Agenda of Waitākere Ranges Local Board

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 Waitakere Ranges Local Board.

Board Member	Organisation / Position
Sandra Coney	· Waitemata District Health Board – Elected Member · Women’s Health Action Trust – Patron · New Zealand Society of Genealogists – Member · New Zealand Military Defence Society – Member · Cartwright Collective – Member · Titirangi RSA – Member · Portage Trust – Member · West Auckland Trust Services - Director
Neil Henderson	· Portage Trust – Elected Member · West Auckland Trust Services (WATS) Board – Trustee/Director · Whau River Catchment Trust - Employee
Greg Presland	· Lopdell House Development Trust – Trustee · Titirangi Residents & Ratepayers Group – Committee Member · Whau Coastal Walkway Environmental Trust – Trustee · Combined Youth Services Trust – Trustee · Glen Eden Bid - Member
Steve Tollestrup	· Waitakere Licensing Trust – Elected Member · Waitakere Task force on Family Violence – Appointee
Saffron Toms	NIL
Denise Yates	· Friends of Arataki Incorporated – Committee member · EcoMatters Environment Trust – Trustee

Member appointments

Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council.

Board Member	Organisation / Position
Sandra Coney	· Friends of Arataki Incorporated – Trustee
Neil Henderson	· Friends of Arataki Incorporated – Trustee · Rural Advisory Panel - Member
Steve Tollestrup	· Glen Eden Business Improvement District
Greg Presland	· Glen Eden Business Improvement District (alternate)
Saffron Toms	· Ark in the Park

4 Confirmation of Minutes

That the Waitākere Ranges Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 8 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 Update from Ward Councillors

An opportunity is provided for the Waitakere Ward Councillors to update the board on regional issues they have 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 Waitākere Ranges 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.

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

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.

Waitākere Ranges Local Board

22 June 2017

Waitakere Ranges Local Grants Round Two and Quick Response Round Four, 2016-2017 grant applications

File No.: CP2017/06313

Purpose

1. The purpose of this report is to present applications received for Waitakere Ranges Local Grants Round Two and Quick Response Grants Round Four 2016/2017. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Waitakere Ranges Local Board has set a total community grants budget of $74,500.00 for the 2016/2017 financial year.

3. A total of $62,186.00 has been allocated under quick response round one, two and three and local grants round one, leaving a balance of $12,314.00.

4. A total of 41 applications were received in local grants round two and quick response round four, with a total requested of $143,161.23.

Recommendation/s

That the Waitākere Ranges Local Board:

a) consider the applications listed in Table One, Table Two and Table Three and agree to fund, part-fund or decline each application in this round.

Table One: Waitakere Ranges Local Grants: Round Two Applications

App ID	Applicant	Project/ activity focus	Project	Requested
LG1719-207	Piha Community Library Trust	Arts and culture	Towards Piha Community Library Trust for the cost of honorariums and venue hire for the Piha Community Library Trust 2017 Creative Arts Festival.	$2,000
LG1719-208	The Waitakere Ranges Protection Society Inc.	Arts and culture	Towards The Waitakere Ranges Protection Society Inc. for the cost of research, writing, editing and publication of the History of the Waitakere Ranges Heritage Area Act 2008.	$9,700
LG1719-211	Harry Snell	Arts and culture	Towards the MenzShed Mural Film Project for the cost of filming the making of the mural.	$2,900
LG1719-213	Ann-Margaret Campbell-Strickland	Arts and culture	Towards costs of marae hireage, participants tools for harvesting flax from the Pa Harakeke and provision of manaakitanga via food and beverages for the He Kete Aronui Raranga Wananga in 2017.	$1,000
LG1719-216	Connected Media Charitable Trust	Arts and culture	Towards Connected Media Charitable Trust for venue hire, catering and accommodation costs for a Workshop Facilitator Hui.	$2,910
LG1719-202	Albionvale Village Greenspace Trust	Community	Towards Albionvale Village Greenspace Trust for the cost of green waste bags, bark mulch and edging for restoration of a shared garden space.	$1,000
LG1719-215	Glen Eden Community House Inc	Community	Towards Glen Eden Community House for first aid training fees and staff wages to attend first aid training and tutor costs for learner license.	$1,669
LG1719-217	Greater Glen Eden	Community	Towards Glen Eden Community House (on behalf of Greater Glen Eden) for the cost of event management, catering and entertainment for International Day of Older People.	$2,500
LG1719-224	Waitakere Workers Education Associaiton (WEA) WEST - West Auckland Enterprise Skills and Training	Community	Towards “WEST Means Business” programme for wages for a network coordinator, development of business and 4 four business development workshops for businesses in Waitakere Ranges area.	$20,300
LG1719-204	Project Litefoot Trust	Environment	Towards Project Litefoot Trust for the cost of salaries, materials installed at the club, administration costs, travel costs, and promotion for Redwood Park Golf Club and Piha Tennis Club.	$2,835
LG1719-210	Friends of Whatipu Incorporated.	Environment	Towards Friends of Whatipu Inc. for the cost of accommodation expenses, catering, transportation, marquee hire and additional expenses (clipboards, urn hire, seating and table hire) for scientists and volunteers gathering at the Whatipiu Lodge.	$7,000
LG1719-214	Waitakere Rivercare	Environment	Towards Waitakere Rivercare for material cost of relocating the existing plant nursery to a more accessible location and part funding of the water supply to provide water to the nursery.	$4,999
LG1719-220	Matuku Reserve Trust	Environment	Towards Matuku Reserve Trust for the cost pest control traps and support for the volunteers doing the pest control work at Matuku Link.	$4,263
LG1719-222	Gecko NZ Trust	Environment	Towards Gecko NZ Trust (on behalf of South Titirangi Neighbourhood Network) for the cost of a contractor to provide invasive weed treatment services for 10 private properties in difficult locations.	$14,054
LG1719-223	Woodlands Park School	Environment	Towards Woodlands Park School to contract a worker to carry out weed eradication in a bush block, native plant propagation and education with school students and wider community.	$4,050
LG1719-227	Pest Free Piha	Environment	Towards Pest Free Piha to Action Plans produce a 3 year Action Plan.	$10,350
LG1705-230	Wildlife Conservation Trust of New Zealand	Environment	Towards Te Henga Swimmable Waterways project for the cost of laboratory water testing and purchase of sampling equipment and consumables.	$4,452
LG1719-212	Glen Eden Residents Association	Events	Towards Glen Eden Residents Association for the cost of insurance, advertising, rubbish management, security and cleaning at the Glen Eden “Street Eats” events.	$2,675
			Total:	$98,657

Table Two: Waitakere Ranges Local Grants: Round Two Multi-board Applications

App ID	Applicant	Project/ activity focus	Project	Requested
LG1705-240	Kumeu Brass Incorporated	Arts and culture	Towards Kumeu Brass Inc. for a band room building extension, including building work and associated building consent and architect costs.	$1,500
LG1705-206	Chinese New Settlers Services Trust (CNSST)	Arts and culture	Towards CNSST Cultural Learning Centre - New Lynn Art Project and exhibition for the cost of art tutors, programme promotion and equipment (whiteboard).	$1,560
LG1719-209	Violence Free Communities (formerly Violence Free Waitakere)	Community	Towards Violence Free Communities for project and administration co-ordination and support for projects and office rent.	$5,000
LG1719-218	Zeal Education Trust	Community	Towards Zeal Education Trust for West Auckland Street Youth Work Project including cost of street youth-work uniforms, youth worker training, transport and youth worker wages.	$4,600
LG1719-221	Waitakere WEA trading as WEST - West Auckland Enterprise Skills and Training	Community	Towards administration support and contractor wages to coordinate ‘Housing Call to Action’ and ‘Guide to Homelessness and Housing in West Auckland’.	$5,000
LG1720-208	Piha Surf Life Saving Club	Community	Towards Piha Surf Life Saving Club towards for cost of administration and salary.	$2,500
LG1721-203	Big Buddy Mentoring Trust	Community	Towards Big Buddy Mentoring Trust for the cost of laptops and a contribution towards a salary for volunteer coordinators.	$2,405.75
LG1713-227	Discovery Foundation	Community	Towards Discovery Foundation for scholarships to support families in their “Discovery for Teens October 2017” programme	$2,000
LG1719-225	Children's Autism Foundation	Community	Towards Children's Autism Foundation for venue hire and professional facilitation costs to support services for autistic children and their families in Terms three and four of 2017 and Term one 2018.	$3,330
LG1702-237	Raeburn House (North Shore Community Health Network Incorporated)	Community	Towards the cost of updating and publishing the directory of Support Services 2017-19 across three platforms (online, hardcopy and application).	$2,000
LG1719-206	Interacting	Events	Towards the “InterACT Disability Arts” festival 2017 for cost of presenters, art workshop leaders, stage managers, accessibility costs including disabled portaloos, ramps and the safe running of the event.	$1,563
LG1705-243	West Auckland Historical Society	Events	Towards West Auckland Historical Society for the cost of designing and printing double-sided flag banners.	$200.48
LG1721-225	Titirangi Tennis and Squash Rackets Club	Sport and recreation	Towards Titirangi Tennis and Squash Rackets Club for the cost of coaches and balls for their Junior development programme.	$2,890
			Total:	$34,549.23

Table Three: Waitakere Ranges Quick Response Grants: Round Four, 2016-2017

App ID	Applicant	Project/ activity focus	Project	Requested
QR1719-412	Community Christian Fellowship	Arts and culture	Towards travel for a professional performer 'Tofiga Fepulea'i' to travel to Auckland from Wellington (including paying for accommodation, flight fares and professional performer fee) to engage with students from schools in West Auckland.	$1,500.00
QR1719-404	English Language Partners	Community	Towards English Language Partners for the cost of bus hire for a refugee trip to the Waitakere Ranges.	$978
QR1719-406	Outwest Youth Community Trust	Community	Towards Outwest Youth Community Trust for the purchase of a BBQ.	$950
QR1719-408	OUTLine New Zealand Incorporated	Community	Towards OUTLine New Zealand Incorporated for the cost of providing gender identity and sexual orientation counselling and support.	$900
QR1719-415	Te Kura Kaupapa Maori o Hoani Waititi Marae	Community	Towards the cost of catering for a breakfast and guest speaker at the “Matua/Tama Parakuihi: Realizing Father/Son Potential event” at the school.	$1,500
QR1719-402	The Entrust Foundation	Environment	Towards The Entrust Foundation for their Cash for Containers initiative to encourage and support waste free events.	$1,000
QR1719-403	Darlene Warnock	Environment	Toward the cost of native plants for the restoration of a significant ecological area.	$200.00
QR1719-407	The Motor Neurone Disease Association of New Zealand Inc.	Events	Towards “Walk 2 D'Feet MND 2017” event for the cost of signage, banners, public address system hire, bouncy castle, and eftpos machines.	$998.00
a) QR1719-401	Piha Community Preschool	Sport and recreation	Towards Piha Community Preschool for the cost of a professional to facilitate playball sessions for children.	$950
QR1719-411	Waitakere Japanese Supplementary School (WJSS)	Sport and recreation	Towards Waitakere Japanese Supplementary School for venue and audio eequipment hiring cost for ” WJSS Healthy Sports Day”.	$979
			Total:	$9,955

Comments

5. The implementation of the new Community Grants Policy commenced on 1 July 2015. The policy supports each local board to adopt a grants programme for 2016/2017, see Attachment A.

6. 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.

7. The new community grant programmes have been extensively advertised through the new council grant webpage, local board webpages, local board e-newsletters and Facebook pages, council publications, radio, local newspapers and community networks. Staff have also conducted a series of public workshops in local board areas.

8. Forty-one applications were received in local grants round two and quick response round four, with a total requested of $143,161.23.

Consideration

Local board views and implications

9. Local boards are responsible for the decision-making and allocation of local board community grants. The Waitakere Ranges 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.

10. 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.”

Māori impact statement

11. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, and activities that benefit a wider range of individuals and groups, including Maori. 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 Maori. One organisation in the quick response round has identified as Maori.

Implementation

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

13. Following the Waitakere Ranges Local Board allocating funding for local grants round two and quick response grants round four, Commercial and Finance staff will notify the applicants of the local board decision.

Attachments

No.	Title	Page
a ⇩	Waitakere Ranges Local Board Grants Programme 2016-17	16
b ⇩	Waitakere Ranges Local Grant Round Two 2016/2017 grant applications	19
c ⇩	Waitakere Ranges Quick Response Round Four 2016/2017 grant applications	133

Signatories

Authors

Daylyn D'Mello - Environmental and Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

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

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Waitākere Ranges Local Board

22 June 2017

New community lease to Glenora Eagles Softball Club Incorporated, 44 Glendale Road, Glen Eden

File No.: CP2017/09899

Purpose

1. To grant a new community lease to Glenora Eagles Softball Club Incorporated, at Harold Moody Reserve, 44 Glendale Road, Glen Eden.

Executive summary

2. Glenora Eagles Softball Club Incorporated has occupied part of Harold Moody Reserve, 44 Glendale Road, Glen Eden since 1991 with no formal lease. The club wishes to be granted a lease to provide security of tenure. The club owns the softball clubrooms.

3. This report recommends the granting of a new community lease to the club for a term of 10 years commencing 8 June 2017 with one 10-year right of renewal. This is the recommended term in the Auckland Council Community Occupancy Guidelines July 2012.

Recommendation/s

That the Waitākere Ranges Local Board:

a) grant a new community lease to Glenora Eagles Softball Club Incorporated for a 150m² (more or less) part of Harold Moody Reserve, 44 Glendale Road, Glen Eden (Attachment A), subject to one months’ public notification, and provided no objections are received on the following terms and conditions:

i) term: 10 years commencing 8 June 2017 with one 10-year right of renewal;

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

iii) Glenora Eagles Softball Club Incorporated Community Outcomes Plan as approved be attached to the community lease document (Attachment B);

iv) delegate to the Chair to appoint a panel to hear any submissions received following the public notification process and for the panel to make a decision.

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

Comments

Glenora Eagles Softball Club Incorporated

4. Glenora Eagles Softball Club Incorporated has been registered as an incorporated society since 30 April 2015. The club’s objectives are:

· To administer, foster, develop, promote, and deliver amateur Softball in accordance with the Regional Association (The Association), Softball New Zealand (SNZ) and International Softball Federation (ISF) rules and laws of the game

· To administer, foster, develop, promote, and deliver the playing of sport and participation in physical activity and leisure with a view to improving health and well-being and social development in the Waitakere area but with a specific focus on Softball

· To form, coach and provide facilities and opportunities to participate and practice for all Club members and teams and to provide such teams with the equipment necessary to play Softball provided always that this clause shall not create any liability on the part of the club to provide such equipment

· To promote opportunities and facilities to enable, assist and enhance the participation, enjoyment and performance of members in the activities of the Club

5. The club has no formal lease in place for its clubrooms located on Harold Moody Reserve. The club purchased its clubrooms from Glen Eden Athletic and Harrier Club in 1991 when the Athletic Club relocated to Ceramco Park.

6. Over the last two years Sport Waitakere has been working closely with the club assisting it in becoming an incorporated society, preparing its constitution and reviewing end of year financial accounts.

7. The club has a membership of 120 and uses the land and clubrooms three days per week during the softball season. The season runs from the end of October to the end of March. The clubrooms are shared with occasional use by a local fishing club and a rugby league club.

Harold Moody Reserve

8. Harold Moody Reserve at 44 Glendale Road, Glen Eden is held in fee simple by Auckland Council as a classified recreation reserve by Gazette Notice 936259.1 and contained in NA95C/921. The reserve is subject to the Reserves Act 1977.

9. The draft Harold Moody and Duck Park Reserve Management Plan prepared in 1985 was never formally adopted and remains in draft. To meet the requirements of the Reserves Act iwi engagement and public notification of the lease must be undertaken. There is no cost to the board for iwi engagement or the public notification process. It is recommended that the board delegate to the chair to appoint a hearings panel to hear any submissions received from the public notification process and to make a decision in that regard.

Consideration

Local board views and implications

10. Council staff sought input from the local board at the Community Facilities Workshop on 16 February 2017.

11. The Waitakere Ranges Local Board is the allocated decision making authority to approve a grant of a new community lease.

Māori impact statement

12. In accordance with the provisions of the Reserves Act 1977, consultation documentation has been provided to Kaitiaki representatives with an interest in the area. No objections were received.

13. There are no changes in use or operational activities being conducted on the land.

14. A community lease ensures that community facilities are well maintained, accessible and of benefit to all members of the community, including Maori.

Implementation

15. Provided there are no objections, the cost implication for Auckland Council is the public notification of the lease, estimated at $850.00. This cost will be borne by the Community Facilities department.

Attachments

No.	Title	Page
a ⇩	Site Plan for Glenora Eagles Softball Club Incorporated, Harold Moody Reserve, 44 Glendale Road, Glen Eden	163
b ⇩	Glenora Eagles Softball Club Incorporated Community Outcomes Plan	165

Signatories

Authors

Donna Cooper - Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

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

Waitākere Ranges Local Board

22 June 2017

Waitākere Ranges 2017/18 Local Economic Development Programme

File No.: CP2017/09887

Purpose

1. To approve the Waitākere Ranges local economic development programme for the 2017/18 financial year.

Executive summary

2. This report introduces the proposed 2017/18 financial year Local Economic Development Work Programme for the Waitākere Ranges Local Board.

3. The proposed work programme (Attachment A) comprises investment attraction for Glen Eden and development of a Maori youth entrepreneurship initiative.

4. The total value of the Local Economic Development programme is $20,000

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

Recommendation/s

That the Waitākere Ranges Local Board:

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

i) Glen Eden Investment Attraction ($15,000)

ii) Youth Entrepreneurship ($5,000)

Comments

Background

6. The 2017/2018 local economic development programme has been developed having regard to the Local Board’s priorities for local economic development set out in the draft Local Board Plan (2017).

7. Particularly relevant areas of focus contained within the Plans include revitalisation of the Glen Eden town centre and promoting youth employment, including ongoing support for the Hoani Waititi Marae programmes.

8. The proposed 2017/18 LED programme comprises the following activities:

Glen Eden Investment Attraction ($15,000)

9. The Local Board recognises the role of investment for driving economic growth and job creation. In 2017 an investment prospectus was developed for Glen Eden aimed at supporting a campaign to attract new residential and business investment into the area.

10. Attracting investment requires active market engagement and represents the focus of the next-stage of the investment attraction project. Using the newly-developed prospectus as the basis for engagement, a plan will be developed and implemented to market the Glen Eden ‘opportunity’ to prospective investors. It is likely this will be undertaken in consultation with relevant industry professionals and aim to leverage multiple marketing channels.

11. The process of attracting investment is expected to take time, requiring up-to-date collateral and a long-term approach. It will therefore be important to treat the prospectus as a ‘living document’ with regular reviews of the investment attraction plan.

12. The Board is recommended to commit $15,000 toward investment attraction activity in 2017/18.

Youth Entrepreneurship ($5,000)

13. This project aims to support local Māori youth to develop their creative and entrepreneurial capability. While still under development, one proposal is to deliver a series of meet ups or workshops to develop creative and entrepreneurial thinking amongst the area's Māori youth. The workshops may be expected to support participants interested in starting their own businesses, in addition to improving employment prospects more generally. Potential follow-on support for those interested in actually establishing a business or social enterprise would explored as part of the overall programme.

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

15. The project will support other work being delivered by the Empowering Communities Unit (ACE). The Waitakere Ranges Strategic Broker and ATEED Local Economic Development Advisor are in agreement that these projects are distinct but complimentary.

16. The ATEED project could equally apply to migrant youth and/or Māori youth, should the Board be interested in expanding the initiative’s target audience. That said, a similar project underway in the neighbouring Henderson-Massey Local Board (and which will potentially be delivered on the Marae) has a specific Māori youth focus due to a perception that this cohort has the potential to experience the greatest benefit. Aligning this project with the explicitly Māori-focused Henderson-Massey project would allow a larger and more impactful project to be delivered and will be explored in greater detail during the development of the Waitakere Ranges initiative.

17. ACE and ATEED intend to work closely on this alongside Youth Connections as well as the Māori Economic Development team at ATEED to ensure complementarity of these work streams.

Consideration

Local board views and implications

18. The Waitākere Ranges Local Board Plan has a particular focus its rich natural environment and community engagement and connection. Initiatives relevant to improving the area’s economic vitality include improving the prospects for young people and enhancing the Glen Eden town centre to attract investment and support existing businesses.

19. The proposed LED programme was presented to the Local Board at the 6 April 2017 workshop with agreement to provide further detail on the above proposed projects.

Māori impact statement

20. The Glen Eden Prospectus work has no specific Māori impact. However, the Local Board may wish to monitor the accessibility to Māori of any ‘affordable housing’ components to future residential developments. Similarly, investment promotion activity should actively engage Iwi and suitable Māori organisations. The Māori Youth Entrepreneurship initiative is aimed at supporting rangatahi with the potential for directly impacting work outcomes. The success of the project will depend heavily on Māori leadership and input to the project design and implementation.

Implementation

21. Following approval by the local board the Local Economic Development team at ATEED will begin to implement the programme. Any requirement for further scoping of the proposed activities will be undertaken and presented back to the local Board as required.

Signatories

Authors

Anthony Gibbons - Local Economic Development Advisor

Authorisers

John Norman - (Acting) Manager Local Economic Growth – ATEED

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

Attachments

No.	Title	Page
a ⇩	Waitākere Ranges ATEED Work Programme 17_18	169

Waitākere Ranges Local Board

22 June 2017

Waitākere Ranges Local Board 2017/2018 Community Facilities Work Programme

File No.: CP2017/09156

Purpose

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

2. To approve in principle the 2017-2020 Community Facilities Physical Works Programme for the Waitākere Ranges 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 Waitākere Ranges Local Board 2017/2018 Community Facilities Work Programme was developed using a combination of local board feedback, staff assessments of assets and key stakeholder input. Once this programme of work is approved, it will efficiently manage the creation and renewal of all Community Facilities assets and community leases.

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

· $1,628,019 of asset-based services capital funding

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

7. The local board were given the opportunity to discuss the draft work programmes for capital works, leasing and operational maintenance at a workshop on 6 April 2017. Following this feedback, an updated work programme was developed by staff and is provided in Attachment A. This report recommends that the board approves the 2017/2018 Community Facilities Work Programme and associated budget. This report also seeks approval for the 2017-2020 Community Facilities Physical Works Programme.

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

Recommendation/s

That the Waitākere Ranges Local Board:

a) approve the Waitākere Ranges Local Board 2017/2018 Community Facilities Work Programme as detailed in Attachment A

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

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

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

Comments

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

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

Community Facilities Department

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

Physical works programme

12. Investment in the capital programme will ensure that council facilities and parks open spaces in Waitākere Ranges 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 6 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 6 April 2017:

· Number of projects: 49

· Estimated cost for proposed projects: $1,628,019

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

· Number of projects: 56

Leasing work programme

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

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

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

Operational maintenance work programme

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

· increasing the long-term durability of Community Facilities assets

· improving the safety of Community Facilities assets

· ensuring the enjoyment of Community Facilities assets by the users

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

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

Consideration

Local board views and implications

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

25. The draft 2017/2018 Community Facilities Work Programme and the 2017-2020 Community Facilities Physical Works Programme were considered by the local board at a workshop on 6 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 Waitākere Ranges Local Board Plan priorities:

· Our unique natural environments are healthy and restored

· Thriving communities

· Public transport, cycling and walking are easy, safe and connected

· Revitalised town centres and urban villages

Māori impact statement

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

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

Implementation

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

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

Attachments

No.	Title	Page
a ⇩	Waitakere Ranges Community Facilities 2017/2018 Work Programme	189
b ⇩	Waitakere Ranges Community Facilities 2017-2020 Physical Works Programme	193

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

Waitākere Ranges Local Board

22 June 2017

Approval of 2017/2018 Waitākere Ranges local environment work programme

File No.: CP2017/09276

Purpose

1. To approve the 2017/2018 local environment work programme (totalling $361,100) for the Waitākere Ranges Local Board.

Executive summary

2. The Waitākere Ranges Local Board has identified an aspiration in their Local Board Plan 2014-2017 to achieve ‘our unique natural environments are healthy and restored,’ in their board area.

3. To give effect to this aspiration, the board has committed $361,000 in total to local environment development projects in their locally driven initiatives budget for 2017/2018 (resolution number WTK/2017/55). This funding includes:

· $2,000 for Bus subsidies for participation in education for sustainability

· $50,000 for Coastal and marine environment report

· $50,000 for West coast lagoons septic tank subsidy scheme

· $48,000 for Kauri dieback coordinator

· $100,000 for Waitakere weed action project

· $8,000 for Manukau Harbour Forum; and

· $103,000 for EcoMatters Environment Trust funding for the following projects:

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

o War on Weeds ($23,000)

o EcoWest Festival ($10,000)

o Community Nursery ($10,000)

o Love Your Neighbourhood ($10,000)

o Love Your Place Awards ($5,000)

o Plastic Bag Campaign ($5,000)

o Project Homewise ($5,000)

· $614,925 for Septic tank pump-out programme

4. As noted above, eight projects ($103,000) will be provided by the community organisation EcoMatters Environment Trust.

5. To deliver on this budget, a draft work programme was discussed at a workshop with the board on 6 April 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.

6. The board has $614,925 of asset based services opex for the septic tank pumpout programme funded from targeted rates.

7. The board also invests in two initiatives delivered by Infrastructure and Environmental Services staff, community weed bins and long-tailed bat projects. Both of these projects are funded from asset based services opex funding for the Waitākere Ranges Heritage Area. They will be the subject of a separate work programme allocation report that is expected to be presented to the board in July 2017.

8. With the septic tank subsidy scheme project, it is recommended that the scheme is run again in 2017/2018 as follows:

· Property owners in the lagoon catchments can apply for a subsidy for 50 per cent of the cost of any significant improvement of their septic system, up to a maximum of $5,000. The definition of ‘significant upgrade’ should be consistent with those developed for the voluntary targeted rate pilot to replace or upgrade failing septic tank systems (resolution number GB/2016/1).

· the subsidy should only be open until 30 December 2017. This will create time pressure for people to take up the offer, should encourage upgrades of systems before summer and will allow plenty of time to reallocate the funding if uptake is low.

Recommendations

That the Waitākere Ranges Local Board:

a) approve the allocation of $361,000 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;

Project	Budget
Bus subsidies for participation in education for sustainability	$2,000
Coastal and marine environment report	$50,000
West coast lagoons septic tank subsidy scheme	$50,000
Kauri dieback coordinator	$48,000
Waitākere weed action project	$100,000
Manukau Harbour Forum	$8,000
EcoMatters Environment Trust funding	$103,000
Total budget	$361,000

b) note that with the funding of $103,000, EcoMatters Environment Trust will deliver the following projects:

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

o War on Weeds ($23,000)

o EcoWest Festival ($10,000)

o Community Nursery ($10,000)

o Love Your Neighbourhood ($10,000)

o Love Your Place Awards ($5,000)

o Plastic Bag Campaign ($5,000)

o Project Homewise ($5,000)

c) approve the septic tank subsidy scheme to allow property owners in the west coast lagoon catchments to apply for a subsidy for 50 per cent of the cost of any significant improvement of their septic system, up to a maximum of $5,000, and that this subsidy will only be open until 30 December 2017.

d) note the allocation of $614,925 of asset based services opex for the septic tank pump-out programme.

Comments

9. To deliver the local board plan outcome of ‘our unique natural environments are healthy and restored,’ the board allocated $361,000 of its locally driven initiatives budget and $602,868 of its asset based services opex budget to support the delivery of a local environment work programme in 2017/2018.

10. Staff met with the board at a workshop on 6 April 2017 to discuss the options for allocation of this local environment budget and to develop a work programme for 2017/2018

11. Based on these discussions, it is recommended that 15 projects be delivered as part of the board’s local environment work programme in 2016/2017. A brief description and key deliverables of each of these projects is provided below.

Bus subsidies for participation in education for sustainability ($2,000)

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

13. A barrier to accessing the programmes at these experience centres is the cost of providing transport. Local funding of $2,000 will enable a larger number of Waitākere Ranges schoolchildren to participate in environmental education by covering the costs of bus travel.

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

Waitākere weed action project ($100,000)

15. To achieve the key initiative from the board’s plan ‘native biodiversity flourishes in our forests, coasts, streams and marine areas’. It specifically identifies the need to take ‘an integrated approach to the control of weeds and pests.’ This project directly supports the work being undertaken on regional parkland.

16. The local board commissioned a weed plan to guide weed management in the area. This plan outlined strategic priorities, such as the need for control of climbing asparagus on privately owned land in priority sites like Piha, Karekare and Huia. Climbing asparagus is an ecosystem transforming pest plant - smothering desirable plants and preventing regeneration. It is becoming an increasing issue within the regional park with infestations associated with human settlement. Weed management was occurring on the park but not on private land. Birds can spread seed up to one kilometre from a mature fruiting plant, so without a whole of landscape approach this pest plant will continue to threaten the high biodiversity values of the Waitākere Ranges.

17. This is the fourth year the board are supporting funding for this project. The local board funded $46,000 in 2014/2015, and $104,000 in 2015/2016, and $100,000 in 2016/2017 towards a weed management project with a focus on control of climbing asparagus on privately owned property in Huia, Karekare and Piha.

18. To date, a total 498 individual properties (of 834 total properties) have been given permission to survey and of those properties surveyed 57% have had climbing asparagus.

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

· Reduction in weed volumes and maturity at sites receiving weed control in ecologically significant areas of the Waitākere Ranges

· More landowners involved in weed control on privately owned properties in the three target areas of Piha, Karekare and Huia

· Behaviour change triggered by communities understanding that we have a shared responsibility to manage environmental weeds in the Waitākere Ranges Heritage Area.

20. In previous years, regional funding has also been made available through the strategic weed initiative budget. Subject to future funding approval, further funding of up to $45,000 may be committed in 2017/2018 to progress control of climbing asparagus on specific larger properties in Huia, Karekare and Piha.

Coastal and Marine Environment project ($50,000)

21. To achieve the key initiative from the board’s plan ‘the Manukau Harbour is recognised and valued as a significant cultural, ecological and economic asset, and through integrated management has a rich and diverse marine and terrestrial environment that is able to be enjoyed by all.’

22. The board’s plan also notes that ‘native biodiversity flourishes in our forests, coasts, streams and marine areas’. It specifically identifies the need to improve the water quality in our west coast lagoons and Manukau Harbour, as well as the particular threat to the Maui’s Dolphin population – the world’s rarest dolphin.

23. In addition to this, the local area faces a number of issues in relation to the quality of the marine environment, in coastal, shore, near-shore and off-shore zones, and the board has, through consultation on the Local Board Agreement 2016-2017, identified that it would like to place greater emphasis on the local marine environment.

24. To support this, in 2016/2017 the board funded $50,000 for the development of an information report setting out the current state of the Waitākere Ranges marine and coastal environments. The final report, which will be completed in June 2017, will include:

· Existing information on the current state of the coastal and marine environment, including executive summary

· Gaps in this information

· Causes of degradation

· Current community actions in place

· Gaps in appropriate interventions

· Human safety and recreational aspects

· The report is to be presented using complementary infographics and visual images.

25. The board have allocated a further $50,000 of funding in 2017/2018. This funding will support:

· Community engagement in the form of community hui on issues of interest identified in the Coastal and Marine Environment report; and

· Development of an action plan to implement initiatives arising from stakeholder engagement and opportunities identified in the Coastal and Marine Environment report.

26. At the time of writing this report, the Coastal and Marine Environment report has yet to be released in its final form. Once the report has been released, the board will be consulted on topics for community engagement at community hui. A workshop will be arranged with the board to discuss this early in the financial year.

Septic tank subsidy scheme ($50,000)

27. To achieve the key initiative from the board’s plan ‘native biodiversity flourishes in our forests, coasts, streams and marine areas’. It specifically identifies the need to improve the water quality in our west coast lagoons and the Manukau Harbour.

28. To deliver on these aspirations, the board funded a ‘west coast lagoons septic tank upgrade subsidy’ scheme. In 2015/2016 the board funded $50,000 to facilitate property owners in the west coast lagoons catchment areas of Karekare, Piha, North Piha and Bethells (Te Henga) to apply for a subsidy of up to $2,500 from the board to assist in upgrading their septic tank systems from pump-out or secondary to tertiary level systems. The subsidy amount available to each applicant was later increased from $2,500 to $5,000 (resolution WTK/2016/18). In 2016/2017 the board allocated additional funding of $50,000 to continue the septic tank subsidy scheme, allowing home owners to apply for a subsidy of up to $5,000 from the local board to assist in upgrading their septic tank systems. (resolution number WTK/2016/89).

29. There were six successful applications in 2015/2016. There was one application from Karekare, one from Piha, one from North Piha and three from Bethells. In 2016/17 there were 10 successful applicants; three from Bethells; two from Karekare; and five from Piha. No applications were received from North Piha.

30. With the increased uptake of the subsidy this year, it is recommended that the $50,000 grant fund to encourage septic tank owners to upgrade their systems be continued in 2017/2018. The voluntary targeted rate pilot (Retrofit your Septic Tank) (where owners can borrow the cost of upgrading their septic system and pay it back through their rates) was launched to local elligable residents in February 2017 and the potential to combine the incentives may generate further interest.

31. Staff recommend that the subsidy scheme is run again in 2017/2018 with the following changes:

· Property owners in the lagoon catchments can apply for a subsidy for 50 per cent of the cost of any significant improvement of their septic system, up to a maximum of $5,000. The definition of ‘significant upgrade’ is as defined in the voluntary targeted rate pilot.

· the subsidy should only be open until 22 December 2017. This will create time pressure for people to take up the offer, should encourage upgrades of systems before the summer swimming season and will allow time to reallocate the funding if uptake is low.

32. It is noted that there were some unexpected issues in the current year where several applicants were undertaking major renovations that may have required them to upgrade their septic systems. The current criteria are silent on this matter. It is proposed to leave the criterion as it is, as those who are required by a notice to fix are currently eligible for the subsidy.

33. If the full budget of $50,000 is not expended by the end of 22 December 2017, it will be discussed with the board in January 2017. An option could be to extend the area of eligible home owners for the subsidy to other parts within the board’s area or the board may wish to reallocate this budget to other projects.

Kauri dieback coordinator ($48,000)

34. To achieve the key initiative from the board’s plan ‘our unique natural environments are healthy and restored: Native biodiversity flourishes in our forests, coasts, streams and marine areas.’ In addition the board also identified an aspiration that ‘our kauri forests are protected from the threat of kauri dieback.’

35. To achieve this, the board identified employing a kauri dieback coordinator as a key initiative which they would commit $45,000 annually (adjusted for inflation) to over the life of the local board plan from 2014-2017.

36. In 2017/2018 the key responsibilities for the Kauri Dieback co-ordinator will include:

· Maintain and develop volunteer advocacy by supporting existing community groups and interested individuals undertaking kauri dieback engagement.

· Engage community groups, including Forest and Bird Society, and Residents and Ratepayers associations, in the kauri dieback programme.

· Engage landowners and community groups through seminars and workshops to provide information on kauri and disease management options.

· Engage schools throughout the Waitākere Ranges Local Board area and assist the delivery of the education resource in these areas

· Assist with kauri dieback liaison and or raising awareness at events throughout the Waitākere Ranges Local Board area.

· Link into the board’s community programmes and pursue other opportunities where kauri dieback and forest health are relevant supporting messages.

· Advocate cleaning station use by park users at high risk locations over the summer period.

· Where appropriate, implement surveys to determine levels of awareness and actions available to prevent the spread of the disease.

· Develop opportunities to talk with communities of interest

· Build school and community awareness through creative approaches to education.

· Engage with the public providing guidance on tree and forest ecosystem health; and

· Provide advice, resources and support to keep kauri trees healthy.

Manukau Harbour Forum ($8,000)

37. The board agreed to reform the Manukau Harbour Forum at its 27 April 2017 meeting (resolution number WTK/2017/46). 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.

38. 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.

39. 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 ($103,000)

40. A key initiative in the board’s plan is ‘partnering with community organisations.’ To achieve this initiative, the board has a relationship with the community organisation EcoMatters Environment Trust to deliver a number of environmental projects in the board area. These projects are listed in Table Two, 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 ($35,000)

Funding will support the operation of EcoMatters Environment Centre, including staffing 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 advice, information and support is available via phone, email, website and visits

· Evaluations of activities indicates 80 per cent satisfaction with service

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

· The Waitākere Ranges 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

War on Weeds ($23,000)

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

· Weed bins continuously available at 12 locations in Waitākere Ranges Local Board throughout March 2018 (includes the six permanent weed bin locations).

· The following information to be provided at completion of project:

· Weight of weeds collected

· Number of bin turnovers

EcoWest Festival ($10,000)

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 Waitākere Ranges Local Board area

· Sustainability practices are demonstrated in all aspects of the organisation and delivery of the festival

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

· EcoWest Festivals demonstrate what they preach 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

Community Nursery ($10,000)

Establishment of community nurseries is supported and advice is provided to the community on how best to establish and maintain these.

· Minimum of 2,500 native plants germinated and potted on for future planting.

· Minimum of 2,000 native plants available for community planting projects within the Waitākere Ranges Local Board area (plants generated from this initiative in the 2016/2017 financial year).

· Provision of nursery advice to community groups and interested parties to assist projects to establish new nurseries.

Love Your Neighbourhood ($10,000)

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

· A minimum of 16 assistance requests supported

· Waitākere Ranges 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 at completion of 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.

Love your place awards ($5,000)

Funding to support biennial environmental champion recognition awards that will specifically be for board constituents. The awards will recognise volunteer work in the environment.

· Preparation work completed for event to be held in September 2018, including refining the communications plan and collateral, promotion of the nominations process, securing the venue, shortlisting of nominations against awards criteria, commissioning manufacture of the physical awards to be provided to participants, and generating funding and/or support from other sources.

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

· The following information to be provided at completion of the 2017/2018 components of the project:

· Number of nominations of acceptable quality received for each award category

· Number of invitees that attended

· Funding and or support from other sources received for the awards event.

Plastic bag campaign ($5,000)

Engage and support individuals, businesses, schools, and community groups to adopt alternatives to plastic bags.

Work cooperatively with existing community initiatives

· Increased community awareness about the issues relating to the use of plastic bags

· A discernable “plastic bag-free” campaign brand for the Waitakere Ranges Local Board area.

Project HomeWise ($5,000)

Workshops delivered across the local board area, and particularly targeted at ethnic communities and vulnerable households, to be provided on topics such as:

· Waste minimisation

· Water saving

· Energy efficiency

· Sustainable living

· A minimum of three workshops will be delivered.

· Evaluations of workshops indicates 80 per cent 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

· Number of groups engaged

Table One: Key deliverables for Waitākere Ranges projects delivered by EcoMatters

Septic tank pump-out programme ($614,925 asset based services opex)

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

42. Within this local board area, there are an estimated 3510 households that pay a targeted rate for maintenance of rural sewage systems. These households are visited regularly (every three years) to have their tanks pumped out and cleaned.

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

44. In 2016/2017 funding of $602,868 was received for this programme. In 2017/2018, a further $614,925 will be received for this programme.

Consideration

Local board views and implications

45. The projects noted above align with the local board plan outcome ‘our unique natural environments are healthy and restored.’

46. The draft work programme was discussed with the board at a workshop on 6 April 2017, where the board indicated its support of the proposed projects.

Māori impact statement

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

48. Table Three 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.
Waitākere weed action project	Specific consultation and engagement with mana whenua has not been carried out for this project. However, it is recognised that management of weeds in the Waitākere Ranges is of significance to mana whenua in their role as kaitiaki of natural environments.
Coastal and Marine Environment project	No direct engagement or consultation with Māori is required for the delivery of this programme. However, it is recognised that improving the health and mauri of marine and coastal areas is of key importance to mana whenua in their role as kaitiaki of Auckland’s natural environment.
Septic Tank Subsidy Scheme	It is recognised that improving the health and mauri of waterways is of key importance to mana whenua in their role as kaitiaki of Auckland’s natural environment. Te Kawerau a Maki and other iwi have regularly expressed the importance they place on healthy waterways and, in particular, the need to prevent them being contaminated with human waste. Te Kawerau a Maki are represented on the steering group for the west coast lagoons project and have endorsed the draft action plan to clean up the lagoons, which includes this subsidy proposed by the board.
Kauri dieback coordinator	As an iconic native New Zealand tree the survival of kauri is of key importance to mana whenua in their role as kaitiaki. Mana whenua are engaged in the national kauri dieback programme and are working directly with council on the regional kauri dieback management strategy. The kauri dieback co-ordinator will support delivery of this work by council staff.
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.
Septic Tank Pumpout Programme	No direct engagement or consultation with Māori is required for the delivery of this programme. However, It is recognised that improving the health and mauri of waterways is of key importance to mana whenua in their role as kaitiaki of Auckland’s natural environment.

Table Two: Environment and development projects and Māori Outcome Assessment

Implementation

49. If approved, the septic tank subsidy scheme will only be open until 30 December 2017. If the full $50,000 is not expended by this time, options will be presented to the board.

50. Weed control and planting projects often require ongoing funding in future years. Council’s local and sports parks department has advised that there is limited funding in future years for maintenance of new planting. Future work programmes may include a recommendation to fund this maintenance from the board’s locally driven initiatives budget.

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

Attachments

No.	Title	Page
a ⇩	2017/2018 Waitākere Ranges local environment work programme	209

Signatories

Authors

Candice Ho - Relationship Advisor

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

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

Waitākere Ranges Local Board

22 June 2017

Funding agreement for EcoMatters Environment Trust – Waitākere Ranges

File No.: CP2017/09277

Purpose

1. To approve future funding and the terms of the funding agreement between EcoMatters Environment Trust and the Waitākere Ranges 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 Waitākere Ranges 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.

Recommendation/s

That the Waitākere Ranges 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 $103,000 for 2017/2018 has been considered as part of the approval of the 2017/2018 Waitākere Ranges local environment work programme at the board’s meeting on 22 June 2017

c) approve funding for EcoMatters Environment Trust of $103,000 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 ‘our unique natural environments are healthy and restored.’

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 Plastic Bag Campaign for the Waitākere Ranges.

12. A brief description of the projects and key deliverables EcoMatters will deliver for the Waitākere Ranges Local Board area in the 2017/2018 financial year are outlined in Table One of the Approval 2017/2018 Waitākere Ranges local environment work programme item on the board’s 22 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 workshop on local environment work programmes on 6 April 2017. A memo on the proposed three year funding agreement was also sent to the board on 11 May 2017, providing an opportunity for their feedback by 18 May 2017. The board Chair expressed his support for the opportunity to form a three-year funding agreement with EcoMatters in principle, subject to discussion of the issue at a meeting of the board.

40. The Whau and Henderson-Massey 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

41. 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

42. 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.

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

Attachments

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

Waitākere Ranges Local Board

22 June 2017

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

File No.: CP2017/08285

Purpose

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

Executive summary

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

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

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

Recommendation/s

That the Waitākere Ranges Local Board:

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

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

Comments

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

6. Staff discussed the scope of the Parks, Sport and Recreation draft Annual work programme 2017-2018 at a workshop with the local board on 6 April 2017.

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

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

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

Budget types contributing to the Parks Sport and Recreation work programme

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

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

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

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

Consideration

Local board views and implications

14. The Waitākere Ranges local board provided feedback on the proposed Waitākere Ranges Parks, Sport and Recreation draft Annual work programme 2017-2018 at a workshop on 6 April 2017. Feedback from this workshop has informed the draft programme included as Attachment A.

Māori impact statement

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

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

“(1) A local authority must—

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

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

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

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

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

19. Waitākere Ranges local board will progress early conversations as part of it relationship development with mana whenua

Implementation

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

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

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

Attachments

No.	Title	Page
a ⇩	Waitākere Ranges Local Board PSR draft AWP 2017-2018	223

Signatories

Authors

Lynda Lucas - Programme Specialist

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

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

Waitākere Ranges Local Board

22 June 2017

Project 17: Auckland Council Maintenance Contracts

File No.: CP2017/11769

Purpose

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

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

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

Executive summary

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

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

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

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

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

Recommendation/s

That the Waitākere Ranges 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.

Attachments

No.	Title	Page
a ⇩	Community and workforce measures (smart procurement)	235
b ⇩	Full facilities service specifications	237
c ⇩	Asset list	279

Signatories

Authors

Kate Marsh - Financial Planning Manager - Local Boards

Authorisers

Rod Sheridan - General Manager Community Facilities

Karen Lyons - General Manager Local Board Services

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

Waitākere Ranges Local Board

22 June 2017

Chairperson's report - June 2017

File No.: CP2017/12064

Watercare

1. The Watercare board has decided that the site of the new water treatment plant will be in Woodlands Park and Oratia has been excluded from further consideration.

2. I attended the board meeting where the decision was made. Watercare's chairperson Margaret Devlin added three riders to the draft resolutions considered by the Board. Watercare is to seek to minimise environmental damage, it is to lodge the application for a resource consent through Council so that the opportunity for local people to have a say is maximised and there is to be enhanced consultation with the local community.

3. These concessions in my view are helpful and an improvement on the original resolutions. If the plant does proceed then the minimisation of environmental impacts and the involvement of local views are vital.

4. The local Woodlands Park community is very energised about the proposal and I would not expect anything less. A recent meeting that I spoke at where there were 250 people present is a testimony to this.

5. Like the Oratia community they are passionate about the place they live in and they want to protect it. The thought of a large industrial complex being built in their neighbourhood is an anathema to them. And they are worried not only for the environment but how Titirangi's fragile streets are going to handle large trucks and construction crews.

6. The way I see it there are two possible outcomes:

· Construction of the new site in the designated location with efforts put into minimising adverse effects.

· Watercare going back to the drawing board and starting the process again.

7. To be honest I do not think that option 2 is likely although the design work currently being conducted could show that the site is much more problematic than originally envisaged. If there is a potential cost blow out then rebuilding the original plant may be financially feasible.

8. Much as I would like Watercare to find some smart solutions that will result in no bush clearance happening I do not think this will happen. Clearly Auckland's population growth and the ageing nature of the plant mean that a replacement plant is almost inevitable and needed soon. Watercare will want to go ahead with the current proposal. The optimal result for the local community may be to attempt to affect the design to minimise environmental damage and disruption.

9. The local community will need to make a call on if this is what it wants to achieve and if so what is the optimal approach.

10. And what of the proposal? Preliminary designs suggest that the plant could occupy much of the new plant and two planned reservoirs will require bush near to Exhibition Drive to be cleared.

11. There is cleared area and bush of low quality that I have no difficulty with being built on. But the good quality bush which forms part of Clark's bush walk and provides a buffer to neighbouring houses should in my mind be avoided at all costs as should the forest near Exhibition Drive where one of the reservoir tanks is currently planned to be.

12. This can be achieved by smart design. As much of the existing site should be recycled. For instance the settlement ponds could be retained and replaced on the existing site if this sort of technology is going to be continued with. Staged development will allow the existing plant to continue to function, the new plant built, then replacement of existing settlement ponds by new ponds constructed in the spare land that will become available on the existing site.

13. What do I think personally about the proposal? My starting point is that the Waitakere Ranges Heritage area is a special place and should be protected at all costs. I live near Woodlands Park and I walk on Exhibition Drive regularly. The high quality native bush and trees make the area a special place to live in. Any clearance should be avoided at all costs.

14. Besides environmental considerations there are very practical reasons for the bush to be preserved. Most of Titirangi is stability sensitive. We cut trees and clear bush at our peril. And the roads are fragile.

15. My view of the role of the local board is that we need to advocate and express the views of our communities to Auckland Council and the Council controlled organisations. This means that we need to make clear to Watercare the views of the Woodlands Park community.

16. I have acted as something of a go between between local residents and Watercare. My preference is that the dialogue continues. The campaign run by the Oratia community shows how a smart well targeted campaign can achieve good things.

Housing

17. I recently met with Ted Manson who is behind the organisation that is constructing the two tower apartment blocks in Glen Eden. Ted is a rarity in these times. He is clearly a successful businessman. But he wants to achieve good and I am convinced that he is motivated by the best of intentions in seeking to build these apartment houses. His description of the project shows there is a great deal of charity involved in the proposal.

18. We do need every dwelling we can get. The housing crisis is a scourge on Auckland. Having kids whose families have jobs with no choice but to live in cars is not the sort of New Zealand I want us to have. And the effect of the crisis is wide. Families living in crowded sub standard conditions blights the future potential of our young ones. Paying exorbitant amounts in rent means that many basics which should be guaranteed are not happening. And having a society where teachers struggle to pay the rent but can never dream of owning their own property is just wrong.

19. So Ted’s project is important. We do however have to make sure that these developments have a positive effect on the surrounding area. A compact urban form is a good thing as long as it is a good quality urban form.

20. And there is a virtue in building around our transport nodes. Developments such as these mean that we can avoid the pressure to build into the foothills of the Waitakere. And they make our city more carbon neutral in that they lessen the need to drive private cars.

21. The details of the project are that it will comprise 169 units about 60% of which will be community housing. There will be a building manager and Compass has been engaged to provide social services for those in the buildings that need them. The building will also use modern security techniques.

22. The practical details of the construction are that it will start in about a month’s time and should be finished in April 2019. Demolition of the existing buildings is already occurring. There will be a peak workforce of 150 people. I urged Ted to make sure that there was parking provided so that the effects on the surrounding area were minimised and he said that he would do this.

23. The local board also met recently with Housing Corp who is planning a six story building on Wilson Road. The plan is that the building will house older adults. These buildings will mean a great deal of change will happen to Glen Eden. The Board will work to make sure that Glen Eden is ready for this change.

Consultation - Waitakere Ranges Local Board Plan

24. The board has released for consultation its draft Local Board Plan. The intent of the finalised plan is to set out publicly what we hope to achieve over the next three years.

25. Six areas are set out in the draft. We wish to actively protect the Waitakere Ranges Heritage area, to protect and enhance our unique natural habitats, we want our communities to celebrate their distinct identities, we want local people to experience local arts and culture and recognise our heritage, and we intend that our urban centres are enjoyable places to be and that community spaces and recreational facilities meet local needs and are easy to get to.

26. Local feedback is really important to us. We want to see if residents agree with the priorities and to identify anything that we may have missed.

27. Feedback can be provided via the Shape Auckland website (http://shapeauckland.co.nz/).

Waitakere Ranges Heritage Area 5 yearly report

29. The preparation of a monitoring report of the Waitakere Ranges Heritage Area every 5 years is a statutory requirement under the Waitakere Ranges Heritage Area Act 2008. Under section 34 Council is required to monitor the state of the environment in the heritage area, the progress made towards achieving the objectives, and the funding impact arising from activities to be taken to give effect to the Act.

30. It is a chance for us all to take a breather and to work out if there is something we need to do for our beloved Waitakere Ranges to make sure their health remains viable. I believe the Act has a profound effect on the people living out west. Locals are very proud to live in the heritage area.

31. The second monitoring report is now in the process of being prepared. It is a very significant report. The first report 5 years ago presented a snapshot of the state of the Ranges. This report will show if things are improving or getting worse. An initial community meeting for feedback has been held. The report is expected to be completed by April next year which will also mark the 10th anniversary of the passing of the Act.

World Record!

32. One of the more fun duties I have had recently was to be the official witness of an attempt by local primary schools to create a new Guinness World record for the most people forming the shape of a bicycle. I am glad to say that the attempt succeeded and the previous record was smashed with the new record now standing at 1,799.

33. Here is an aerial photograph to give you an idea of the size of the feat:

34. And here is Kathryn King, the Auckland Transport Manager responsible for walking and cycling who sponsored and organised the event, and some of the very happy world record holders.

Matariki Festival

35. Matariki is developing into an important local festival. It is the date accepted as the Maori New Year. This is the time when the constellation known as Matariki or the Pleadies appears. For Maori it is a time to reflect on what has happened during the previous year and to also make plans for the year ahead.

36. Out west we had a very successful Matariki celebration at Arataki recently. A number of activities were coordinated. One of them was a photography contest where residents were invited to submit photographs of the Forest, Sky or Sea.

37. The contest was very successful with over 700 entries being submitted.

38. I judged the entries in the The Forest – Te Ngahere category. It was a difficult job. A total of six photographs had to be selected out of a total of 193 entries and there were many superb shots. I managed to create a shortlist of 20 and then had to brutally rule out some exceedingly good photographs to reach the required number.

39. The winner of Te Ngahere was Piha resident Heidi Paladin for this beautiful photograph of a Tui.

40. The other categories were the Water – Te Wai and the Sky – Te Rangi.

41. Overall winner was Martin Sercombe with this outstanding shot.

42. Clearly the Waitakere Ranges provides artistic inspiration to local photographers. Hopefully this competition will become an annual event. And congratulations to Glenn Browne and the team at Arataki for the wonderful festival which will I am sure become a permanent part of the local events calendar.

Waitakere Ethnic Board

43. Steve Tollestrup, Denise Yates and I attended their recent AGM. WEB has been in existence for a number of years and performs many important roles in relation to ethnic matters particularly in relation to new settlers. The executive members introduced themselves to the meeting and they present a tremendous range of skills and backgrounds. I wish them well for their work ahead and look forward to meeting with them to see how the board can assist them with their efforts.

Glen Eden’s Cistine Chapel

44. The Glen Eden Business Improvement District, with the assistance of a grant from the Mayoral fund, commissioned local artist Heathermeg Sampson to part a mural on the side of Paul Borich’s pharmacy in Glen Eden. The work is outstanding and a tribute to Heathermeg’s talent. She managed to use intricacies and features of the building and environment to beautify what was otherwise a rather dull area. Congratulations to Heathermeg and I recommend everyone should check it out. It is immediately adjacent to 258 West Coast Road if you want to see it.

Recommendation/s

That the Waitākere Ranges Local Board:

a) receive the Chairperson’s report.

Attachments

There are no attachments for this report.

Signatories

Authors	Tua Viliamu - Democracy Advisor
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Waitākere Ranges Local Board

22 June 2017

Portfolio update - Member Steve Tollestrup

File No.: CP2017/11935

Purpose

1. This report provides an opportunity for Member Steve Tollestrup to give an update with regards to activity within his portfolio areas.

2. Portfolio holders are responsible for leading policy development in their portfolio area, proposing and developing project concepts, overseeing agreed projects within budgets, being active advocates, accessing and providing information and advice.

3. Member Tollestrup has lead for the portfolios of Community Development, Economic Development, Place-making/Urban Renewal, Ethnic, Peace and Safety.

Executive Summary

Glen Eden Business Prospectus

4. I am looking forward to the official launch of the Local Board’s Glen Eden Business Prospectus in July. The Prospectus is part of an overarching Glen Eden Town Centre initiative that includes attracting new business, ensuring upgraded amenity, improved accessibility, continued focus on local safety and pleasing village character.

5. It will be used to attract new business targeting small scale developers and investors, business start-ups, commercial real estate providers and council economic development specialists. The prospectus is particularly mindful of the need for greater retail variety and innovative business ventures that support community aspirations for an attractive and compact town-centre.

Homeless and Housing

6. I met with Nan Roman at a small gathering of community and council staff to discuss our present housing crisis. Nan Roman is visiting New Zealand to speak at the Community Housing Aotearoa IMPACT conference and to meet with political and community leaders to support New Zealand efforts to reduce and ultimately end homelessness in this country. Nan Roman is President and CEO of the National Alliance to End Homelessness, a public education, advocacy, and capacity-building organization.

7. While the US homeless crisis is different in both scope and context from NZ and Auckland, it was valuable to hear from her what is working effectively. These take-aways include the emphasis on accommodation first before initiating wrap around services, an emphasis on high needs homeless first and the value of shared data to pinpoint successful responses and individuals most at risk in order to have mechanisms in place before homelessness occurs.

Working group on local homelessness

8. We had our first Working group meeting of the year on local homelessness to discuss and share initiatives and trends. Anecdotal and observational evidence of street homeless seem to indicate many homeless have moved to other locations. However overcrowded accommodation, use of garages and families (generally single parent) living in cars remains unacceptable. The meeting heard from the Housing First a new Initiative in west Auckland and also offered a number of opportunities for those attending to link aligned services. This was especially noted with several support services working with landlords prepared to provide low cost and fair rental options.

9. It was agreed that a sub-group meeting of faith-based providers could be helpful to align further shared services particularly around food-banks and hot-meals as well as emergency accommodation.

Waitakere Family Violence Task Force

10. The taskforce is made up of representatives from police, government agencies, local government and community groups and services, and meets quarterly throughout the year.

11. The June Task Force meeting had a presentation from Oranga Tamariki – Ministry for Vulnerable Children Auckland, about the goals of the new initiative. Replacing CYFs Oranga Tamariki will take a broader view to include children who are at significant risk of harm now or into the future. This may be as a consequence of their family environment, and/or their own complex needs, and include young people who have offended or may offend in the future. The new Ministry will focus on five core services which include: Prevention services, Intensive Intervention services, Care Support services, Youth Justice services, Transition Support services.

12. The Task-force meeting also supported Waitakere’s Anti-violence Essential Services (WAVES) submissions to the Family and Whanau Violence Legislation Bill 2017 that raised concern in three particular areas.

· Adequate resourcing and funding for community agencies applying for protection orders on behalf of victims.

· Improved funding for access to services for perpetrators who voluntarily seek to address issues of violence but are not referred through the courts.

· Increased deterrent sentencing raised from the maximum 2 years at present.

Safety

13. The Glen Eden Safety Hub has had its funding extended for a further year. I’m pleased that an improved Community Constable roster system is now displayed weekly at the Hub giving greater assurance of when our Community Constable Heber Gasu is available.

14. Police mobile unit was in Glen Eden May 30^th to support safety and public crime prevention awareness. The police also were there in support of recruitment for Community Patrols New Zealand. Recruitment to CPNZ seemed to be doing well while I visited, with a number people signing up for further information on becoming a member.

15. Following an armed hold-up of the Waitakere Village Dairy I made contact with the owner to discuss how he felt about the level of support and service he received from the Police and whether he required any further support. He was very satisfied with the efforts of the police and appreciated the additional contact and support from the Local Board.

Ethnic Communities

16. I attended the Waitakere Ethnic Board Community Action Plan launch at the end of March. The sense of vulnerability, especially among small dairy owners is high and certainly deserves central and local government attention. The Action Plan is based on consultations across ethnic communities and their leadership to pinpoint salient issues of concern and action. These included Personal and business safety, youth crime and truancy, Family violence, Road safety and the establishment of an ethnic wardens group.

17. I also attended the Waitakere Ethnic Board with Chair Greg Presland and Member Denise Yates. The AGM received accounts for the year ended as well as the election and appointment of officers and its new board. The guest speaker was Tayyaba Khan, Manager Community Engagement from the Office of Ethnic Communities highlighting the role of the office and opportunities for grants funding.

30^th anniversary NZ Nuclear free policy

18. I was pleased to open a display at Glen Eden Library recognizing the 30^th anniversary of New Zealand’s Nuclear Free policy and the adoption two decades later of Auckland as a Peace City. Subsequently I attended the May 11th official Mayoral unveiling of a commemorating plaque at Auckland domain. Both the Nuclear free policy and the Auckland Peace City declaration are important and clear presentations of solidarity with global peace movements in a world increasingly armed and belligerent.

Manukau Harbour Forum

19. Attended the Manukau Harbour Forum Symposium as a back-up delegate for Deputy Chair Saffron Toms to increase my understanding of this important forum for the protection and restoration of the Manukau harbour, its coast and biosphere.

Henderson Valley School Pump Track

20. Attended and spoke at the opening of the Henderson Valley Primary School bike pump track. A fantastic facility and resource not only for the students but residents of the Valley as well. I took the opportunity to walk the course and noted the varying levels of difficulty.

Guinness World Record

21. Chair Greg Presland and I attended the world record breaking attempt of West Auckland students creating the largest number of students making the shape of a bicycle. Held at Glen Eden Intermediate it smashed the UK record made just last month of 1200. West Auckland managed 1799. Makes up for the cricket loss!!

Best of the West Arataki

22. Attended the opening of Arataki’s ‘Best of the West’ focusing on the film industry and its productions set or partially filmed in the ranges such as ‘Hunt for the Wilderpeople.’. A small but fascinating display.

Combined Residents and Ratepayers

23. Attended the combined Waitakere Ranges Residents and Rate-payers meeting. These meetings are especially useful in bringing together the various R/R groups to share initiatives and collaborate on policies and providing direction to the local board. The latest R/R provided an opportunity for the presentation of Regional Park design guidelines as well as to receive feedback on the three-year draft local board plan.

Henderson Valley Residents Association (HVRA)

24. Attended the HVRA monthly meetings. Two particular areas have been raised.

25. Due to road works Mountain Rd has had a 24/7 closure that meant students and commuters west of the closure had to detour via Scenic Drive and Swanson, which meant for school drop offs an extra 40 kms of daily travel. Working with Auckland Transport and Cr Penny Hulse we have managed to have an early morning window for travel and a shuttle bus provided to get students back and forth from the primary school to an agreed parent pick-up. The road is now open 5.30Pm – 7.30 am and all-day Sunday.

26. HVRA has requested that Vale Park one of our Local Board ‘Pocket Parks’ be provided with a picnic table as an amenity for local community. The Local Board is considering how best to advance this.

Western Cluster Citizenship

27. I have been honoured as a member of the local board to be present and officially participate in our West Auckland citizenship ceremonies. I am always delighted by the diversity of people making the decision to become citizens. Presently Auckland is rated fourth in the world only behind Dubai, Toronto and Brussels for the percentage of people born outside the country of residence.

Recommendation/s

That the Waitākere Ranges Local Board:

a) receive the portfolio update from Member Steve Tollestrup.

Attachments

There are no attachments for this report.

Signatories

Authors	Tua Viliamu - Democracy Advisor
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau

Chairperson	Greg Presland
Deputy Chairperson	Saffron Toms
Members	Sandra Coney, QSO
	Neil Henderson
	Steve Tollestrup
	Denise Yates, JP

No.	Title	Page
a ⇩	Workshop Record - 18 May 2017	317
b ⇩	Workshop Record - 25 May 2017	319
c ⇩	Workshop Record - 01 June 2017	321
d ⇩	Workshop Record - 08 June 2017	323

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