeal Education Trust of $160,661 for 2016/2017 to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

c) approve a five year funding agreement with MPHS Community Trust for the years 2016-2021, terminating on 30 June 2021, for the operation of the Hub West/McLaren

Park Community House.

d) approve funding for MPHS Community Trust of $89,712 per annum to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

e) approve a three funding agreement with Ranui Community House Incorporated for the years 2016-2019, terminating on 30 June 2019, for the operation of Ranui Community Centre.

f) approve funding for Ranui Community House Incorporated of $51,559 per annum to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

g) approve a three year funding agreement with Massey Matters Incorporated for the years 2016-2019, terminating on 30 June 2019, for the operation of Manutewhau Community Hub (West Harbour Community Hub).

h) approve funding for Massey Matters Incorporated of $57,746 per annum to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

Comments

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

9. Local boards exercise oversight of community centres, houses and hubs. Where facilities are operated by community organisations, local boards approve funding, licence to occupy and the term of these arrangements.

10. Staff have developed a simple criteria for guiding decision-making regarding the terms of these agreements:

(a) 1 year term:

A one year term is recommended in a variety of situations such as: a new committee has been recently established, the current governance structure is unstable, a group may be underperforming, if there are changes in location or buildings, or there are licence terms which need to be worked through by the group in the short term. It could also be where an established organisation is going through significant change in asset portfolio.

(b) 3 year term:

An experienced organisation delivering stable operations, or an established organisation with significant change in the membership/governance.

A multi-service organisation delivering high service outcomes.

11. At the end of the approved term staff will assess each centre house and hub against the established criteria and make recommendations to the local board.

12. Sturges West Community House Incorporated is currently on a funding agreement which will expire on 30 June 2017. A new funding agreement and licence term will be proposed in the 2017/2018 financial year, to align with the other houses and hubs in the Henderson-Massey Local Board area.

Allocating funding for FY 2016-17 and beyond

13. Staff recommendations and comments are outlined in the table below:

Recommended funding for community houses and hubs
Community Group	Term of agreement (from 1 July 2016)	Total to be allocated	Purpose of funding	Comment
Zeal Education Trust	One year	$160,661 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Henderson Youth Facility	One year funding to align with the current one year licence period. A five year funding agreement and licence will be proposed in the 2017/2018 financial year.
MPHS Community Trust	Five year	$89,712 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Hub West/ McLaren Park South Community House Facility	The trust is an experienced operator, and was incorporated in 2010. The committee exercise good governance of the centre. The group has multi-service contracts with government agencies and commercial organisations. Programmes and activities align to local board outcomes.
Ranui Community House Inc	Three year	$51,559 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Ranui Community Centre.	A multi service organisation delivering high service outcomes. The group is an experienced operator, and was incorporated in 1978. The large number of quality community programmes and services align to local board outcomes. Provides a strong sustainable level of governance, financial expertise and mentors other community houses/hubs.
Massey Matters Inc	Three Year	$57,746 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Manutewhau Community Hub	Massey Matters (MM) became an incorporated Society in June 2011 and has a fully operational Governance Committee. The group has a large number and wide ranging quality community programmes and services in response to demand and align to Local Board outcomes. Experienced governance committee with sound financial practices. The current licence expires on 30 June 2017. At that time it is proposed to recommend a further two year licence to align with the grant funding agreement.

Terms and conditions of grants, and ongoing monitoring

14. Staff will continue to monitor, assess and report progress and performance to the local board on a regular basis during the term of the funding agreement.

Consideration

Local board views and implications

15. Staff have discussed with the local board all Henderson-Massey community houses and hubs and the 2016/2017 work programmes.

Māori impact statement

16. Zeal Education Trust, MPHS Community Trust, Ranui Community House Incorporated and Massey Matters Incorporated endeavour to improve the well-being among Maori within the work programmes they deliver. Council staff continue to work with these centres to ensure support and development of programmes and activities that directly improve well-being and outcomes for Maori

Implementation

17. Following decision making, staff will finalise the agreements with the operating groups.

18. The name on the funding agreement for Ranui Community House will be changed to Ranui Community Centre to reflect the change back to its original name.

Attachments

There are no attachments for this report.

Signatories

Authors

Margo Athy – Place Manager

Authorisers

Graham Bodman - General Manager Arts, Community and Events

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

Henderson-Massey Local Board

15 September 2016

Proposed Henderson Lincoln Business Improvement District (BID) establishment boundary and funding allocation

File No.: CP2016/19214

Purpose

1. To approve the proposed boundary map and establishment funding for the proposed Henderson Lincoln Business Improvement District (BID).

Executive summary

2. The BID establishment project is being led by the Henderson Lincoln Metro Business Association Inc. (HLMBA). One of the requirements under the Auckland BID Policy (2016) for new BID establishment is local board support for the proposed BID boundary area. A proposed map can be found in Attachment A to this report for board approval.

3. HLMBA has been working towards the BID establishment since 2014. The proposed area includes over 3000 businesses and includes the wider Henderson Lincoln commercial district. If successful, the Henderson Lincoln BID programme will commence 1 July 2017

4. The report also seeks confirmation of funding from the local board for the 2016/17 financial year. The report seeks $80,000 funding for the HLMBA to fund establishment processes for the BID programme.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the Business Improvement District establishment boundary for the Henderson Lincoln Metro Business Association Inc. as proposed in Attachment A of the agenda report.

b) approve the allocation of $80,000 to HLNBA for the BID establishment project. Noting this funding is made up of $64,000 contained in the 2015/2016 Henderson Massey Local Board Agreement (resolution HM/2015/83), and a further 2016/2017 LDI economic development discretionary grant of $16,000.

Comments

5. HLMBA has been an established business association since September 2014.

6. HLMBA has signalled their intention to investigate the establishment of a BID programme as part of the Henderson Lincoln business plan dated July 2014.

7. The proposed BID establishment includes business and commercial zoned properties located in the area defined by Henderson Valley Rd, Corban Ave, Bruce Mclaren Rd, Henderson Central including Vitasovich Ave and Edsel St, Peacock Drive, Lincoln Rd, Central Park Drive, Triangle Rd, Selwood Rd and The Concourse.

8. A map of the proposed Henderson Lincoln BID boundary is attached as Attachment A.

9. If successful, the Henderson Lincoln BID programme will commence on 1 July 2017.

10. Council officers are supportive of the proposed Henderson Lincoln BID boundary establishment map as the area includes a range of business scales and types conducive to the successful establishment of a metro scale BID.

Criteria for new BID programme establishment

11. The Auckland BID Policy (2016) requires HLMBA to complete the BID establishment criteria set out in section 6 (appendix 3). Requirements include

· Identifying all eligible voters

· Undertaking a robust consultation process to ensure all eligible voters have access to information relating to the BID establishment

· Consultation includes hosting a minimum of 3 public meeting to facilitate information briefings and question and answer sessions.

· Undertake a ballot of all members

Establishment Funding

12. The local board have allocated $80,000 to HLNBA for the BID establishment project. This funding is made up of $64,000 contained in the 2015/2016 Henderson Massey Local Board Agreement (resolution HM/2015/83). And a further discretionary grant within the 2016/2017 financial year of $16,000.

13. Previous funding has been provided by the board as detailed:

September 2013	$15,000	Used to undertake a business survey which provided a business database and identified business needs, issues and opportunities.
July 2014	$15,000	Used to establish the incorporated business association registered with the Companies Office, develop the communication plan to provide regular information to businesses located in the Henderson Lincoln area.
June 2015	$50,000	Used to build the association membership, develop links into the various business sectors, create sector networks, regular communication and networking events in the preparation of the association moving towards BID establishment.

14. A detailed project budget and plan for the BID establishment project totalling $80,000 has been developed and is attached as Attachment B. The allocation of how funding from the local board would be managed was discussed at a workshop on 6 September, as was the updated timeline of activities to be achieved – a hand out will be provided at the meeting of information from the workshop.

15. $10,000 of the proposed funding is allocated to undertake the ballot process which will be independently managed by Election Services Ltd. Ballot packs will be lodged with NZ Post on or around 6 March 2017. The ballot period will run from 10 – 31 March 2017.

16. The ballot must achieve a return of 25% or more of the voting forms. Over 51% of the returned voting forms need to be in support of the BID establishment for the ballot to be successful.

Consideration

Local board views and implications

17. The result of the establishment ballot to be conducted in March 2017 will determine if there is a sufficient level of support for the BID establishing.

18. The HLNBA BID establishment project will be concentrated in the Henderson Massey Local Board area and will not impact on any other Local Board area.

19. The local board has expressed its support of the development of a business association to support local businesses. This support has been expressed through member’s involvement with business functions and the allocation of financial resources.

20. The establishment of a BID will provide the local board with a collective voice for Henderson Lincoln businesses and the opportunity for the business sector to advocate on areas that impact the business community.

Māori impact statement

21. Maori businesses located within the HLMBA BID establishment boundary map will be balloted under the same policy regulations as non-Maori businesses. A BID programme may identify opportunities for niche support or development of any Maori business sector in the area.

Implementation

22. Implementation of the BID Programme will be the responsibility of HLMBA and a contractor has been retained to manage the ongoing establishment process. The BID Team will continue to work alongside HLMBA. Regular correspondence and reporting between the business association and local board will be maintained.

23. A report bringing together all establishment information, ballot results and council staff recommendations will be prepared for the local board’s consideration and decision making in April 2017. The local board needs to ensure that the establishment process is part of its consultation documents to ensure the wider public has the opportunity to provide feedback. Officers will ensure that the proposed BID amount is included in the draft 2017/18 Annual Plan process.

Attachments

No.	Title	Page
a ⇩	Proposed Henderson Lincolen BID area establishment map August 2016	5
b ⇩	Proposed Henderson Lincoln BID Establishment Budget August 2016	5

Signatories

Authors

Gillian Plume - Team Leader BID Partnership

Authorisers

Alastair Cameron - Manager, CCO Governance & External Partnerships

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

Henderson-Massey Local Board

15 September 2016

LDI Community Response Fund - grant to Ranui 135 for a theory of change and research/evaluation report

File No.: CP2016/19240

Purpose

1. To provide an opportunity for the Henderson-Massey Local Board to allocate a $30,000 grant, from the local board’s LDI Community Response Fund, to Ranui 135 Youth Trust (Ranui 135) for an independent theory of change and research/ evaluation report of the activities of Ranui 135.

Executive summary

2. Ranui 135 have been identified by the Ranui Social Sector Trial (RSST) Advisory Group as the community organisation to transition the RSST into a community led model.

3. Ranui 135 are requesting funding for a study which produces a theory of change and a research/evaluation report (explained below). The report will be useful for Ranui 135 to assist in understanding why their activities are successful and to use this knowledge to build on the social improvements started by the RSST in Ranui. The report could also assist Ranui 135 to raise multi-year funding.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve a $30,000 grant to Ranui 135 Youth Trust (Ranui 135), from the local boards LDI Community Response Fund, for an independent theory of change and research/ evaluation report of the activities of Ranui 135.

b) request that Ranui 135 Youth Trust group obtain early input from potential funders to influence the shape and direction of the research to help ensure its purpose is achieved.

Comments

Issue:

4. Ranui 135 has been an active member of the soon to be disestablished central government funded Ranui Social Sector Trial (RSST). During the social sector trial Ranui 135 participated in the following programmes and activities: Youth Employment Pathway, Work Ready Programme, Pacific in the Park, Youth Mentor Programme, Working with Youth at Risk, Pro-social Activities and the Break Away Holiday Programme.

5. The trial facilitators (Bluelight) have identified Ranui 135 as a proven and suitable organisation to transition the RSST to a fully community led model. Ranui 135 will continue with their youth based programmes but also take the leadership role of transitioning to the community led model which will succeed the RSST.

6. Ranui 135 now wishes to develop a robust, evidence based understanding of their work outcomes and impacts so that a strong community led model can operate from Ranui 135 to build on the achievements of the RSST. The trial facilitators, which include Auckland Council staff and potential funders, have advised Ranui 135 commission to a research and evaluation report that will provide an evidence base and recommendations for future community led work programmes and could attract future funding that is long term. This evaluation report is commonly referred to as a Theory of Change Model Research and Evaluation Report.

Purpose, objectives, methodology and timeframe for the theory of change model and research/evaluation report

7. The purpose of the theory of change model and research/evaluation report is to understand why the work of Ranui 135 has been successful and to plan for the organisation’s future growth around strengths and opportunities.

8. Based on the information gathered a theory of change will be developed for Ranui 135.This provides:

· an examination of past and current successes and an identification of what contributed to these outcomes

· .a comprehensive descriptions of how and why a desired change is expected to happen in a particular context

· a map of current activities or interventions so that the current state of Ranui 135 can be understood

· the desired goals of Ranui 135 and an understanding of how these have been achieved

· a strengths, weaknesses, opportunities and threats (SWOT) analysis of the organization to guide future activities.

9. A potential funder has also indicated a preference for this tyoe of analysis as a precondition for a successful application for multi year funding grants.

10. The methodology applied to the report would include the contracting of a professional researcher/evaluator to complete the report, data collection through statistics, interviews, and relevant document review, data collation, formulation of findings, identification of themes, and further consultation to ensure the research is meeting its purpose. From this analysis a theory of change will be developed for Ranui 135 and a final report will be written.

11. The research and evaluation report needs to be completed before 9 December 2016 as the transitional funding provided by the Ministry of Social Development ends 31 December 2016 and this report is needed to support the search for replacement funding. This means the project will take place between 15 September 2016 and December 2016.

Benefits of the research and evaluation report for the Ranui community

12. The research and evaluation report will allow the gains initiated by the RSST to be continued and improved in the Ranui community. By enabling Ranui 135 to understand the conditions that fostered positive social change Ranui 135 will be able to both continue to offer and improve their activities and also raise funds from providers. Such providers now require organisations to understand the change they are attempting and to have the ability to measure and communicate the effects of their actions.

13. One of the purposes of the report is to raise funding to support a co-ordinator for the Ranui Advisory Group (the successor to the RSST). If a co-ordinator is unable to be funded the Ranui Advisory Group would cease to operate. The Ranui Advisory Group is made up of representatives from: the Ministries of Social Development, Justice, Education and Health, the New Zealand Police, local community organisations, Auckland Council, the Henderson-Massey Local Board and local schools who come together to provide direction on local solutions to local social issues. The co-ordinator also assists in the delivery of the projects under the governance direction of the Ranui Advisory Group.

14. The study may also provide evidence of a different model of delivering social outcomes which concentrates on the outcomes of strong local leadership, positive life outcomes, a strong cultural context and generational change as a viable alternative to traditional methods (eg truancy officers, youth offending processes, alternative education provision, unemployment benefits) of delivering social outcomes.

Options:

15. Option A: Do not fund the research and evaluation report. This option is not recommended as Ranui 135 would not gain insight into why their activities have been successful and would continue to offer activities without an evidence base. The funding options for Ranui 135 would also be reduced which would put activities established by the RSST trial, such as the youth mentoring programme, at risk.

16. Option B: Request Auckland Council staff prepare the research and evaluation report. This option is not recommended as Auckland council cannot meet the timeframe for the provision of the report within current staffing levels.

17. Option C: Fund Ranui 135 to contract a professional researcher/evaluator to prepare a theory of change and associated report. This option is recommended for the reasons set out in this report.

Risks:

18. There is a risk that the report may not produce the outcomes sought. This is being mitigated by Ranui 135 working with Community Empowerment Unit staff to commission and oversee the project. The employment of a professional researcher/evaluator should also mitigate the risk of not achieving the outcomes sought.

19. There is also a risk that the document produced may not satisfy the needs of multi-year funders. To mitigate this risk Ranui 135 should seek the input of potential funders, eg Foundation North.

Consideration

Local board views and implications

20. This report is written in response to a request of the Henderson-Massey Local Board

Māori impact statement

21. 21% of the population of Ranui is Maori compared to the Auckland average of 10% (2013 NZ census). Ranui 135 has a Pacifica cultural context, but Maori are welcome participants in their activities and have benefitted from the programmes facilitated by Ranui 135 in the past.

Attachments

There are no attachments for this report.

Signatories

Authors	Linda Smith - Senior Local Board Advisor (West)
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Henderson-Massey Local Board

15 September 2016

LDI Community Response Fund - grant to Ranui 135 Youth Trust to support a Centre for Social Innovation feasibility study

File No.: CP2016/19434

Purpose

1. To provide the Henderson-Massey Local Board with the opportunity to consider allocating $15,000 from its LDI Community Response Fund to Ranui 135 Youth Trust (Ranui 135) to support a study on the feasibility of a Centre for Social Innovation at Ranui Domain.

Executive summary

2. Ranui 135 Youth Trust has anecdotally established a need for a youth facility at Ranui Domain. The youth facility is provisionally called the Ranui Centre for Social Innovation.

3. The centre would be used by young people, their families and service providers. It would include a digital hub and office space for Ranui 135.

4. Auckland Council staff advise the next step in the development of this project is a feasibility study to establish community needs, investigate possible physical configurations of the project and to propose an operational model.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve a $15,000 grant to Ranui 135 Youth Trust from its LDI Community Response Fund for a study to establish the feasibility of a Centre for Social Innovation at Ranui Domain.

b) request the feasibility study include: a community needs assessment, a current state analysis, an organisational analysis of Ranui 135 Youth Trust, costed options for a new youth based community facility, a budgeted work programme and a conclusion concerning the feasibility of the options explored by the feasibility study

c) request Auckland Council staff work with Ranui 135 Youth Trust to develop terms of reference for the feasibility study and to compile a list of organisations capable of completing the feasibility study for Ranui 135 to choose from.

Comments

Issue

5. Ranui 135 has anecdotally identified a need for a community facility in Ranui that provides:

· a work and meeting place for young people and their service providers

· a digital hub for the young people of Ranui

· an office space for Ranui 135.

6. The community facility is provisionally called the Ranui Centre for Social Innovation.

7. In initial talks with the Waitemata Rugby League Club (the Seagulls) Ranui 135 have identified a site for the proposed Ranui Centre for Social Innovation.at Ranui Domain, near to the Seagulls club rooms. This builds on their existing social service provision model which uses sports based pathways.

8. Ranui 135 now wish to progress to a feasibility study to establish whether the Ranui Centre for Social Innovation is a viable project for their organisation.

Contents of the feasibility study

9. Auckland Council staff advise the feasibility study should consist of:

· a community needs assessment for youth based services in Ranui, including a youth focussed community facility. This assessment should include a current state analysis of social services available to young people in Ranui

· an analysis of existing community facilities as options for the proposed centre for social innovation

· an organisational analysis of Ranui 135 to determine their current capacity and propose a plan for organisational growth, if necessary, to operate the new youth facility

· costed options for a new youth based community facility

· a budgeted work programme and business model for the proposed Ranui Centre for Social Innovation which shows how it meets the community needs identified in the needs assessment section of the feasibility study

· a conclusion concerning the feasibility of the options explored by the feasibility study

Benefits of the study for the Ranui community

10. The Ranui community will get a current state description of youth services and a needs analysis for youth based programmes in their area. The community will be provided with options for a youth based community facility.

11. Should the project not go ahead the study will provide explanations for the community about why the proposed Centre for Social Innovation is not feasible.

Strategic links

12. The Henderson-Massey Local Board Plan 2014 identifies working alongside community organisations as a key way of achieving community outcomes. This feasibility study assists the Henderson-Massey Local Board to work alongside Ranui 135 to explore a proposed plan for achieving mutual community outcomes.

13. Mutual community outcomes between Ranui 135 and the Henderson-Massey Local Board include:

· providing better business and employment opportunities for young people

· meeting the needs of a diverse community

· young people in Henderson-Massey having things to do and places to go

Options:

14. Option A: Do not fund the feasibility study. This option is not recommended as Ranui 135 have provided sufficient anecdotal evidence of the need for a youth facility in Ranui for a feasibility study to be a useful tool for evaluating the way forward.

15. Option B: Ask Auckland Council staff to conduct the feasibility study. This option is not recommended. Where Auckland Council is a landowner affected by a proposed project it is preferred to contract an independent organisation to evaluate feasibility to minimise conflict of interest issues.

16. Option C: Fund Ranui 135 to contract an independent organisation to prepare a feasibility study for the proposed Centre for Social Innovation at Ranui. This is the recommended option for the reasons outlined in this report.

Consideration

Local board views and implications

17. This report is written in response to a request by the Henderson-Massey Local Board

Māori impact statement

18. 21% of the population of Ranui is Maori compared to the Auckland average of 10% (2013 NZ census). Ranui 135 has a Pacifica cultural context, but Maori are welcome participants in their activities and have benefitted from the programmes facilitated by Ranui 135 in the past.

Implementation

19. Auckland Council staff will work with Ranui 135 to define the terms of reference for the feasibility study and help identify a list of independent organisations from which to

Attachments

There are no attachments for this report.

Signatories

Authors

Linda Smith - Senior Local Board Advisor (West)

Tracey Wisnewski - Local Board Advisor

Authorisers

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

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

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