I hereby give notice that an ordinary meeting of the Whau Local Board will be held on:
Date: Time: Meeting Room: Venue:
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Wednesday, 28 June 2017 6.00pm Whau Local
Board Office |
Whau Local Board
OPEN AGENDA
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MEMBERSHIP
Chairperson |
Tracy Mulholland |
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Deputy Chairperson |
Susan Zhu |
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Members |
Derek Battersby, QSM, JP |
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Catherine Farmer |
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Duncan Macdonald, JP |
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Te'eva Matafai |
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David Whitley |
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(Quorum 4 members)
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Glenn Boyd (Relationship Manager) Local Board Services (West)
Riya Seth Democracy Advisor
22 June 2017
Contact Telephone: (09) 826 5193 Email: riya.seth@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz
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Whau Local Board 28 June 2017 |
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1 Welcome 5
2 Apologies 5
3 Declaration of Interest 5
4 Confirmation of Minutes 5
5 Leave of Absence 5
6 Acknowledgements 5
7 Ward Councillor’s Update 5
8 Deputations 5
8.1 Christmas in the Bay event - Tony Meredith 5
9 Public Forum 6
10 Extraordinary Business 6
11 Notices of Motion 6
12 Whau Local Grants, Round Two and Quick Response, Round Four 2016/2017 grant applications 7
13 Whau Local Board ACE work programme 2017/2018 235
14 Whau Local Board 2017/2018 Community Facilities Work Programme 249
15 Approval of 2017/2018 Whau local environment work programme 261
16 Funding agreement for EcoMatters Environment Trust – Whau 277
17 Whau 2017/2018 Local Economic Development Programme 285
18 Local Board recommendations on Easter Sunday trading 291
19 Minor Heritage Projects 2016/17 update 309
20 Auckland Plan refresh 2018: early feedback to inform draft plan 313
21 Project 17: Auckland Council Maintenance Contracts 329
22 Governance Forward Work Calendar 385
23 Confirmation of Workshop Records: 17 May 2017 to 7 June 2017 389
24 Consideration of Extraordinary Items
1 Welcome
2 Apologies
At the close of the agenda no apologies had been received.
3 Declaration of Interest
Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.
Specifically members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.
The following are declared interests of the Whau Local Board.
Board Member |
Organisation / Position |
Tracy Mulholland |
· New Lynn Business Association – Business Associate |
Susan Zhu |
· Chinese Oral History Foundation – Committee member · The Chinese Garden Steering Committee of Auckland – Board Member |
Derek Battersby |
· Whau Coastal Walkway Environmental Trust –Trustee · New Lynn Tennis Club – Patron · West Lynn Gardens – Patron · Tag Out Trust – Chairman |
Catherine Farmer |
· Avondale-Waterview Historical Society – Member · Blockhouse Bay Historical Society – Member · Portage Licensing Trust – Trustee · Blockhouse Bay Bowls – Patron · Avondale RSA Associate – Member · Forest and Bird organisaion - Member |
Duncan Macdonald |
· Avondale Business Association – Chairman · Avondale Community Society – Chairman · Avondale RSA – Committee Member · Avondale-Waterview Historical Society - Member · Avondale Jockey Club – Member |
Te’eva Matafai |
· Pacific Events and Entertainment Trust - Co-Founder · Miss Samoa NZ - Director · Miss World Samoa - Director · Malu Measina Samoan Dance Group - Director/Founder · Pasifika Festival ATEED - Samoa Village Coordinator · Aspire Events - Director |
David Whitley |
· Rosebank Business Association - Member · Pathways to the future - Past trustee · REINZ - Member · Don Oliver Youth Sports Foundation - Past trustee · Chamber of Trade - Mentor · Lopdell House - Trustee |
4 Confirmation of Minutes
That the Whau Local Board: a) confirm the ordinary minutes of its meeting, held on Wednesday, 7 June 2017, as a true and correct record. |
5 Leave of Absence
At the close of the agenda no requests for leave of absence had been received.
6 Acknowledgements
At the close of the agenda no requests for acknowledgements had been received.
7 Ward Councillor’s Update
An opportunity is provided for the Whau Ward Councillor to update the board on regional issues he has been involved with since the last meeting.
8 Deputations
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 Whau 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.
Purpose 1. Tony Meredith will be in attendance to outline success of last Blockhouse Bay Christmas Event and discuss future event with the board. Executive summary 2. The Whau Local Board funded Church of the Savior for the “Christmas at the Beach” event held at Blockhouse Bay Beach Reserve on 18 December 2016. “Christmas at the Beach” is a free event attended by 1,000 people. |
Recommendation That the Whau Local Board: a) receive the deputation on Christmas in the Bay event from Tony Meredith and thank him for the presentation.
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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.
Whau Local Board 28 June 2017 |
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Whau Local Grants, Round Two and Quick Response, Round Four 2016/2017 grant applications
File No.: CP2017/09260
Purpose
1. This report presents applications received for the Whau Local Grants, Round Two and Quick Response, Round Four 2016/2017. The local board is required to fund, part-fund or decline these applications.
Executive summary
2. The Whau Local Board set a total community grants budget of $190,000 for the 2016/2017 financial year.
3. A total of $120,711 was allocated under one local grant round and three quick response rounds in 2016/2017. A further $11,300 was also allocated to Whau Christmas events, leaving a balance of $57,989 for the remainder of the 2016/2017 financial year.
4. Forty-six applications were received for Local Grants, Round Two 2016/2017, with a total request of $323,721.
5. Nine applications were received for Quick Response, Round Four 2016/2017, with a total request of $15,715.
6. There are no remaining grant rounds for the 2016/2017 year.
That the Whau Local Board: a) consider the applications listed in Table One below for Whau Local Grants, Round Two 2016/2017 and agree to fund, part-fund or decline each application in this round. Table One: Whau Local Grants, Round Two 2016/2017 applications:
b) consider the applications listed in Table Two below for Multiboard Grants, Round Two 2016/2017 and agree to fund, part-fund or decline each application in this round. Table Two: Multiboard Grants, Round Two 2016/2017 applications:
c) consider the applications listed in Table Three below for Whau Quick Response, Round Four 2016/2017 and agree to fund, part-fund or decline each application in this round. Table Three: Whau Quick Response, Round Four 2016/2017 applications:
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Comments
7. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme (see Attachment A).
8. 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.
9. The Whau Local Board will operate two local grant and four quick response rounds for this financial year. The Whau Local Grants, Round Two and the Whau Quick Response, Round Four 2016/2017 closed 28 April 2017.
10. 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.
11. For the 2016/2017 financial year, the Whau Local Board set a total community grants budget of $190,000. The Whau Local Board allocated a total of $120,711 under one local grant round and three quick response rounds in 2016/2017.
12. In November 2016 the Whau Local Board allocated a further $11,300 as follows:
“a) approve the allocation of $3,000 from the local community grants fund to the
Blockhouse Bay Business Association to assist with delivery costs of the
Blockhouse Bay Christmas Parade to be held in Blockhouse Bay on 10
December 2016 (WH/2016/102)
b) approve the allocation of $5,000 from the local community grants fund to the
Avondale Business Association to assist with delivery costs of Carols by
Spiderlight to be held in Avondale on 18 December 2016 (WH/2016/103).
c) approve the allocation of $3,300 from the local community grants fund to the
New Lynn Lions Club to assist with delivery costs of the New Lynn Lions
Club’s Christmas Parade and Festival, to be held in New Lynn on 3 December (WH/2016/104)”
13. A balance of $57,989 is available for the remainder of the 2016/2017 financial year.
14. Forty-six applications were received for Local Grants, Round Two 2016/2017, with a total request of $323,721 (see attachment B and C).
15. Nine applications were received for Quick Response, Round Four 2016/2017, with a total request of $15,715 (see attachment D).
16. After the allocation of the Whau Local Grants, Round Two and the Quick Response, Round Four, there are no remaining rounds in the 2016/2017 year. Staff recommend that the local board allocate the remaining budget for the two grant rounds.
Consideration
Local board views and implications
17. Local boards are responsible for the decision-making and allocation of local board community grants. The Whau 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.
18. 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.”
19. A summary of each application for Whau Local Grants, Round Two and Quick Response, Round Four are attached (see Attachment B, C and D).
Māori impact statement
20. 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 new community grants policy supports the principle of delivering positive outcomes for Māori. Three organisations applying in these rounds have identified as Māori and 18 organisations have indicated their project targets Māori or Māori outcomes.
Implementation
21. The allocation of grants to community groups is within the adopted Long Term Plan 2015-2025 and local board agreements.
22. Following the Whau Local Board allocating funding for the Local Grants Round Two and the Quick Response Round Four; commercial and finance staff will notify the applicants of the local board decision.
No. |
Title |
Page |
a⇩ |
Whau Grants Programme 2016/2017 |
17 |
b⇩ |
Whau Local Grants, Round Two 2016/2017 grant applications |
21 |
c⇩ |
Whau Local Grants Round Two 2016/2017 multiboard grant applications |
123 |
d⇩ |
Whau Quick Response, Round Four 2016/2017 grant applications |
201 |
Signatories
Author |
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 |
28 June 2017 |
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Whau Local Board ACE work programme 2017/2018
File No.: CP2017/05852
Purpose
1. To approve the Arts, Community and Events 2017/2018 Whau Local Board work programme.
Executive summary
2. This report provides information to support the local board to make decisions required to approve the Arts, Community and Events 2017/2018 work programme.
3. The proposed ACE work programme provides a defined work programme for the 2017/2018 financial year. The work programme covers the following areas:
· Community Empowerment
· Arts and Culture
· Events
· Community Places.
4. The ACE work programme for the Whau Local Board aligns with the following 2014-2017 Whau Local Board Plan priorities:
· Whau’s heritage, local arts and cultures are cherished
· great local communities across the Whau
· stronger local businesses providing more and higher paid work.
That the Whau Local Board: a) approve the 2017/2018 Arts, Community and Events work programme (Attachment A). |
Comments
5. The ACE work programme for 2017/2018 aligns to the following 2014-2017 Whau Local Board Plan priorities:
· Whau’s heritage, local arts and cultures are cherished is supported through activities such as funding the local arts broker.
· Great local communities across the Whau is supported through community-led placemaking activities such as ‘kai across the Whau’, and through funding for local community centres.
· Stronger local businesses providing more and higher paid work is supported through activities such as the Youth Connections project.
6. The ACE work programme 2017/2018 for the Whau Local Board includes the following areas of activity:
· Community Empowerment: These projects and programmes aim to deliver a range of social outcomes for local residents. This includes activities to increase diverse participation, and implementing a local Māori responsiveness action plan.
· Arts and Culture: This includes funding for Ambrico Kiln Site projects, and the Portage Ceramics Trust.
· Events: This work programme includes a range of community events such as citizenship ceremonies, park openings and events, and local events under the Event Partnership Fund.
· Community Places: This includes the provision of community facilities such as Blockhouse Bay Community Centre, as well as providing a venue hire service.
7. The work programme includes scoped initiatives that align with local board priorities, as well as budget allocation and established timelines.
8. The local board considered the draft work programme at a workshop with ACE staff on 5 April 2017. Staff incorporated the local board’s feedback into the work programme.
9. The local boards is requested to approve the ACE work programme for 2017/2018. ACE staff will continue to work with the local board to ensure these projects are delivered.
Consideration
Local board views and implications
10. The local board considered the draft 2017/2018 work programme at a workshop on 5 April 2017. Staff considered the local board’s feedback and incorporated it into the local board work programme (Attachment A).
Māori impact statement
11. One of the Auckland Plan targets is to increase targeted support to Māori community development projects. A key objective of ACE is to deepen and integrate relationships with mana whenua, mataawaka and marae, in our everyday work.
12. The 2017/2018 work programme includes a new line entitled ‘Māori Responsiveness Action Plan’. This item emerged from a review of local board work programmes, which found that overall, local board plans make strong commitments to Māori. However these commitments are not often carried through to detailed action in work programmes (for example benefits to Māori may be included as a by-product of general outcomes, or categorised with ethnic and diverse communities).
13. The benefits of this activity are expected to include:
· collaborating with Māori and forming stronger relationships, decision-making and partnerships
· moving from high level commitments to outcomes
· eliminating the transactional approach to working with Māori
· setting up monitoring through quarterly reporting.
Implementation
14. Once the work programme is approved, ACE staff will monitor progress throughout 2017/2018. The ACE work programme will be implemented within the annual plan 2017/2018 budget and updates on progress will be available at the end of each quarter.
No. |
Title |
Page |
a⇩
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Whau ACE Work Programme 17_18 |
239 |
Signatories
Author |
Chinwe Akomah - Advisor - ACE |
Authorisers |
Graham Bodman - General Manager Arts, Community and Events Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 28 June 2017 |
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Whau Local Board 2017/2018 Community Facilities Work Programme
File No.: CP2017/09161
Purpose
1. To approve the 2017/2018 Community Facilities Work Programme for the Whau 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 Capital Works Programme for the Whau 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 Whau 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 indicative costs have been identified in the 2017/2018 Community Facilities Work Programme:
· $4,649,710 of asset-based services capital funding, and
6. The 2017-2020 Community Facilities Capital 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 5 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 Capital Works Programme.
8. Once approved by the Whau Local Board, new work will commence from July 2017. Regular updates on the line items will be provided by the Community Facilities Stakeholder Advisors.
That the Whau Local Board: a) approve the Whau Local Board 2017/2018 Community Facilities Work Programme as detailed in Attachment A b) approve in principle the Whau Local Board 2017-2020 Community Facilities Capital Works Programme as detailed in Attachment B c) delegate approval to the Whau 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 Capital 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.
Capital works programme
12. Investment in the capital programme will ensure that council facilities and parks open spaces in Whau 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 5 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 5 April 2017.
· Number of projects: 38
· Estimated cost for proposed projects: $4,649,710
17. The 2017-2020 Community Facilities Capital Works Programme contains the follow projects:
· Number of projects: 61
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 Capital Works Programme were considered by the local board at a workshop on 5 April 2017. The views expressed by local board members during the workshop have been adopted in Attachment A and Attachment B.
26. The Community Facilities work programme supports the achievement of the following 2014-2017 Whau Local Board Plan priority:
· Great local communities across the Whau
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.
No. |
Title |
Page |
a⇩
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Whau 2017/2018 Community Facilities Work Programme |
253 |
b⇩
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Whau 2017-2020 Community Facilities Capital Works Programme |
257 |
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 |
Whau Local Board 28 June 2017 |
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Approval of 2017/2018 Whau local environment work programme
File No.: CP2017/09502
Purpose
1. To approve the 2017/2018 local environment work programme (totalling $205,100) for the Whau Local Board.
Executive summary
2. The Whau Local Board has identified the Local Board Plan 2014-2017 outcomes to achieve ‘a healthy Whau river and valued environment’ and ‘outstanding development in New Lynn, Avondale and along our main roads.’
3. To give effect to this aspiration, the board has committed $205,100 in total to local environment projects in their locally driven initiatives budget for 2017/2018 (resolution number WH/2017/44). This funding includes:
· $2,100 for Bus subsidies for participation in education for sustainability
· $25,000 for Healthy rentals – Whau
· $25,000 for Home energy advice in Whau
· $5,000 for Household communities engagement: ethnic communities
· $5,000 for Integrated ecological framework for the Whau
· $3,000 for Friends of Oakley Creek Restoration Project
· $10,000 for Whau River Catchment Trust.
· $20,000 for Industry Pollution Prevention programme; and
· $5,000 for Manukau Harbour Forum; and
· $105,000 for EcoMatters Environment Trust funding for the following projects:
o EcoMatters Environment Centre and Sustainability Hub ($41,000)
o EcoMatters sustainability hub activation ($20,000)
o Love Your Neighbourhood ($15,000)
o Project Homewise – Whau ($10,000)
o Bike Hub ($10,000)
o EcoWest Festival ($9,000)
4. As noted above, six projects ($105,000) will be provided by the community organisation EcoMatters Environment Trust.
5. To deliver on this budget, a draft work programme was discussed at workshops with the board on 5 April and 10 May 2017. An updated work programme is appended to this report as Attachment A. This report recommends that the board approve this environment work programme and associated budgets for 2017/2018.
That the Whau Local Board: a) approve the allocation of $205,100 for environment projects to be delivered by the Infrastructure and Environmental Services directorate in 2017/2018 as detailed in this report and summarised in the table below;
b) note that with the funding of $105,000, EcoMatters Environment Trust will deliver the following projects: o EcoMatters Environment Centre and Sustainability Hub ($41,000) o EcoMatters sustainability hub activation ($20,000) o Love Your Neighbourhood ($15,000) o Project Homewise – Whau ($10,000) o Bike Hub ($10,000) o EcoWest Festival ($9,000) |
Comments
6. To deliver the local board plan outcomes of ‘a healthy Whau river and valued environment’ and ‘outstanding development in New Lynn, Avondale and along our main roads,’ the board allocated budget of $205,100 to support the delivery of a local environment work programme.
7. Staff met with the board at workshops on 5 April and 10 May 2017 to discuss the options for allocation of this local environment budget and to develop a work programme for 2017/2018.
8. Based on these discussions, it is proposed that 15 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)
9. 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.
10. 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 Whau schoolchildren to participate in environmental education by covering the costs of bus travel.
11. Regional budgets will continue to fund the management and delivery of environmental education to Auckland schools.
Healthy rentals ($25,000)
12. The healthy rentals programme works with landlords and tenants to implement measures to improve the quality of rental housing by providing free, impartial advice to both landlords and tenants, and access to subsidies towards improving the rental property. It provides a stimulus to encourage landlords to insulate their properties by taking up subsidies available for clean heating, kitchen and bathroom extraction, and groundsheets.
13. The Ministry of Health funds an Auckland-wide healthy homes initiative (AWHI) that provides tenants with advice on creating a healthier home, as well funding a landlord liaison. Council’s healthy rentals programme aligns with this project by providing complementary low-cost energy efficiency measures such as LED lightbulbs, efficient shower heads, draught stopping and hot water cylinder wraps. These measures can be taken with the tenant if they move house. In addition, council’s healthy rentals programme can take advantage of the AWHI landlord liaison role to encourage encourage installation of clean heating, kitchen and bathroom extraction and groundsheets.
14. The proposed integration of local board healthy rentals project funding with the centrally funded AWHI programme would avoid duplication of services, create efficiencies, and deliver additional health and financial benefits for families in rental accommodation.
15. There is no specific initiative in the local board plan relating to healthy homes. However, the provision of warmer, drier homes aligns with the safer and healthier community objectives in the plan.
Home energy advice ($25,000)
16. To achieve the key initiatives from the board’s plan ‘cleaner air’ and ‘we will encourage more homeowners and landlords to take up the support available to install insulation and address water and energy efficiency,’ it is recommended that the board fund a project that improves home health and comfort through improved energy use behaviours among low income and ethnically diverse residents in the Whau.
17. The project will involve door to door visits to residents, including new migrants, in high priority locations within the Whau Local Board Area (as determined via census data) to provide tailored advice and incentives to residents to undertake specific actions to improve energy and water efficiency in the home. Follow-up contact will be arranged to evaluate effectiveness of the actions undertaken by residents.
18. Deliverables for this project will see 200 residents engaged in doorstep conversations, with the number of residents that agree to participate in follow up evaluation to be provided following the completion of the project.
Household and communities engagement: ethnic communities ($5,000)
19. To achieve the key initiative from the board’s plan ‘we have many strong communities around the Whau with good community connections and support for one another. We want to build on this strength within each of our neighbourhoods by supporting more community led place making projects that will develop leadership in our neighbourhoods and ethnic communities,’ it is recommended that the board continue to support ethnic communities to engage in projects which benefit the environment and provide positive social outcomes for their communities.
20. For 2017/2018 the board has indicated $5,000 of its 2017/2018 locally driven initiatives budget to support the delivery of this project. In the 2016/2017 financial year, the board invested $15,000 in this project (resolution number WH/2016/89).
21. Deliverables for 2017/2018 will see the following provided:
· Support the Auckland Environmental Protection Association (Chinese eco-elders) to enable their waste minimisation and environmental restoration activities and care of the New Lynn Friendship Garden.
· Translation services offered to groups.
Integrated ecological framework for the Whau ($5,000)
22. To achieve the key initiative from the board’s plan ‘a healthy Whau River and valued environment’, it is recommended that the board support the development of a framework to improve the capacity of the board to engage with community environmental quality aspirations. Through this work the board can demonstrate an integrated, costed, sequenced plan for delivering ecological wellbeing in the Whau.
23. The board has indicated $5,000 of its 2017/2018 locally driven initiatives budget to support the delivery of this project. Funding will support existing mapping processes with specialist input.
24. Deliverables for 2017/2018 will see the following provided:
· clear prioritisation to inform future local board work programme advice from environmental services and other teams in council. Improved effectiveness and efficiency of investment, with the potential for a lower cost-to-serve in future.
· development of an integrated knowledge basis from which board and council staff can work with mana whenua to support an active kaitiakitanga role in local board work.
· identification of future opportunities to grow stewardship in a sustained manner – the underlying assumption being that a culture of stewardship is more likely to thrive where communities and individuals involved in environmental activities can clearly see the environmental benefits of that activity
Funding to Friends of Oakley Creek Restoration ($3,000)
25. To achieve the key initiative from the board’s plan ‘our work in the Whau River and Oakley Creek contributes to the health of the Waitematā,’ the local board provides support to the Friends of Oakley Creek as they continue their work to protect, preserve, enhance and restore the ecological health of Oakley Creek and its environment.
26. Deliverables for 2017/2018 will see the group support volunteers to restore the ecological health of Oakley Creek and the growing of trees in the group’s nursery.
Whau River Catchment Trust ($10,000)
27. To achieve the key outcome from the board’s plan ‘a healthy Whau River and valued environment,’ the local board provides funding to the Whau River Catchment Trust.
28. Funding will support projects to be delivered by the Whau River Catchment Trust which contribute to increasing community knowledge and understanding of the Whau River and how to protect it, including the ‘Whau Catchment Life’ citizen science initiative.
Industry prevention pollution programme ($20,000)
29. The industry pollution prevention programme (IPPP) aligns with key initiatives in the local board plan to improve the health of the Waitematā Harbour and its catchment streams, including the Whau River. Supporting water quality improvements aligns with the objectives and policies of the National Policy Statement for Freshwater Management, specifically the compulsory values of ecosystem health and human health recreation. Both these values will be improved as water quality is enhanced.
30. This is the first year the board has funded an IPPP in the board area. Consultation with the board early in the new financial year will determine the key target areas within the Whau Local Board area.
31. The IPPP is designed to support improvements to waterways through a proactive programme supporting and encouraging businesses to be more aware of how their practices can impact on local waterways. This includes site visits and spill response education. At the completion of the programme, staff will update the board on the number of companies visited, pollution incidents witnessed, potential pollution incidents, and any advice provided to companies to help reduce potential pollution, including evaluation of the success of the uptake by companies of staff advice, as evidenced in follow-up sessions.
Manukau Harbour Forum ($5,000)
32. The board agreed to reform the Manukau Harbour Forum at its 26 April 2017 meeting (resolution number WH/2017/1). Membership of the forum aligns with the board’s commitment to work to improve the health of the Manukau Harbour. The board is one of nine boards who make up the Manukau Harbour Forum and identifies the key outcome ‘a healthy Whau river and valued environment’ in its local board plan.
33. The 2016/2017 financial year was the final year of a three year work programme for the forum agreed by the previous forum and member boards. Funding for the 2017/2018 financial year will enable the development of a new three year work programme for the forum, better aligning it to local strategic objectives and the development of the National Policy Statement for Freshwater Management.
34. A Manukau Harbour Forum symposium has been held in the past two years. Some funding will support the delivery of this event 2017/2018 which provides an opportunity for the forum and the community to share information, and learn about the pressures on the harbour and freshwater environments.
EcoMatters Environment Trust funding ($105,000)
35. A key initiative in the board’s plan is ‘The Whau Local Board values its relationship with Eco-Matters Environment Trust, Keep Waitakere Beautiful and Whau River Catchment Trust.’ 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 one, with a brief description and the key deliverables the trust will provide for these projects in 2017/2018.
Description of Project |
Deliverables |
EcoMatters Environment Centre and Sustainability Hub ($41,000) 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 ten seminars held in the Whau Local Board area during 2017/2018 · Provide an outline of upcoming seminars and educational opportunities every quarter · The Whau 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 |
EcoMatters sustainability hub activation ($20,000) This funding will contribute to: · Implementing improvements to the EcoMatters precinct at Olympic Park · Community organic garden · Nursery for native and edible plants · Development of new education programmes |
· Make ongoing improvements to the quality of the information and user experience for visitors to the centre · Expand the range and quality of retail products available to support sustainability outcomes · Provide opportunities for other community organisations and trusts with a social or environmental purpose to utilise the resources and help to activate the hub · Ensure meeting rooms are made available and promoted as an affordable and bookable community resource · Make the workshop space available and promote it as an affordable space for other community activities and meetings · Further develop the eco-sourced native plant nursery, including installing a new shade house and expanding the nursery area · Provide 2,500 eco-sourced native plants available for community planting initiatives · Expanded education programmes developed and advertised · Community organic garden and urban organic food production systems are developed and maintained |
Love Your Neighbourhood ($15,000) Provide rapid response assistance up to a value of $500 to support volunteer-driven practical environmental initiatives, this includes not for profit preschools and sustainable neighbourhoods groups |
· A minimum of 22 assistance requests supported · Whau 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 |
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 at completion of project: · 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 · umber of groups engaged |
Bike Hub ($10,000) Design and establish a repair centre for secondhand bikes at the Ecomatters precinct. This centre will also provide a bike hire service that educates users about active transport and the Whau River environment. |
· Repair centre to be operational · Work with Auckland Transport to align cycle hub activities with regional cycling priorities and related activities · Undertake educational activities with regards to improving communities knowledge around bicycle maintenance · Actively work to remove and repair bikes from the waste stream · A sustainable operational model for the bike hire service is developed · Evaluations of activities indicates 80 per cent satisfaction with service · The board's support will be acknowledged through signage at the EcoMatters precinct |
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 15 events in the Whau 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 |
Table One: Key deliverables for Whau projects delivered by EcoMatters
Consideration
Local board views and implications
36. 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.’
37. The draft work programme was discussed with the board at workshops on 5 April and 10 May 2017, and the board indicated its support of the proposed projects.
Māori impact statement
38. It is recognised that environmental management, water quality and land management has integral links with the mauri of the environment and concepts of kaitiakitanga.
39. Table two below outlines how projects contribute to Māori outcomes.
Project |
Māori Outcome Assessment |
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. |
Healthy rentals |
The healthy rentals project does not specifically target Māori. However, the He Whare Āharu He Oranga Tāngata – Māori Housing Strategy notes that that Māori are more likely to be living in rental accommodation, and 2013 census data shows 60 per cent of Māori living in the Whau live in rental housing. The strategy also notes that housing is a ‘significant determinant of health and well-being’. As such, Māori may benefit from this project. |
Home energy advice |
This project does not specifically target the housing needs of Māori communities however according to 2013 census data 60 per cent of Māori living in the Whau live in rental housing. The home energy advice project will increase opportunities for promoting and improving living standards that could contribute to better Māori health and wellbeing. |
Household and communities engagement |
This project targets ethnic communities and provides no specific outcomes to Māori. |
Integrated ecological framework for the Whau |
The project will take into account what council already knows about mana whenua values and interests in the local board area. For instance, mana whenua groups place great emphasis on water quality, and the Whau river has been an important transport route for local iwi. Through integrating this knowledge alongside council’s data, Māori aspirations for environmental enhancement and cultural wellbeing can be specifically addressed by the board in its future investment. Another opportunity for this work to contribute to Māori outcomes is through informing the board’s governance of environmental work. The report can form the basis for direct engagement with iwi chairs on their needs and aspirations as kaitiaki. The integrated information the project provides will be a form of koha for the board to bring to the relationship with mana whenua, to work together for Māori outcomes. Environmental Services staff will work with mana whenua to understand and support the delivery of cultural wellbeings through environmental activity. The budget provides for engagement with environmental specialists within iwi organisations as appropriate to the scale and scope of the work. |
Friends of Oakley Creek Restoration Project |
Specific consultation and engagement with mana whenua has not been carried out for this project as Friends of Oakley Creek will be given a direct grant. The restoration work carried out by Friends of Oakley Creek is expected to contribute to Māori outcomes of improving the mauri of Oakley Creek. |
Whau River Catchment Trust |
Specific consultation and engagement with mana whenua has not been carried out for this project. However, work carried out by the Whau River Catchment Trust is expected to contribute to Māori outcomes of improving the mauri of the Whau River. |
Industry prevention pollution programme |
Specific consultation and engagement with mana whenua has not been carried out for this project to date. The work is expected to contribute to Māori outcomes of improving the mauri of the Whau River. |
Manukau Harbour Forum |
In the previous term, the forum agreed to host up to three hui per year with mana whenua. The current forum will need to develop a new work programme. There is an opportunity to involve mana whenua in the development of that work programme. Mana whenua have consistently raised the issue of Manukau Harbour water quality through previous council consultations. |
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 livability improvements. EcoMatters provides support to build the capacity of other organisations involved in developing and delivering environmental initiatives. 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. |
Table Two: Environment projects and Māori Outcome Assessment
Implementation
40. As it has not been agreed what key target areas will be the focus of the Industrial pollution prevention programme, staff recommend that consultation with the board occurs early in the 2017/2018 financial year to determine the industrial areas to be targeted for this project. This will allow staff to complete procurement of all related contracts and allow adequate time for delivery of agreed outcomes within the financial year.
41. 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.
No. |
Title |
Page |
a⇩
|
2017/2018 Whau local environment work programme |
271 |
Signatories
Author |
Candice Ho - Relationship Advisor |
Authorisers |
Barry Potter - Director Infrastructure and Environmental Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 28 June 2017 |
|
Funding agreement for EcoMatters Environment Trust – Whau
File No.: CP2017/09278
Purpose
1. To approve future funding and the terms of the funding agreement between EcoMatters Environment Trust and the Whau 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 Whau 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.
That the Whau 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. b) note that funding approval for EcoMatters Environment Trust of $105,000 for 2017/2018 has been considered as part of the approval of the 2017/2018 Whau local environment work programme at the board’s meeting on 7 June 2017 c) approve funding for EcoMatters Environment Trust of $105,000 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
9. 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.
10. 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 ‘the Whau Local Board values its relationship with Eco-Matters Environment Trust, Keep Waitakere Beautiful and Whau River Catchment Trust.’
11. 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 Bike Hub project in Whau.
12. A brief description of the projects and key deliverables EcoMatters will deliver for the Whau Local Board area in the 2017/2018 financial year are outlined in Table One of the Approval 2017/2018 Whau local environment work programme item on the board’s 28 June 2017 meeting agenda.
History of EcoMatters partnering relationship with council
13. EcoMatters has a long history of partnering with the legacy Waitakere City Council and subsequently Auckland Council.
14. 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.
15. 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.
16. 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.
17. 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
18. 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.
19. 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.
20. The board reaches a new funding agreement annually with EcoMatters. The current funding agreement with EcoMatters will expire on 30 June 2017.
21. 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.
22. 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.
23. 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
24. 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.
25. 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.
26. 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
27. 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.
28. 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.
29. 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.
30. 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).
31. 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?
32. 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.
33. 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 Henderson-Massey Local Board with some of their 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.
34. 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
35. 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.
36. 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
37. 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.
38. 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
39. Options to form a three-year funding agreement or remain with the current annual funding agreements were discussed at the board’s workshops on local environment work programmes on 5 April and 10 May 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.
40. Local board members responded favourably to the opportunity to form a three-year funding agreement with EcoMatters. The board provided some oral feedback at the 10 May 2017 workshop in support of a three year funding agreement, subject to the addition of standard performance and exit clauses. This feedback has been incorporated into this report and the recommendation that the three-year funding agreement be negotiated subject to these clauses.
41. The Henderson-Massey and Waitakere 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.
There are no attachments for this report.
Signatories
Authors |
Candice Ho - Relationship Advisor Robert Sutherland - Low Carbon Specialist |
Authorisers |
Barry Potter - Director Infrastructure and Environmental Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 28 June 2017 |
|
Whau 2017/2018 Local Economic Development Programme
File No.: CP2017/10183
Purpose
1. To approve the Whau local economic development programme for the 2017/2018 financial year.
Executive summary
2. This report introduces the proposed 2017/2018 financial year Local Economic Development Work Programme for the Whau Local Board.
3. The proposed work programme (Attachment A) comprises a refresh and implementation of the Whau Local Economic Development Plan and support for the Young Enterprise Scheme E-Days.
4. The total value of the Local Economic Development programme is $31,000.
5. The board is being asked to approve the 2017/2018 Local Economic Development work programme.
That the Whau Local Board: a) approve the 2017/18 local economic development programme as follows; i) refresh and implement the Whau Local Economic Development Action Plan ($30,000). ii) support the Young Enterprise Scheme E-Days ($1,000). |
Comments
Background
6. The 2017/2018 Local Economic Development work 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).
7. The proposed LED programme comprises the following activities:
· Refresh and implementation of the Whau Local Economic Development Action Plan
· Support the Young Enterprise Scheme E-Days
8. The draft Local Board Plan has a focus on growing strong businesses in its town centres and main industrial area on Rosebank Road to provide more, better-paid jobs. Achieving this outcome requires clear alignment between the Local Board’s priority economic objectives and the Whau Local Economic Development (LED) Action Plan.
Refresh and implement the Whau Local Economic development Action Plan ($30,000)
9. The Whau Local Economic Development (LED) Action Plan was written in 2013 and has been implemented, in part, over the last 4 years.
10. This project will review the Whau Local Economic Development (LED) Action Plan to ensure actions are aligned with the direction of the new Local Board Plan and is better focused on deliverable activities that the local board can focus on over the next three years.
11. Local Board budgets and that of delivery partners and council departments are continually stretched. In this context a more focused document that guides a narrower set of potential actions will provide a greater chance for successful delivery of the desired outcomes. In addition, the development of a three-year work plan to allow a more strategic approach would also be of value.
12. To align with the draft Local Board Plan actions could focus on growing existing business and attracting new businesses to the Whau area to enable employment opportunities in the area and reduce the reliance on commuting by residents to access employment opportunities. A further area of focus could be to ensure young people can access the training required to get those skills that local employers are demanding.
13. Actions would also need to focus on those areas the local board, Auckland Council and others are able to influence.
14. On completion of the document the local board will be asked to identify its priority action/s for delivery within the 2017/18 financial year using any residual funds from this project.
Support the Young enterprise Scheme E-Days ($1,000)
15. 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.
16. The funding from the local board will support the delivery of the Young Enterprise Scheme Enterprise-Days in February 2018. E-days are held in sub-regions (north, south, east, central / west) and are the first opportunity for students to meet the Young Enterprise team, discover what YES is all about and learn what’s in store for them.
17. 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.
Consideration
Local board views and implications
18. The draft Whau Local Board Plan has a focus on growing strong businesses in its town centres and main industrial area on Rosebank Road to provide more, better-paid local jobs.
19. By refreshing the Whau Local Economic Development Action plan the local board can ensure it has a clear direction in implementing actions more tightly focused on the priorities it has identified for delivery over the next three years.
Māori impact statement
20. Iwi and urban Māori will be engaged in the development of the plan on areas that are related to their interests. Any actions that require involvement of Iwi or urban Māori will be developed in partnership and require their sign off before inclusion in the plan.
Implementation
21. Once approved by the local board, the Local Economic Development team at ATEED will begin programme implementation. Where there is a need, further scoping of activities will be undertaken and presented back to the local board as required.
No. |
Title |
Page |
a⇩
|
Local Economic Development - ATEED Work Programme 2017/18 |
289 |
Signatories
Author |
Anthony Gibbons, Principal Advisor – Innovation & Local Economic Development - ATEED |
Authorisers |
John Norman – Strategic Planner Local Economic Development - ATEED Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
28 June 2017 |
|
Local Board recommendations on Easter Sunday trading
File No.: CP2017/12184
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.
That the Whau Local Board: a) note the attached 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. recommend that the Governing Body 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].
|
No. |
Title |
Page |
a⇩
|
Attachment A: Governing Body Report_Response to Easter Sunday trading legislation |
293 |
Signatories
Author |
Pania Elliot - Principal Policy Analyst |
Authorisers |
Michael Sinclair - Manager Social Policy and Bylaws Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
28 June 2017 |
|
Minor Heritage Projects 2016/17 update
File No.: CP2017/12220
Purpose
1. The purpose of this report is to
· provide an update on the activities associated with the $15,000 budget allocated for minor heritage projects in the Whau for the 2016/17 period.
· seek local board approval to transfer the remaining funds to the grants budget to support heritage related applications made to the Whau Local Board.
That the Whau Local Board: a) approve the transfer of $3,300 heritage projects balance to community grants to address heritage related applications in the current community grants funding round. |
Comments
2. The board recognises the value of heritage in its many forms. It has the ability to provide a community with a point of difference in which they can take pride and invite outsiders to share.
3. A budget of $15,000 was allocated to minor heritage activities for 2016/17 and an update on project status is outlined in the following table.
Minor projects 2016/17 budget |
Supplier |
Cost |
STATUS |
Short Version of Brick Making History film |
MyLifeStory |
$ 1,200 |
Complete |
4 Day Event in Avondale To coincide with Heritage Festival – delivery won’t be until 2017/18 financial year |
Avondale Blockhouse Bay Heritage Society |
10,000 |
CANCELLED |
Heritage Plaques: Two phased project 1. Research $1,500 2. Plaques delivery & instalment: $6,000 |
· Lisa Truttman – Research · Alternate Instinct via Avondale Waterview Historical Society - design and instalment |
6,000 |
Research being undertaken |
Brochure, Remains of the Clay: Robyn Mason commissioned to research and write brochure based on clay history of area that can be used on the heritage walks and/or made available to public for self-guided tours.
(Printing costs will need to be met in the new year budget.)
|
Roby Mason |
4,500 |
Research & writing commenced |
Balance of funds: Proposal to transfer to grants fund to preferably support applications heritage related |
Varied |
3,300 |
Requires LB Resolution |
4. The Whau has a rich and wide ranging historical legacy. From the Whau River as a key portage channel for both Maori and later, European settlers, travelling coast to coast; the flight path of the godwit or kuaka; the clay industry and the now iconic Crown Lynn ceramics; the market gardens; and European entrepreneurial establishment in Avondale with its popular race day outings, the establishment of parishes in the area, and so on.
5. Whilst the board does not have resources to undertaken major projects, it is keen to promote through minor activities/projects, the local history to locals and outsiders to engender pride and also to ensure that the knowledge is preserved for future generations.
LBP Outcome |
Activity Description |
Activity Benefits |
FY16/17 LDI Opex |
Our heritage is known, protected and our stories are shared |
Celebrate cultural diversity and local places and people and tell local stories with displays and events including regionally coordinated and promoted programmes: Heritage Festival, Local history events and/or assets, eg plaques, brochures and interpretive signs |
Providing opportunities to learn more about the local area, local history and family history. Fosters a sense of belonging and connection with the community. Providing opportunities for communities to share and learn about a range of cultures, traditions and practices. Celebrates our differences and promotes tolerance, open-mindedness, respect for others' values. Fosters social cohesion and understanding. Fosters a sense of belonging. |
$15,000 |
Local board views and implications
6. At the workshop on 14 June, members noted that the grants team receives heritage related applications for funding from time to time. In light of the matter that the local board are now coming to the end of a financial year and there is a balance $3,300 yet to be allocated, it was proposed that the balance should be transferred from the heritage line to community grants to respond to such applications.
7. In the previous financial year the board supported Carolyn Skelton, Library Researcher’s proposal to install a plaque in Delta Avenue to mark the spot where the Delta Theatre once stood. For numerous reasons the project did not proceed. When updated in a workshop in early 2017, the board confirmed that it would like to persevere with the Delta plaque and to also look into other plaques installations.
Delta Theatre, c.1937.
The Delta Theatre (3055 Great North Road), built in 1926 and demolished in 1986, served as a social centre for nearly 60 years with movies, live entertainment and community activities.
Examples of heritage plaques.
There are no attachments for this report.
Signatories
Author |
Antonina Georgetti - Local Board Advisor |
Authoriser |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 28 June 2017 |
|
Auckland Plan refresh 2018: early feedback to inform draft plan
File No.: CP2017/11966
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.
That the Whau 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.
No. |
Title |
Page |
a⇩
|
Auckland Plan Refresh: Theme Summary |
319 |
b⇩
|
Auckland Plan Refresh: key themes emerging from local board feedback |
327 |
Signatories
Authors |
Karryn Kirk, Principal Strategic Adviser Auckland Plan Implementation, Auckland Plan Strategy and Research Denise O'Shaughnessy, Manager Strategic Advice, Auckland Plan Strategy and Research |
Authorisers |
Jacques Victor - General Manager Auckland Plan Strategy and Research Karen Lyons - General Manager Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 28 June 2017 |
|
Attachment B – Auckland Plan Refresh: key themes emerging from local board feedback
· Development Strategy: regional disparities in providing access to employment, and that to support and enable growth there needs to be a focus on the south and northwest. The definition of “rural” was discussed given the “lifestyle” factor is seen to be more of an urban consideration than rural production.
· Access and Connectivity: The importance of “age-friendly” infrastructure was discussed and the real and perceived safety of the transport network. Walking and the quality of the walking infrastructure (e.g. good footpaths) were considered to need greater emphasis within the broader active transport category. A key challenge was thought to be the lack of employment close to where people live, necessitating time consuming travel across the region.
· Protect and Enhance: Views included that resource management processes do not encourage strategic thinking or planning which should be sub-regional and go beyond local board boundaries. Relationships and robust processes across governing body, local boards and CCOs can drive better decision making. Any change of values in the environmental space since 2012 is more intangible and can be harder to predict in the future.
· Homes and Places: The complexity in the role of the financing/banking sector was considered to be a factor in the supply challenge. There was discussion of the New Zealand culture of home ownership which, in contrast to European models for example, reduces investment into other priorities such as education or business. It was noted that there has been huge growth in the number of people living in the city centre.
· Belonging: Determining the role that Auckland Council should play and that of government was highlighted within this theme. Belonging is formed by people’s daily experience and there are also cultural differences in what people value about the place they live. There was discussion that this theme should focus on vulnerable populations and the challenge of increasing inequality. It was also suggested that there should be encouragement and support so that everyone can get involved, as under the empowered communities model. Environmental restoration projects were identified as successful examples of bringing diverse groups together and developing a shared sense of belonging.
· Skills and Jobs: There was general discussion on enabling infrastructure and the need to be a council that delivers.
28 June 2017 |
|
Project 17: Auckland Council Maintenance Contracts
File No.: CP2017/11797
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.
That the Whau Local Board: a) agree 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) note that community and workforce (smart procurement) targets may be developed over the next six to twelve months to establish a baseline. c) note 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.
No. |
Title |
Page |
a⇩
|
Community and workforce measures (smart procurement) |
335 |
b⇩
|
Full facilities service specifications |
337 |
c⇩
|
Asset list |
379 |
Signatories
Author |
Kate Marsh - Principal Business Analyst |
Authorisers |
Rod Sheridan - General Manager Community Facilities Karen Lyons - General Manager Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 28 June 2017 |
|
Governance Forward Work Calendar
File No.: CP2017/12080
Purpose
1. To present the Whau Local Board with its updated governance forward work calendar.
Executive Summary
2. The governance forward work calendar for the Whau Local Board is in Attachment A. The calendar is updated monthly, reported to business meetings and distributed to council staff.
3. The governance forward work calendars were introduced in 2016 as part of Auckland Council’s quality advice programme and aim to support local boards’ governance role by:
· ensuring advice on meeting agendas is driven by local board priorities
· clarifying what advice is expected and when
· clarifying the rationale for reports.
4. The calendar also aims to provide guidance for staff supporting local boards and greater transparency for the public.
That the Whau Local Board: a) note the Whau Local Board Governance Forward Work Calendar – June 2017. |
No. |
Title |
Page |
a⇩
|
Governance Forward Work Calendar - June2017 |
387 |
Signatories
Author |
Riya Seth - Democracy Advisor |
Authoriser |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
28 June 2017 |
|
Confirmation of Workshop Records: 17 May 2017 to 7 June 2017
File No.: CP2017/12121
Purpose
1. This report presents records of workshops held by the Whau Local Board on:
o 17 May 2017
o 31 May 2017
o 7June 2017
Executive Summary
2. At the workshop held on Wednesday, 17 May 2017, the Whau Local Board had briefings on:
· Whau Quick Response, Round Three
· Draft local spatial plan programme
· Archibald waka ama & pontoon
3. At the workshop held on Wednesday, 31 May 2017, the Whau Local Board had a briefing on:
· Community Facilities: maintenance contracts - [Project 17] – Workshop two
· Local Advocacy - project update
· Regional Movies in Parks 17/18
· Ethnic community voices work programme
4. At the workshop held on Wednesday, 7 June 2017, the Whau Local Board had a briefing on:
· AT Parking Strategy and plans in the Whau Area
· Unlock Avondale project
5. The workshop records are attached to this report.
That the Whau Local Board: a) confirm the records of the workshops in Attachments A - C held on the following dates: o 17 May 2017 o 31 May 2017 o 7June 2017 |
No. |
Title |
Page |
a⇩ |
Record of Workshop 17 May 2017 |
391 |
b⇩ |
Record of Workshop 31 May 2017 |
393 |
c⇩ |
Record of Workshop 7 June 2017 |
397 |
Signatories
Author |
Riya Seth - Democracy Advisor Mark Allen - Senior Local Board Advisor |
Authorisers |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |