Agenda of Henderson-Massey Local Board

1 Welcome/Prayer

2 Apologies

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

3 Declaration of Interest

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

The following are declared interests of members of the Henderson-Massey local board.

BOARD MEMBER	ORGANISATION	POSITION	Updated
Shane Henderson (Chairman)	Waitakere Licensing Trust Waitakere Badminton	Elected Member Patron	13 December 2016
Peter Chan, JP (Deputy Chairman)	Cantonese Opera Society of NZ Asian Leaders Forum NZ-Hong Kong Business Association NZ-China Business Association Auckland Chinese Environment Protection Association (ACEPA) Whau Coastal Walkway Trust Auckland Asian Association	Member Member Member Member Advisor Trustee President	15 Nov 2016 21 Feb 2017
Brenda Brady, JP	Safer West Community Trust District Licensing Committee	Trustee Member	15 Nov 2016
Matt Grey	Zeal	CEO	15 Nov 2016 21 March 2017
Paula Bold-Wilson	Community Waitakere Henderson Budgeting Services Unitec Institute of Technology	Board member Board member Employee	15 Nov 2016 21 March 2017
Vanessa Neeson, JP	Village Green Quilters Ranui Advisory Group	Member Chairperson	15 Nov 2016 17 February 2017
Warren Flaunty, QSM	Westgate Pharmacy NorSGA Properties Westgate Pharmacy Ltd The Trusts Community Foundation Ltd Life North West Pharmacy Waitemata District Health Board Waitakere Licensing Trust Massey Birdwood Settlers Ass. Taupaki Residents & Ratepayers Ass.	Contractor Director Director Director Director Elected Member Elected Member Member Member	15 Nov 2016
Will Flavell	Te Atatū Tennis Club Asia New Zealand Leadership Network Rutherford College Waitākere Literacy Board	Member Member Employee Board Member	15 Nov 2016

4 Confirmation of Minutes

That the Henderson-Massey Local Board:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 6 June 2017, 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

6.1 Acknowledgement: Rochana Sheward

Purpose

1. To acknowledge Rochana Sheward for her outstanding contribution to the Henderson-Massey local board area while serving as CEO of MPHS.

Recommendation/s

That the Henderson-Massey Local Board:

a) acknowledge Rochana Sheward for her outstanding contribution to the Henderson-Massey local board area while serving as CEO of MPHS.

7 Ward Councillors’ Update

An opportunity is provided for the Waitakere Ward Councillors to update the board on regional issues they have been involved with since the last Henderson-Massey local board business meeting.

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 Deputation: Creating Youth or Innovation Grid for the West Auckland Community

Purpose

1. To provide the Henderson-Massey Local Board with insights and seek their support with a proposal that seeks to speed up social and economic innovation in west Auckland by providing a unique environment to bring the community and right people together to lead a change.

2. The main aim of the Grid is to empower and build leadership among our youth, men and women of West Auckland community. We aim to develop self-awareness and inspire their creative potential with a specific focus on their contribution to social innovation and community empowerment.

3. Grid will be a center for Youth and community entrepreneurial initiatives, where both new and old generation work on real world collaborative projects, engaging with business, social, community and creative entrepreneurship ideas. The proposed center serves as a platform to learn and build a collective entrepreneurial future that creates economic and social value in New Zealand.

Executive summary

4. With support of ATEED, MBIE, Ministry of Ethnic Community and local boards, Women entrepreneurship has been doing various programs in Auckland to create and support creative entrepreneurship among our Youth and wider diverse community. We aim build a creative grid for our Youth and wider community to educate, inspire, and empower entrepreneurs to reach their full potential to create economic and social value for themselves, their organizations, and society.

5. The proposed Centre will operate at grass root level by interventions at an early stage in their journey of entrepreneurship, establishing a community practice, looking at the community, cultural and family contexts.

Recommendation/s

That the Henderson-Massey Local Board:

a) Receives deputation from Dr. Sangeeta Karmokar (CEO of Women Entrepreneurship Center, Senior Lecturer at Auckland University of Technology, Executive Board Member of Waitakere Ethnic Board).

Attachments

a Presentation on Creating Youth or Innovation Grid for the West Auckland Community.......................................................................... 423

8.2 Deputation: Waitakere Ethnic Board

Purpose

1. To present the activities of Waitakere Ethnic Board in the Henderson-Massey local board area.

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the deputation from Shirley Freeman, Chair of the Waitakere Ethnic Board.

Attachments

a Presentation from Waitakere Ethnic Board......................................... 443

8.3 Deputation: Gecko NZ Trust and North West Wildlink

Purpose

1. To provide the Henderson-Massey Local Board with information about Gecko Trust and our work to support communities in environmental regeneration and capacity building and to develop a relationship with the local board in order to work together in this aim.

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the deputation from representatives of Gecko Trust and what could be done in the local area to work towards the aims of the North West Wildlink.

Attachments

a Presentation from Gecko NZ Trust..................................................... 473

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Henderson-Massey Local Board

20 June 2017

Auckland Transport Update – June 2017 to the Henderson/Massey Local Board

File No.: CP2017/11205

Purpose

1. The purpose of this report is to; respond to requests on transport-related matters, provide an update on the current status of Local Board Transport Capital Fund (LBTCF), provide a summary of consultation material sent to the Board and, provide transport related information on matters of specific application and interest to the Henderson/Massey Ranges and its community.

Executive summary

2. In particular, this report covers:

· Progress report on the Board’s advocacy initiatives

· Progress report on the Board’s transport capital fund projects

· Consultation documents on proposed safety improvements

· Local Board requests on transport-related matters

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the Auckland Transport update June 2017.

Strategic alignment

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).

5. Auckland Transport is supporting the Local Board initiatives and delivering on it’s Statement of Intent strategic themes. Five strategic themes guide Auckland Transport’s decisions and actions and are aimed at providing an accessible, integrated, efficient and innovative transport system. They are also critical to the realisation of Auckland Council’s vision for transport as expressed in Chapter 13 of the Auckland Plan.

6. The five strategic themes endorsed by Auckland Transport’s Board are:

· Prioritise rapid, high frequency public transport

· Continually transform and elevate customer experience

· Build network optimisation and resilience for travel times

· Enable quality urban growth to meet demand

· Fast-track creative, innovative and efficient transport services.

7. The initiatives below all contribute to either the Henderson-Massey Local Board Plan outcomes or one of Auckland Transport’s strategic themes:

8. Over the last six weeks, public transport improvements have seen construction continue on the Hibiscus Coast busway station.

9. The New Network for West Auckland, including Helensville, Huapai and Kumeu will be launched on Sunday 11 June.

10. Otahuhu Station has been recognised at the 2017 New Zealand Institute of Landscape Architects Awards.

11. Auckland Transport has been recognised for its procurement success at the New Zealand Procurement Excellence Awards. The City Rail Link won the Sustainability Project of the Year and Auckland Transport’s Procurement Manager for Infrastructure was a finalist in the Procurement Professional of the Year award.

12. On 4 May, Auckland Transport launched a new phone app which makes catching a bus, train or ferry more intuitive and easier to use. The AT Mobile app has introduced new features and has been designed from the customers’ point of view.

13. Auckland Transport is improving public transport with the implementation of the New Network Public Transport Network, which has a revised bus service proposed for the area. This will increase bus service provision in the area and offer an enhanced public transport system.

14. Auckland Transport will work with the Local Board to identify suitable Trail Networks on Te Atatu Road and surrounding roads in the Peninsula.

15. The Rathgar Road Cycleway project is currently in the investigation phase and Auckland Transport has presented the next stage to the Local Board. The Local Board notes that until funding becomes available that this project can’t proceed.

16. Auckland Transport will work with the Local Board to identify suitable feeder connections to the North Western Cycleway in conjunction with the development of a Greenways Plan.

17. Auckland Transport is working with the Local Board to identify individual projects for the Henderson North, Home and School Zone initiative with further improvement to slow speed.

18. Auckland Transport is working with the Local Board to investigate the potential of a shared space in the Henderson Shopping Area.

Transport capital fund update

19. At a workshop on 16 May, and followed by a Board Site Tour of potential sites on the 23 May, the Henderson/Massey Local Board considered a number of potential LBTCF projects, in order to select those projects it wished to proceed with in the current political term. The Local Board will be having a follow-up workshop to confirm the projects to proceed with.

Project

Description

Current Status

Glen Road Drainage Extension and Safety Improvement

The project is comprised of new kerb, channel, grassed swales and associated drainage works along Glen Road between Scarlett Drive and Waitamata Drive West, Ranui.

This project also includes construction of rain gardens, outlet structures and ancillary works in Te Rangi Hiroa Park & Pony Club.

The project is substantially complete and Auckland Tranpsort have received several positive comments from the residents.

There are some areas of surfacing not up to standard (slightly low in relation to the channel and uneven ride). AT have discussed options for repair with the contractor and the best solution is to smooth out with asphalt and replace chip seal coating to blend with the rest of the road.

However the time of year (wet weather) and low temperatures place any chipsealing at very high risk and it is not considered prudent to attempt this at this time of year.

AT’s recommendation is that only minor “urgent” repairs are done now in asphalt, and to leave the final and more substantial repairs until warmer temperatures in September/October.

AT intends withholding payment for this work until it is completed. The contractor has accepted this.

AT are working with Auckland Council Healthy Waters regarding the partial blockage in the existing pipeline near the bridge. This requires further investigation but is outside the scope of this project.

AT is waiting on a final tree removal within the park, that Council have requested, before doing final rain garden planting.

AT are also working with the school to relocate a gate that has been affected by the works.

There is likely to be savings from the project returned to the Board once final claims are assessed.

Waitakere Ranges Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term	$1,900,714
Amount committed to date on projects approved for design and/or construction	$1,029,993
Remaining Budget left	$870,721

Upcoming Projects And Activities

School Road/Vodanovich Road intersection Safety Issues

20. The Local Board has received concerns regarding the safety issues at the intersection of School Road and Vodanovich Road.

Response

21. Auckland Transport has investigated the query regarding safety concerns at the intersection of Vodanovich Road and School Road.

22. Auckland Transport has identified that there have been nine crashes at this intersection in the past five years, none of which have been a result of a right turn movement from School Road (east) into Vodanovich Road (north). However, there have been a few crashes associated with right turning vehicles exiting from Vodanovich Road.

23. As this intersection requires further investigation to identify the remedial works required, this intersection has been added to our 2017/2018 Minor Safety Improvementprogramme.

Te Atatu Road Project June Communications and Engagement - May 2017

24. The project is into its last stages, with Higgins Contractors confident that all but a small number of property works and the green surfacing of the cycle-lane and bus pockets, will be finished by “mid-2017”. Accordingly Auckland Transport (AT) are now planning appropriate communications and an event to thank the affected people of Te Atatu

25. At the time of writing AT are planning communications for the activating of the new traffic lights on 12 June. This is supplemented by electronic VMS Boards to help guide traffic. AT and Higgins will provide information to residents, the schools etc.

26. On 12 June, right turn access to Flanshaw Road will be permanently prohibited while the restrictions on the right turn to Royal View Road will be lifted and this will become a 24/7 right-turn.

27. Also at this time the pedestrian (zebra) crossing in Te Atatu Rd just north of Flanshaw Rd and the signalised crossing in Edmonton Road between Countdown and the new shops, will be removed. Pedestrian crossings will be shifted to the newly signalised intersection and controlled by those signals.

28. AT have several times advertised in the Western Leader that the traffic lights are to be shortly implemented.

29. AT provided a written briefing to MP the Hon Alfred Ngaro (at his request) and made a verbal presentation to a workshop of this board, to give a progress report and summary of work still to be completed and the likely finish timeframe

30. Following concerns registered via the Western Leader (but not to AT or Higgins), AT closed the southern footpath in Edmonton Road because correspondents considered its interim condition unsatisfactory. AT explained the reason for this closure, in a letter-drop to affected residents and placed a poster in Countdown.

31. AT had previously provided the Western Leader with a complete explanation for why the footpath was still in an interim state. This was because driveways need to be raised to meet the road at its new, higher, level, (regraded) and this had to be carried out simultaneously raising vehicle crossings to meet the new level of the driveways and the road to enable smooth passage between road and footpath, for vehicles. Completing these works required an individual solution at each property. Accordingly, this work was put on hold to focus resources to finishing the actual roadway, to the benefit of the 30,000 plus vehicles per day. It is expected that this footpath work will be completed by the end of June.

32. Several residents were housed overnight during May because of on-going noise issues

33. AT provided a brief to all elected members (including MPs) re a phone cable being cut in Royal View Road. This was reported in the Western Leader which also reported Chorus as saying the cut occurred in Flanshaw Road. For whatever reason, the report was inaccurate; the cable was cut in Royal View Road.

34. Auckland Transport have also responded to numerous complaints and questions from affected residents.

Ranui Station Road Parking Sign Request

35. The Local Board has received a request for parking restrictions during peak times in the cul de sac part of Ranui Station Road near the School.

Update

36. After a site meeting with the Local Board, Residents and Auckland Transport Community Transport and Parking Team the following was agreed on by all parties:

37. Auckland Transport Community Transport to meet with Ranui Primary School to discuss the issue and agree on next steps, by 12 June:

38. Options include

· Identify safe locations to the school for appropriate Park and Walk sites - identify and implement appropriate signage where applicable

· Safe parking promotions lead by students

· Provide information for school news letter

· Continue with parking enforcement on the safety at the School Gate Programme

· Discuss with the school feasibility of opening the rear gate off the field to utilise the on road parking in the adjacent street

· Long term: under the proposed Trial for parking options outside schools consider closing the cul de sac to before and after school drop off pick up traffic- please note this trial is subject to NZTA trial approval process .

Request for Reduction of Speed on Red Hills Road, Massey

39. Auckland Transport reviews speed limits in accordance with the requirements of the Land Transport Rule: Setting of Speed Limits 2003 and also makes assessments under the NZTAs new Speed Management Guide.

40. The Speed Limits Rule is a central government regulation which governs how speed limits are set and seeks to achieve a consistent approach across the entire country. Under the current speed limit rule the dominant factor in determining the speed limits is the level of roadside development. The standard speed limits under the rule are 100km/hr in rural areas, and 50km/hr in fully urban areas. The semi-rural speed limits of 80km/hr and 70km/hr are used for small towns/villages and in semi developed areas around the edge of urban zones. The current 50 km/h zone on Red Hills Road covers the urban section and school on the road. The 70 km/h and 80 km/h zones cover the semi-developed sections of road on the edge of the urban zone and hence the current speed limits are in accordance with the Speed Limits Rule.

41. The new Speed Management Guide is the development of a new approach to speed limit setting and planned changes to the speed limit rule that shift the focus towards the national safe system approach. The speed management guide places greater emphasis on the function and use of the road, the geometry of the road and the crash risk. The Speed Limits Rule is expected to be rewritten in the first half of 2017 to incorporate the new approach used by the speed management guide.

42. The speed management guide allows for a range of rural speed limits 100, 80 and 60. Roads with an arterial function (higher traffic volumes), roads with straight/gently curved geometry, and roads with low crash risk will qualify for the higher rural speed limits, while roads with local access function (lower traffic and proportionately more walkers and cyclists), roads with winding geometry, and roads with higher crash risk will qualify for the lower rural speed limits. The rural section of Red Hills Road has a winding geometry and carries relatively low traffic volumes. The crash risk varies along the road from low-medium to medium-high. Initial indications are that the rural section of Red Hills Road could qualify for a speed limit in the 60-80km/hr range under the new speed management guide. The roll out of changes under the speed management guide will be gradual and initially targeted to the areas of greatest crash risk.

43. AT are currently developing a speed management plan for the region which will include a prioritised programme of work. This programme will identify the highest priority areas for initial roll out of speed management on approximately 10% of the network. Implementation of the programme will commence.”

44. Auckland Transport will be coming to the Local Board in July to talk through possible changes in the Henderson/Massey area.

Traffic Control Committee (TCC) Report

45. Decisions of the TCC over the month of May 2017 affecting the Henderson/Massey Local Board Local Board area are shown below:

Metcalfe Road / Eric Gifford Drive	Ranui	No Stopping At All Times, Road Hump, Give-Way Control, Lane Provision, Edge Line
Summerland Drive / Amesbury Rise / Somerton Rise / Highfields Terrace / Midhurst Avenue	Henderson	Lane Restrictions, No Stopping At All Times, Bus Stop, Traffic Islands, Give-Way Control, Flush Median, Edge Line
Northside Drive	Westgate	No Stopping At All Times, SVL - Cycle Lane, Lane Restrictions, Traffic Island Control, Flush Median, Traffic Signal Control
Don Buck Road	Massey	Bus Stop, SVL-Cycle Lane, Bus Stop, Shared Cycle Path, Traffic Island
Beauchamp Drive	Massey	No Stopping At Prohibited Times

Consultation documents on proposed safety improvements

46. 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:

· Western Bus Routes Improvement Works - Royal Road/Granville Drive Intersection to allow room for safe bus movements.

· Proposed bus layover spaces – Railside Avenue and Dora Street

· Roundabout Pedestrian Improvements – Te Atatu Road, Te Atatu Peninsula

· Proposed Bus Shelter – 21 Fernhill Drive, Massey

· Speed Calming & Bus Stop Changes – Rathgar Road, Henderson

· Makora Road, Massey – Proposed Stopping at all Times Restrictions

Local Board Response

47. The Local Board were supportive of what is being proposed.

Barn Dance – Great North Road, Railside Avenue Intersection

48. Auckland Transport understands the board’s request to finalise the Barn Dance at the Great North Road Intersection.

49. What will be required to complete the Barn Dance is:

· Countdown timers

· New road marking to indicate diagonal crossing

· Kerb designed to suit diagonal crossing (and tactile pavers)

· Possible shifting relocating of the signs.

50. AT will give update reports going forward.

Bench outside 357 Great North Road Removal

51. Auckland Transport have investigated the best location for the seat outside 357 to be moved to. After investigation, the recommended location is outside West City car park and to be situated towards the rear of the footpath, so it is under the canopy and out of the elements.

Draft Roads and Streets Framework

52. The Roads and Streets Framework is based on best practice approaches overseas and is a decision-making process that helps describe, balance and integrate the intended strategic and local place and movement functions of roads and streets, as well as the levels of service for all modes.

53. The aim of the draft Roads and Streets Framework is to:

· Introduce the Roads and Street Framework which will assist in achieving the outcomes of the Auckland Plan.

· Inform Local Boards about the issues and opportunities the Roads and Streets Framework is responding to, their aims and how they can be used.

· Request that the Local Board provide feedback on the Roads and Streets Framework during the scheduled workshop which AT will treat as the official view of the Board.

Next Steps

54. Inform Local Boards (March - June 2017)

· Welcome feedback on RASF methodology

55. Inform external stakeholders (June - July 2017)

· Professional Institutes, consultants, action groups, Property Council, Haulage Industry, AA, Bike Auckland, Walk Auckland, etc

56. Finalise the Framework, following feedback (August 2017)

57. AT Board adopt the Framework (September, 2017)

Discussion and Local Board Comments

58. A Roads and Street Framework is being developed to support everyone who plays a part in managing, designing, improving, delivering or determining the quality of roads and streets in Auckland. The Framework is currently in draft form and will be finalised by August 2017. Auckland Transport welcomes feedback comments on the Framework approach from Local Boards by the end of June 2017.

59. Auckland Transport is requesting guidance from the Board on how they would like to give feedback. The Local Board may consider providing feedback on the Draft Roads and Streets Framework during the workshop and/or by submitting a written submission.

Consideration

Local board views and implications

60. The Board’s views will be incorporated during consultation on any proposed schemes.

Māori impact statement

61. No specific issues with regard to impacts on Maori are triggered by this report and any engagement with Maori will be carried out on an individual project basis.

Implementation

62. All proposed schemes are subject to prioritization, funding and consultation.

Attachments

There are no attachments for this report.

Signatories

Authors

Owena Schuster, Elected Member Relationship Manager

Authorisers

Jonathan Anyon, Manager Elected Member Relationship Unit

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

Henderson-Massey Local Board

20 June 2017

Henderson-Massey Local Grants, Round Two and Quick Response, Round Three 2016/2017 grant applications

File No.: CP2017/09259

Purpose

1. The purpose of this report is to present applications received for Henderson-Massey Quick Response round two 2016/2017. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Henderson-Massey Local Board set a total local community grants budget of $123,500 for the 2016/2017 financial year.

3. A total of $38,214 has been allocated through local grants round one, and quick response round one and two, leaving a balance of $85,286 for the remainder of the 2016/2017 financial year.

4. Thirty-eight applications were received for the Local Grants Round Two 2016/2017, with a total request of $358,352 (see Attachment B, C and D)

5. Nineteen applications were received for the Quick Response Round Three 2016/2017, with a total request of $29,231 (see Attachment E)

Recommendation/s

That the Henderson-Massey Local Board:

a) consider the applications listed in Table One below for Henderson-Massey Local Grants, Round Two 2016/2017 and agree to fund, part-fund or decline each application in this round.

Table One: Local Grants, Round Two applications:

Application	Organisation Name	Project	Total requested
LG1705-233	Connected Media Charitable Trust	Towards a one-day film-making workshop in Henderson-Massey between June to August 2017	$3,612
LG1705-249	The Dust Palace Productions Ltd	Towards venue, transport and production, administration, technical support and videography for two 'High Notes' workshops held at Corona Estate between June to August 2017	$5,234
LG1705-201	Rampage Community Hub	Towards rent and trainers fees for the Rampage Community Hub from July 2016 to December 2019	$30,000
LG1705-209	Communicare CMA (Ak) Inc	Towards venue hire for Te Atatu Friendship Centre from July 2017 to June 2018	$2,000
LG1705-210	New Zealand Ethnic Social Services	Towards staff wages for New Zealand Ethnic Social Services between July 2017 to June 2018	$7,888
LG1705-212	Thrive teen parent support trust	Towards accommodation, food and koha for two weavers for Wahakura-Nga pepi hou wananga held 3 November and 24 November 2017	$5,000
LG1705-217	Oratia Youth Group	Towards camp fees, uniforms and travel expenses for the Oratia Youth Group to attend the National Camp in October 2017	$1,000
LG1705-222	Te Whānau O Waipareira	Towards venue lease at Corban Estate Art Centre for Tanawhi Tales July 2017 to June 2018	$8,320
LG1705-225	Auckland Action Against Poverty	Towards coordinator salary, advocacy training, promotion, stationary, petrol and mobile phone costs for the West Auckland Benefit Advocacy between April 2017 to November 2018	$3,000
LG1705-234	YMCA of Auckland Incorporated	Towards interior construction works, fit out, furniture and audiovisual equipment for the Massey youth hub at YMCA Massey	$36,538
LG1705-238	NZ Blue Light Ventures	Towards five young people from Henderson-Massey to attend the North Island Blue Light life skills camp held between August to November 2017	$2,125
LG1705-239	Auckland Kids Achievement Trust trading as Graeme Dingle Foundation Auckland	Towards wages for delivery of” Kiwi Can, Stars, Project-K, Career Navigator” in Henderson-Massey July 2017 to June 2018	$10,000
LG1705-245	New Zealand Centre for Gifted Education Limited	Towards specialist educator salary for “MindPlus Auckland West” July 2017 to June 2018	$5,000
LG1705-247	Shakti Community Council Incorporated.	Towards purchase of sewing machines, sewing materials and facilitator costs for upcycling workshops held July 2017 to July 2018	$8,000
LG1705-248	New Zealand African Welfare Service Trust	Towards a weekly youth workshop programme from June 2017 to May 2018	$20,775
LG1705-219	James Conway	Towards purchasing traps and lures for pest control programme at Chilcott Road	$500
LG1705-230	Te Henga Swimmable Waterways	Towards Wildlife Conservation Trust of New Zealand for the purchase of sampling equipment and consumables for ” Te Henga Swimmable Waterways” project, including cost of laboratory testing and transport and courier costs	$4,452
LG1705-241	Waitakere Indian Association	Towards production of the “Waitakere Diwali Festival” October 2017	$55,000
LG1705-244	Waitakere Indian Association	Towards hire of venue, stage and marquee, and towards promotion of “Waitakere Holi Festival - A Festival of Colours”	$15,000
LG1705-250	Tuilaepa Youth Mentoring Service	Towards volunteer costs, food and drinks and promotional material for “The Polyjam Summer Basketball Classic” held 2 December 2017	$2,000
LG1705-226	Te Atatu Endeavour Sea Scouts	Towards repairs and maintenance of boats, trailers and boat container	$19,000
LG1705-236	Te Whānau o Waipareira	Towards venue hire for “Te Whānau o Waipareira Youth Challenge” held 30 September to 1 October 2017	$10,000
		Total Requested	$254,444

b) consider the applications listed in Table Two below for Henderson-Massey Local Grants, Round Two 2016/2017 multiboard applications and agree to fund, part-fund or decline each application in this round.

Table Two: Local Grants, Round Two multiboard applications:

Application	Organisation Name	Project	Total requested
LG1705-206	Chinese New Settlers Services Trust (CNSST)	Towards purchase of a whiteboard, promotion and art tutors wages for CNSST Cultural Learning Centre - New Lynn art project and exhibition from August to December 2017	$3,120
LG1705-240	Kumeu Brass Inc	Towards architect fees, consent costs and building of band room extension of 506 Waitakere Road	$41,500
LG1702-237	Raeburn House (North Shore Community Health Network Incorporated)	Towards updating and publishing the” Directory of Support Services 2017-2019” online, paper and mobile application from 16 May 2017 to 2019 January 2018	$2,000
LG1705-208	Dance Therapy New Zealand	Towards wages, administration, venue hire, and advertising for drop-in dance therapy workshops for teenagers, youth and adults in Central and West Auckland with special needs, to take place in Onehunga Community Centre and Hubwest between July to December 2017.	$7,465
LG1710-224	GeneNow Financial Literacy Trust	Towards facilitation, food and workshop material for 'Exercise Your Money' workshops held between June and September 2017	$500
LG1719-209	Violence Free Communities (formerly Violence Free Waitakere)	Towards coordination, operating costs and office rent from July 2017 to June 2018	$10,000
LG1719-218	Zeal Education Trust	Towards uniforms, training, transport costs and wages for the West Auckland Street Youth Work Project from July 2017 to June 2018	$9,485
LG1719-221	Waitakere Workers Education Association trading as WEST - West Auckland Enterprise Skills and Training	Towards administration wages, coordinator fees and meeting venue hire from July 2017 to June 2018	$5,000
LG1719-225	Children's Autism Foundation	Towards Children's Autism Foundation for the cost of venue hire, contracting professional Autism Family Consultant services to facilitate programmes for Terms 3 and 4 of 2017 and Term 1 2018.	$3,330
LG1705-243	West Auckland Historical Society	Towards design and printing of flags	$200
LG1719-206	Interacting	Towards production costs of “InterACT 2017” held October 2017	$3,404
LG1702-209	Aotearoa Football Media Limited	Towards the purchase film and editing equipment for 'Aetoaroa Football Show, Let the star shine!!!' between 1 July 2017 to 30 June 2018	$4,721
		Total Requested	$90,725

c) agree to accept the late applications listed in Table Three below for Local Grant Round Two multiboard applications and agree to fund, part-fund or decline each application.

Table Three: Local Grant Round Two late multiboard applications:

Application	Organisation Name	Project	Total requested
LG1711-259	Deaf Wellbeing Society Incorporated	Towards weekly venue hire and salary costs for the Deaf Wellbeing Drop-in centre at 249-259 Gillies Avenue, Mt Eden	$2,475
LG1721-214	The Charitable Trust of the Henderson Rotary Club Incorporated	Towards the cost of facilitators for the road safety education programme for year 12 students	$6,818
LG1721-215	Cash for Containers / Entrust	To provide a10 cent refund for people to bring their bottles to a bottle depot at an event.	$1,000
LG1721-225	Titirangi Tennis and Squash Rackets Club	Towards coaches fees and balls at one Ava Avenue, Titirangi.	$2,890
		Total Requested	$13,183

d) consider the applications listed in Table Four below for Henderson-Massey Quick Response, Round Three 2016/2017 and agree to fund, part-fund or decline each application in this round.

Table Four: Quick Response, Round Three applications:

Application	Organisation Name	Project	Total requested
QR1705-303	J and L Mandarin and Chinese Culture School Limited	Towards purchase of printer, venue hire, advertising, costume and transport for “Young Project” - Children performance training programme between July to December 2017	$1,668
QR1705-315	Jemma Nissen (umbrella'ed by Community Waitakere Charitable Trust)	Towards equipment hire, promotional printing, art materials, construction materials, stickers, donations for artists, and food for Epping Wetland Art Workshops from July to December 2017	$1,700
QR1705-318	Community Christian Fellowship (CCF)	Towards artist fees, flights, fuel allowance and accommodation for “Tofiga Fepuleai” to run a workshop at Glendene Primary School on 19 October 2017	$1,785
QR1705-319	Guat Yen Koh	Towards venue hire, tools and materials for a series of bookmaking workshops from July to September 2017	$1,000
QR1705-321	Action Education Incorporated	Towards facilitation costs, administration, resources and handouts for a series of 10 spoken word poetry workshops between June to September 2017	$2,000
QR1705-301	Mobility Assistance Dogs Trust	Towards a sofa bed for Henderson canine team premises	$1,982
QR1705-308	Te Atatu Catholic Samoan Community	Towards purchasing a stereo, venue hire and instructor fees for Zumba classes from June to December 2017	$2,600
QR1705-309	Glendene Community Society Incorporated.	Towards costs for Glendene Santa Run 2017 held in December 2017	$1,890
QR1705-313	New Ranui Playcentre	Towards utilities for the New Ranui Playcentre from July to September 2017	$2,000
QR1705-314	Youthline Auckland Charitable Trust	Towards venue hire, facilitation, planning and evaluation for “Basic Youth and Community Counselling Volunteer Training Course” held between June and October 2017	$1,670
QR1705-316	OUTLine New Zealand Incorporated	Towards operating costs for gender identity and sexual orientation counselling and support from June 2017 to May 2018	$800
QR1705-322	Outwest Youth Community Trust	Towards purchasing a container for the workshop mentoring programme at Helensville from July 2017 to June 2018	$2,000
QR1705-324	Victim Support (New Zealand Council of Victim Support Groups Incorporated)	Towards advertising for volunteer recruitment and mileage expenses from August 2017 to June 2018	$2,000
QR1705-306	Sustainable Coastlines Charitable Trust	Towards purchasing native trees for the “Love Your Water Auckland” planting event at Harbourview People's Park	$2,000
LG1705-219	James Conway	Towards purchasing traps and lures for the pest control programme at Chilcott Road	$500
QR1705-307	Zeal Education Trust: Celebrating Young People	Towards a disc jockey, artist fees, photo-booth hire, tickets, promotion, signage, security, decorations and crew catering for the “Zeal Birthday Party: Celebrating Young People” held on 23 September 2017	$662
QR1705-323	The Motor Neurone Disease Association of New Zealand Inc	Towards banners, eftpos machines and Auckland Council event fee for the “Walk 2 D'Feet MND” event held 12 November 2017	$984
QR1705-317	Hikoirangi Paki	Towards travel and accommodation in Johannesburg for the “U17 Mixed World Tournament” held July 2017	$1,000
QR1719-410	Aida Fabian	Towards gym hire for basketball training from May to December 2017	$990
		Total Requested	$29,231

Comments

6. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme (see Attachment A).

7. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements.

8. The Henderson-Massey Local Board will operate two Local Grants and three Quick Response rounds for this financial year. The Local Grants, Round Two closed 14 April 2017. The Quick Response, Round Three closed 29 April 2017.

9. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, radio, and community networks.

10. For the 2016/2017 financial year, the Henderson-Massey Local Board set a total community grants budget of $123,500.

11. A total of $38,214 has been allocated through local grants round one, and quick response round one and two, leaving a balance of $85,286 for the remainder of the 2016/2017 financial year.

12. It is recommended that the local board allocates the remaining community grants budget for Local Grant Round Two and Quick response Round Four 2016/2017.

13. Thirty-eight applications were received for the Local Grants Round Two 2016/2017, with a total request of $358,352 (see Attachment B, C and D)

14. Nineteen applications were received for the Quick Response Round Three 2016/2017, with a total request of $29,231 (see Attachment E)

Consideration

Local board views and implications

15. Local boards are responsible for the decision-making and allocation of local board community grants. The Henderson-Massey local board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

16. The board is requested to note that section 50 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.”

17. A summary of each application for local grants are attached (see Attachment B, C and D).

18. A summary of each application for quick response are attached (see Attachment E).

Māori impact statement

19. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, activities that benefit a wider range of individuals and groups, including Māori. As a guide for decision-making, in the allocation of community grants, the community grants policy supports the principle of delivering positive outcomes for Māori. Three applicants have identified their organisation as Māori and 19 organisations have indicated their project targets Māori or Māori outcomes.

Implementation

20. The allocation of grants to community groups is within the adopted Long Term Plan 2015-2025 and local board agreements.

21. Following the Henderson-Massey Local Board allocating funding for the Local Grants, Round Two 2016/2017 and Quick Response, Round Three 2016/2017; Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a ⇩	Henderson-Massey 2016/2017 Grants Programme	25
b ⇩	Local Grants, Round Two 2016/2017 grant applications	27
c ⇩	Local Grant Round Two multiboard 2016/2017 grant applications	107
d ⇩	Local Grant Round Two multiboard late applications 2016/2017 grant applications	163
e ⇩	Quick Response Round Three 2016/2017 grant applications	175

Signatories

Authors

Caroline Teh - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

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

Henderson-Massey Local Board

20 June 2017

Henderson-Massey Local Board

20 June 2017

New Road Name Approval for the residential subdivision by Boundary Consultants at 27 Colwill Road, Massey.

File No.: CP2017/10820

Purpose

1. The purpose of this report is to seek approval from the Henderson-Massey Local Board, for new road names for the private way created by way of subdivision at 27 Colwill Road, Massey.

Executive summary

2. Auckland Council has road naming guidelines that set out the requirements and criteria of the Council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming.

3. The Applicant Boundary Consultants, have submitted the following road names in order of preference :

· Silk Place

With the alternatives being:

· Mahinga Place

· Zen Place

4. Auckland Council’s road naming criteria typically requires that road names reflect:

· a historical or ancestral linkage to an area;

· a particular landscape, environmental or biodiversity feature; or

· an existing (or introduce) thematic identity in the area

The criteria also encourage the use of Maori names. Names also need to be easily identifiable and intuitively clear, thus minimising confusion.

5. All of the proposed road names are deemed to meet the criteria and are acceptable to NZ Post and Land Information New Zealand (LINZ).

6. The road naming criteria suggests that the road type could be referred to as Close, Court, Lane, Place or Way. The applicant’s preferred road type is Place.

7. Therefore, the following road names are put forward for consideration of the Henderson-Massey Local Board:

· Silk Place

With the alternatives being:

· Mahinga Place

· Zen Place

Recommendation/s

That the Henderson-Massey Local Board:

a) pursuant to section 319(1)(j) of the Local Government Act 1974, considers for approval, the proposed road names for the private way constructed within the subdivision being undertaken by Boundary Consultants at 27 Colwill Road, Massey.

· Silk Place

With the alternatives being:

· Mahinga Place

· Zen Place

Comments

8. According to the Auckland Council Road Naming Guidelines, where a new public or private road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name for the Local Board’s approval.

9. Local iwi were consulted and a response was received from Te Kawerau a Maki who suggested Mahinga. No other replies were received.

10. The Applicant has proposed the road names listed in the table below, in order of preference.

Proposed New Road Name	Meaning	Road Naming Criteria
Silk Place (Preferred)	China is the birthplace of Silk. Silk is used to make many of the Chinese garments and there is the Chinese story of Silk Road, China.	Meets criteria – Owner/Developer is Chinese, promotes diversity.
Mahinga Place	Colwill Road was named after J.H. Colwill, who was an early landowner farmer on the Lincoln Park Estate Massey. Maori translation is a place where work is done, activity, garden, fishery and cultivation. Keeps within the theme of working and developing the land and area.	Meets criteria – Thematic and suggested by local iwi.
Zen Place	Zen is a part of the traditional Chinese culture. Yin and Yang are part of the Zen culture. Yin and Yang are two halves that complete wholeness and the starting point for change and a part of the Zen culture.	Meets criteria – Owner/Developer is Chinese, promotes diversity.

11. A map showing the location of the roads is shown below.

Assessment

12. Auckland Councils road naming criteria typically requires that road names reflect a historical or ancestral linkage to an area or a particular landscape, environmental or biodiversity feature, or reflect an existing (or introduce) thematic identity in an area. The criteria also encourages the use of Maori names. Names also need to be easily identifiable and intuitively clear, thus minimising confusion.

13. The applicant’s proposed road names have been assessed against the criteria set out in the Auckland Council Road Naming Guidelines.

14. Following assessment against the road naming criteria, the road names are deemed to meet the assessment criteria.

15. All of the proposed names are acceptable to NZ Post and Land Information New Zealand (LINZ).

16. The road naming criteria suggests that the road type could be referred to as Close, Court, Lane, Place or Way. The applicant’s preferred road type is Place.

17. Therefore, the following road names are put forward for consideration of the Henderson-Massey Local Board:

· Silk Place

With the alternatives being:

· Mahinga Place

· Zen Place

Consideration

Local board views and implications

18. The Auckland Council, by way of the Auckland Council Long-term Plan 2012-2022, allocated the responsibility for the naming of new roads, pursuant to Section 319(1)(j) of the Local Government Act 1974, to boards. A decision is sought from the local board in this report.

19. The decision sought from the Henderson-Massey Local Board for this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

Māori impact statement

20. The decision sought from the Henderson-Massey Local Board on this report is linked to the Auckland Plan Outcome, “A Maori identity that is Auckland’s point of difference in the world”. The use of Maori names for roads, buildings and other public places is an opportunity to publicly demonstrate Maori identity.

21. Local iwi were consulted and a response was received from Te Kawerau a Maki who suggested Mahinga. No other replies were received.

Implementation

22. The Western Consenting Subdivision Team will ensure that the appropriate road name signage will be installed by the Applicant at their full cost, once an approval is obtained for the new road name and prior to the completion of the subdivision.

Attachments

There are no attachments for this report.

Signatories

Authors	Dale Rewa - Subdivision Advisor
Authorisers	Ian Smallburn - General Manager Resource Consents

Henderson-Massey Local Board

20 June 2017

New community lease to The Order of St John Northern Region Trust Board, Lloyd Morgan Lions Club Park, 243 Edmonton Road, Te Atatu South

File No.: CP2017/10478

Purpose

1. To seek approval to grant a new community lease to The Order of St John Northern Region Trust Board at Lloyd Morgan Lions Club Park, 243 Edmonton Road, Te Atatu South.

Executive summary

2. The Order of St John Northern Region Trust Board (the trust) has a community lease with legacy Waitakere City Council commencing 1 July 2005 for a term of five years to 30 June 2010. The lease provided for a renewal of lease for a further term of five years to 30 June 2015. The lease is now finally expired and rolling over on a month by month basis.

3. The trust owns the building and improvements and has indicated to Council its wish to continue the use of the property.

4. Under the Reserves Act 1977 a lease can be granted to a community group for a term of up to thirty-three (33) years. The trust has specified its interest in securing a community lease for 33 years.

5. As specified in the Auckland Council Community Occupancy Guidelines 2012, groups that own their own building have an automatic right to re-apply at the end of their occupancy term without public notification.

6. This report recommends that a new community lease be granted to the trust for a period of 10 years commencing 20 June 2017 with one 10 year right of renewal in accordance with the guidelines.

Recommendation/s

That the Henderson-Massey Local Board:

a) grant a new community lease to The Order of St John Northern Region Trust Board, located on part of Lloyd Morgan Lions Club Park, 243 Edmonton Road, Te Atatu South (Attachment A) subject to the following terms and conditions:-

i) term – 10 years commencing 20 June 2017 with one 10 year right of renewal;

ii) rent - $1.00 plus GST per annum if requested;

iii) The Order of St John Northern Region Trust Board Community Outcomes Plan (Attachment B) as approved is attached to the community lease document.

b) all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines July 2012.

Comments

7. The Order of St John Northern Region Trust Board (the trust) has a community lease with legacy Council commencing 1 July 2005 for a term of five years to 30 June 2010. The lease provided for a renewal of lease for a further term of five years to 30 June 2015. The lease has finally expired and is rolling over on a month by month basis.

8. The trust has expressed to council its wish to continue leasing the council owned land for the Ambulance Station on Lloyd Morgan Lions Club Park. The trust owns the building and other improvements on the site.

9. Lot 26 and Lot 27 Deposited Plan 37137 are classified as a local purpose (community buildings) reserve and the activity aligns with the classification of the reserve.

10. Under the Reserves Act 1977 a lease can be granted to a community group for a term of up to thirty-three (33) years. The trust has specified its interest in securing a community lease for 33 years.

11. As specified in the guidelines, groups that own their own building have an automatic right to re-apply at the end of their occupancy term without public notification.

12. The trust is registered as an incorporated society on 8 April 1940. The trusts vision is to care for patients, families and communities and enhance health and well-being for all New Zealanders.

13. The trust is firmly established on the park and operates 24 hours a day, seven days a week and responds to 1200 calls per day. Five vehicles are stationed on-site and include ambulances and rapid response units.

14. The trust has a free health shuttle crewed by a volunteer officer who transfers members of the greater West Auckland community to and from the Waitakere Hospital.

15. The trust holds contracts with the Ministry of Health, ACC and District Health Boards who fund close to 70 percent of the direct operating costs. The shortfall is made up from payment of part charges, community donations, fundraising and revenue from commercial activities.

16. At a recent site visit it was established that the facility is well presented and maintained to a high standard.

Consideration

Local board views and implications

17. Council staff sought the views of the Henderson-Massey Local Board on 6 June 2017 who indicated support for a new community lease to the Trust.

Māori impact statement

18. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori.

19. 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 Auckland Unitary Plan and Local Board Plans.

Implementation

20. The recommendations contained in this report do not trigger the Auckland Council Significance Policy.

Attachments

No.	Title	Page
a ⇩	Site Map of Lloyd Morgan Lions Club Park and St John Northern Region Trust Board lease area	247
b ⇩	The Order Of St John Northern Region Trust Board Community Outcomes Plan	249

Signatories

Authors

Michelle Knudsen - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Henderson-Massey Local Board

20 June 2017

New community lease to Te Akoranga Playcentre Association Incorporated, Glen Norman Reserve, 93 Rathgar Road, Henderson

File No.: CP2017/10485

Purpose

1. To seek approval to grant a new community lease to Te Akoranga Playcentre Association Incorporated, at Glen Norman Reserve, 93 Rathgar Road, Henderson.

Executive summary

2. Te Akoranga Playcentre Association Incorporated (the association) has a community lease with legacy Waitakere City Council commencing 1 January 2006 for a term of five years to 31 December 2011. The Deed of Lease provides for a renewal of lease for a further term of five years to 31 December 2016. The lease has reached final expiry and is currently holding over on a month by month basis.

3. The association owns the building and improvements and has indicated to council its wish to continue the use of the property.

4. As specified in the Auckland Council Community Occupancy Guidelines 2012, groups that own their own building have an automatic right to re-apply for a lease at the end of their occupancy term without public notification.

5. This report recommends that a new community lease be granted to the association for a period of 10 years commencing 20 June 2017 with one 10 year right of renewal in accordance with the guidelines.

Recommendation/s

That the Henderson-Massey Local Board:

a) grant a new community lease to Te Akoranga Playcentre Association Incorporated, located on part of Glen Norman Reserve, 93 Rathgar Road, Henderson (Attachment A) subject to the following terms and conditions:-

i) term – 10 years commencing 20 June 2017 with one 10 year right of renewal;

ii) rent - $1.00 plus GST per annum if requested;

iii) Te Akoranga Playcentre Association Incorporated Community Outcomes Plan (Attachment B) as approved is attached to the community lease document.

b) all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines July 2012.

Comments

6. The association has a community lease with legacy Waitakere City Council commencing 1 January 2006 for a term of five years to 31 December 2011. The community lease provides for a renewal of lease for a further term of five years to 31 December 2016. The lease has reached final expiry and is currently holding over on a month by month basis.

7. The association owns the building and improvements and has indicated to Council its wish to continue the use of the property.

8. Lot 2, DP 54537 is held in fee simple by Auckland Council as a classified local purpose (community buildings) reserve in terms of the Reserves Act 1977.

9. The association was registered as an incorporated society on 1 August 1979. The objectives are:

- to work with families to provide quality early childhood play experiences for children under approved supervision;

- to foster positive parent-child relationships through parent education programmes;

- to honour the commitments embodied in Te Titiri O Waitangi.

10. There are currently 489 playcentres affiliated to the New Zealand Playcentre Federation through each of the 33 regional associations.

11. The building known as the association rooms operates as a hub for members and houses paid staff, stores important documents, hosts meetings and is a drop-in centre for queries and information sharing for all association members.

12. The association is financially viable and audited accounts show proper accounting records have been kept.

13. A new community lease for a term of ten years with one ten year right of renewal is recommended under the guidelines.

Consideration

Local board views and implications

14. Council staff sought the views of the Henderson-Massey Local Board on 6 June 2017 who indicated support for a new community lease to the association.

Māori impact statement

15. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori.

16. 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 Auckland Unitary Plan and Local Board Plans.

17. The playcentre benefits Māori by providing a Māori roopu who meet, support, promote and discuss all issues Māori. The roopu is for members of Te Akoranga Association of Māori descent and members that have children of Māori descent. The roopu:-

- Support whanau representative’s in each centre in their role;

- Support whanau Māori in their own te reo and tikanga development;

- Represent whanau Māori at association and national level hui;

- Contribute to the writing and delivery of te reo workshops within the association;

- Invite Māori whanau within the association to be part of the roopu.

Implementation

18. The recommendations contained in this report do not trigger the Auckland Council Significance Policy.

Attachments

No.	Title	Page
a ⇩	Site Plan for Te Akoranga Playcentre Association Incorporated	255
b ⇩	Te Akoranga Playcentre Association Incorporated Community Outcomes Plan	257

Signatories

Authors

Michelle Knudsen - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Henderson-Massey Local Board

20 June 2017

Funding agreement for EcoMatters Environment Trust – Henderson-Massey

File No.: CP2017/09279

Purpose

1. To approve future funding and the terms of a multi-year funding agreement between EcoMatters Environment Trust and the Henderson-Massey Local Board for the 2017/2018 financial year and beyond. A multi-year funding agreement term of three years is recommended.

Executive summary

2. As part of the development of the 2017/2018 local environment work programme for the Henderson-Massey Local Board, staff outlined a proposal to form a three-year funding agreement with EcoMatters Environment Trust (EcoMatters), one of the board’s community partners.

3. The current funding agreement for the EcoMatters Environment Trust (EcoMatters) will expire on 30 June 2017. This report seeks a decision from the local board on future funding and the terms of the agreement.

4. There are two options for the term of the funding agreement, which are:

· an annual agreement; or

· a three-year term.

5. Staff have adopted criteria to help assess the appropriate term for funding agreements with community partners. The same criteria has been utilised by Community Facilities to establish multi-year funding agreements for community houses. The criteria provides for a recommendation of a multi-year agreement term where a group has previously demonstrated good stewardship of funding, has established a stable practice, and is performing well. This will enable the community organisation to plan for the future and maximise the benefits of secure staffing and income.

6. A three year term is recommended for EcoMatters as it provides more opportunities for the community organisation to plan and operate for the future and secure staffing to facilitate continuity of the agreed work programmes. EcoMatters is a stable, experienced organisation that provides audited annual reports, delivers expected outcomes, and provides timely reports to the expected standard.

7. A multi-year funding agreement complements EcoMatters existing long-term community leases for the Trust’s EcoHouse at Olympic Park, New Lynn, and an adjacent piece of land for the Bike Hub (resolution number WH/2017/8 and resolution number WH/2016/8). It also gives effect to the recommendation made in the West Partnering Agreement Review Report (July 2015) for the board to extend future funding agreements with trusts such as EcoMatters to a term of three years.

8. Standard performance and exit clauses can be built into the agreement to ensure that the board retains maximum flexibility to respond to the changing needs of its communities, and ensure that the agreement does not constrain the decision-making options of the board elected in the next political term.

9. The board requires that community organisations attend Results Based Accountability training when offered in 2017/2018. The new funding agreement will include a commitment for EcoMatters to undertake Results Based Accountability training.

Recommendations

That the Henderson-Massey Local Board:

a) approve moving to a three-year funding agreement with EcoMatters Environment Trust for the years 2017-2020, terminating on 30 June 2020, for environmental initiatives to be agreed as part of annual local environment programmes, subject to standard performance and exit clauses, and completion of Results Based Accountability training.

b) note that funding approval for EcoMatters Environment Trust of $107,000 for 2017/2018 is considered as part of the approval of the 2017/2018 Henderson-Massey local environment work programme

c) approve funding for EcoMatters Environment Trust of $107,000 per annum for the 2018/2019 and 2019/2020 financial years, to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

Comments

EcoMatters delivery of environment initiatives

10. EcoMatters was established in 2002 and is recognised as a leader in the development of community-based environmental initiatives that encourage communities to commit to act sustainably through behaviour change.

11. EcoMatters maintains a strong partnering relationship with the Whau, Waitākere Ranges and Henderson-Massey local boards (the boards). Each year the community organisation provides a number of environmental initiatives which contribute to the board’s environmental outcome ‘we are an eco-city.’

12. Initiatives have been developed and refined through close consultation with boards over the past three years as part of the regular annual environmental work planning process. Projects funded by all three boards include the EcoMatters Environment Centre, EcoWest Festival, Project HomeWise and Love Your Neighbourhood. EcoMatters also receives funding from each board for environmental projects aligned with priority outcomes outlined in the Whau, Waitākere Ranges and Henderson-Massey local board plans, such as the Love Your Streams project in Henderson-Massey.

13. A brief description of the projects and key deliverables EcoMatters will deliver for the Henderson-Massey Local Board area in the 2017/2018 financial year are outlined in Table One of the Henderson-Massey Local Board 2017/2018 Local environment work programme item on the board’s 20 June 2017 meeting agenda.

History of EcoMatters partnering relationship with council

14. EcoMatters has a long history of partnering with the legacy Waitakere City Council and subsequently Auckland Council.

15. In 2007 a partnership was established between Waitakere City Council and EcoMatters that recognised the relationship and commitment of both organisations to creating an environmentally sustainable city and a commitment to work together to achieve this objective. The partnership was reviewed every three years and remained in place after legacy councils amalgamated to become Auckland Council in November 2010.

16. Following the establishment of Auckland Council in 2010 the governance oversight of the funding agreements sat with the Governing Body. In July 2013, the governance oversight of the partnership and associated funding with EcoMatters was transferred to the Henderson-Massey, Waitakere Ranges and Whau local boards.

17. In 2014 boards were looking to adjust and refine their programming in light of their adopted 2014 -2017 local board plans and the council direction to move toward a more “community empowered” approach. It was identified that it would be appropriate to take stock of the current partnering arrangements with four trusts, one of which was EcoMatters.

18. Visitor Solutions carried out a review of west partnering agreements commissioned by the boards who recognised the positive ongoing relationship they enjoyed with EcoMatters, and their desire to find respectful and mutually beneficial ways to collaborate in the future. The West Partnering Agreement Review Report (July 2015) recommended that each of the three local boards continue their partnership funding relationship with EcoMatters and extend all future funding agreements to a minimum term of three years.

Analysis of options for allocation of funding for 2017/2018 financial year and beyond

19. Currently, the partnership with EcoMatters is discretionary and reviewed on an annual basis. EcoMatters has developed environmental initiatives in partnership with the boards, which EcoMatters then goes on to deliver. The boards have recently reviewed this partnership and determined they would like to continue it. EcoMatters is the only west Auckland-based environment centre and they are specialists in the development and delivery of sustainable living initiatives. Continuing with the partnership enables the board to leverage the capacity developed in the EcoMatters organisation through the board’s previous investment and also reflects that EcoMatters develops their programmes in close consultation with the board to ensure the programmes are aligned to deliver on the shared outcomes of both parties.

20. A potential alternative to this approach would be to provide funding via a different model, such as the existing annual contestable grants funding rounds. The contestable grants process does not have the same opportunity for the board to input into programme design.

21. The board reaches a new funding agreement annually with EcoMatters. The current funding agreement with EcoMatters will expire on 30 June 2017.

22. An opportunity exists for the board to give effect to the recommendation of the West Partnering Agreement Review Report and approve the development of a three year funding agreement with EcoMatters to enable continuity of service and enhanced development of environmental programmes beyond what is possible with the current year-by-year funding approach.

23. Staff have developed a simple criteria for guiding decision-making regarding the terms of funding agreements. The options are:

(a) one 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 organisation in the short term. It could also be where an established organisation is going through significant change in asset portfolio.

(b) three year term:

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

24. At the end of the approved term staff will assess the organisation against the established criteria and make recommendations to the local board for future funding arrangements.

Option one - one year funding agreement

25. Currently funding agreements with EcoMatters are negotiated in line with council’s annual financial system. Year-on-year arrangements can provide flexibility in procurement for council when negotiating with suppliers for best value for money, and where council engages in partnering arrangements, provides flexibility in reaching agreements that are responsive to changing needs over time.

26. One year funding agreements can also present some disadvantages. One disadvantage is that a gap in programme delivery can be created between the end of one funding year, and the next year’s funding approval and negotiation of a new funding agreement. For community organisations such as EcoMatters, retaining critical staff is essential for continuity of programme delivery.

27. In addition, year-by-year funding does not reflect the maturity of the EcoMatters work programme established with the board, or the aspirations for continuity of programme delivery by both partners.

Option two: three-year funding agreement

28. Multi-year funding agreements with community organisations are becoming increasingly prevalent to provide better continuity of service and reduced cost to serve by council; time savings through not needing to establish a new funding agreement every year. Other areas in council, especially community places, have paved the way with establishing and managing multi-year agreements with community organisations and their best practice approaches would be adopted if a three-year agreement was established between EcoMatters and the board.

29. Longer term funding arrangements enable a more durable approach to programme development and delivery which can result in better processes and outcomes than programmes constrained by a one-year time horizon. This model supports the council’s empowered communities approach by ensuring council maximises opportunities to work in ways that empower communities, builds stronger productive partnerships, and work collaboratively and effectively together with community partners.

30. It also gives effect to the recommendation made in the West Partnering Agreement Review Report (July 2015) for the board to extend future funding agreements with trusts such as EcoMatters to a term of three years.

31. Development of a three-year funding agreement reflects the longstanding partnership between the board and EcoMatters. EcoMatters has sustainable governance, financial expertise, and a solid track record of delivery. The community organisation has consistently met the accountabilities associated with their funding, and have demonstrated flexibility in evolving their programmes in conjunction with the board as a partner to ensure the shared objectives and deliverables reflect the priorities of both parties as these change over time. A multi-year funding agreement model also complements EcoMatters existing long-term community leases for the Trust’s EcoHouse at Olympic Park, New Lynn, and an adjacent piece of land for the Bike Hub (resolution number WH/2017/8 and resolution number WH/2016/8).

32. A potential challenge associated with multi-year funding agreements is one of accountability; once funds are committed with a partner or supplier for three years, how does council manage the risk of ensuring value for money despite a lack of contestable funding?

33. Although funding is committed, there remains flexibility to determine what projects will be invested in, and to adjust programmes to suit changing needs and priorities. Staff and boards will work collaboratively with EcoMatters to agree the direction of the annual EcoMatters work programme to ensure value for money for ratepayers, and accountability for environmental outcomes that are responsive to and align with priorities espoused in the 2018-2020 local board plans which are currently under development. Staff will also provide input into establishing evaluation criteria for projects, and carry out assessments of the delivery of these projects against outcomes.

34. In addition, boards can require a commitment from EcoMatters to attend Results Based Accountability framework training to ensure best practice reporting and outcomes-based delivery. This approach is already adopted by the board with some of its community partner organisations. Where EcoMatters participates in this training as a requirement by one board, the flow on effect will be a benefit to all boards.

35. A comparison of the options for future funding of EcoMatters is outlined in table one below:

	Option one – award EcoMatters a one year funding agreement (status quo)	Option two – award EcoMatters a three-year funding agreement (recommended future option)
Programme design and delivery	· Programme design and delivery constrained by one-year time horizon with no guarantee of continuation	· Programme design and delivery benefits from a three-year delivery horizon, enabling greater up-front investment and improved outcomes
Continuity of programme delivery	· Yes, though funding will only be approved for one year and any delay in year-to-year funding approval presents risks of gaps in programme delivery	· Yes, as EcoMatters is supported over a longer term, and there is no funding gap between financial years that delays delivery of the subsequent year’s work programme
Retention of EcoMatters critical staff for service delivery	· For one year, EcoMatters staff continuity is dependent on continuity of funding, so higher risk of losing key programme delivery staff where there is uncertainty in funding beyond the current year	· Yes, certainty of funding provides certainty of tenure for EcoMatters staff critical for service delivery resulting in less turnover of programme-critical staff
Effective delivery of outcomes	· Funding and work programme agreed each year to provide maximum flexibility of board investment, and to ensure outcomes are being delivered and met, and where not met, non-performance can be remedied.	· Funding envelope agreed with EcoMatters for a longer period, but work programmes continue to be negotiated annually, with input from staff and board to ensure outcomes are being delivered and met, and where not met, non-performance can be remedied through performance and exit clauses in funding agreement.
EcoMatters can leverage additional external funding to increase outcomes	· Funders less likely to support groups knowing funds are allocated for one year	· Funders are likely to support known groups that have funding secured for a longer period of time

Table One: Comparison of options for funding EcoMatters from 2017/2018 onwards

Preferred option – three year funding agreement

36. A three-year funding agreement term is recommended to give effect to advice provided in the West Partnering Agreement Review Report to form a three year funding agreement with EcoMatters. EcoMatters has demonstrated good stewardship of funding, stable practice and is performing well. In addition, the community organisation has secured funding from a number of other agencies, including the Ministry for the Environment and WaterCare, for delivery of environmental initiatives, which provides further confidence in its capabilities and longevity.

37. The funding agreement can be negotiated subject to standard performance and exit clauses to ensure that the board retains maximum flexibility to respond to the changing needs of its communities, and to ensure that the agreement does not constrain the decision-making options of the board elected in the next political term.

Ongoing monitoring of funding agreement

38. Local boards exercise oversight of EcoMatters environmental initiatives through established reporting mechanisms. Shared objectives and deliverables for each project are set at the beginning of each financial year in the board’s funding agreement with EcoMatters and annual work programme. Quarterly reports communicate progress on each initiative to the board throughout the financial year. EcoMatters also provides updates at workshops or catch-ups with environment leads at a frequency determined through ongoing communication with each board. In August or September each year, EcoMatters produces an integrated annual report for the board overviewing delivery for the previous financial year. Where facilities are leased and operated by EcoMatters, the board approves funding, lease to occupy and the term of these arrangements.

39. 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

40. Options to form a three-year funding agreement or remain with the current annual funding agreements were discussed at the board’s workshop on local environment work programmes on 4 April 2017. A memo on the proposed three year funding agreement was also sent to the board on 11 May 2017, providing an opportunity for their feedback by 18 May 2017. The board Chair expressed his support for the opportunity to form a three-year funding agreement with EcoMatters in principle, subject to discussion of the issue at a meeting of the board.

41. The Whau and Waitākere Ranges local boards will also be deciding whether to move to three year funding agreements with EcoMatters, and were consulted on these options at their April 2017 local environment workshops, and by memo. A common approach to dealing with this community partners by all boards is advisable but not essential, as each board can determine the terms of its individual funding agreement with EcoMatters.

Māori impact statement

42. EcoMatters aim is to be a tohu (focal point) to connect people and the environment and to nurture kaitiakitanga (guardianship) – by working together to restore the mauri of our environment. Projects delivered by EcoMatters support Māori outcomes through capacity building, community education, and enabling developing organisations without established financial systems and processes to apply for grants.

Implementation

43. Once the local board decides how to allocate funding for both the current year and future years, staff will distribute these funds via a funding agreement with the operating organisation. The schedule of deliverables will be updated on an annual basis through consultation with the board to ensure shared objectives remain responsive to both parties.

44. Following decision making, staff will finalise the agreement with EcoMatters.

Attachments

There are no attachments for this report.

Signatories

Authors

Robert Sutherland, Low Carbon Specialist

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

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

Henderson-Massey Local Board

20 June 2017

Parks, sport and recreation draft annual work programme financial year 2017-2018

File No.: CP2017/08291

Purpose

1. The purpose of this report is to present the draft 2017-2018 Parks, Sport and Recreation (PSR) Annual work programme (AWP) for the consideration and approval of the Henderson-Massey Local Board.

Executive summary

2. This report presents the Parks, Sport and Recreation draft Annual work programme for the 2017-2018 financial year (FY18).

3. The work programme includes the Local Board expenditure and Locally Driven Initiatives (LDI) programme of works but excludes any works associated with external agency projects.

4. Should unforeseen works arise or work priorities change from those attached and approved, the Parks Sport and Recreation, Portfolio managers, will discuss this with the delegated local board members.

Recommendation/s

That the Henderson-Massey Local Board:

a) approves the Henderson-Massey Parks, Sport and Recreation draft Annual work programme 2017-2018 financial year as detailed in Attachment A to this report;

5. delegates the approval for any changes to the Parks, Sport and Recreation Annual work programme 2017-2018 to the appropriate PSR Portfolio Manager and delegated local board members.

Comments

6. This report presents Parks, Sport and Recreations draft Annual work programme for the 2017-2018 financial year. The PSR Annual work programme is sorted by Active Recreation and Parks Services.

7. Staff discussed the scope of the Parks, Sport and Recreation draft Annual work programme 2017-2018 at a workshop with the local board on 4 and 11 April.

8. The Parks, Sport and Recreation draft Annual work programme 2017-2018 has been developed with a strategic focus, in that many projects will be delivered over two or more financial years.

9. The Parks, Sport and Recreation draft Annual work programme 2017-2018 presented as Attachment A, needs to include some flexibility to account for any unforeseen factors beyond Parks, Sport and Recreations control that may arise.

10. Staff may need to adjust priorities as unforeseen complexities in delivering planned projects arise. Any changes to the Parks, Sport and Recreation draft Annual work programme 2017-2018 will be consulted with the local board delegated member/s for the activity, for agreement on the proposed changes or refer the matter for a decision by the local board.

Budget types contributing to the Parks Sport and Recreation work programme

11. Activities may be funded from one or multiple budget sources which include: Asset Based Services (ABS) CAPEX or OPEX; Locally Driven Initiatives (LDI) CAPEX or OPEX; Growth funding; targeted rates; external funding or sponsorship.

12. The Locally Driven Initiatives (LDI) programme is part of this draft annual work programme. PSR activity resulting from external agency partnerships is not included unless they have an element of local board funding attached to them.

13. Some Active Recreation or Park Services activity programmes do not show a budget amount but have been included in the work programme for the local boards’ information and future quarterly reporting.

14. Capital development programmes and asset based activities including renewals will be reported separately and led by Community Facilities.

Consideration

Local board views and implications

15. The Henderson-Massey local board provided feedback on the proposed Parks, Sport and Recreation draft Annual work programme 2017-2018 at a workshop on 4 and 11 April 2017. Feedback from this workshop has informed the draft programme included as Attachment A.

Māori impact statement

16. Parks and open spaces, as well as leisure, sport and recreation activities contribute significantly to Maori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua, appropriate engagement and consultation will follow.

17. Section 81 of the Local Government Act 2002 set out Contributions to decision-making processes by Māori:

“(1) A local authority must—

(a) establish and maintain processes to provide opportunities for Māori to contribute to the decision-making processes of the local authority; and

(b) consider ways in which it may foster the development of Māori capacity to contribute to the decision-making processes of the local authority”.

18. The Auckland Council Māori Language Policy, 2016, provides a practical means for Council to fulfil its commitments and legal obligations to Māori. It notes that Auckland Council aims to:

‘Ensure that everyone who receives or uses Auckland Council’s services or contributes to the democratic process has the choice to do so in Māori or English’.

19. PSR presented an opportunity for local boards to support ‘Creating a Māori Identity’. This is intended to be a three year programme of activity. Year one is intended to: discuss the approach with mana whenua; review the current state of park and facility naming; identify opportunities for Māori naming (new names, renaming or dual naming) of parks and facilities; and engage with Mana Whenua to adopt new Māori place and recreation facility names.

20. Henderson-Massey local board has allocated funding for PSR ‘Creating a Māori Identity’ in 2017-2018.

Implementation

21. Once approved the delivery of activities identified in the Henderson-Massey Parks, Sport and Recreation Annual work programme 2017-2018 will take place from 1 July 2017.

22. Capital and asset based activities will be delivered and reported on by Community Facilities as they move into investigation and design, or project delivery phase.

23. The progress of the Parks, Sport and Recreation Annual work programme 2017-2018 projects will be reported to the local board quarterly.

Attachments

No.	Title	Page
a ⇩	Henderson Massey Local Board PSR draft AWP 2017-2018	275

Signatories

Authors

Lynda Lucas - Programme Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Henderson-Massey Local Board

20 June 2017

Henderson-Massey 2017/2018 Community Facilities Work Programme

File No.: CP2017/09118

Purpose

1. To approve the 2017/2018 Community Facilities Work Programme for the Henderson-Massey Local Board including all capital works, leasing and operational maintenance projects delivered by Community Facilities.

2. To approve in principle the 2017-2020 Community Facilities Physical Works Programme for the Henderson-Massey Local Board.

Executive summary

3. The Community Facilities department is responsible for the building, maintaining and renewing all open spaces and community buildings. This includes the community leasing and licensing of council-owned premises.

4. The Henderson-Massey Local Board 2017/2018 Community Facilities Work Programme was developed using a combination of local board feedback, staff assessments of assets and key stakeholder input. Once this programme of work is approved, it will efficiently manage the creation and renewal of all Community Facilities assets and community leases.

5. In the 2017/2018 Community Facilities Work Programme, the following budget has been identified in the 2017/2018 Community Facilities Work Programme:

· $21,289,847 of asset-based services capital funding

6. The 2017-2020 Community Facilities Physical Works Programme was developed to enable greater visibility, an improved level of project planning, and the ability to integrate projects within a strategically aligned programme. Once this programme is approved in principle, staff will continue to seek local board feedback through regular engagement and this will be adopted into the future years’ programmes.

7. The local board were given the opportunity to discuss the draft work programmes for capital works, leasing and operational maintenance at a workshop on 4 April 2017. Following this feedback, an updated work programme was developed by staff and is provided in Attachment A. This report recommends that the board approves the 2017/2018 Community Facilities Work Programme and associated budget. This report also seeks approval for the 2017-2020 Community Facilities Physical Works Programme.

8. Once approved by the Henderson-Massey Local Board, new work will commence from July 2017. Regular updates on the line items will be provided by the Community Facilities Stakeholder Advisors.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the Henderson-Massey Local Board Local Board 2017/2018 Community Facilities Work Programme as detailed in Attachment A

b) approve in principle the Henderson-Massey Local Board 2017-2020 Community Facilities Physical Works Programme as detailed in Attachment B

c) delegate approval to the Henderson-Massey Local Board Chair for any variances in the scope of the projects identified within the 2017/2018 Community Facilities Work Programme.

d) note that the 2017/2018 asset-based services capital works funding envelope, identified for the work programme, is indicative to deliver the work and any budget variances will be managed within the total region-wide asset-based services funding envelope.

Comments

9. Community facilities and open spaces provide important community services to the people of Auckland. They contribute to building strong, healthy, and vibrant communities by providing spaces where Aucklanders can participate in a wide range of social, cultural, art, and recreational activities. These activities improve lifestyles and a sense of belonging and pride amongst residents.

10. The 2017/2018 Community Facilities Work Programme detailed in Attachment A contains information on all proposed projects to be delivered by Community Facilities, including capital works projects, leasing and operational maintenance. The 2017-2020 Community Facilities Physical Works Programme detailed in Attachment B contains the three year proposed capital works programme for renewals and growth projects.

Community Facilities Department

11. The purpose of the Community Facilities department is to build, renew, and maintain community assets including but not limited to: buildings, furniture and fit-out, structures, land, trees, and green space. Community Facilities is responsible for maintaining and renewing local and sports parks, regional and specialist parks, cemeteries, pools and leisure centres, libraries, community centres, venues for hire, arts facilities, public toilets, holiday parks and council owned community lease assets.

Physical works programme

12. Investment in the capital programme will ensure that council facilities and parks open spaces in Henderson-Massey Local Board remain valuable and well-maintained community assets that continue to meet the agreed levels of service. Asset-based services capital works includes both growth and renewals projects.

13. The renewals programme is prioritised against three main drivers: asset condition, level of provision and identified risk. Not undertaking timely renewals will have a negative impact on the customer experience and put asset performance at risk, and ultimately increase the cost to maintain the facility.

14. Growth projects are prioritised to align with parks strategies, community benefit, and the proportion of population growth in the area.

15. At a workshop on the 4 April 2017, Community Facilities staff presented a draft three year forward work programme for elected member feedback. A three-year rolling programme promotes well-developed planning and optimal use of resources. By building a programme that is strategically focused, staff can ensure funding allocation for scoped projects, and therefore maximise chances of project delivery on time and on budget. The work included in each year will be comprised of a sustainable balance between the three delivery components of planning, design, and construction. The three-year rolling programme will be a live agreement between local boards and Community Facilities, and will be aligned with strategic goals. A three-year rolling work programme also ensures that the highest priority works are implemented without delay should a delivery opening emerge within the current year’s programme.

16. The 2017/2018 Community Facilities Work Programme contains the first year of the three year rolling programme and was updated following the workshop on the 4 April 2017

· Number of projects: 71

· Estimated cost for proposed projects: $21,289,847

17. The 2017-2020 Community Facilities Physical Works Programme contains the follow projects:

· Number of projects: 77

Leasing work programme

18. Community leases are a valuable way in which the council provides support to local community organisations to provide the activities and services aligned with recognised local priorities.

19. Attachment A provides a detailed list of the community leases and licences that will expire or are due for renewal over the 2017/2018 financial year, in addition to those from previous years’ work programmes which have yet to be completed.

20. Once the 2017/2018 Community Facilities Work Programme is approved, staff will be able to bundle reporting on routine or non-controversial matters whilst focusing attention on those community leases that are more complex.

Operational maintenance work programme

21. The regular maintenance of all council-owned built and open space assets plays an important part in:

· increasing the long-term durability of Community Facilities assets

· improving the safety of Community Facilities assets

· ensuring the enjoyment of Community Facilities assets by the users

22. Community Facilities will launch ‘Project 17’ in July 2017 which creates new bundled maintenance contracts across the Auckland region for full facility, ecological restoration and arboriculture maintenance contracts. The Finance and Performance Committee approved these contracts on 30 March 2017.

23. In the 2017/2018 Community Facilities Work Programme, there is one line item dedicated to all maintenance in the local board area. This includes all buildings, parks and open space assets, sports fields, tree management and maintenance, ecological restoration, pest management, riparian planting, coastal management and storm damage. Staff will be able to provide regular reporting on maintenance through monthly updates to the local boards and through the quarterly report.

Consideration

Local board views and implications

24. The Community Facilities Work Programme has been created through a combination of local board feedback, asset condition assessments and agreed levels of service.

25. The draft 2017/2018 Community Facilities Work Programme and the 2017-2020 Community Facilities Physical Works Programme were considered by the local board at a workshop on 4 April 2017. The views expressed by local board members during the workshop have been responded to in Attachment C and adopted in Attachment A and Attachment B.

26. The Community Facilities work programme supports the achievement of the following 2014-2017 Henderson-Massey Local Board Plan priorities:

· We are an eco-city

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

· A good life for young and old

Māori impact statement

27. The 2017/2018 Community Facilities Work Programme ensures that all facilities and open space assets continue to be well-maintained assets that benefit the local community, including Māori. All community assets contribute significantly to Māori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to mana whenua then appropriate engagement will be undertaken.

28. Staff are also attending mana whenua fora on a monthly basis to receive feedback on the 2017/2018 Community Facilities Work Programme.

Implementation

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

30. Work programme implementation will be reported regularly by stakeholder advisors and quarterly through the performance report to the local board.

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Community Facilities 2017/2018 Work Programme	283
b ⇩	Henderson-Massey Community Facilities 2017-2020 Physical Works Programme	291
c ⇩	Feedback from the April Workshop	295

Signatories

Authors

Chantelle Subritzky - Manager, Stakeholder Advisory

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

20 June 2017

Henderson-Massey 2017/18 Local Economic Development Programme

File No.: CP2017/10650

Purpose

1. To approve the Henderson-Massey local economic development programme for the 2017/18 financial year.

Executive summary

2. This report introduces the proposed 2017/18 financial year Local Economic Development Work Programme for the Henderson-Massey Local Board.

3. The proposed work programme (Attachment A) comprises continuation of the implementation of a Henderson Value proposition work, a Māori Youth enterprise project and support for the Young Enterprise Scheme E-Days.

4. The total value of the Local Economic Development programme is $47,000.

The board is being asked to approve 2017/18 local economic development programme.

Recommendation/s

That the Henderson-Massey Local Board:

a) approves 2017/18 local economic development programme as follows;

i) Implementation of a Henderson Value Proposition ($40,000)

ii) Māori Youth Enterprise ($5,000)

iii) Young enterprise Scheme ($2,000)

Background

5. The 2017/18 local economic development programme has been developed having regard to the Local Board’s priorities for local economic development set out in the draft Local Board Plan (2017) and the Henderson-Massey Local Economic Development Action Plan.

6. The proposed LED programme comprises the following activities:

· Implementation of a Henderson Value Proposition

· Support the establishment of a Māori Youth Enterprise programme

· Support rollout of Young enterprise Scheme E-Days

Implementation of a Henderson Value Proposition ($40,000)

7. A key initiative within the draft local board plan is revitalising Henderson through the establishment of its urban eco centre identity. This work commenced in 2016/17.

8. The work for 2017/18 picks up on what has been delivered to-date to develop a Henderson value proposition. By the end of July 2017 an implementation group will have been established and work programmes in support of the value proposition identified in consultation with stakeholders.

9. There are two main workstreams for 2017/18.

a) Development of a visual identity and brand for the implementation group so that all communications and activity can be linked as cohesive effort.

b) Initialise implementation – Delivery activity on the ground that aligns with, supports and promotes the Henderson Value Proposition, utilising existing stakeholder funding. This will include an investor communications (web, print, digital) project to deliver a coherent message from stakeholders to investors on the future for Henderson and the opportunities to be involved.

10. A detailed work programme for the 2017/18 phase of activity will be provided to the local board once the work through to the end of June 2017 has been completed.

Māori Youth Enterprise ($5,000)

11. A key initiative within the draft local board plan consists of supporting local Māori to explore business opportunities, possibly based on west Auckland’s unique character and attributes.

12. The project aims to support local youth to develop their creative and entrepreneurial thinking and ideas. One proposal is to deliver a series of meet ups to develop creative and entrepreneurial thinking amongst the area's Māori youth. The workshops would build the capacity of local youth for both seeking employment and exploring starting a business.

13. Following this, workshops may be held to further develop and refine thinking with input from local business leaders. Support will be provided for those interested in actually developing a business or social enterprise.

14. The project could be hosted by, or delivered in partnership with, Hoani Waititi Marae. Early engagement to develop the project in order to meet needs identified by Māori and build capacity will be important.

15. The project will support other work being delivered by the Empowering Communities Unit and could be delivered jointly with Waitākere Ranges Local Board who are considering a similar proposal in their work programme.

16. Empowering Communities Unit and ATEED intend to work closely on this initiative alongside Youth Connections and the Māori Economic Development team at ATEED to ensure complementarity of these work streams.

Support the Young enterprise Scheme E-Days ($2,000)

17. ATEED, on behalf of the Young Enterprise Trust, delivers the Young Enterprise Scheme (YES) in Auckland. YES is a practical, year-long programme for year 12 and 13 students. Through the programme, students develop creative ideas into actual businesses, complete with real products and services and experience real profit and loss.

18. The funding from the local board will support the delivery of the Young Enterprise Scheme (YES) Enterprise-Days (e-days) in February 2018. E-days are held in sub-regions (north, south, east, central/west) and are the first opportunity students get to meet the Young Enterprise team and learn more about YES and what’s in store for them. All schools in the local board area that have shown an interest in YES are invited. Schools not currently involved in YES are also invited to attend e-days aimed at increasing participation in the programme.

Local board views and implications

19. The projects outlined are consistent with key initiatives identified in the draft Local Board Plan and the Henderson-Massey Local Economic Development Action Plan which includes actions to:

Action 5.2: Advocate for the delivery of the Henderson Implementation Plan:

· Support the delivery of the Henderson Implementation Plan through convening of a delivery focused group

· Engage business associations and developers to promote the opportunities for investing in Henderson Centre

Action 5.7: Study of residential property market and development potential in order to promote developer investment in higher density living in central Henderson

· Work with Panuku Development Auckland on potential uses for council owned sites that will assist in the revitalisation of Henderson Centre.

20. The continuation of the Henderson Value Proposition allows these actions to continue to be delivered without losing momentum that has been generated by work to date.

21. The Henderson-Massey Local Economic Development Action Plan also includes an action to work to improve Māori economic wellbeing.

Action 6.4: Work with Te Kawerau a Maki and Te Whānau O Waipareira to promote the economic wellbeing of all young people in Henderson-Massey

1. The Māori Youth Enterprise initiative provides an opportunity for the local board to deliver on its objective of supporting Māori enterprise.

Māori impact statement

22. The Henderson Value Proposition work will need to engage with Iwi to consider how values and cultural expression can be represented in the project.

23. The Māori Youth Enterprise project is aimed at supporting rangatahi. Early engagement and co-design methodology will be employed to meet needs identified by Māori and lay the foundations of success.

Implementation

24. Following approval of the work programme by the local board the Local Economic Development team at ATEED will begin implementing the various projects. Where there is a need, further scoping of activities will be undertaken and presented back to the local board as required.

Attachments

No.	Title	Page
a ⇩	Henderson-Massey ATEED Work Programme 17/18	301

Signatories

Authors

Anthony Gibbons - Principal Advisor – Innovation & Local Economic Development

Authorisers

John Norman - Manager Local Economic Growth, ATEED

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

Henderson-Massey Local Board

20 June 2017

Henderson-Massey Local Board 2017/2018 Local environment and development work programme

File No.: CP2017/09286

Purpose

1. To approve the 2017/2018 Local environment and development work programme (totalling $4,013,717) for the Henderson-Massey Local Board.

Executive summary

2. The Henderson-Massey Local Board has identified the Local Board Plan 2014-2017 outcomes to achieve ‘we are an Eco-City’ and ‘growth that is extraordinarily liveable’.

3. To give effect to this aspiration, the board has committed $152,000 in total to local environmental development projects in their locally driven initiatives budget for 2017/2018 (resolution number HM/2017/64). This funding includes:

· $2,100 for Bus subsidies for participation in education for sustainability

· $23,000 for Nga Puna Manaaki Inanga project

· $10,000 for Pā Harakeke – Kaitiaki project

· $9,900 for Environmental Action Plan

· $107,000 for EcoMatters Environment Trust funding for the following projects:

o EcoMatters Environment Centre and Sustainability Hub ($35,000)

o Love Your Streams ($24,000)

o Love Your Neighbourhood ($11,000)

o Industry pollution prevention programme ($10,000)

o Project Homewise – Whau ($10,000)

o EcoWest Festival ($9,000)

o War on Weeds ($8,000)

4. As noted above, seven projects ($107,000) will be provided by the community organisation EcoMatters Environment Trust.

5. The board has $3,861,717 of asset based services capex for acquisition of land and construction of infrastructure for stormwater ponds as part of plan change 15.

6. The board has $46,781 of asset based services opex for the septic tank pumpout programme funded from targeted rates.

7. To deliver on this budget, a draft work programme was discussed at a workshop with the board on 4 April 2017. An updated work programme is appended to this report as Attachment A.

8. This report recommends that the board approve this environment work programme and associated budgets for 2017/2018 and notes the septic tank pumpout programme and local development budgets for 2017/2018.

Recommendation/s

That the Henderson-Massey Local Board:

a) approve the allocation of $152,000 for environment projects to be delivered by the Infrastructure and Environmental Services directorate in 2017/2018 as detailed in Attachment A , in this report, and as summarised in the table below;

Project	Budget
Bus subsidies for participation in education for sustainability	$2,100
Nga Puna Manaaki Inanga project	$23,000
Pā Harakeke – Kaitiaki project	$10,000
Environmental Action Plan	$9,900
EcoMatters Environment Trust funding	$107,000
Total budget	$152,000

b) note that with the funding of $107,000, EcoMatters Environment Trust will deliver the following projects:

i) EcoMatters Environment Centre and Sustainability Hub ($35,000)

ii) Love Your Streams ($24,000)

iii) Love Your Neighbourhood ($11,000)

iv) Industry pollution prevention programme ($10,000)

v) Project Homewise – Whau ($10,000)

vi) EcoWest Festival ($9,000)

vii) War on Weeds ($8,000)

c) note the allocation of $3,861,717 of asset based services capex for acquisition of land and construction of infrastructure for stormwater ponds as part of plan change 15.

d) note the allocation of $46,781 of asset based services opex for the septic tank pump-out programme.

Comments

9. To deliver the local board plan outcomes of ‘we are an Eco-City’ and ‘growth that is extraordinarily liveable’ the board allocated budget of $152,000 to support the delivery of a local environment work programme. This report also noted the allocation of $3,861,717 of asset based services capex for acquisition of land and construction of infrastructure for stormwater ponds as part of plan change 15, and $46,781of asset based services opex for the septic tank pumpout programme funded from targeted rates.

10. Staff met with the board at a workshop on 4 April 2017 to discuss the options for allocation of this local environment budget and to develop a work programme for 2017/2018.

11. Based on these discussions, it is proposed that 11 projects be delivered by the Infrastructure and Environmental Services directorate as part of the board’s local environment and development work programme in 2017/2018. A brief description and key deliverables of each of these projects is provided below.

Bus subsidies for participation in education for sustainability ($2,100)

12. Council delivers a number of environmental education programmes through its six experience centres. Experience centres teach schoolchildren practical actions that encourage them to bring sustainable practices into their homes and schools. They also improve their understanding of how to care for our environment.

13. A barrier to accessing the programmes at these experience centres is the cost of providing transport. Local funding of $2,100 will enable a larger number of Henderson-Massey schoolchildren to participate in environmental education by covering the costs of bus travel.

14. Regional budgets will continue to fund the management and delivery of environmental education to Auckland schools.

Nga Puna Manaaki Inanga project ($23,000)

15. To achieve the key initiative from the board’s plan ‘we are an eco-city and ‘community and business care for local streams and protect our precious coastal environments, Community Waitakere will work with the local community to identify potential inanga spawning habitat within the Henderson Massey Local Board Area. Inanga (Galaxias maculatus) are the most common of the native fish species that make up the ‘whitebait catch’.

16. This is the first year the board are supporting funding for this project. Funding of $23,000 will support improved health of local waterways and empower local communities to connect with their local streams. The restoration plan will provide valuable information on the most optimal riparian areas to protect for potential inanga spawning. Optimising potential inanga spawning habitat will deliver multiple benefits for both instream and terrestrial biodiversity and potential for improved water quality outcomes such as lowering of in stream temperature through shading and planting.

17. Deliverables for the 2017/2018 financial year will see:

· Potential inanga spawning sites identified, including location of the saline wedge

· Habitat at sites and any evidence of inanga spawning recorded

· Identification of any threats, issues, or limitations that may affect inanga spawning success

· Installation of artificial habitat in areas identified to encourage spawning; and

· Restoration solutions identified with the local community and restoration plan drafted.

Environmental Action Plan ($9,900)

18. To achieve the key initiative from the board’s plan ‘we will prepare an Environmental Action Plan for our area to help coordinate environmental activities across a diverse range of community, council and government groups,’ it is recommended that this project supports council and community dialogue to identify what council, community and stakeholders can do to take environmental action.

19. This project will further develop and build upon the Environmental Action Plan development initiative undertaken in 2016/2017, which involved engaging with community, council and other stakeholders to identify local environmental priority areas, current successes, challenges and opportunities, and interest in participating in collaborative planning and action.

20. Funding in 2017/2018 will support the facilitation of a collaborative environmental planning process. This will involve bringing together the key stakeholders as part of a convening group and facilitate the group to develop a strategy and action plan. Components of the planning process will include successes, challenges and opportunities, agreed set of outcomes and priority areas, how current and potential new activities contribute, and indicators and measures for success. The output of the project will be a draft Henderson-Massey Environmental Plan.

Pā Harakeke – kaitiaki project ($10,000)

21. To achieve the key initiative from the board’s plan ‘partner with mana whenua as kaitiaki to express kaitiakitanga aspirations through community environmental leadership and programmes.’, this project will work with the community towards establishing a Pā Harakeke (flax gardens) in Ranui and will also focus on developing and maintaining the Pā Harakeke already established at Harbourview-Orangihina.

22. This project will provide community access to a natural resource and taonga with the benefit of providing environmental learning and programmes around the sustainable harvesting of flax. This project will also provide opportunities for local community groups and schools to access the flax gardens and to help maintain it or participate in learning programmes.

23. The planting of harakeke in Ranui will ideally coincide with Mataraki in June 2018.

24. Funding in 2017/2018 will support:

· Identifying and working with a community of weavers in Ranui to finalise a suitable Pā Harakeke location and progress the establishment of the Pā Harakeke in conjunction with key stakeholders.

· Maintaining and further developing the Pā Harakeke at Harbourview-Orangihina, including the enhancement of interpretative signage.

EcoMatters Environment Trust funding ($107,000)

25. A key initiative in the board’s plan is ‘partnering with community organisations.’ To achieve this initiative, the board has a relationship with the community organisation EcoMatters Environment Trust to deliver a number of environmental projects in the board area. These projects are listed in table three, with a brief description and the key deliverables the trust will provide for these projects in 2017/2018.

26. Table three: Key deliverables for projects delivered by EcoMatters Environment Trust

Description of Project

Deliverables

EcoMatters Environment Centre and Sustainability Hub ($35,000)

Funding will support the operation of EcoMatters Environment Centre and associated education programmes.

· Centre is open for at least 30 hours per week

· Provide an e-waste drop off service and recycling for plastics and other items

· Up to date and valid environmental advice, information and support is available via phone, email, website and visits

· Evaluations of activities delivers 80% satisfaction with service

· A minimum of two seminars held in the Henderson-Massey Local Board area during 2017/2018

· Provide an outline of upcoming seminars and educational opportunities every quarter

· The Henderson-Massey Local Board’s support will be acknowledged at public events, in press releases, on signage and flyers, in accordance with Council’s Media Policy and Brand and Style Guidelines

Love Your Streams ($24,000)

To engage and support individuals, businesses, schools and community groups to adopt a proactive approach to pollution prevention of Henderson-Massey Waterways.

This project will enable community streamside weeding bees and planting at priority sites in the local board area, including continuing to support weeding and planting initiatives along the Manutewhau Stream and in Sunnyvale.

· A minimum of four school and/or community streamside planting events will take place.

The following information to be provided upon completion of the project:

· Number of community stream clean ups and quantity of waste removed

· Number of pollution prevention events and presentations

· Number of community stream weeding bees

· Number of plants planted

Love Your Neighbourhood ($11,000)

Provide rapid response assistance up to a value of $500 to support volunteer-driven practical environmental initiatives, this includes not-for-profit preschools.

· A minimum of 16 assistance requests supported

· Henderson-Massey Local Board support will be acknowledged in the provision of the rapid response assistance

· Response to rapid response assistance applications will occur within the first week of each monthly period in which assistance is available

The following information to be provided upon completion of the project:

· Number of requests for assistance received, and number supported

· Value of assistance requested and assistance provided

· Number and description of requests received that could not be responded to and rationale for non-response

Industry Pollution Prevention ($10,000)

To identify businesses in the local board area that could have the greatest impact on stream health due to potential industrial discharges, contaminated storm water, or litter, and to provide pollution prevention advice and education to these businesses and other local stakeholders.

· 100 businesses to be engaged

· A minimum of 20 businesses to be engaged one to one

· Create a "love your stream" certification for businesses displaying leadership in caring for their local place or stream

· Provide a minimum of 3 education opportunities to youth to undertake IPP awareness initiatives in the industrial area including stream clean ups and drain painting

The following information to be provided upon completion of the project:

· Number of industrial pollution awareness surveys completed

· Number of businesses given pollution prevention education and advice

· Number of businesses engaging in local environmental events

· Number of spill kits distributed

· Number of drain markers installed

· Number of businesses taking part in a "Love Your Stream" certification scheme.

· Number of young people engaged in industry pollution awareness activities

· Number and quality of clean-ups undertaken in the industrial area

Project HomeWise ($10,000)

Workshops targeted at ethnic and faith based communities, and vulnerable households to be provided on topics such as:

· Waste minimisation

· Water saving

· Energy efficiency

· Sustainable living

· A minimum of six workshops will be delivered

· Evaluations of workshops indicates 80% satisfaction with service

The following information to be provided upon completion of the project:

· An estimate of the amount of money saved by workshop participants as a result of behavioural changes

· Three most popular actions taken by workshop participants as a result of advice

· Number of households provided with products to enhance sustainable living

· Number of people engaged

· Number of groups engaged

EcoWest Festival ($9,000)

Funding to support the running of EcoWest festival which will run from March-April 2018.

· Deliver EcoWest Festival by May 2018 with a minimum of 10 events in the Henderson-Massey local board area

· Events to raise the profile of sustainable living within the community by showcasing existing environmental action and sustainable living initiatives and enabling the community to participate in these actions and initiatives

· EcoWest Festivals demonstrate sustainability by providing information about sustainable transport options for every event, and minimising waste by using compostable or reusable food receptacles

· Local Board support will be acknowledged at public events, in press releases, on signage and flyers, in accordance with council’s brand and style guidelines

War on Weeds (8,000)

A campaign to be run during the month of March 2018, where jumbo bins are provided at key sites in the local board area for communities to dispose of weeds.

· Weed bins continuously available at four locations in Henderson-Massey throughout March 2018

· Approximately 15 bin turnovers

The following information to be provided upon completion of the project:

· Weight of weeds collected

Table One: Key deliverables for Henderson-Massey projects delivered by EcoMatters

Stormwater PC15 – Totara Ponds ($3,407,000 asset based service capex)

27. This project requires the acquisition of land and construction of stormwater ponds to allow for the development of Plan Change 15. The development of stormwater ponds will mitigate the effects of development through the creation of significant impervious surfaces combined with stream rehabilitation.

28. Funding for 2017/2018 will support the following deliverables:

· Pond four completion of landscaping.

· Pond one and surrounding open spaces land acquisition which is expected to be completed by July 2017.

· Pond one construction anticipated to be completed by the end of the financial year.

Septic tank pumpout programme ($47,716 asset based services opex)

29. This programme manages the triennial pumpout of septic tanks within the former Waitākere City Council area. This is funded from a targeted rate on older septic systems in this area.

30. Within this local board area, there are an estimated 221 households that pay a number of targeted rate for maintenance of their rural sewage systems. These households are visited regularly (every three years) to have their tanks pumped out and cleaned.

31. The pumpout programme is based around improvements to the environment and public health and safety due to a reduction in the amount of emergency overflows through pumpouts. The community and environmental benefit is fewer failing septic tank systems and reduced contamination of streams and beaches in the board’s area.

32. In 2016/2017 funding of $47,161 was received for this programme. In 2017/2018, a further $47,716 will be received for this programme.

Consideration

Local board views and implications

33. The projects noted above align with the local board plan outcome ‘A community that values its environment’ and ‘thriving town centres and a growing local economy.’

34. The draft work programme was discussed with the board at a workshop on 4 April 2017, and the board indicated its support of the proposed projects.

Māori impact statement

35. It is recognised that environmental management, water quality and land management has integral links with the mauri of the environment and concepts of kaitiakitanga.

36. Table two below outlines how projects contribute to Māori outcomes.

Project	Māori Outcome Assessment
Stormwater Ponds PC15 – Totara Ponds	It is recognised that improving the health and mauri of waterways is of key importance to mana whenua in their role as kaitiaki of Auckland’s natural environment. This location has cultural significance as a place Māori once gathered to catch freshwater kai. The landscape masterplan and catchment management plans, which set the requirement for ponds, have been through iwi consultation. Iwi input has been provided to the landscape, artwork (woven timber river-wall systems), design and naming of spaces throughout Westgate. The project has now moved into the final implementation phase of the final pond design. There is no requirement for ongoing iwi consultation in the future.
Bus subsidies for participation in education for sustainability	Bus subsidies help to minimise financial barriers to educational access to environmental experience centres for all students including Māori.
Nga Puna Manaaki Inanga project	Optimising potential inanga spawning habitat will improve the mauri of the waterways, so healthy ecosystems and biodiversity are sustained.
Environmental Action Plan	There has been some communication with Māori organisations as part of the data collection phase and primarily for the collection of factual information about environmental action. This includes the following organisations: · Te Atatu Marae Coalition · Te Ukaipo · Piringatahi Marae · Ranui Maori Women’s Welfare League. Engagement with Māori stakeholders, including Te Kawerau a Maki, will occur as part of the 2017/2018 component of the project that includes a council and community dialogue.
Kaitiaki project – Pā Harakeke	Regular communication with Te Kawerau a Maki as mana whenua occurs to discuss proposed sites for Pā Harakeke. Engagement has already started with Ranui Māori Women’s Welfare League and they have expressed support for this initiative. Engagement will also continue with Te Ukaipo, who have expressed their interest in establishing a Pā Harakeke in Ranui in conjunction with other community stakeholders. Aspirations expressed include building local capacity in the traditional knowledge, practices and uses relating to harakeke.
EcoMatters Environment Trust funding	The funding provided to Ecomatters by the local board has an impact on Māori wellbeing and building capacity for Māori. Ecomatters regularly hold traditional Māori weaving workshops as part of their seminar and workshop education programme. There is potential for the HomeWise initiative to contribute to Māori well-being through educating Māori groups about energy, water and waste, which may result in financial savings and home liveability improvements. Ecomatters provides support to build the capacity of other organisations involved in developing and delivering environmental initiatives. This includes Māori organisations such as Te Atatu Marae Coalition to develop the waste management components of a Matariki event. With the Love Your Neighbourhood assistance, EcoMatters provide support for community environmental action, which has the potential to contribute to the development of Māori capacity through supporting applications for this assistance from Māori organisations. Ecomatters also acts as an umbrella organisation to enable developing organisations without established financial systems and processes to apply for grants. This has included acting as an umbrella organisation for He Tohu Aroha Co-op for a $50,000 grant towards a resource recovery centre trial in west Auckland.
Septic tank Pumpout Scheme	No direct engagement or consultation with Māori is required for the delivery of this programme. However, it is recognised that improving the health and mauri of waterways is of key importance to mana whenua in their role as kaitiaki of Auckland’s natural environment.

Table Two: Environment projects and Māori Outcome Assessment

Implementation

37. Subject to approval, this work programme will commence in the new financial year (1 July 2017). Regular reporting on project delivery will be through the Infrastructure and Environmental Services contribution to the board’s quarterly performance report.

Attachments

No.	Title	Page
a ⇩	2017/2018 Henderson-Massey local environment and development work programme	311

Signatories

Authors

Candice Ho - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

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

Henderson-Massey Local Board

20 June 2017

Project 17: Auckland Council Maintenance Contracts

File No.: CP2017/11414

Purpose

1. The purpose of this report is to seek agreement from the local board on:

· community and workforce priorities for this local board area (smart procurement); and

· site specific issues (if any) that are unique to the local board and may require particular attention over and above standard maintenance service specifications.

Executive summary

2. Auckland Council’s maintenance contracts for parks, buildings and open space expire on 30 June 2017. This has presented a unique opportunity to reconsider and reshape how council approaches the maintenance of Auckland Council’s assets and open spaces in the future.

3. At the end of March 2017, a new contract structure was approved by the Strategic Procurement Committee and Finance and Performance Committee, with contracts due to commence 1 July 2017.

4. One of the key performance indicators for each supplier is a Community Outcomes and Workforce Development Plan, which includes smart procurement measures and targets.

5. This report seeks formal feedback from the local board on community and workforce measures (smart procurement) that are a priority to this local board, noting that targets may be developed over the next six to twelve months as a baseline is established.

6. This report seeks formal feedback from the local board on site specific issues (if any) that are unique to the local board area and may require particular attention for 2017/2018, and is over and above standard service specifications.

Recommendation/s

That the Henderson-Massey Local Board:

a) Agrees the following local priorities for year one (2017/2018) of new maintenance contracts:

· community and workforce priorities for this local board area (smart procurement) (Attachment A)

· site specific issues (if any) that are unique to the local board and may require particular attention over and above standard maintenance service specifications

b) Notes that community and workforce (smart procurement) targets may be developed over the next six to twelve months to establish a baseline.

c) Notes that Auckland Council will continue to encourage, support and work with volunteer and community groups across the region in alignment to the new maintenance contracts.

Comments

Background

7. Auckland Council’s maintenance contracts for parks, buildings and open space expire on
30 June 2017. This presented a unique opportunity to reconsider and reshape how we approach maintenance of Auckland Council’s assets and open spaces in the future.

8. Over the last twelve months, Community Facilities has engaged with local boards and the governing body to provide direction and shape up the procurement of a new contract structure. This included receiving formal feedback from all local boards in March 2017, prior to a decision being made.

9. At the end of March 2017, the new contract structure was approved by the Strategic Procurement Committee and Finance and Performance Committee, with contracts due to commence on 1 July 2017.

10. The new maintenance contracts incorporate three main service types for the Auckland region:

· Full Facilities – maintenance of parks, open spaces, sports fields, buildings, public toilets, cleaning (including toilets in town centres), locking and unlocking services of park gates and public toilets, rubbish bin emptying, weed control, mowing and maintenance of streetscape gardens

· Arboriculture - street tree pruning, park tree pruning, street tree and powerline clearance, species specific pruning, tree inspections and removals and planting/aftercare maintenance

· Ecological - pest animal and pest plant monitoring and control, ecological restoration, revegetation and enrichment planting and reactive pest control/monitoring

11. A key change to maintenance contracts is that the majority of service levels will now be outcome based (e.g. ‘rubbish bins shall not exceed the bin’s capacity and items shall not overflow’), as opposed to services that were previously prescriptive or frequency based (e.g. ‘rubbish bins are emptied once a day’).

12. Refer to Attachment B for the final version of the Full Facilities Service Specifications which outline agreed outcome statements that will apply across the Auckland region from
1 July 2017.

13. Arboriculture and ecological services are specialist contracts, largely based on compliance with legislation and policies. Specifications are detailed, technical and more prescriptive in nature.

Smart Procurement

14. Key performance indicators measure how well the supplier is doing to meet their contractual agreement with Auckland Council.

15. One of the key performance indicators for each supplier is a Community Outcomes and Workforce Development Plan. This outlines community and workforce measures and targets to be agreed with each supplier.

Community and Workforce

16. These key performance indicators include setting smart procurement targets that reflect the local character of each area, of which local boards play a key role in identifying.

17. Attachment A outlines a minimum set of community and workforce measures (smart procurement), noting that specific targets will be determined over the next six to twelve months as a baseline is established.

18. This report seeks agreement from the local board on identifying key community and workforce measures (smart procurement) to focus on for year one (2017/2018).

Environmental

19. Each supplier is also required to develop an environmental management system that monitors, measures and sets goals. At a minimum the following will be measured – local boards will have the opportunity to identify (at a later date) what measures they seek regular reporting on:

· energy conservation

· water conservation

· waste management and recycling

· chemical use

· Scope 1 and Scope 2 greenhouse gas (GHG) emissions

20. Environmental key performance indicators will track progress of these goals, noting that this specifically includes targets for suppliers to annually reduce their carbon footprint and annually reduce use of agri-chemicals (as outlined in Auckland Council’s Weed Management Policy).

Local Service Level Variations

21. Feedback received from local boards indicates the following most common and typical maintenance issues experienced in their area, which is largely due to the prescriptive nature of the previous contract model:

· Toilets not being clean

· Rubbish bins overflowing

· Grass in parks getting too long

22. New maintenance contracts intend to address these common issues through an outcome based model, as outlined in the background section above.

23. In some cases, there may be some site specific issues, or a common maintenance problem, that is unique to the local board area and requires particular attention. For example a 100% spray free reserve, overflowing bins near tourist beaches, litter caused from freedom campers in a particular location.

24. This report seeks agreement from the local board on site specific issues (if any) that are unique to the local board area and may require particular attention for 2017/2018, and is over and above standard service specifications.

Asset Data

25. Over the last six months, Auckland Council’s asset data team conducted a full system review of asset information to support the development of new maintenance contracts.

26. Attachment C outlines an updated asset list for this local board area as at 2 June 2017.

27. Note that asset data is continually updated to reflect council decisions and asset assessments, and that new maintenance contracts have flexibility to accommodate changes.

Volunteers and Community Groups

28. Auckland Council values the huge number of volunteer and community groups across the region, who undertake a significant amount of work over many years to shape and maintain the beauty of Auckland.

29. Council will continue to encourage and support volunteers, community empowerment initiatives and local community groups where they align to council’s objectives and enhance our community.

30. Under the new maintenance contract model, council does not expect volunteers to have to undertake work to address poor performance in contract delivery, such as cleaning up litter where the supplier has a responsibility to do so.

31. It is acknowledged that many volunteer and community groups achieve a sense of pride, value and enjoyment in supporting maintenance work, such as restoration, garden maintenance and pest control. Council will continue to work with these groups and with suppliers to support them as best as possible in these activities.

32. Over the next few months council staff will be in contact with key volunteer and community groups where maintenance related work is undertaken, to ensure alignment of objectives and determine how council and suppliers can best support this work.

Consideration

Local board views and implications

33. Project 17 has engaged with local boards through various channels including:

o Local Board Chairs Procurement Working Group;

o Local Board Chairs Forum presentations;

o memorandums;

o cluster workshops;

o individual local board workshops; and

o business meeting reports.

34. Community Facilities is now seeking agreement from local boards on smart procurement priorities and local service level variations (if any) for 2017/2018, prior to new contracts commencing on 1 July.

35. This information will be provided to suppliers and Community Facilities before new contracts commence.

Māori impact statement

36. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi and its broader statutory obligations to Māori.

37. Māori responsiveness requires the collective effort of everyone. Under the new contracts, suppliers will work collaboratively with council to achieve better outcomes with Māori and for Auckland. This will include:

o Building positive relationships with Māori – effective communication and engagement with Māori, developing resilient relationships with mana whenua;

o Significantly lift Māori social and economic well-being; and

o Building Māori capability and capacity.

38. Through these contracts, opportunities to support local community outcomes and economic development include (but are not limited to):

o Providing employment opportunities, in particular for local people and for youth;

o Increasing capability and capacity (apprenticeships, cadetships or equivalent) in particular for youth;

o Building on community and volunteer networks;

o Focusing on smart procurement initiatives that support Maori outcomes.

Implementation

39. Mobilisation is currently underway with suppliers to prepare for 1 July 2017 (day one). This includes finalising processes, implementing systems, recruiting staff, purchasing equipment, creating health and safety plans and developing work schedules.

40. Local boards are meeting new suppliers in June 2017 and will have the opportunity to present and discuss local priorities with the supplier.

41. Reporting requirements for local boards on local service levels and contractor performance is currently underway.

42. New maintenance contracts take effect on 1July 2017, noting that there may be up to twelve months to bed in changes, particularly with regards to systems and reporting.

Attachments

No.	Title	Page
a ⇩	Comm & Workforce Measures (smart procurement)	321
b ⇩	Full Facilities Specifications	323
c ⇩	Asset List Henderson-Massey local board	365

Signatories

Authors

Kate Marsh – Principal Business Analyst

Authorisers

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

Rod Sheridan - General Manager Community Facilities

Karen Lyons – General Manager Local Board Services

Henderson-Massey Local Board

20 June 2017

Local Board recommendations on Easter Sunday trading

File No.: CP2017/07873

Purpose

1. To seek a local board recommendation to the Governing Body on whether or not to expand Easter Sunday trading in Auckland.

Executive summary

2. Councils were given the power to adopt a policy to expand Easter Sunday trading through a law change in August 2016.

3. In August 2017, the Governing Body will decide whether or not to propose a policy to expand Easter Sunday trading in all or parts of Auckland for public consultation.

4. Any decision on Easter Sunday trading will impact on Auckland Council’s economic, social, recreational and cultural objectives, for example through increased wages and revenue, or the ability to retain an additional day’s holiday for family, leisure time or religious observance.

5. This report enables the local board to advocate a position to the governing body on whether or not to expand Easter Sunday trading in Auckland. This is consistent with the local board’s community advocacy role under the Local Government (Auckland Council) Act 2009.

6. In February 2017, the Governing Body approved community engagement to inform its August 2017 decision on whether to retain the status quo or to expand Easter Sunday trading (Resolution GB/2017/22). A copy of the Governing Body report is contained in Attachment A.

7. The Governing Body report (Attachment A) provides information to assist to make a recommendation on Easter Sunday trading, including:

· background on the Easter Sunday trading legislative change, rationale, current regulations

· options for responding to the legislative change, including:

o issues and options analysis

o pros and cons.

8. Planned engagement initiatives in May and June 2017, include:

· a survey of a representative group of 1600 Aucklanders

· an online feedback form promoted through online, media and external networks

· engagement with key stakeholders.

9. Staff will circulate preliminary findings of overall engagement to local board members in an information memo in mid-June 2017.These preliminary findings will show regional views as well key views of Māori, Pacific, diverse and hard to reach Aucklanders with whom engagement will be prioritised.

10. Local boards’ recommendations are required by 30 June 2017 in order for them to be included in the report to the Governing Body in August.

11. Local boards’ views will be summarised within the report to the Governing Body and the resolutions attached verbatim.

12. In making its August 2017 decision, the Governing Body will consider the findings of engagement as well as local boards’ recommendations.

13. If the Governing Body decides to adopt a policy to expand Easter Sunday trading, it must use the special consultative procedure. This allows for public consultation prior to a final decision being made by Easter 2018.

Recommendation/s

That the Henderson-Massey Local Board:

a) note the attached February 2017 Governing Body report (Attachment A) provides information to assist to make a recommendation on Easter Sunday trading, including:

i. background on the Easter Sunday trading legislative change, rationale, current regulations

ii. options for responding to the legislative change, including:

· issues and options analysis

· pros and cons.

b) make a recommendation to the Governing Body with respect to one of three options of:

i. retain the status quo, so that only shops that can currently open for trade on Easter Sunday can continue to do so.

ii. recommend that the Governing Body adopt a policy to allow shops in all of Auckland to trade on Easter Sunday.

iii. recommend the Governing Body adopt a policy to allow shops in the following parts of Auckland to trade on Easter Sunday [with the local board to insert parts in list format].

Attachments

No.	Title	Page
a ⇩	Attachment A: Governing Body Report_Response to Easter Sunday trading legislation	375

Signatories

Authors

Pania Elliot - Principal Policy Analyst

Authorisers

Michael Sinclair - Manager Social Policy and Bylaws

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

Henderson-Massey Local Board

20 June 2017

Auckland Plan refresh 2018: early feedback to inform draft plan

File No.: CP2017/11901

Purpose

1. This report invites formal feedback from local boards on high-level, strategic themes and focus areas to guide development of the draft refreshed Auckland Plan.

Executive summary

2. The Auckland Plan sets out a bold and ambitious 30-year vision to guide the growth and development of Auckland. The plan is our key strategic document that informs regional priorities that will be funded through the LTP 2018-28. The current Auckland Plan was adopted in 2012 and provided strategic direction in a number of significant areas. The refresh provides an opportunity to revisit Auckland’s most challenging issues in light of changes since the plan was adopted to ensure it continues to be a useful guiding document for Auckland.

3. The refreshed plan will be more focused on a small number of inter-linked strategic themes that address Auckland’s biggest challenges. These themes are:

· Access and Connectivity

· Protect and Enhance

· Homes and Places

· Belonging

· Skills and Jobs

4. The plan is also intended to have a greater focus on the development strategy, which must achieve the social, economic, environmental and cultural objectives of the plan.

5. Over the last five months, local boards have been involved in Planning Committee workshops and local board cluster briefings on the Auckland Plan refresh as part of their shared governance role.

6. Local boards are now invited to consider their formal position on the themes and focus areas and provide further feedback. The formal feedback will be considered by the Planning Committee at its meeting on 1 August 2017.

Recommendation/s

That the Henderson-Massey Local Board:

a) provide feedback, including any specific feedback on the challenges, opportunities, strategic themes and focus areas.

b) note that the resolutions of this meeting will be reported back to the Planning Committee when it meets to decide on direction to inform the draft Auckland Plan on 1 August 2017

c) note that there will be further opportunities to provide feedback on the draft plan as council continues through the refresh process during 2017.

Comments

7. Auckland Council is required under the Local Government (Auckland Council) Act 2009 to develop and review a spatial plan for Auckland. The Auckland Plan sets out a bold and ambitious 30-year vision to guide the growth and development of Auckland. The plan is our key strategic document that informs regional priorities that will be funded through the LTP 2018-28. The current Auckland Plan was adopted in 2012 and provided strategic direction in a number of significant areas. The refresh provides an opportunity to revisit Auckland’s most challenging issues in light of changes since the plan was adopted to ensure it continues to be a useful guiding document for Auckland.

8. On 28 March 2017, the Planning Committee endorsed a streamlined spatial approach for the refresh of the Auckland Plan. The refreshed plan will be more focused and structured around a small number of inter-linked strategic themes that address Auckland’s biggest challenges. The key challenges for Auckland are identified as:

· scale and rate of population growth

· greater environmental pressures resulting from that growth

· uneven distribution of growth benefits.

9. The plan is also intended to have a greater focus on the development strategy, which must achieve the social, economic, environmental and cultural objectives of the plan.

10. Over the last five months, local boards have been involved in Planning Committee workshops and local board cluster briefings on the Auckland Plan refresh as part of their shared governance role. All local board chairs were invited to the February, March and April Planning Committee workshops on the Auckland Plan. In the March workshops, local board chairs generally indicated support for a refresh of the plan. Chairs (or their representatives) provided theme by theme feedback, noting that this expresses the views of local board chair(s) only.

11. Local board cluster briefings for local board members were held in February and April. The February briefing provided an initial introduction to the refresh. In April, a high-level summary of the Planning Committee workshop content was presented. Early information and feedback from local boards was used to refine the scope of strategic themes and focus areas. Key themes emerging from local board feedback are included in Attachment B. The results of these workshop discussions fed into an information report distributed to elected members on 1 May.

12. Local boards are invited to consider the strategic themes and focus areas and provide further, formal feedback, including any specific feedback on the challenges and opportunities.

Strategic themes and focus areas

13. The high-level, strategic themes and focus areas are outlined in Table 1. These provide the basis for early. The key strategic themes include:

· Skills and Jobs: recognizing the importance of skills and jobs in enabling prosperity and individual and community well-being.

· Belonging: Enabling participation in society to underpin a sense of belonging. Aucklanders’ willingness to live and work together and invest in Auckland’s future is based on trust, tolerance and mutual respect.

· Homes and places: Enabling successful urban environments. Homes and places influence Aucklanders’ health, safety and well-being, living standards and financial position.

· Protect and enhance: Acknowledging the impacts of growth and development on Auckland’s natural environment, cultural and built heritage, and their contribution to broader outcomes for Auckland.

· Access and connectivity: Enabling Aucklanders to get to where they want to go through connections between Auckland, other parts of New Zealand and the world, both in the physical sense and by digital means.

14. These strategic themes are intended to provide direction to the high-level development strategy, which guides how Auckland will grow and develop and our investment priorities. Further supporting material is provided in Attachment A.

Table 1: Strategic framework

Strategic themes	Focus areas
Skills and jobs	Enterprise and innovation
	Education pathways and life-long learning
	Retain and attract talent and investment
Belonging	The importance of Māori and Māori values
	Equitable opportunities for all to achieve their full potential
	Inclusive, resilient and thriving communities
	Value and celebrate Auckland’s diversity
Homes and Places	More homes (supply, choice and infrastructure)
	Affordable, safe, stable homes
	Urban areas that work
Protect and Enhance	Sustainability and resilience embedded in how we grow and develop
	Environment and cultural heritage are critical to broader outcomes
	Recognise and provide for role of Māori
Access and Connectivity	Easy to get to where you want to go
	Enabling and supporting growth
	Implement Auckland Transport Alignment Project
	Minimise harm (road accidents and deaths, environmental and cultural impacts)

15. The following questions may be useful in structuring feedback:

· What are the key challenges and opportunities facing Auckland in the future?

· What are the regional priorities for Auckland over the next 30 years from your local communities’ perspectives?

· Do the strategic themes and focus areas capture your communities’ regional priorities?

· Are we focusing on the right things?

· Are there any gaps?

Relationship to local board plans

16. In April/May 2017, local boards adopted their draft local board plans. Many local boards used direction provided by the Auckland Plan when preparing their draft local board plans to support better alignment between local and regional investment and activities. It is anticipated that the draft plans and ongoing discussion with communities will continue to inform local boards’ input to the Auckland Plan.

17. Local board plans will help inform the draft LTP 2018-28 budget decisions. This includes the identification of locally driven initiatives and advocacy initiatives, which will deliver on local board outcomes. Based on an analysis of the draft local board plans 2017, there is strong alignment between draft local board plan and the Auckland Plan outcomes.

Next steps

18. Local boards are well-placed to provide input on regional priorities following public engagement on their draft local board plans.

19. Further engagement with local boards on development of the draft plan will take place as part of the local board cluster workshops in July 2017.

20. On 1 August 2017, the Planning Committee will meet to agree direction to guide the draft Auckland Plan. Local boards’ formal feedback will be considered by the Planning Committee at its meeting on 1 August 2017.

21. There will be further opportunities to provide feedback on the draft plan as council continues through the refresh process.

Consideration

Local board views and implications

22. Local board feedback is being sought in this report.

23. A summary of feedback received from local board members to date is provided in Attachment B.

24. Local boards play an important role in relation to the content of the Auckland Plan through communicating local views to the governing body and providing input to regional strategies, policies and plans.

25. The refreshed plan will inform regional priorities that will be funded through the LTP 2018-28.

Māori impact statement

26. The council is required to provide opportunities for Māori engagement and to support Māori capacity to participate in decision-making. When making significant decisions in relation to land or a body of water, the council must take into account the relationship of Māori and their culture and traditions with their ancestral land, water, sites, waahi tapu, valued flora and fauna and other taonga.

27. Staff from the Independent Māori Statutory Board (IMSB) provided guidance on the strategic themes. The IMSB’s Māori Plan for Tāmaki Makaurau was a guiding document underpinning the development of the strategic themes and focus areas.

28. The strategic themes acknowledge and celebrate Māori culture as Auckland’s point of difference, and mana whenua as Treaty partners in a multicultural Auckland.

29. An additional Māori theme is in development following a request from the Planning Committee. Further engagement with mana whenua and mataawaka is planned in developing the draft plan.

Implementation

30. Feedback from the local boards will be summarised and provided in full to the Planning Committee for consideration in decision-making to guide development of the draft plan.

Attachments

No.	Title	Page
a ⇩	Auckland Plan Refresh: Theme Summary	397
b ⇩	Auckland Plan Refresh: key themes emerging from local board feedback	405

Signatories

Authors

Karryn Kirk - Principal Strategic Adviser Auckland Plan Implementation

Denise O’Shaughnessy - Manager Strategic Advice

Authorisers

Jacques Victor - GM Auckland Plan Strategy and Research

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

Henderson-Massey Local Board

20 June 2017

Governance Forward Work Calendar

File No.: CP2017/12003

Purpose

1. To present to the Henderson-Massey Local Board with their most current governance forward work calendar.

Executive Summary

2. This report introduces the governance forward work calendar: a schedule of items that will come before the board at business meetings over the upcoming months. The governance forward work calendar for the board is included in Attachment A.

3. The calendar aims to support local boards’ governance role by:

· ensuring advice on agendas and workshop material is driven by local board priorities

· clarifying what advice is required and when

· clarifying the rationale for reports.

4. The calendar will be updated every month. Each update will be reported back to business meetings and distributed to relevant Council staff. It is recognised that at times items will arise that are not programmed. Board members are welcome to discuss changes to the calendar.

Recommendation/s

That the Henderson-Massey Local Board:

a) notes the updated Governance Forward Work Calendar for June 2017 (attachment A).

Comments

5. Council’s Quality Advice Programme aims to improve the focus, analysis, presentation and timeliness of staff advice to elected representatives. An initiative under this is to develop forward work calendars for governing body committees and local boards. These provide elected members with better visibility of the types of governance tasks they are being asked to undertake and when they are scheduled.

6. Although the document is new, there are no new projects in the governance forward work calendar. The calendar brings together in one schedule reporting on all of the board’s projects and activities previously approved in the local board plan, long-term plan, departmental work programmes and through other board decisions. It includes governing body policies and initiatives that call for a local board response.

7. This initiative is intended to support the boards’ governance role. It will also help staff to support local boards, as an additional tool to manage workloads and track activities across council departments, and it will allow greater transparency for the public.

8. The calendar is arranged in three columns, “Topic”, “Purpose” and “Governance Role”:

· Topic describes the items and may indicate how they fit in with broader processes such as the annual plan

· Purpose indicates the aim of the item, such as formally approving plans or projects, hearing submissions or receiving progress updates

· Governance role is a higher-level categorisation of the work local boards do. Examples of the seven governance categories are tabled on the following page.

Governance role	Examples
Setting direction/priorities/budget	Capex projects, work programmes, annual plan
Local initiatives/specific decisions	Grants, road names, alcohol bans
Input into regional decision-making	Comments on regional bylaws, policies, plans
Oversight and monitoring	Local board agreement, quarterly performance reports, review projects
Accountability to the public	Annual report
Engagement	Community hui, submissions processes
Keeping informed	Briefings, cluster workshops

9. Board members are welcome to discuss changes to the calendar. The calendar will be updated and reported back every month to business meetings. Updates will also be distributed to relevant Council staff.

Consideration

Local Board views and implications

10. All local boards are being presented with governance forward work calendars for their consideration.

Māori impact statement

11. The projects and processes referred to in the governance forward work calendar will have a range of implications for Māori which will be considered when the work is reported.

Implementation

12. Staff will review the calendar each month in consultation with board members and will report an updated calendar to the board.

Attachments

No.	Title	Page
a ⇩	Governance Forward Work Programme - June 2017	419

Signatories

Authors

Busola Martins - Local Board Democracy Advisor (West)

Authorisers

Karen Lyons - General Manager Local Board Services

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

Name and Location of Land/Facility	Lloyd Morgan Lions Club Park, 243 Edmonton Road, Te Atatu South
Name of the Community it serves	Waitakere
Local Board Area	Henderson-Massey
Name of Community Group	The Order Of St John Northern Region Trust Board (Ambulance Station)
Contact person	Gail Peckham
Name of Community Lease Advisor	Michelle Knudsen

Name and Location of Land/Facility	Glen Norman Reserve, 93 Rathgar Road, Henderson
Name of the Community it serves	Waitakere
Local Board Area	Henderson-Massey
Name of Community Group	Te Akoranga Playcentre Association Incorporated
Contact person	Kiri McCabe – Property Convenor
Name of Community Lease Advisor	Michelle Knudsen

Chairperson	Shane Henderson
Deputy Chairperson	Peter Chan, JP
Members	Paula Bold-Wilson
	Brenda Brady, JP
	Warren Flaunty, QSM
	Will Flavell
	Matt Grey
	Vanessa Neeson, JP