Agenda of Henderson-Massey Local Board

Henderson-Massey Local Board

17 October 2017

Auckland Transport Update – October 2017 to the Henderson-Massey Local Board

File No.: CP2017/21815

Purpose

1. This report provides an update on the current status of the Local Board’s Transport Capital Fund and responds to resolutions and requests on transport-related matters. It provides a summary of consultation material sent to the Local Board and provides transport related information on matters of specific application and interest to the Henderson-Massey Local Board and its community.

Executive summary

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

3. The five strategic themes endorsed by Auckland Transport Board are:

· Prioritise rapid, high frequency public transport

· Continually transform and elevate customer experience

· Build network optimisation and resilience for travel times

· Enable quality urban growth to meet demand

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

· Auckland Transport launched a new phone app which makes catching a bus, train or ferry more intuitive and easier to use. After four months the AT Mobile app has been downloaded by over 100,000 Aucklanders. The tracking function has been a huge hit with Aucklanders, it’s a simple thing that’s made a big difference.

· Auckland Transport will work with the Local Board and public requests for footpath improvements through our footpath renewals and new footpath programmes. If there are any safety issues in relation to existing footpaths AT will assess them on an individual basis and repair as required

· Electronic ticketing at Henderson Station went live at the beginning of August

· Introducing the New Bus Network in the Henderson-Massey Local Board area.

Local Board matters in this report cover:

4. Progress reports on the Henderson-Massey Local Board current transport capital fund projects:

· Te Whau Pathway Scheme Assessment Report

· Installation of a Pedestrian Crossing on Rathgar Road Crossing (outside the Rathgar Rd shops at 126 Rathgar Road).

5. Responses from the Henderson-Massey Local Board on consultation feedback on proposed projects.

6. Investigation and Responses to the Local Board on requests on transport-related matters.

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the Auckland Transport update October 2017.

Consideration

Local Board Transport Capital Fund (LBTCF) Update

7. The Henderson-Massey Local Board’s annual funding allocation under the LBTCF is currently $810,647. Future budgets will have an adjustment for inflation added. The following tables note previous decisions and progress since the last update, budgets and financial commitments. The table immediately below is an update of progress on the Board’s current projects:

Project

Description

Current Status

Raise existing zebra crossing onto a platform at 126 Rathgar Road

It is proposed to raise the existing zebra crossing onto a raised platform for the visibility of this facility to approaching drivers and to reduce vehicle speeds at this location.

The Local Board at its September 2017 meeting approved the sum of $160,000.00 from their Local Board Transport Fund to start the process of AT to raise the existing zebra crossing onto a platform at 126 Rathgar Road. The timeline is in the process of being completed and was not confirmed at the time of writing this update. This will be presented in next month’s update report.

Te Whau Pathway Scheme Assessment Report

Te Whau Pathway will link the Waitemata and Manukau Harbours via a shared path designed to accommodate pedestrians and cyclists. Modelling predicts over 110,000 pedestrians and cyclists will use the path each year when it is complete.

The Local Board at its September 2017 meeting approved the following:

· $100,000 of the Local Board Transport Capital Fund in 2017/18 to construction of the connector path in Tiroroa Esplanade Reserve.

· $300,000 in 2018/19 and $300,000 in 2019/20 of Local Board Transport Capital Fund towards Te Whau Pathway for physical works.

The Local Board are in the process of deciding on some further projects to allocate their Funds to:

Henderson-Massey Local Board Transport Capital Fund Financial Summary
Total Funds Available in current political term	$4,623,969
Amount committed to date on projects approved for design and/or construction	$1,680,349
Remaining Budget left	$2,943,620

Consultation Documents on Proposed Safety Improvements

8. Consultation documents for the following proposals have been provided to the Henderson-Massey Local Board for its feedback. The material below is included for general information purposes only:

· Removing Bus Stops and Bus Shelters – Henderson-Massey Local Board Area

· Installation of a roundabout on Sel Peacock Drive, Henderson-Massey

· Minor improvements to the intersection of Seymour Road, Benita Place and Rosandich Drive in Sunnyvale.

Investigation and Responses to the Local Board on Requests on Transport-Related Matters

Birdwood Road Condition Update

9. Auckland Transport will be back in Glen Road in September/October where works are currently taking place. These repairs are at the contractors cost and will be done in 2 stages, an asphalt scrub coat to bring surface up to level followed by a chip seal in one to two weeks to bring back to a consistent surface on the road.

Waitoro Lane, Henderson Poor Street Lighting Update

10. Auckland Transport is still in the process of investigating this request and apologise for the delay in a response.

Request for Broken Yellow Lines near Sturges Station on Swanson Road

11. Auckland Transport has approved Broken Yellow lines to be installed on Swanson Road as requested by the dairy/fruit shop owner. The owner has been advised of this occurring. The broken yellow lines were installed at the beginning of October.

Walkway on Alan Avenue Reserve

12. Auckland Transport is investigating the damaged walkway on Alan Avenue Reserve. Once this work is completed AT will report back.

Felgrove Street Dangerous Road Condition

13. Auckland Transport will be putting this back out for external consultation. Residents should receive their consultation documentation by the end of October. If the affected parties support the proposal it will progress with the legal resolution process which is expected to take at least 3 months to complete. The Local Board will also be consulted as part of this process. The recommendation is to support broken yellow lines.

Vodanovich Road Intersection

14. Auckland Transport have completed data collection and analysis at this intersection, which includes video monitoring of vehicle movements. We are currently investigating options to improve safety at this intersection and develop preliminary designs. We will be in a position to finalise our preferred option for investigation by mid-October. We will be in a position to consult the Local Board and residents only after we have finalised our preferred option which could include requesting an independent Road Safety Audit. Any construction would be expected to occur in the 2018/19 financial year.

Westgate Drive Speed Issues

15. Auckland Transport have ordered speed counts for this site, however, it is a collector road with a lot of development still taking place. We will advise after the counts come back to the Board.

Soljan Drive missing street sign

16. Auckland Transport is investigating and once this work is completed AT will report back.

Tripping Accident In Te Atatu Town Centre

17. Auckland Transport is investigating the Town Centre pavements as a whole and once this work is completed AT will report back.

Traffic Control Committee (TCC) Report

18. Decisions of the TCC over the month of September 2017 affecting the Henderson-Massey Local Board area are shown below:

Central Park Drive, Te Pai Place, School Road	Te Atatu South	Lane Arrows, NSAAT, Bus Stop, Cycle Lane, Traffic Islands, Give-Way, Flush Median, Shoulder Markings, No Passing, Traffic Signal
Metcalfe Road, Pooks Road, Ranui Station Road, Duxfield Drive, Martin Jugum Lane, Munroe Road, Marinich Road South	Ranui	No Stopping At All Times, Bus Stop, Traffic Islands, Give-Way, Stop, Roundabout, Flush Median, Keep Clear, No Passing
Swanson Road, Sturges Park And Ride Entrance	Henderson	Lane Arrows, No Stopping At All Times, Bus Stop, Traffic Islands, Give-Way, Flush Median
Wallace Road, Hetherington Road, Bela Vista Boulevard, Monte Cristal Avenue	Ranui	No Stopping At Al Times, Give-Way, Traffic Islands, Lanes, Flush Median, Edge Line
Rathgar Road, Harrington Road, Road, Larissa Avenue	Henderson	No Stopping At All Times, Road Hump, No Passing, Give-Way Control, Stop Control, Removal Of Bus Stop, Removal Of Bus Shelter

Consideration

Local board views and implications

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

Māori impact statement

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

Implementation

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

Attachments

There are no attachments for this report.

Signatories

Authors

Owena Schuster - Elected Member Relationship Manager (West)

Authorisers

Jonathan Anyon, Manager Elected Member Relationship Unit

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

Henderson-Massey Local Board

17 October 2017

Henderson-Massey Local Grants, Round One 2017/2018 grant applications

File No.: CP2017/20867

Purpose

1. The purpose of this report is to present applications received for the Henderson-Massey Local Grants, Round One 2017/2018. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Henderson-Massey Local Board has set a total community grants budget of $124,000 for the 2017/2018 financial year.

3. A total of $13,078 has been allocated through the quick response round one, leaving a balance of $110,922 for the remainder of the 2017/2018 financial year.

4. Thirty-two applications were received in this round, with a total requested amount of $177,408 (Attachment B)

Recommendation/s

That the Henderson-Massey Local Board:

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

Table One: Applications for the Henderson-Massey Local Grants, Round One 2017/2018

Application No.	Organisation Name	Project	Total Requested
LG1805-112	New Zealand Ethnic Social Services (NZESS)	Towards the cost of stationery, art supplies and cabinet, refreshments, exhibition costs and art tutor fees for NZESS Children's Summer Art and Environment Programme	$7,750
LG1805-130	Brickworks Drama School umbrella'ed by Midnight Billy Productions Limited	Towards all costs for Lauren Jackson's play: “Exchange”	$9,575
LG1805-134	Atamira Dance Collective Charitable Trust	Towards venue hire and tutor fees for the Atamira movement and dance workshops	$5,000
LG1811-111	OneTree House Ltd	Towards costs of development of translations and the design requirements for print ready artwork.	$4,000
LG1805-109	Aphasia New Zealand (AphasiaNZ) Charitable Trust	Towards the costs associated with running the support group and providing expert one-on-one support, resources, and information for “Aphasia West Coffee Group and Sing-Along”	$3,500
LG1805-114	Community Impact Trust	Towards purchasing gardening equipment and furniture regeneration tools for “Community Impact Days” between November 2017 to September 2018	$5,000
LG1805-115	Te Atatu Peninsula Business Association	Towards production and purchase, installation and removal of pole banners and wreaths for the “Christmas Display 2017” in Te Atatu Peninsula town centre	$7,355
LG1805-118	Henderson Riding for the Disabled Association Incorporated	Towards administrative and compliance costs for therapeutic horse-riding	$1,859
LG1805-120	Womens Centre Waitakere	Towards venue hire and facilitator costs for “S-safety E-esteem L-life F-family – Self” programmes	$2,300
LG1805-122	New Zealand Centre for Gifted Education Limited	Towards subsidies to support gifted children to access “MindPlus”	$5,000
LG1805-124	PHAB Association (Auckland) Incorporated	Towards staffing, volunteer expenses and administration for the 'Skills For All' programme	$3,000
LG1805-126	Auckland Regional Migrant Services Charitable Trust	Towards transport for participants to attend the Safari Playgroup West	$4,980
LG1805-127	C.A.R.E. Waitakere Trust	Towards facilitator, food expenses, commercial kitchen hire, volunteer gift cards, printing resources, and childcare for the 'Healthy Meals on a Budget' group	$2,180
LG1805-129	Auckland Kids Achievement Trust trading as Graeme Dingle Foundation Auckland	Towards instructors, accommodation, catering, and gear hire for the Stars Adventure Camp for Rutherford College	$10,000
LG1805-135	Kids Safe With Dogs Charitable Trust	Towards instructors, administration and printing for the 'Kids Safe with Dogs' programme in Henderson-Massey	$5,000
LG1807-111	Royal New Zealand Foundation of the Blind	Towards the purchase of multi-license digital talking books for people affected by blindness and low-vision.	$4,000
LG1819-101	Rutherford College Community Education	Towards the distribution of the booklets for the West Auckland Adult and Continuing Education	$2,194
LG1808-101	The Korean Society of Auckland	Towards venue hire, equipment hire and volunteer costs for the 2018 Korean Day	$1,400
LG1803-124	New Zealand Women Limited	Towards costs of performers fees, advertising, equipment and operational costs for Elvis in the Gardens 2018.	$1,000
LG1819-105	Ecomatters Environment Trust	Towards staff time, including administration costs and vehicle use for six months period from1 October 2017 to 31 March 2018.	$2,500
LG1819-111	New Zealand Bird Rescue Charitable Trust	Towards management salary, bird feed, and veterinary expenses for period October 2017 to April 2018 ‍	$9,000
LG1805-101	Stride Holdings Limited trading as under NorthWest Shopping Centre	Towards stage, lighting and sound for Christmas in the Square held November 2017	$5,000
LG1805-125	Waves Trust	Towards community BBQs, the Behind Closed Doors exhibition, the printing of promotional materials, and White Ribbon resources for Waitakere White Ribbon Campaign	$3,000
LG1805-132	Corban Estate Arts Centre	Towards advertising signage, stage, sound and lighting for the 'Kids Arts Festival 2018'	$6,252
LG1805-131	Athletics New Zealand Incorporated	Towards printing and signage for the 2018 Waitakere Athletics Festival	$5,000
LG1819-108	Zeal Education Trust	Towards Zeal Education Event Box School Tour for schools in Henderson-Massey	$9,924
LG1821-112	Te Whānau O Waipareira	Towards event costs for Waitangi@Waititi 2018	$5,000
LG1803-106	OKE Charity	Towards the 2017 OKE Head2Head Walk from Orua Bay to Huia, on 11 November 2017.	$1,500
LG1805-103	#Squadgoals Softball Team	Towards registration and accommodation for “Squadgoals Sin City Shootout” tournament in Las Vegas held January 2018	$950
LG1805-110	Ranui 135 Leadership Team	Towards touch module fees, camp fees and uniforms for sport and recreation activities for youth	$3,000
LG1805-128	Te Atatu Endeavour Sea Scouts	Towards purchase and installing storage container, and towards repairing boat trailers	$18,000
LG1805-123	Garis International Limited	Towards transport for Pomaria Primary, Te Atatu Intermediate and Saint Mary's Primary to the swimming pool, and towards free baby swim lessons	$23,189
		Total Requested	$177,408

Comments

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

2. 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.

3. The Henderson-Massey Local Board will operate two local grant rounds and three quick response rounds in this financial year. The Henderson-Massey Local Grants, Round One 2017/2018 closed on 18 August 2017.

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

5. The Henderson-Massey Local Board has set a total community grants budget of $124,000 for the 2017/2018 financial year. It is recommended that the board consider allocating up to 31% of the budget in this grant round.

6. A total of $13,078 has been allocated through the quick response round one, leaving a balance of $110,922 for the remainder of the 2017/2018 financial year.

7. Thirty-two applications were received in this round, with a total requested amount of $177,408 (Attachment B)

Consideration

Local board views and implications

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

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

10. A summary of each application is attached (see Attachment B).

Māori impact statement

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

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 Henderson-Massey Local Board allocating funding for Local Grants Round One, Commercial and Finance staff will notify the applicants of the local board’s decision.

Attachments

No.	Title	Page
a ⇩	Henderson-Massey Grants Programme 2017/2018	21
b ⇩	Henderson-Massey Local Grants, Round One 2017/2018 grant applications	23

Signatories

Authors

Caroline Teh - Community Grants Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

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

Henderson-Massey Local Board

17 October 2017

Panuku Development Auckland Local Board Six-Monthly Update 1 March to 31 August 2017

File No.: CP2017/19218

Purpose

1. To give the Henderson-Massey Local Board an overview of Panuku Development Auckland (Panuku) activities within the local board area for the six months 1 March to 31 August 2017.

Background

2. Panuku was established in September 2015 as a result of the merger of two Council Controlled Organisations – Waterfront Auckland and Auckland Council Property Limited (ACPL).

3. Panuku helps to rejuvenate parts of Auckland – from small projects that refresh a site or building, to major transformations of town centres or neighbourhoods.

4. Panuku manages around $2 billion of council’s property portfolio, which we continuously review to find smart ways to generate income for the region, grow the portfolio or release land or property that can be better used by others.

Recommendation/s

That the Henderson-Massey Local Board:

a) receive the Panuku Development Auckland Local Board update 1 March to 31 August 2017.

Local Activities

Unlock Henderson

5. A high level update on the Unlock Henderson priority location below. Unlock priority locations are areas where Council is not necessarily the major land holder and have been identified as requiring Panuku to be the facilitator by using our relationships to break down barriers and influencing others including Council family organisations to create development opportunities.

6. Henderson was chosen as an Unlock location as the result of a council-led assessment across the region’s urban centres. These were chosen based on development potential including scale and impact, key land holdings, commercial viability, partnership opportunities, the ability to leverage off previous investment and proximity to public transport.

7. The Unlock Henderson project area is generally aligned to the Metropolitan Centre zoning and is bounded to the north by Tui Glen Reserve, to the west by Waitematā Rugby Park, the south by the Auckland Film Studios site and to the east by Waitakere Mega Centre.

8. Panuku completed a High Level Project Plan (HLPP) for Henderson in May 2017. An HLPP is a project initiation document used to detail the short, medium and long term goals for an area. It seeks to obtain approval for any additional actions to give effect to the HLPP in Henderson, including site disposals, detailed project planning, design and analysis.

9. The HLPP was approved by the Henderson-Massey Local Board, Panuku Board, Planning Committee and Finance and Performance Committee. It is now anticipated that the project will go straight into implementation phase.

10. There are nine council-owned properties in the Unlock Henderson area identified as having development potential in the short and medium-term.

11. 2-4 Henderson Valley Road (the northern car park adjacent to the Waitakere Central Civic Centre and the Central One building) – Development planning has already begun for this site, with Due Diligence completed to help understand the site’s physical constraints. An indicative reference design scheme is underway to establish what could be possible for development partner consideration later this year. A subdivision application will follow to create a property title for development.

12. Falls and Alderman car parks – These Auckland Transport (AT)-managed sites are currently designated for parking purposes. A study is being initiated to determine the best approach to centre-wide parking provision and demand management. This will help unlock the future development potential across these two key sites.

13. 6 Henderson Valley Road (Waitakere Central Civic Centre). This building currently houses some local council and AT staff. AT will vacate the site from October 2017. Once this occurs, some building services and climate control works will occur before additional council staff move in. The building will continue to house council staff for the foreseeable future. Unlock Henderson will support future service needs of the site.

14. Development-associated place making and public good initiatives – The HLPP proposes the delivery of four supporting initiatives aligned to development projects. These include investigating the enhancement of Opanuku Reserve to enhance development amenity on 2-4 Henderson Valley Road and potentially provide a new link to Corban Estate. Options to better connect development sites to amenities and services also include planning infrastructure to position Henderson as a demonstration walking and cycling town centre.

Portfolio Management

15. Panuku manages ‘non-service’ property owned by Council and AT that is not currently needed for service or infrastructure purposes. These are properties not immediately required for delivery of a council service or infrastructure development, but are being held for use in planned future projects, such as road construction, the expansion of parks or development of future town centres.

16. The property portfolio comprises 1437 properties, containing 1119 leases, as at 31 August 2017. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres, and a large portfolio of residential rental homes.

17. The return on the property portfolio for the period ending 30 June 2017 was above budget, with a net surplus to Auckland Council and AT shareholders of $1.1 million ahead of budget.

18. The average monthly tenantable occupancy rate, for the six month period, is more than 98 per cent, which is above the SOI target of 95 per cent.

Properties managed in the Henderson-Massey Local Board area

19. Panuku currently manages 32 commercial and residential properties within the Henderson-Massey Local Board area:

Commercial Properties	23
Residential Properties	9
Total properties managed	32

Business interests

20. Panuku also optimises the commercial return from business interests it manages on council’s behalf. This is comprised of two forestry enterprises, two landfills and four quarries.

21. There are currently no such managed business interests in the Henderson-Massey Local Board area.

Portfolio strategy

Optimisation

22. The Auckland Council Long-term Plan 2015-2025 reflects a desire of council to materially reduce or slow down expenditure, and unlock value from assets no longer required, or which are sub-optimal for service purposes. In response to this, prior to the establishment of Panuku, ACPL developed a new method of dealing with service property, called optimisation.

23. Asset optimisation deals with ‘service property’. It is self-funding, it maximises efficiencies from service assets, and maintains levels of service, whilst releasing property for sale or development. A key element of optimisation is that the sale proceeds are locally reinvested, to advance approved projects and activities on a cost-neutral basis. It does not include the Auckland Transport portfolio. Panuku continues to advance this programme of work. This includes the development of a cross-council project to coordinate and execute asset sales and optimisation.

Portfolio review and rationalisation

Overview

24. Panuku is required to undertake ongoing rationalisation of council’s non-service assets. This includes identifying properties from within council’s portfolio that may be suitable for potential sale, and development if appropriate. Panuku has a particular focus on achieving housing and urban regeneration outcomes. Identifying potential sale properties contributes to the Auckland Plan focus of accommodating the significant growth projected for the region over the coming decades, by providing council with an efficient use of capital and prioritisation of funds to achieve its activities and projects.

Performance

25. Target for July 2016 to June 2017:

Unit	Target	Achieved
Portfolio review	$75 million disposal recommendations	$76.9 million as at 30 June 2017

26. Panuku works closely with council and AT to identify potentially surplus properties to help achieve disposal targets.

27. Target for July 2017 to June 2018:

Unit	Target	Achieved
Portfolio review	$60 million disposal recommendations	$20.7 million as at 31 August 2017

Process

28. Once identified as a potential sale candidate, a property is taken through a multi-stage rationalisation process. The agreed process includes engagement with council, CCOs, the local board and mana whenua. This is followed by Panuku board approval, engagement with local ward councillors and the Independent Māori Statutory Board, and finally, a governing body decision.

Under review

29. Properties currently under review in the Henderson-Massey Local Board area are listed below. This list includes any properties that may have recently been approved for sale, or development and sale by the governing body.

Property	Details
32 Harbour View Road, Te Atatu Peninsula	The former Waitakere City Council agreed to divest 32 Harbour View Road, Te Atatu Peninsula prior to the local authority amalgamation in 2010, with the disposal having been endorsed by the former Henderson Community Board. However the disposal and reserve revocation process was not able to be completed in accordance with transition arrangements prior to 1 November 2010. The Henderson-Massey Local Board endorsed the disposal at its March 2017 meeting. The Finance and Performance Committee approved the divestment of the subject site in July 2017. Panuku are currently undertaking due diligence in preparation for a disposal.
343 Swanson Road, Ranui	Council’s parks department advised that it no longer required the site, as formal and informal recreation opportunities that better serve the local area exist in close proximity. The board endorsed the disposal at its March 2017 meeting. The Finance and Performance Committee approved the divestment of the subject site in July 2017. Panuku are currently undertaking due diligence in preparation for a disposal.
Adj.18 Parrs Cross Road, Henderson	Vacant land that is a local purpose road reserve vested on subdivision as a condition of consent in 1974. Auckland Transport has confirmed that is has no strategic purpose for the property. Council’s Parks and Recreation Policy team has confirmed that it has no requirement for the site for open space purposes. Panuku engagement with the board is scheduled for September/October 2017.

Acquisitions and disposals

30. Panuku manages the acquisition and disposal of property on behalf of Auckland Council. We buy property for development, roads, infrastructure projects and other service needs. We manage the sale of properties that are surplus to council requirements. These properties may be sold, with or without, contractual requirements for development.

Acquisitions

31. 22 properties have had purchase agreements signed in financial year ending 30 June 2017 for open space purposes around the region at a value of $48.6 million, and seven properties have been purchased for storm water purposes at a value of $19.4million.

32. In July-August 2017, two properties have been purchased for open space purposes around the region at a value of $6.2m, and one property has been purchased for storm water purposes at a value of $3.15m.

33. Two properties had purchase agreements signed in the Henderson-Massey Local Board area during the reporting period.

34. Panuku undertakes acquisitions for Auckland Council Parks and Healthy Waters under delegation from Council’s Chief Executive. Panuku does not unilaterally decide what properties to buy and when but rather follows a directive to manage the commercial transactions following committee approval to purchase a particular property. A prerequisite of the committee resolution is reporting to the Henderson-Massey Local Board.

35. All land acquisition committee resolutions contain a confidentiality clause due to the commercially sensitive nature of ongoing transactions, and thus cannot be reported on while in process.

Disposals

36. For the period to the end of August 2017 the Panuku disposals team has sold two properties realising $0.8 million of unconditional net sales proceeds. The team’s 2017/18 disposals target is $8.0 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis. The team achieved $22.92m of net sale proceeds in the 2016/17 financial year.

37. No properties were sold in the Henderson-Massey Local Board area.

Housing for Older People

38. Council owns and operates 1412 units located in 62 villages across Auckland, to provide rental housing to older people in Auckland.

39. The Housing for Older People (HfOP) project involves council partnering with a third party provider, to deliver social rental housing services for older people.

40. On 21 December 2015, council announced that The Selwyn Foundation was its preferred joint venture partner to manage the HfOP portfolio.

41. Panuku negotiated the new joint venture (JV) arrangements with Selwyn over 2016, and the JV was formally constituted in December 2016.

42. The new JV business, named Haumaru Housing (Haumaru meaning ‘to shelter’), took over the tenancy, facilities and asset management of the portfolio, under a long-term lease arrangement, from 1 July 2017.

43. Haumaru Housing was granted Community Housing Provider (CHP) status in April 2017. CHP registration enables Haumaru to access the government’s Income Related Rent Subsidy (IRRS) scheme.

44. Auckland Council has delegated Panuku to lead a multi-year development programme.

45. The first new development project will be a 40-unit apartment building on the former Wilsher Village site, Henderson. Once completed, this development will increase the provision to 1452 units.

46. The following HfOP villages are located within the Henderson-Massey Local Board area:

Village	Address	Number of units
Flagstaff Court	6 Flagstaff Place, Massey	27
Jack Smyth village	14 Royal Road, Massey	20
Kaumatua Village	11 Kaumatua Place, Te Atatu	44

47. Lots 1 & 2, 21-33 Henderson Valley Road (former Wilsher Village land) – Title for two new separate lots was issued on 30 June 2017. Panuku will develop Lot 1 (circa 3,000m²) for social housing for older people, and sell Lot 2 (1.3 hectare) to a development partner to be developed for general housing purposes.

48. Lot 1 - Social Housing for Older People Development – Resource Consent has been granted for Lot 1, to build 40 housing for older people homes in a four-storey building. Upon completion, the units will be managed by the Auckland Council and the Selwyn Foundation joint venture community housing provider Haumaru Housing. We intend to have the building consent application lodged in December 2017 and the building ready for occupation in mid-2019.

49. Lot 2 - 1.3ha vacant land sale for residential housing development – The sale campaign for Lot 2, is to commence mid-October with the tender closing in November 2017. It is the intention that the 1.3 ha. of land is sold to a development partner for the purpose that the site be developed for residential housing of around 50-60 dwellings. The proceeds of sale will be applied, together with existing funding outlined in the council’s Long Term Plan, to fund the new 40 unit HfOP village on Lot 1.

Regional Activities

Highlights

50. Over the year, Panuku achieved key project milestones and performance results in our priority development locations. Panuku categorises three types of priority locations:

51. Transform locations – Panuku ‘Transforms’ locations by creating change through urban regeneration. Panuku leads the transformation of select parts of our region; working alongside others and using our custodianship of land and planning expertise. The catalytic work Waterfront Auckland led at Wynyard Quarter is a great example of the transformation of urban locations.

52. Unlock locations – Panuku also ‘Unlocks’ development potential for others. By acting as a facilitator; using relationships to break down barriers and influence others, including our council family, to create development opportunities.

53. Support locations – Panuku plays a ‘Support’ role to ensure council is making the most of what it already has. Intensification is a key driver in the Auckland Plan. Panuku will support housing demands by enabling development of council-owned land.

Transform locations

54. The Wynyard Quarter is undergoing rapid change both commercially and residentially, with thousands of Aucklanders using this space every week, while regeneration is just beginning in Manukau and Onehunga.

a) The first three phases of structural steel have been installed at the Park Hyatt Hotel. All up, approximately 2000 tonnes of primary structural steel will be used to construct the luxury five-star hotel, which will span a total area of 37,000sqm.

b) In April 2017, Mayor Phil Goff officially opened the Mason Bros. building, a former industrial warehouse that has been redeveloped into a three-level office space, bringing together a community of entrepreneurs and businesses. It is the centrepiece of Wynyard Quarter’s innovation precinct.

c) Developer Willis Bond is constructing 500-600 apartments of various types and sizes that are set to house around 1100 people. There are two developments currently under construction, Wynyard Central and 132 Halsey. The first residents are expected to move in from September 2017.

d) In June 2017, Panuku handed over to Regional Facilities Auckland (RFA) the management of the Queens Wharf facilities, including Shed 10 and The Cloud. Panuku continues to lead the delivery of place making and the future development of the wharf.

55. Transform Manukau was the first location to have a Framework Plan completed, outlining the five key moves for the project and the vision for Manukau in 2040. We are aiming to get the first housing site underway soon at Barrowcliffe Place. Public realm projects anticipated to start next year include the Council’s Hayman Park Playground and Putney Way street improvements in conjunction with the new bus station is targeted for completion by May 2018. Panuku is also exploring with the Scentre Group on how the shopping mall’s future development could relate to and interface with the town centre.

56. Plans to Transform Onehunga, on a similar scale to Wynyard Quarter and Manukau, were approved in March 2017. These plans were completed involving significant consultation with communities. Panuku is leading the redevelopment of strategic council-owned land, and works in partnership with the Government and others, to deliver positive outcomes for the local community. The Board of Inquiry relating to the East West link is currently going through a hearing process. A draft decision is expected to be made in October and will be finalised in November. This will contain numerous conditions of consent. Once the decision is known, Panuku can advance planning on the Onehunga wharf and foreshore precinct.

Unlock locations

57. In Takapuna, Auckland Council owns nearly four hectares of land focused around the Anzac Street carpark and the Gasometer site, consultation on redevelopment of these sites has started.

58. In Northcote, we completed a Framework Plan in November 2016 that outlines the initial proposals for the town centre. An information kiosk was also opened by Homes Land Community in April. The town centre masterplan and the Awataha Greenway masterplan is targeted for completion in December 2017.

59. Plans to repurpose the iconic Civic Administration Building in Aotea Square into high quality apartments and develop the surrounding area were announced in September 2016, apartment sales are progressing well.

60. Hobsonville 20ha Airfields site - stage one of construction of 102 standalone and terrace homes is underway. Avanda Group have been announced as the developers that will deliver more than 500 homes in stage two, of which a minimum of 10 per cent will be affordable housing.

61. The council’s Planning Committee approved the over-arching plans to redevelop Old Papatoetoe in June. Panuku is leading the redevelopment of the mall, a 2.5ha block of land, which will see the area opened up with a new plaza space, reconfigured shops, upgraded carpark and a revamped New World supermarket. In addition to the upgrade of the mall which is expected to be completed early next year, approximately 110 new homes are planned to be developed in the surrounding area.

62. The regeneration of Avondale has been upgraded from a Support location to an Unlock. A HLPP is underway, identifying opportunities within the development area. Ockham has commenced the construction of 72 apartments on Racecourse Parade, with 10 percent of the apartments being affordable. Panuku also sold a site in Avondale to Housing New Zealand in December 2016 which allowed for the development of 103 social housing units

63. A development agreement was signed with Todd Property for the delivery of more than 350 homes in Flat Bush, Ormiston. In December 2016, Panuku sold a site at 187 Flat Bush School Road for a 30-lot subdivision.

Support locations

64. The Mariner Rise subdivision at 20 Link Crescent, Whangaparoa has been completed by our development partner McConnell Property along with the delivery of a 2700sqm park and playground. Sixty new homes will be built on this new subdivision.

Consideration

Local board views and implications

65. This report is for the Henderson-Massey Local Board’s information.

66. Panuku requests that all feedback and/or queries you have relating to a property in your Local board area be directed in the first instance to localboard@developmentauckland.co.nz

Māori impact statement

67. Tāmaki Makaurau has the highest Māori population in the world with one in four Māori in Aotearoa living here.

68. Māori make up 12% of the region’s total population who mainly live in Manurewa, Henderson-Massey, Papakura, Ōtara-Papatoetoe, Māngere-Ōtahuhu and Franklin. Māori have a youthful demographic with 50% of Māori in Tāmaki Makaurau under the age of 25 years. 5% of the Māori population in the region are currently 65 years and over.

69. There are 19 Mana Whenua in the region, with 13 having indicated an interest in Panuku lead activities within the Henderson-Massey Local Board area.

70. Māori make up 16 percent of the Henderson-Massey Local Board population, and there is three marae located within the local board area.

71. Panuku work collaboratively with Mana Whenua on a range projects including potential property disposals, development sites in the area and commercial opportunities. Engagement can be on specific individual properties and projects at an operational level with kaitiaki representatives, or with the Panuku Mana Whenua Governance Forum who have a broader mandate.

72. Panuku will continue to partner with Māori on opportunities which enhance Māori social and economic wellbeing.

Implementation

73. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Authors

Sven Mol - Corporate Affairs Advisor Panuku Development Auckland

Wendy Kjestrup - Local Board Advisor

Authorisers

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

Toni Giacon - Manager Stakeholder Engagement

Henderson-Massey Local Board

17 October 2017

Feedback on draft Waste Management and Minimisation Plan

File No.: CP2017/20746

Purpose

1. To seek feedback from the local board on the proposed direction of the draft Waste Management and Minimisation Plan review.

Executive summary

2. Auckland Council is currently undertaking a review of its Waste Management and Minimisation Plan. This plan is prepared under the Waste Minimisation Act 2008, and is part of council’s responsibility to promote effective and efficient waste management and minimisation in Auckland.

3. This report seeks feedback from the Henderson-Massey Local Board on the revised proposed approach to waste management and minimisation. In particular:

a) advocating to central government for a higher waste levy and for product stewardship

b) addressing three priority commercial waste streams:

· construction and demolition waste

· organic waste, and

· plastic waste

c) addressing waste generated from council and council-controlled organisation’s operational activities, particularly construction and demolition waste.

4. These points were initially discussed with local boards during September and October workshops on the draft Waste Management and Minimisation Plan.

5. The proposed draft Waste Management and Minimisation Plan will be presented to the Environment and Community Committee in December 2017, seeking approval to publicly notify the draft plan. Formal feedback from all local boards will be included as a part of this report.

Recommendation/s

That the Henderson-Massey Local Board:

a) provide feedback on the proposed direction of the draft Waste Management and Minimisation Plan.

Comments

Legislative context

6. Under the Waste Minimisation Act 2008, Auckland Council is required to adopt a Waste Management and Minimisation Plan, as part of its responsibility to promote effective and efficient waste management.

7. The first Auckland Waste Management and Minimisation Plan was adopted by council in 2012. It set an aspirational vision of achieving zero waste to landfill by 2040. It placed initial priority on waste reduction within the waste services that are more directly managed by council, which account for approximately 20 per cent of all waste to landfill in the region.

8. Council is required to review the Auckland Waste Management and Minimisation Plan every six years. This includes conducting a Waste Assessment to review progress, to forecast future demand for waste services, and to identify options to meet future demand. This assessment was completed in mid-2017, and the findings have been outlined below.

9. Under the first Waste Management and Minimisation Plan, seven separate council-managed waste services to households are being merged into one standardised region-wide service. This has included:

· introducing a new inorganic collection service

· introducing large bins for recycling across the region

· introducing bins for refuse in areas that had bag collections

· establishing five community recycling centres in Waiuku, Helensville, Devonport, Henderson and Whangaparaoa, with another seven to be established by 2024.

10. Some service changes agreed under the Waste Management and Minimisation Plan 2012 are still to be introduced to standardise the approach across the whole Auckland region, most notably, a food waste collection in urban areas and pay-as-you-throw charge for kerbside refuse collections.

11. Whilst the council-managed services have achieved waste minimisation, the total amount of waste to landfill has increased by 40 per cent between 2010 and 2016. This is due to the increased amounts of commercial waste being generated, particularly construction and demolition waste. The amount of waste sent to landfill is projected to continue to grow unless a concerted effort is made to intervene to address this trend.

12. Barriers to waste minimisation in Auckland include the low cost of sending waste to landfill compared to diverting waste to other productive uses, the lack of financial incentives to divert waste from landfill, the lack of council influence over the 80 per cent of waste that is commercially managed, and rapid population growth.

Options analysis

13. The Waste Assessment identified and evaluated three options to guide the direction of the Waste Management and Minimisation Plan 2018, as follows below.

14. Option one: status quo involving full implementation of the Waste Management and Minimisation Plan 2012. Undertaking the actions agreed in 2012 will focus interventions on 20 per cent of waste within council’s direct control. Although this option could be implemented within council’s waste budget envelope it would not meet council’s responsibilities under the Waste Minimisation Act 2008 to minimise waste in Auckland.

15. Option two: expanded focus. Full implementation of the Waste Management and Minimisation Plan 2012 and a focus on three priority commercial waste streams identified in the Waste Assessment - construction and demolition waste, organic waste and plastic waste. This option addresses the 80 per cent of waste outside of council’s direct control and could be implemented within the current waste budget, with some reprioritisation.

16. Option three: significant investment in residual waste treatment technologies. This option requires development of residual waste treatment facilities, with energy from waste (mass-burn incineration facilities) likely to achieve the best diversion. Significant investment is needed from both the private and public sector to develop these technologies, and there would be reputational risks associated with disposal of waste by incineration.

17. It is proposed the council adopts option two, which has the potential to significantly reduce total waste to landfill, and can be undertaken within the current funding envelope.

Proposed updates to the Waste Management and Minimisation Plan 2012

18. It is proposed that the new Waste Management and Minimisation Plan will continue the direction of the 2012 Plan, and extend the focus of council activity from the 20 per cent of waste that is directly managed by council and its contractors, to the other 80 per cent that is commercially managed.

19. The proposed vision of the draft Waste Management and Minimisation Plan is ‘Auckland aspires to be zero waste by 2040, taking care of people and the environment, and turning waste into resources’.

20. It is proposed that zero waste is maintained as an aspirational target. Achieving high diversion rates in Auckland (in the order of 80 per cent as achieved by an exemplar city, San Francisco) is considered to be a successful response to such an aspirational target.

21. To achieve the zero waste vision, three goals are proposed: minimise waste generation, maximise opportunities for resource recovery, and reduce harm from residual waste.

22. Three updated targets are proposed:

· total waste: reduce by 30 per cent by 2027 (no change from the current waste plan)

· domestic waste: reduce by 30 per cent by 2020/2021 (extension of date from 2018 to align with the roll-out of the food waste kerbside collection service; a new target will be set once this is achieved)

· council’s own waste:

· reduce office waste by 60 per cent by 2040 (target doubled from current waste plan)

· work across council to set a baseline for operational waste (generated as a result of council activities such as property maintenance, construction and demolition, and events, and implement these baseline targets by 2019.

23. The proposed draft Waste Management and Minimisation Plan identifies the actions that will be undertaken over the next six years. The priority actions that will have the biggest impact on waste reduction include:

· continued delivery of the Waste Management and Minimisation Plan 2012, including the transition to consistent kerbside services (including introduction of a kerbside organic collection in urban areas and the standardisation of pay-as-you throw kerbside refuse collection across the region), and establishment of the resource recovery network

· a focus on addressing the 80 per cent of waste that council does not directly influence, by:

· advocating to central government for a higher waste levy and for product stewardship

· addressing three priority commercial waste streams:

- construction and demolition waste,

- organic waste, and

- plastic waste

· addressing waste generated from council and council-controlled organisation’s operational activities, particularly construction and demolition waste.

24. The draft Waste Management and Minimisation Plan will put emphasis on partnership and engagement with other sectors that are relevant to the priority action areas. Council recognises that it cannot achieve its waste minimisation responsibilities by acting alone.

25. It is important to note that council has limited tools to address commercially managed waste. Achieving policy changes at central government level will be essential to achieving waste to landfill reductions in Auckland. If council is unsuccessful in its advocacy, targets will not be met.

Request for local board feedback

26. Local boards are being asked whether they support the proposed approach taken in the draft Waste Management and Minimisation Plan, and in particular the focus on:

d) advocating to central government for a higher waste levy and for product stewardship

e) addressing three priority commercial waste streams:

o construction and demolition waste

o organic waste, and

o plastic waste.

f)addressing waste generated from council and council-controlled organisation’s operational activities, particularly construction and demolition waste.

Financial implications

27. The actions proposed in the draft Waste Management and Minimisation Plan can be achieved within existing waste funding. Funding will be obtained through a combination of:

g) pay-as-you-throw domestic refuse collections, which will be progressively introduced across the region

h) rates funding, and

i) revenue from the waste levy (from the $10 per tonne waste levy that is administered by the Ministry for the Environment, 50 per cent of which is distributed to councils, amounting to $6.1 million for Auckland Council in 2016).

28. Infrastructure to enable commercial resource recovery will require investment from external sources such as government and the private sector.

29. The budget for implementing the Waste Management and Minimisation Plan will be considered through the Long-term Plan 2018-2028 process.

Consideration

Local board views and implications

30. Workshops were held with all local boards in September and October 2017 to discuss the proposals set out in this report. This report seeks formal feedback from local boards.

Māori impact statement

31. Mana whenua and mātāwaka have been actively engaged in implementing the Waste Management and Minimisation Plan 2012. A number of initiatives have enabled waste minimisation from a te ao Māori context. Through Para Kore ki Tāmaki, marae in the Auckland region are able to foster kaitiakitanga practices and affirm their connections with the natural world. More than 2,000 whānau participate in the programme annually, and over 50 Para Kore zero waste events have been held since the programme rolled out in 2014. The programme provides a catalyst for taking the kaitiakitanga message from the marae into homes and the community. Protecting Papatūānuku, connecting with traditions and showing respect for customs has become a priority for whānau through this programme.

32. The proposed draft Waste Management and Minimisation Plan seeks to present a stronger mana whenua and mātāwaka perspective, recognising the close alignment between te ao Māori and zero waste. Two mana whenua hui and one mātāwaka hui held in June 2017 have identified mana whenua and matāwaka principles and priorities, for direct inclusion into the draft Waste Management and Minimisation Plan.

Implementation

33. The draft Waste Management and Minimisation Plan will have financial implications, as the targeted rate for food waste must be costed and included in consultation on the draft Waste Management and Minimisation Plan. It is proposed that this be aligned with consultation on the Long-term Plan 2018-2028. This will ensure that any budget implications are considered through the Long-term Plan process.

Attachments

There are no attachments for this report.

Signatories

Authors

Parul Sood, General Manager Waste Solutions (Acting)

Julie Dickinson, Waste Planning Manager (Acting)

Authorisers

Barry Potter - Director Infrastructure and Environmental Services

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

Henderson-Massey Local Board

17 October 2017

Attachment A

Henderson-Massey Local Board Plan 2017

Mihi

E nga pītau whakarei o te waka,

e nga rau tītapu o te iwi, e aku hei māpuna,

e taku iti e taku rahi, koutou kua mahue mai nei

hei toka piringa mōku i te ora,

hei ruruhau i nga hau āwhio o te wā.

E aku whakakai pounamu, e aku māpihi maurea,

kia oho te mauri, kia māriri o koutou wairua,

kia hora te marino, tēnā koutou katoa.

Tēnei au te noho atu nei i te tihi o Te Pae o te Rangi,

i tīhorea ai te whenua kia kī ake au,

e koe e te hau o te uru te wawā rā, me te kī mai,

e kore au e ora i ngā hau kōtiu, i āia ai te pūpūtara ki uta.

Nāu nei te tono kia piki ake au i ngā tai whakatū a Kupe

ki te Waonui a Tiriwhā me te Pae o te Rangi,

Kia titiro whakaroto ahau ki te maunga o Puketōtara,

kei raro e rere ana ko te awa o Waitākere

kei tētahi taha ko Puke Whakataratara, kei tua ko Te Whau.

Koinei rā te rohe kāinga o Te Au o Te Whenua me te Te Kawerau a Maki,

ko rātou nei te whāriki i āhei ai te nohoa o tēnei moka o te rohe

e tini whāioio kua whakakāinga ma.

Kua kōhatu nei nga paparahi ki te whenua,

i tangata whenuatia ai tātou katoa.

I whaikiko ai te kōrero,

“Ko te hapori te tauawhi i te taiao, he mea motuhake, rerenga kē.” Kia hiwa rā, kia hiwa rā.

To all those who adorn the prow of this canoe,

to the revered leaders of the people, to my treasured heirlooms,

the lesser and the greater parts of me,

you who are my refuge in life,

my shelter from the storms of time.

My objects of affection,

let your very being flourish, let your spirit be at peace,

let the calm be widespread, I send greetings to you all.

Here I sit on the ridgeline of Te Pae o te Rangi,

where the land had been laid bare,

and the roaring wind of the west whispers,

that I would not survive the blast of the northerly wind, that would drive the paper nautilus to shore.

It was you who commanded me to ascend from the raised seas of Kupe,

to the forest of Tiriwha, and Te Pae o te Rangi.

So I look inland to Puketotara,

at the foot of which runs the Waitākere river

on one side stands Massey and on the other - Te Whau.

Home of Te Au o te Whenua and Te Kawerau a Maki,

the original settlers, they laid the way for later travellers

to make a home here.

They cast their footprints in stone upon these precincts of the region,

and so made settlers of us all.

Which gives substance to the adage,

“Communities connected to their natural environment are unique and diverse.” Let us grow with vigour.

Ngā upoko kōrero

Contents

Mihi	2
Contents	4
From the Chair	5
Henderson-Massey Local Board area	6
About local boards	8
About local board plans	8
Developing our plan	9
Outcomes
A network of vibrant and loved urban neighbourhoods	10
A thriving local economy that supports quality of life	12
Communities know each other and work together on common interests	14
Community facilities are vibrant and welcoming places at the heart of our communities	16
It is easy to get around without a car	18
Natural spaces are valued and restored	20
Carrying out our plan	22
Funding information	23
Your Henderson-Massey Local Board members	24
Appendix one: Financial overview	26
Appendix two: Local activities and levels of service	27

He kōrero mai i te Heamana

From the Chair

Our local board plan outlines the priorities that we’ll focus on over the next three years, developed with you for a more equitable and thriving Henderson-Massey.

Henderson-Massey is changing, and we see huge opportunities for the community to benefit from smarter growth. Henderson and the northwest are set for development. We have good transport links, parks, and community facilities, which are the envy of Auckland. Let’s make this an example of how growth can transform a community to be a place we are truly proud of. We must also infuse our new neighbourhoods with a sense of community, and resource them for success.

It is wonderful to be able to both live and work in your local community. We will work with local business to promote growth across the west, and fill our empty shops with high-value businesses that provide jobs for our community, and opportunities for young people to get a start.

The west has a rich tradition of community groups making life better at the neighbourhood level. It’s the Westie way of doing things, and it works. We want to continue our work with the community groups that change lives on our streets, strengthening our partnerships and working collaboratively for positive change.

We will work more closely with tangata whenua, recognising the importance of Te Tiriti o Waitangi in everything we do and focusing on improving outcomes for Māori.

Our diversity is a huge strength; it’s what makes living here so good. We want to work more closely with our migrant communities to foster a greater sense of belonging.

Our residents demand access to proper transport options, and we are committed to prioritising walking, cycling and public transport. Our future must be one where our children can cycle to school safely. We will work to close the gaps in our cycle and public transport network, particularly in Te Atatu, Massey and the northwest.

We are committed to carrying the torch of our eco-city, ensuring our natural environment is preserved for future generations. Improving water quality in urban area streams will be a priority.

We thank you for supporting the direction of this plan and look forward to working with you over the next three years.

Shane Henderson

Chairperson, Henderson-Massey Local Board

Te Rohe ā-Poari o Ōpanuku ki Puke Whakataratara

Henderson-Massey Local Board area

Henderson-Massey could not be better located between the foothills of the Waitākere Ranges in the west and the Waitematā Harbour in the east. The Oratia and Opanuku streams and their tributaries wind their way from the ranges to the sea through our area, offering opportunities for water activities and beautiful parks. The Motu Manawa

Marine Reserve at Te Atatū is home to ecologically important saltmarshes and the endangered railbird.

Pre-European mana whenua had numerous resource gathering and fishing settlements along the Waitematā Harbour coastline of Henderson-Massey. Early European settlement saw timber mills, orchards, vineyards and farms developed further inland.

Today the local board area has two metropolitan centres at Henderson and Westgate and includes the suburbs of West Harbour, Massey, Ranui, Glendene, Lincoln, Henderson South, Sunnyvale, Te Atatū Peninsula, Te Atatū South and part of Kelston.

Henderson-Massey is ethnically diverse and a key feature of our area is the 16 per cent of people who identify as Māori (compared with 10 per cent for the whole of Auckland). Our area also has a young population, especially in Ranui where almost 36 per cent of the population is under 20.

More recently the population has continued to grow at a faster rate than the rest of Auckland. That population growth looks set to continue in our area, with the development of Westgate as a new metropolitan centre and the redevelopment of Henderson to take advantage of its proximity to public transport.

He kōrero mō ngā poari ā-rohe

About local boards

Auckland Council has a unique model of local government in New Zealand, made up of the Governing body (the mayor and 20 Governing Body members) and 21 local boards. The Governing Body focuses on Auckland-wide issues while local boards are responsible for decision-making on local issues, activities and services and provide input into regional strategies, policies and plans.

These local issues, activities and services include:

· supporting local arts, culture, events and sport and recreation

· providing grants and partnering with local organisations to deliver community services

· maintaining and upgrading town centres and facilities including parks, libraries and halls

· caring for the environment and preserving heritage.

Local boards also have a role in representing the view of their communities on issues of local importance.

About local board plans

Local board plans are strategic documents that are developed every three years to set a direction for local boards. Reflecting community priorities and preferences, the plans guide local board activity, funding and investment decisions. They also influence local board input into regional strategies and plans, including the Auckland Plan (the 30-year vision for Auckland), the council’s 10-year budget and annual budgets.

Auckland Plan
				Local board plans




Auckland Council's financial plans Includes the council's 10-year budget and annual budget (which includes local board agreements)

· Local board agreements

· A key role of local board plans is to provide a basis for developing annual local board agreements. Agreed between the council’s Governing body and local boards, these are part of Auckland Council’s budget setting process and set out local funding priorities, budgets, levels of service, performance measures and targets by activity for each financial year. Each local board develops annual work programmes alongside adoption of their local board agreement.

Te whakawhanake i tā mātou mahere

Developing our plan

Our plan comprises aspirational outcomes, objectives we want to achieve and some of the key initiatives we will carry out to achieve them. To make this happen will take the efforts of many working together.

During May and June 2017 we consulted on a draft of this plan for feedback. The draft was developed by considering what we know about our community, having worked closely with you over the last six years, and heard your views on a wide range of things. We were pleased to get thoughtful and considered feedback

Whakaotinga 1: He kōtuinga kāinga ā-tāone hihiri, aronuitia

Outcome 1: A network of vibrant and loved urban neighbourhoods

Making existing town and neighbourhood centres the thriving hearts of our community will be our major focus over the three years of this plan.

Henderson-Massey is changing rapidly, which will see new communities and neighbourhoods develop. With the right planning for mixed-use business and residential development, Henderson and Westgate could become vibrant metropolitan centres where people love to live.^{^[1]}

Residential intensification provides an opportunity to reduce reliance on cars and improve the quality of the hospitality, retail and cultural offerings in Henderson. We want to work with Panuku Development Auckland, private developers and our business association to take advantage of the opportunities provided in the Unitary Plan to bring life into Henderson.^{^[2]}

Along with this goes quality of life, which has a major impact on people’s wellbeing. We want to support local identity and pride through highlighting local history and heritage, community projects such as street clean-ups and neighbourhood upgrades such as entry signs and street tree planting.

We also want to ensure the new communities that will form in Westgate and Red Hills have sufficient parks and recreation facilities like a pool and sportsfields.

Opportunities

· Henderson metropolitan centre has been identified by Panuku Development Auckland as a priority area to revitalise and develop.

· Communities are proud and strongly identify with where they live.

· We have a willing network of people who contribute to the beautification and celebration of their neighbourhoods and cultures.

· Young people continue to make a positive contribution to community art in many town centres.

Challenges

· Residential intensification through apartment and terrace living in Henderson has yet to go from plans to reality.

· Transformation can be disruptive and lengthy.

· Our population is growing faster than community infrastructure can be provided.

· There are many competing priorities for funding.

Outcome 1: A network of vibrant and loved urban neighbourhoods
Objective	Key initiatives
Quality residential intensification is happening in Henderson	Partner with Panuku Development Auckland to facilitate mixed-use business and residential development in Henderson
	Strengthen the walking and cycling connections between Henderson centre and nearby public facilities
Neighbourhood centres foster a sense of identity and place	Support local beautification and community pride projects such as murals, shop painting, street clean-ups and general planting
	Encourage localised entry signage and street tree planting
	Create a well-established and attractively landscaped main street of independent businesses
Arts, events and cultural activities reflect our many heritages	Support a calendar of signature events across our area which reflects our diversity
	Showcase a range of historic heritage information in our area
The north-west growth area is an employment, business, community and recreation hub	Investigate provision of a swimming pool and recreation centre and community facilities to service the rapidly expanding north-west area

Whakaotinga 2: He ōhanga ā-rohe whaiora hāpai i te kounga hā ora

Outcome 2: A thriving local economy that supports quality of life

Our area is growing rapidly, which will see the population increase by 40,000 by 2020. It is vital that current and future residents benefit from the opportunities this growth will bring. We want to bring vitality and economic opportunity back to our town centres.

We have some challenging issues compared with the rest of the region. Statistics show fewer residents are educated to degree level and there is a greater proportion of adults with no qualifications. Unemployment is also higher than the regional average, particularly for people aged 15 to 24. Median household incomes are lower.

Our young people need access to opportunities to live and earn locally. We will continue to work with Youth Connections (an Auckland Council initiative supported by the Tindall Foundation, dedicated to improving youth employment), schools and community economic development organisations to make the right support available to prepare young people for employment.

There are opportunities to work with migrant business owners, Māori entrepreneurship ideas and current businesses, including the creative and health sectors and high-tech manufacturing, which we want to support and promote.

Opportunities

· Local industries have strong potential for growth.

· The north-west development includes new light industrial areas which will create employment opportunities.

· We have a young, growing workforce.

· There is interest in kaupapa Māori entrepreneurship.

· Transport connections have improved to south Auckland and beyond, lowering transport costs and expanding reach.

Challenges

· We have higher levels of young people not in employment, education or training.

· Most businesses are small to medium enterprises.

· Automation and decline of retail businesses is affecting the future of work.

Outcome 2: A thriving local economy that supports quality of life
Objective	Key initiatives
Innovation and enterprise is enabled	Work with migrant start-up businesses to enable them to grow and be more viable
	Work with our community partners to identify and fund opportunities to prepare young people for work or further education
	Champion Corban Estate Art Centre as a pivotal asset and drawcard in the west
Local business collectives and hubs drive identity and success	Encourage business associations and other business groups to deliver their strategic plans for improving local prosperity
	Partner with Auckland Tourism, Events and Economic Development to encourage internationally competitive industries, such as the creative, health and technology sectors, to grow in our area
	Support local Māori to explore establishing free enterprise/entrepreneurship ideas and points of difference for west Auckland
	Revitalise Henderson by promoting a leading sustainability and urban eco-centre identity

Whakaotinga 3: He hapori matatau tētahi ki tētahi ka mahi tahi mō te painga o te katoa

Outcome 3: Communities know each other and work together on common interests

We need thriving communities that are connected, healthy, resilient and inclusive. Our communities also need to be informed so they can contribute to the decisions that affect them.

Partnering with community organisations is fundamental to the way we work. Over the next three years, we will focus on equipping our people and organisations to enable them to shape their quality of life. This includes supporting rangatahi/youth to develop their confidence and leadership skills for the future. The make-up of our community is becoming increasingly diverse, bringing with it different ways of working, perspectives and strengths.

We are also fortunate to have strong Māori-focused organisations in Henderson-Massey, such as Te Whānau o Waipareira, that we can work alongside.

Community leaders and organisations have told us they want to share resources effectively, develop their governance expertise and focus on what matters long-term without finding funding every year. We will focus on supporting these aspirations.

We will also seek to strengthen relationships and work more closely with local and national agencies that support community hauora (health).

Opportunities

· Social media is a valuable tool that many people in our community use daily – we can use it more to communicate and connect.

· We have long-standing and strong relationships with our community organisations.

· Our communities are strongly focused on whānau/family.

· Our area has strong Māori-focused organisations with a passion to support their communities.

· The increasing diversity of our communities helps broaden our perspectives.

Challenges

· Our area has lower household incomes.

· Many people feel disconnected from the decision-making process, thinking that they cannot influence what happens.

· Maori have told us they don’t always find Council easy to work with.

· Demographic and intensification changes are rapid and can be difficult to adjust to.

Outcome 3: Communities know each other and work together on common interests
Objective	Key initiatives
People know each other and feel connected in their neighbourhoods	Support residents to improve their communities through small local initiatives such as street barbecues, picnics and Neighbours Day events
	Establish new ways for people to connect with us such as neighbourhood forums or promoting more use of social media
Strong community organisations are making a difference	Develop long-term funding agreements to support community groups to focus on what matters locally
	Champion active community participation and encourage volunteering
	Support our community leaders and groups with skill development and resource sharing to foster success
Diversity and difference is embraced and valued	Support rangatahi/youth in growing their confidence and leadership through projects that build on their interests and challenge them
	Identify and invite advocates and leaders of representative groups the board does not currently have a relationship with to present views and insights to elected members
Mana whenua and matāwakarights are acknowledged and their needs and aspirations widely known	Develop relationships and agree shared goals with mana whenua, local Māori and key Māori organisations
	Support Matariki and other significant Māori events as a source of insight to kaupapa Māori

Whakaotinga 4: Ko ngā urunga whakahaere a te hapori he wāhi hihiri, mauritau kei te pūmanawa o tō tātou hapori

Outcome 4: Community facilities are vibrant and welcoming places at the heart of our communities

Council parks, libraries and community centres are pivotal in helping to build strong, healthy and vibrant communities. These facilities provide spaces where people can connect, socialise, learn and participate in social, cultural, art and recreational activities. They foster improved lifestyles and a sense of belonging and pride among residents.^{^[3]}

We want these facilities to keep up with the demands of our rapidly growing area. For example, we will work with communities to make programmes in libraries and shared facilities easily accessible and responsive to their needs. We know and understand there is growing pressure on sportsfields as our population grows; however, $26 million has been invested across Henderson-Massey in the last two years and we need to look at how we can better target investment and maintain levels of service.

We will work alongside local community sport and recreation organisations to help people become more active and for these organisations to have accommodation and play venues that meet the needs of our community. We will also provide walks along coastlines and outdoor places for play and exercise.

Opportunities

· Much of our area is well served with a network of community facilities such as libraries, halls and parks.

· Many facilities operate in a community partnership model, which means the community can determine how they operate.

· There is a high level of user satisfaction with current facilities.

· Council staff have a depth of organisational expertise and a commitment to improvement to drive positive change.

Challenges

· We need to fund the required renewal and upgrading of assets to meet changing demands.

· Existing services are under pressure as our population grows.

· We need to ensure new services and facilities are provided to match residential intensification.

· There are competing priorities for use of open space and facilities.

Outcome 4: Community facilities are vibrant and welcoming places at the heart of our communities
Objective	Key initiatives
People are more active	Partner with community sport and recreation groups to lift residents’ exercise levels
	Support our sport and recreation groups to find appropriate accommodation and playing venues
Our parks and recreational services provide a range of accessible experiences for our diverse community	Extend the variety of play and exercise experiences for a range of ages and abilities
	Deliver on coastal area priorities identified in the open space network plan^{^[4]}
Our libraries respond to changing technology and social needs of the community	Work to encourage and attract first-time users
	Target programmes to users with different needs
Our community facilities are well-used and flexible in meeting community needs	Ensure the programmes run in our facilities are developed in consultation with the communities being served by them
	Investigate ways to improve community awareness of facility programmes

Whakaotinga 5: He māmā te haere kore motokā

Outcome 5: It is easy to get around without a car

Auckland’s current public transport network has evolved rapidly and now we are set to take advantage of a dual-track electrified rail system and new network bus feeder system.

We have a great foundation of cycleways and walkways in Henderson-Massey. Now, we’re doing the same for Massey, Te Atatū South and Glendene with the opportunity to start joining them up and linking to public transport hubs. We will work with our neighbouring boards to extend these active transport networks across west Auckland and beyond.

We will partner with our many community interest groups to promote getting around without a car and ways to improve neighbourhood-level connections.

As a priority we will also continue to work alongside Auckland Transport and the New Zealand Transport Agency to improve our bus and rail network.

Opportunities

· There is an extensive path and cycleway network to build on.

· Neighbouring boards collaborate strongly to link existing networks and support new projects.

· We have active cycling and walking advocacy groups to gather local knowledge from.

· The Auckland Transport Local Board Transport Capital Fund allocation can be used for small-scale local transport and capital projects.

Challenges

· Transportation infrastructure is very expensive and can cause ongoing disruption when being constructed.

· Changing accustomed travel habits can be challenging.

· Many public transport trips currently take too long to be a realistic travel option.

· The board has less of a decision-making role in transport matters

Outcome 5: It is easy to get around without a car
Objective	Key initiatives
Safe footpaths and cycleways enable people to reach key destinations in a timely manner	Fill existing gaps in the shared path network – getting through the Henderson centre and between the two Project Twin Streams pathways
	Work with neighbouring local boards and Te Whau Walkway Trust to deliver the Te Whau coastal boardwalk shared path project and enhance connectivity between parks and key council facilities
	Upgrade the width and lighting of existing shared pathways to encourage greater use
	Implement signage and other wayfinding tools to make it easier for people to find their way around and learn more about their community
A flexible public transport network that meets the varied needs of a growing population	Champion integration of the future Henderson Transport Interchange with Henderson town centre to maximise the opportunity for local economic benefits
	Champion construction of a dedicated rapid public transport corridor along State Highway 16 from Westgate to the city
	Encourage Auckland Transport to investigate park-and-ride options to make it easier for residents who live more remotely to access public transport

Whakaotinga 6: He wāhi manawapātia me te whakatairangahia ngā ātea tū wātea

Outcome 6: Natural spaces are valued and restored

Moves to protect and sustain our natural environment in a growing urban area face ongoing challenges, such as water pollution and loss of biodiversity.

We want to involve you as kaitiaki, caretakers and nurturers of your environment, while encouraging sustainable urban development. Project Twin Streams is our most successful environmental restoration programme to date, improving water quality by revegetating 56km of streambanks with native trees and shrubs. We want to use this experience to help build a strong urban eco-centre identity.

Restoring waterways, biodiversity and indigenous flora and fauna through partnerships with local Māori and neighbourhood communities gives ownership to the people who live here.

Guiding developers to be proactive in finding ways to preserve and enhance our remaining natural environment gives them the opportunity to be part of the solution. We will also champion the integration of water saving, and energy and waste reduction initiatives in new council facilities.

Opportunities

· Communities are environmentally aware, with many committed to action.

· Māori have a legacy of kaitiakitanga, strong historical knowledge and environmental awareness.

· We can use the Project Twin Steams approach for other environmental projects.

· New technology and new ways of thinking are creating new approaches to waste reduction, alternative energy and pollution prevention.

· There is diversity of remaining ecological environments that can be enhanced.

· We can partner with neighbouring local boards to work on natural environments that we share.

Challenges

· Urban development and population growth are causing further strain on our environment.

· Our local area is part of a broader ecosystem and a wider response is needed to preserve our natural environment.

· We need ongoing relationships with landowners and to find a balance in using public money to support activity on private land.

Outcome 6: Natural spaces are valued and restored
Objective	Key initiatives
People are central to maintaining our environment	Support Māori as kaitiaki of the environment when developing community and council projects
	Bring communities together at neighbourhood level through environmental projects on waste and pollution reduction, water and energy saving, and stream restoration and enhancement
The water quality of our streams and tidal areas is improving	Work with the owners of residential and industrial properties adjoining waterways to reduce negative impacts
	Install water quality education and information signage at key public access points
Biodiversity is increasing	Identify, protect and improve rare and endangered habitats
	Promote private native planting to help restore indigenous ecosystems.
New urban development contributes to an improved environment	Champion the integration of water saving, and energy and waste reduction initiatives into new council facilities
	Provide guidance to greenfield developers about the value of contributing to the North-West Wildlink corridor of ecosystems

Te whakatutuki i tā mātou mahere

· Carrying out our plan

· To deliver against the outcomes of our plan we will:

· prioritise our budget to focus on the initiatives in the plan

· make the best use of our assets such as our community centres and parks

· set direction for council staff who are responsible for delivering our annual work programme

· work with others, including community organisations and partners, to deliver projects and services

· represent your views on matters of local importance.

· In some instances, our role is limited to representing your views on matters of local importance because we do not have the decision-making authority and/or funding to carry it out. When this is the case, we will use our time and energy to influence the relevant decision-maker. We do this by advocating on your behalf or making formal submissions, ensuring decision-makers are aware of your views and our support for them.

Budget information can be found on page 25.

Empowering communities

· We seek to empower and enable our communities. This means listening to what you want to achieve, directing council resources towards community aspirations and supporting diverse communities to have an input into the things they care about and which matter uniquely to them.

· We will prioritise activities that are led by the community, encourage and support people from all walks of life to actively participate in their community, and fully use their diverse talents, insights and contributions. We will work with others to enable our communities to achieve their goals.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi and its broader statutory obligations to Māori.

Henderson-Massey Local Board is confident that the outcomes in this plan will help build strong Māori communities. To support this we will increase our commitment to and partnerships with Māori. We will focus on building strong and meaningful relationships with local Māori and key Māori organisations to ensure that Māori needs and aspirations are understood. The local board sees particular opportunities in the areas of local arts culture and events, economic development and environmental management.

He kōrero take pūtea

Funding information

The purpose of this section is to provide information on local board funding.

How local boards are funded

Funding is allocated to local boards through the council’s budget setting process. This involves the council’s Governing Body adopting a 10-year budget every three years and an annual budget every year. Local board agreements, briefly described in page eight, make up part of the annual budget.

A financial overview for the Henderson-Massey Local Board for the 2017/18 financial year is included in Appendix 1.

The council’s budget setting process involves allocating funding gathered through revenue sources such as rates and user charges. It also involves setting levels of service for council activities and corresponding performance targets.

Details on levels of service for local activities are included in Appendix 2.

Auckland Council’s 2018-2028 10-year budget

In June 2018 the council’s Governing Body will adopt the 2018-2028 10-year budget informed by local board plans. The 10-year budget will need to consider all funding needs for Auckland and balance these with the need to keep rates and other council charges affordable. This balancing act may impact local boards’ ability to carry out all the key initiatives in their local board plans.

Auckland Transport’s Local Board Transport Capital Fund

Local boards can also access funding from Auckland Transport’s Local Board Transport Capital Fund, which is allocated to deliver small transport related projects.

The fund allocated to the Henderson-Massey Local Board in the 2017/18 financial year is $810,647.

How local boards spend their budget

Much of the budget available to local boards is required to keep our services going and maintain our local assets including parks, community centres, libraries and halls.

Local boards also have additional, discretionary funding they can spend on local projects or programmes that are important to their communities.

More information about local board budgets can be found in Auckland Council’s Local Board Funding Policy on the council website.

The council is currently looking at ways to provide local boards with more flexibility over their budgets.

Ngā Mema o tō Poari ā-Rohe o Henderson-Massey

Your Henderson-Massey Local Board members

Photo	Members’ details
	Shane Henderson – Chairperson Phone: 021 839 935 45 Coniston Avenue Te Atatū South 0610 shane.henderson@aucklandcouncil.govt.nz
	Peter Chan, JP – Deputy Chairperson Phone: 021 286 5533 20 Piriti Drive Te Atatū Peninsula 0610 peter.chan@aucklandcouncil.govt.nz
	Paula Bold-Wilson Phone: 021 518 629 c/o 6 Henderson Valley Rd Henderson 0612 paula.bold-wilson@aucklandcouncil.govt.nz
	Brenda Brady, JP Phone: 027 564 0566 PO Box 121 456 Henderson 0612 brenda.brady@aucklandcouncil.govt.nz
	Warren Flaunty, QSM Phone: 021 287 1555 86 Red Hills Road Massey 0782 warren.flaunty@aucklandcouncil.govt.nz
	Will Flavell Phone: 021 804 064 c/o 6 Henderson Valley Road Henderson 0612 will.flavell@aucklandcouncil.govt.nz
	Matt Grey Phone: 021 536 214 10 Talavera Place Te Atatū South 0602 matt.grey@aucklandcouncil.govt.nz
	Vanessa Neeson, JP Phone: 021 281 0445 c/o 6 Henderson Valley Rd Henderson 0612 vanessa.neeson@aucklandcouncil.govt.nz

Appendix 1

Financial overview

Income, expenditure and capital investment by local activities for the period 1 July 2017 to 30 June 2018

Annual Plan Financials			2017/18 ($000s)
Operating revenue
Local community services			390
Local parks, sport and recreation			5,193
Local planning and development
Local environment services
Total operating revenue			5,583
Operating expenditure
Local community services			8,117
Local governance			1,127
Local parks, sport and recreation			11,896
Local planning and development			1,541
Local environment services			350
Total operating expenditure			23,031
Net operating expenditure			17,448
Capital expenditure
Local community services			64
Local governance
Local parks, sport and recreation			22,143
Local planning and development			15,180
Local environment services
Total capital expenditure			37,387

Appendix 2

Local activities and levels of service

Local board responsibilities, provided for directly in legislation or allocated to boards, are summarised into local activities. These are described in the table below, along with levels of service statements.

More information regarding levels of services, including performance measures and performance targets, can be found in the Henderson-Massey Local Board Agreement 2017/2018. This is available on the council website.

Local activities	Levels of service statements
Local parks, sport and recreation This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation. Local recreation includes swimming pools and leisure centres serving communities in the Henderson-Massey area	Provide a range of recreational opportunities catering for community needs on local parks, reserves and beaches. Provide sportsfields that are fit for purpose and cater for community needs Provide programmes and facilities that ensure more Aucklanders are more active more often
Local community services This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services	Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communities Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permitting Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communities Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities
Local planning and development This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection	Develop local business precincts and town centres as great places to do business
Local environmental management Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy	Provide leadership & support to protect and conserve the region’s natural environment, historic heritage and Māori cultural heritage
Local governance Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of local board plans, support in developing the Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support	The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2015-2025 where the survey measures determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2017/2018

Local activities

Levels of service statements

Local parks, sport and recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation. Local recreation includes swimming pools and leisure centres serving communities in the Henderson-Massey area

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beaches.

Provide sportsfields that are fit for purpose and cater for community needs

Provide programmes and facilities that ensure more Aucklanders are more active more often

Local community services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communities

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permitting

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communities

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Local planning and development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection

Develop local business precincts and town centres as great places to do business

Local environmental management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy

Provide leadership & support to protect and conserve the region’s natural environment, historic heritage and Māori cultural heritage

Local governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of local board plans, support in developing the Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2015-2025 where the survey measures determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2017/2018

[2] Henderson-Massey Local Board Economic Development Action Plan

[4] Henderson-Massey Local Board Open Space Network Plan

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

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

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

Authors	Busola Martins - Local Board Democracy Advisor (West)
Authorisers	Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau