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Ōrākei
Local Board
19 October 2017
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1 Welcome
The Chairman
opened the meeting and welcomed those present.
2 Apologies
3 Declaration
of Interest
Member Rundle
and Member Wong declared an interest in item 12 - Ōrākei Local Board
grant applications for local grants round one 2017/2018.
4 Confirmation
of Minutes
5 Leave of Absence
There were no requests
for leave of absence.
6 Acknowledgements
There were no
acknowledgements.
7 Petitions
There were no
petitions.
8 Deputations
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8.1
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Deputation - Ngati Whatua Ōrākei, Sports and Wellbeing
Facility
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Members of the Ngāti Whātua Ōrākei
community were in attendance to discuss plans to develop a sports and well-being
facility in the local board area.
A powerpoint presentation and summary was
provided. A copy has been placed on the official minutes and is
available on the Auckland Council website as a minute attachment.
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Resolution number OR/2017/195
MOVED
by Chairman C Davis, seconded by Deputy Chairman K Parkinson:
That the Ōrākei
Local Board thanks Renata
Blair, Marama Royal and Wayne Pihema, Ngāti Whātua Ōrākei
Trust, Andrew Brown, Whai Maia Ltd (Ngāti Whātua Ōrākei
Trust subsidiary), Jamie Cook and Matt Rua, Ngāti Whātua
Ōrākei Volcanoes Sports Club and Mary Gilman, Okahu Bay Bowling
Club for their attendance and presentation.
CARRIED
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Attachments
a Presentation:
The Orakei Sports and Wellbeing Facility
b Presentation
summary: The Orakei Sports and Wellbeing Facility
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8.2
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Deputation - Heather Harris, Auckland War Memorial Museum
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Heather Harris, Chief Operating Officer, Auckland War
Memorial Museum was in attendance to present some of the upcoming changes at
the Museum as part of its Future Auckland strategy.
A powerpoint presentation and summary was
provided. A copy has been placed on the official minutes and is available
on the Auckland Council website as a minute attachment.
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Resolution number OR/2017/196
MOVED
by Chairman C Davis, seconded by Member T Millar:
That the Ōrākei
Local Board thanks Heather Harris, Chief Operating
Officer, Auckland War Memorial Museum for her attendance and presentation.
CARRIED
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Attachments
a Presentation:
Creating a World-Class Museum for the People of Auckland
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9 Public Forum
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9.1
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Public
Forum - Floyd Ormsby, Liston Park
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Floyd Ormsby was in attendance to discuss his concerns
regarding the poor condition of the Liston Park clubroom facility and grounds
with the Board.
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Resolution number OR/2017/197
MOVED
by Chairman C Davis, seconded by Member R Rundle:
That the Ōrākei
Local Board thanks Floyd Ormsby for his attendance and
presentation.
CARRIED
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10 Extraordinary Business
There was no
extraordinary business.
11 Notices of Motion
There were no
notices of motion.
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12
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Ōrākei Local Board grant applications for local grants
round one 2017/2018
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Marion Davies, Community Grants Operations Manager was
in attendance to speak to this report.
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The motion was taken in parts.
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Resolution number OR/2017/198
MOVED
by Chairman C Davis, seconded by Member R Rundle:
That the Ōrākei
Local Board:
a)
approves the following 2017/2018 Ōrākei Local Board
Local Grants Round One grants:
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Applicant
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Project and Conditions
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Allocated
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The Condor Rugby Football
Club Incorporated
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Towards the
infrastructure costs of running the world school rugby sevens held at
Sacred Heart College, Glendowie held on 30 November to 3 December 2017
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$10,000
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Christian City Church
Auckland trading as C3
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Towards costs for the
stage, sound, lighting, generators and toilets for Christmas in the Park on
3 December 2017 on condition that the show is non-denominational and open
for all public
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$10,630
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Ellerslie Business
Association Incorporated
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Towards costs for the Ellerslie
Fairy and Pirate Festival, Ellerslie Santa Parade and ARTerslie events
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$20,000
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The Remuera Business
Association Incorporated
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Towards costs for Chinese
New Year 2018, including event management and entertainment and Bastille
Day 2018, including promotion and entertainment
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$20,000
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FutureDreams Limited
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Towards two Inflatable paddle
boards, a prop guard for a 40HP Engine on one of the boats and free ocean
clinics at all of the high tide events
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$2,000
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New Zealand Wheelchair
Rugby
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Towards costs for hosting the
IWRF Asia Oceania Zone Championship event from August to September 2017
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$6,000
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Alby Enterprises Ltd
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Towards design and installation
of the Bruce McLaren commemorative display
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$3,000
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The Lonely Miaow
Association Incorporate
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Towards veterinary fees
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$750
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Parish of Ellerslie
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Towards a quantity survey and
feasibility report into heritage window and church preservation
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$12,500
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Eastern Songbird Project
Incorporated
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Towards communications and
provision of traps
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$8,000
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Aphasia New Zealand
(AphasiaNZ) Charitable Trust
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Towards travel costs
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$1,500
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Ellerslie Theatrical
Society Incorporated
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Towards venue hire for Ellerslie
Memorial Hall
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$10,000
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Royal New Zealand Foundation of the
Blind
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Towards the purchase of
multi-licence digital talking books for people affected by blindness and
low-vision
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$4,000
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Total
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$108,380
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CARRIED
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Resolution number OR/2017/199
MOVED by Chairman C Davis, seconded by Deputy Chairman
K Parkinson:
That the Ōrākei
Local Board:
b)
approves the following 2017/2018 Ōrākei Local
Board Local Grants Round One grant:
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Applicant
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Project and Conditions
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Allocated
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Crow Marketing
Communications Limited
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Towards venue hire for Orakei
Community Centre
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$1,000
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CARRIED
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Member Rundle declared an interest to resolution b)
with respect to her association with Crow Marketing Communications Limited
and took no part in the discussion or voting on the matter.
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Resolution number OR/2017/200
MOVED by Chairman C Davis, seconded by Member
T Millar:
That the Ōrākei Local
Board:
c)
approves the following 2017/2018 Ōrākei Local
Board Local Grants Round One grant:
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Applicant
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Project and Conditions
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Allocated
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Auckland Basketball
Services Limited
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Towards hall hire for ASB Stadium
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$5,000
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CARRIED
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Member Wong declared an interest to resolution c) with
respect to his association with the ASB Stadium Trust Board and took no part
in the discussion or voting on the matter.
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Resolution number OR/2017/201
MOVED by Chairman C Davis, seconded by Member
T Millar:
That the Ōrākei
Local Board:
d)
requires all successful funding applicants to acknowledge
Ōrākei Local Board support for their organisation and the event or
project including the Ōrākei Local Board logo on marketing
material, product and/or promotional media/statements.
e)
requests that if funding relates to an event, an invitation
needs to be extended to all Ōrākei Local Board members to attend.
f)
defers the grant application received from Stonefields
Community Network Incorporated towards the cost of newsletter production and
website development to be considered as part of 2017/2018 Ōrākei
Local Board Quick Response Grant Round Two.
g)
declines the following 2017/2018 Ōrākei Local Board
Local Grants Round One grant applications noting these
applications were either ineligible as they did not meet funding criteria
and/or for activities well outside the Ōrākei Local Board area:
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Applicant
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Project
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New Zealand Women trading as Elvis
in the Garden
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Towards costs of performers fees,
advertising, equipment and operational costs for Elvis in the Gardens 2018
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Saint Chads Church
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Towards travel expenses
for the youth group to go to Kenya
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St Heliers and Community Support
Trust
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Towards the wages for the manager
of the St Heliers Community Centre
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The Selwyn College Family Centre
trading as Carol White Family Centre Incorporated
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Towards travel vouchers for
participants, basic supplies for infants and support for volunteers for the
refugee family programme
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Auckland Sexual Abuse Help
Foundation Charitable Trust
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Towards wages for the cost to run
the crisis counselling service
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LifeKidz Trust Multiboard
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Towards running the after
school/school holiday programme and community participation programme,
specifically the wages of youth workers, and activity resources from
October 2017 to January 2018
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OneTree House Ltd
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Towards costs of development of
translations and the design requirements for print ready artwork
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New Zealand Dance
Advancement Trust
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Towards costs to create, rehearse
and deliver the Youth Engagement performances and workshops delivery -
dancers salaries, artistic teams salaries, transport to the schools and
rehearsal space hire
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h)
notes that that there is $98,590 remaining in the Local
Contestable Grants Fund 2017/2018 for the Ōrākei Local Board.
CARRIED
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13
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Auckland Transport Update – October 2017 to the Ōrākei
Local Board
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Felicity Merrington, Elected Member Relationship
Manager and Jonathan Anyon, Elected Member Relationship Team Manager were in
attendance to speak to this report.
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Resolution number OR/2017/202
MOVED
by Chairman C Davis, seconded by Member C Claridge:
That the Ōrākei
Local Board:
a)
approves $5,000 from the Local Board Transport Capital Fund for
the installation of two cycle racks in Selwyn Reserve, Mission Bay.
b)
notes from the response provided from Auckland Transport
(paragraphs 21 and 22 of the report), it appears that Auckland Transport has
misunderstood the Board’s resolution (OR/2017/184).
CARRIED
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14
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Adoption of the Ōrākei Local Board Plan 2017
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Suzanne Weld, Senior Local Board Advisor was in
attendance to speak to this report.
The draft Ōrākei Local Board Plan 2017 was
tabled at the meeting. A copy immediately follows at the end of these minutes.
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Resolution number OR/2017/203
MOVED
by Chairman C Davis, seconded by Deputy Chairman K Parkinson:
That the Ōrākei
Local Board:
a) approves
the tabled the Orakei Local Board Plan 2017.
b) delegates
authority to the Chairman to approve any minor edits that may be necessary to
the final Ōrākei Local Board Plan 2017.
CARRIED
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15
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Road Name Approval for a New Private Road at 36 Mainston Road,
Remuera
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Following further research and information (as
resolved at the Orakei Local Board’s meeting on 21 September 2017) which
included contact by the Chairman with Remuera Heritage, background
information on Robert Graham’s historical connections to the area was
provided. A copy of the information immediately follows at the end of
these minutes.
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Resolution number OR/2017/204
MOVED
by Chairman C Davis, seconded by Deputy Chairman K Parkinson:
That the Ōrākei Local Board approves the
new road name ‘Robert Graham Place’ for the jointly owned access
lot created by way of subdivision at 36 Mainston Road, Remuera, Council
consent reference: R/JSL/2016/910, pursuant to section 319(1)(j) of the Local
Government Act 1974.
CARRIED
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16
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Feedback on the proposed direction of the draft Waste Management
and Minimisation Plan
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Resolution number OR/2017/205
MOVED
by Chairman C Davis, seconded by Member C Claridge:
That the Ōrākei
Local Board:
a)
supports advocacy to central government for the introduction of
initiatives and incentives to reduce waste at source such as unnecessary
plastic packaging from imported and New Zealand made products.
b)
acknowledges that the current waste levy of $10 per tonne is inadequate
to cover the environmental costs of waste management.
c)
supports advocating for an increased levy in order to
achieve the desired outcome of behaviour change for the demolition and
construction industry where they remove materials from their waste streams
that can be re-used and recycled (the Board believes the separation will have
a large impact on reducing waste to landfills).
d)
requests all steps are taken to ensure any increased costs on
the construction industry does not have a too onerous an impact on the costs
of construction for housing and infrastructure.
e)
supports increased product stewardship schemes to encourage
lifecycle thinking and shared responsibility of both producer and consumer
through the production and consumption process.
f)
supports the proposed three priority waste streams for the
Waste Management and Minimisation Plan to be construction and demolition
waste, organic waste and plastic waste.
g)
supports shifting to a more ‘pay as you throw’
approach in principle as long as there is a corresponding and directly
proportionate decrease in general rates.
h)
supports more community recycling centres being provided for
the Auckland Region to assist diverting waste from landfills.
i)
expects the Auckland Council family to lead by example
and substantially minimise waste.
CARRIED
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17
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Review of representation arrangements - process
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Resolution number OR/2017/206
MOVED
by Chairman C Davis, seconded by Member T Millar:
That the Ōrākei
Local Board delegates authority to the Chairman, Deputy Chairman and
Member Claridge to provide the Board’s comments on the proposed process
for conducting the review of representation arrangements, noting that the
process will be discussed at a Board workshop.
CARRIED
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18
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Remuneration Authority consultation document
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The Board’s comments on the Remuneration
Authority’s Consultation Document Local Government Review was
tabled. A copy immediately follows at the end of these minutes.
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Resolution number OR/2017/207
MOVED
by Chairman C Davis, seconded by Member R Rundle:
That the Ōrākei
Local Board:
a)
approves the Board’s feedback, as tabled, to the
Remuneration Authority’s Consultation Document Local Government Review.
b)
requests that its feedback on the Remuneration
Authority’s Consultation Document Local Government Review be forwarded
to the Remuneration Authority before 15 December 2017.
CARRIED
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20
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Chairman’s Report – Colin Davis
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Resolution number OR/2017/209
MOVED
by Chairman C Davis, seconded by Member D Wong:
a) That
the report be received.
b) That
the Ōrākei Local Board’s submissions on:
1) Draft
Auckland Plan Refresh Strategic Directions and Focus Areas
2) Low
Emissions Economy; Productivity Commission’s Issues Paper
be formally endorsed, noting that they have already
been submitted to meet the required submission deadlines.
CARRIED
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21
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Board Member Report - Kit Parkinson
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Email correspondence relating to a recent review
undertaken by the Board of the maintenance of Parks and Reserves grassed
areas in the local board area was tabled. A copy of the correspondence
immediately follows at the end of these minutes.
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Resolution number OR/2017/210
MOVED
by Deputy Chairman K Parkinson, seconded by Member D Wong:
a)
That the report be received.
b)
That the Ōrākei Local Board supports the
Ōrākei Basin Walkway Draft Concept Plan noting that the plan has
been discussed at a meeting of the Ōrākei Basin Advisory Group and its
favourable comments will be included in the final draft.
c)
That the Ōrākei Local Board notes the correspondence
sent to Auckland Council Chief Operating Officer, General Manager Community
Facilities, Director Community Services and General Manager Parks, Sports and
Recreation regarding a recent review undertaken by the Board of the
maintenance of Parks and Reserves grassed areas in the local board area as
tabled.
CARRIED
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23
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Board Member Report - Carmel Claridge
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Resolution number OR/2017/212
MOVED
by Member C Claridge, seconded by Member T Churton:
a)
That the report be received.
b)
That Community Facilities staff be requested to provide a
report to the Ōrākei Local Board’s November 2017 business
meeting on Ventia’s first three months performance within the
Ōrākei Local Board area.
c)
That Community Facilities be requested to present to the Board
an opportunity for feedback to contractors, noting that the Ōrākei
Local Board has completed a survey on all of its parks over a four day period
from 12 October 2017 to 15 October 2017 and has provided that feedback to the
General Manager Community Facilities.
d)
That Healthy Waters be requested to provide the
Ōrākei Local Board with a copy of the CANOPY report and that the
Board be provided with the opportunity for feedback on the report to
2018-2028 Long-term Plan.
e)
That a meeting with Ngati Whatua Ōrākei be
facilitated to explore joint venture opportunites for health improvement
projects for our local waterways.
f)
That Auckland Transport be requested to provide the
Ōrākei Local Board a memo detailing the background and history of
both the formed and unformed sections of Ballarat St between Marua Rd and
Abbotts Way as well as plans for completing the unformed section of Ballarat
Road given the opportunity it presents to improve the transport network in
Ellerslie.
g)
That the Ōrākei Local Board’s submission on the
Glen Innes - Tamaki Drive Shared Pathway Stage Four and Ngapipi Bridge
Widening be formally endorsed.
CARRIED
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29 Consideration
of Extraordinary Items
There were no extraordinary items.
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30 Procedural
motion to exclude the public
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Resolution number OR/2017/218
MOVED by Chairman C Davis, seconded by Member C Claridge:
That the
Ōrākei Local Board:
a)
excludes the public from the following
part of the proceedings of this meeting on the grounds that the general
subject of the matter to be considered while the public is excluded, the
reason for passing this resolution in relation to each matter, and the
specific grounds under section 48(1) of the Local Government Official
Information and Meetings Act 1987 for the passing of this resolution relating
to Liston Park Development Options as follows:
C1 Liston Park Development
Options
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Reason
for passing this resolution in relation to each matter
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Particular
interest(s) protected (where applicable)
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Ground(s)
under section 48(1) for the passing of this resolution
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The
public conduct of the part of the meeting would be likely to result in the
disclosure of information for which good reason for withholding exists
under section 7.
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s7(2)(b)(ii)
- The withholding of the information is necessary to protect information
where the making available of the information would be likely unreasonably
to prejudice the commercial position of the person who supplied or who is
the subject of the information.
In
particular, the report contains confidential and sensitive information.
Respondents to the Expression of Interest have not been notfied of the
outcome.
s7(2)(i)
- The withholding of the information is necessary to enable the local
authority to carry on, without prejudice or disadvantage, negotiations
(including commercial and industrial negotiations).
In
particular, the report contains confidential and sensitive information.
Respondents to the Expression of Interest have not been notified of the
outcome.
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s48(1)(a)
The
public conduct of the part of the meeting would be likely to result in the disclosure
of information for which good reason for withholding exists under section
7.
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This
resolution is made in reliance on section 48(1)(a) of the Local Government
Official Information and Meetings Act 1987 and the particular interest or
interests protected by section 6 or section 7 of that Act which would be
prejudiced by the holding of the whole or relevant part of the proceedings of
the meeting in public.
b)
agrees that relevant staff supporting
the Ōrākei Local Board be permitted to remain for the confidential
Item after the public has been excluded, because of their knowledge which
will help the Ōrākei Local Board in its decision-making.
CARRIED
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4.39pm The
public was excluded.
Resolutions in
relation to the confidential items are recorded in the confidential section of
these minutes and are not publicly available.
5.16pm The
public was re-admitted.
restatementS
It was resolved
while the public was excluded:
5.17 pm The
Chairman thanked Members for their attendance and attention to business and
declared the meeting closed.
CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF
THE Ōrākei Local Board
HELD ON
DATE:........................................................................
CHAIRMAN:..............................................................
Item 14 –
Adoption of the Ōrākei Local Board 2017
Attachment A
Ōrākei Local Board Plan 2017
Mihi
E ngā mana, e ngā reo, tēnā koutou
katoa.
Anei
te reo matakuikui ka hora ki ngā iwi kua whakakāinga nei i a
Ōrākei
Tēnā
koutou katoa.
E
noho nei au i te maunga o Ōhinerau
ka
titiro ki te raki, ki a Maungarei.
Ko
aku karu ka whai i te awa o Tāmaki e tere rā
ka
rewa ake ki runga i a Taurere ki te Pane-o-Horoiwi.
I
konei ka huri whakawaho taku kaikanohi ki Tikapa Moana,
ka
matika ake he moutere, ko tōna rite he tōtōeka,
e
patī mai ki runga i ō tātou tāhuna.
Mai
i konei ka rere tonu rā ki te Waitematā, ka paratī mai ōna
tai kārohirohi ki runga i ōna takutai.
Haumi
e, hui e, tāiki e.
Tirohia
tō mātou tirohanga whānui kei ngā whārangi nei.
Residents and communities, greetings to you all
This
is a warm welcome to all who have made Ōrākei home.
Greetings
to you all.
Here
I sit on Mt Hobson
and
look to the east as I gaze towards Mt Wellington.
My
eyes follow the flowing Tāmaki River
then
pass over Mt Taylor to Achilles Point.
From
here I look out and see the waters of the Hauraki Gulf,
where
islands rise like greenstone,
as
they lap onto our beaches.
From
here it’s on to the Waitematā whose shimmering waters touch our
coast.
The
connections are made.
Look
to our vision shared in these pages.
Mihi: Ōrākei - Colin Davis
Contents
Ngā upoko kōrero
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Mihi
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2
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Contents
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3
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From the Chairman
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4
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Ōrākei Local Board area
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7
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About local boards
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8
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About local board plans
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8
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Developing our plan
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9
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Outcomes
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Our local parks and open
space areas are valued and enjoyed
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10
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Our residents are proud
of their community facilities and public places
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13
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People can move around our area
easily and safely
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15
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The natural environment is valued,
protected and enhanced by our communities
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18
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A thriving economy which supports
local businesses and town centres
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21
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Carrying out our plan
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23
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Funding information
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25
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Your Ōrākei Local Board
members
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26
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Appendix one: Financial overview
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28
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Appendix two: Local activities and
levels of service
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29
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From the Chairman
He kōrero mai i te
Heamana
I am pleased to introduce the
Ōrākei Local Board Plan 2017. A draft plan was prepared and consulted
on. Given residents’ clear approval for the draft, and with amendments
suggested in their feedback, this plan now reflects our communities’
priorities and preferences and guides us on where we should focus our effort
and investment in the next three years.
The Board’s vision is
encapsulated in the five interlocking outcomes set out in more detail in the
Plan: the Ōrākei Local Board area should be a place where people can
enjoy first-class parks, open spaces and community facilities, and have safe
alternative means of travel, in an area where the environment is treasured and
cared for, and an area in which people can enjoy and support quality local
business in distinctive town centres. Above all, our residents, whom we
represent and make decisions on behalf of, are important to us.
‘Community’ is at the heart of everything we do and community
aspirations based on the feedback are woven though the five outcomes.
The mihi on the preceding page is
intended, somewhat poetically, to describe the boundaries of the
Ōrākei Local Board area to define it as a place. We are fortunate to
live in a high-quality place.
Over the last six years, the Board
has delivered on our communities’ priorities and expected outcomes which
were incorporated in the previous two plans. We are pleased to have been able
to achieve the majority of the projects. Working with our communities, the
Board’s intention is to continue to build on the work of those first six
years.
There are challenges.
The Board is mindful of the pressure
continuing residential growth places on the facilities in our area and the
increasing traffic volumes. We need to plan for that growth and the changing
demographic make-up of our communities.
Where we are unable to fund
initiatives, or we do not have decision-making authority, the Board will
continue to advocate to the appropriate agencies. Roading and transport matters
lie with Auckland Transport, and most water-related issues are administered by
Watercare, both of which are statutory entities.
We are well aware of the high rates
our residents pay and believe our area does not get the commensurate level of
investment or service. We contribute greatly to the wider Auckland region with
our sports facilities, environment, beaches and tourist attractions. We believe
the services, facilities and infrastructure in our area should fairly reflect
these contributions.
While the Board doesn’t set the
quantum of rates, we can insist there is value for money spent. This applies
not only to the ordinary maintenance of our assets but also to any new assets.
We need to bear in mind the Board must also budget for the ongoing operational
costs any new assets will incur. Across the council, there is need for
continued fiscal constraint. The challenge is to do more with less. We need to
find innovative ways to deliver projects and initiatives in the best interests
of our communities.
For the last six years, our emphasis
has been on upgrading local sports parks and facilities. Our sports parks are
heavily used by people across the region and most sporting codes are
represented in our area. The Board’s area is now home to some of the best
playing fields and facilities in Auckland, resulting in greater usage and fewer
cancellations of sporting fixtures for all age groups.
As funding allows, we will continue
to implement masterplans to improve Colin Maiden Park, Michaels Avenue Reserve,
Madills Farm Reserve, Shore Road Reserve and The Landing. We also propose to
upgrade Liston Park and Ōrākei Domain to maximise their opportunities for the whole
community. There is a high cost in developing facilities. For some of these
projects we will be looking to develop private/public partnerships to deliver
new capital projects for the benefit of our community and at less cost to our
ratepayers. The concept of partnering is generally supported by the feedback we
received.
We will also be improving some of our
smaller reserves, such as Kupe South Reserve. We will continue to ensure the
required day-to-day maintenance of our reserves and facilities is done cost
effectively, regularly and well.
Our focus will be shifting to further
enhancing the natural environment. Our area has some of the loveliest coastline
and beaches in the Hauraki Gulf. These attract many visitors. We will continue
to monitor water quality to ensure our beaches are safe for swimming. The issue
of environmental degradation is a challenge. This Local Board Plan has greater
emphasis than ever on involving community groups and individuals in delivering
beneficial programmes and initiatives.
The Board will continue to work
alongside schools with the Enviroschools programme and will engage with and
continue to support existing community and interest groups, encourage more
‘friends of’ groups, and work with iwi. Our volunteers are central
to eradicating pests, predators and weeds to protect our native flora and
fauna, restoring streamside banks and enhancing our natural areas. Waitatarua
Reserve wetland, Churchill Park, Madills Farm Reserve, Pamela Place Reserve,
Dingle Dell, Ōrākei Basin, Tahuna Torea Nature Reserve,
Waiata Reserve, Kepa Bush and Pourewa Valley, together with streams and coastal
areas, are important to the amenity and ecology that people value and enjoy. As
kaitiaki or guardians of the environment, we want to enhance these areas for
our existing communities and for generations to come.
Some of the larger projects include
the Stonefields Heritage Trail, which will open in November 2017 and is part of
the Board’s walking network, and the Glen Innes/Tāmaki Drive shared pedestrian and cycling path
linkages. We intend to work with Auckland Transport to implement safer
pedestrian-and-cyclist-friendly shared path opportunities along the coastal
edge of Tāmaki Drive, as envisioned by the Tāmaki Drive Masterplan.
We will be looking at different
funding options to redevelop the Meadowbank Community Centre site to ensure we
get fit-for-purpose community spaces and, working with other agencies, increase
use and development of our community facilities. We would like to complete our
Hobson Bay coastal pathway linking Wilson’s Beach and Shore Road Reserve.
Our libraries continue to be important community places; funding has been budgeted
for the St Heliers library renovation. We are also interested in working with
our communities on arts and heritage initiatives.
Thank you for
contributing to this Plan. The Board recognises the decisions we make, many
long term, not only affect our present and future ratepayers and residents, but
also future generations. The Board is committed to and will be working very
hard on your behalf to deliver the outcomes in this Plan.
Ōrākei Local
Board area
Te Rohe ā-Poari o
Ōrākei
The Ōrākei Local
Board area lies just east of Auckland’s central business district and is bounded to the north by the
Waitematā Harbour.
The Local
Board area is largely residential, made
up of the suburbs of Ōrākei, Mission Bay, Kohimarama, St Heliers,
Glendowie, St Johns, Stonefields, Meadowbank, Ellerslie and Remuera. Business
activity is concentrated in the centres of Mission Bay, St Heliers,
Stonefields, Ellerslie and Remuera.
About local boards
He kōrero mō
ngā poari ā-rohe
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. Local boards are not community boards
or committees of the Governing Body.
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 views 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.
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Auckland Plan
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Local board plans
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Auckland Council's financial plans
Includes the council's 10-year budget and annual budget (which includes
local board agreements)
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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.
Developing our plan
Te whakawhanake i tā
mātou mahere
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.
A draft Ōrākei
Local Board Plan was developed by considering what we know about our community,
having worked closely with you over the last six years, and taking into account
your views on a wide range of things.
During May and June 2017
we consulted on the draft Ōrākei Local Board Plan. In total, 274 submissions
were received. In addition, 44 people provided feedback at engagement events,
including 15 young people who shared their views at a youth forum. Fifty pieces
of feedback were gathered through social media such as Facebook.
Overall, the outcomes within
this plan were supported. The outcome which received the most feedback was the
transport-related outcome. The majority of comments supported developing and
improving the walking and cycling network and advocating for improved public
transport.
Parks, open space and the
environment also attracted a lot of feedback, with a focus on encouraging
the cleaning-up and enhancement of waterways, beaches and natural areas. Now
that many of the sportsfields and facilities in our local board area have been
improved, submitters agreed with shifting the focus to enhancing our natural
areas.
A strong theme emerging
from the feedback was for the Local Board to work more in partnership with mana
whenua, interest and community groups, adjoining local boards, other agencies
and the private sector to deliver outcomes in the community at the least
cost.
All feedback was
considered by the Board and contributed to the finalising of this Plan.
Outcome 1: Our local parks and open space
areas are valued and enjoyed
Whakaotinga 1: He aronuitia me te hākinakina ō tātou papa rēhia me ngā wāhi tū wātea
Over the last six years,
the Ōrākei Local Board has focused on upgrading many of our local
sports parks. Colin Maiden Park, Shore Road Reserve, Madills Farm Reserve,
Glover Park, Crossfield Reserve, Ōrākei Domain, Ellerslie Domain and
Michaels Avenue Reserve now offer some of the best sportsfields in Auckland.
We will continue to
develop our sports parks, reserves and playgrounds. We will work with sporting
groups and neighbouring communities, taking into account the wider community,
so that the recreational needs of different users can be met well into the
future.
Development plans are an
effective way to work out how to accommodate the increasing use of our parks.
They also help to better co-ordinate activities and investment in our parks and
open space network. We intend to prepare new plans for Liston Park and
Ōrākei Domain, so we can assess the future sporting and community
needs for these parks.
Our sportsfields, local
parks and open space areas provide important places for informal recreation and
enjoying the outdoors. Local reserves, such as Kupe South Reserve, contribute
to the physical, social and emotional well-being of our residents in an
increasingly urban environment. We will continue to provide a variety of play
facilities as we build new and upgrade existing playgrounds.
Because our beaches and
their adjoining green spaces are popular destinations for both locals and
visitors, they need a high standard of maintenance to retain their amenity. The
beaches must continue to be a source of pride and enjoyment for people. We will
continue to monitor water quality to ensure our beaches are safe for swimming.
Improving access to recreation
areas and community facilities is critical to many sectors of our community.
While initially the emphasis will be on providing linkages to the Glen Innes to
Tāmaki Drive Shared Path, we will also invest in building the wider path
network to reflect your priorities for more walking and cycling linkages.
Opportunities
· We have a Local Paths
Plan, which is key to expanding the network of walkways and cycleways,
interlinking our town centres, parks, community facilities and transport hubs.
· We will continue to seek
opportunities to partner with a number of recreation providers to ensure the
community gets the best use of our open space, whether privately or publicly
owned, for a variety of recreational activities.
Challenges
· As the Ōrākei
Local Board area and adjoining local board areas, such as
Maungakiekie-Tāmaki, are intensified and redeveloped for new housing,
providing for future local amenity and recreation becomes more challenging.
· Advocating for the
retention of our existing open space areas, such as Puchas Hill and Merton
Reserve, with its existing BMX facility.
· As the population grows
there will be more visitors and pressure on our beaches.
Our
commitment
We are committed to
carrying out the following key initiatives to achieve these objectives, and
will continue to look at other opportunities as they arise.
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Outcome 1: Our local parks and open space areas are
valued and enjoyed
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Objective
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Key initiatives
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Quality sports parks
that cater for a wide range of activities
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Plan for the future use
of Liston Park, including investigating partnership options for its
redevelopment
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Develop a plan for
Ōrākei Domain
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Progress the upgrade or
development of new clubrooms and changing facilities on Madills Farm Reserve
and Michaels Avenue Reserve
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Continue to improve our
parks by implementing masterplans as funding allows, such as those for Colin
Maiden Park, Michaels Avenue Reserve, Madills Farm Reserve, Churchill Park,
Crossfield Reserve, Glover Park and Shore Road Reserve
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Local parks and open
spaces are attractive and safe
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Prepare or refresh at
least two plans with our communities to increase the safety and enjoyment of
local parks and reserves, such as Kupe South Reserve, Dingle Dell, Tahapa
Reserve, Kepa Bush and Waiatarua Reserve
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Implement our existing
parks and reserves development and management plans as funding allows, such
as extending the track network up to old clubhouse site in Churchill Park
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Approach Auckland Racing
Club to continue investigating options for recreational uses of the inner
track and grounds inside Ellerslie Racecourse
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Work with the
Maungakiekie-Tāmaki Local Board on:
- having a
co-ordinated Tāmaki Open Space Network Plan
- progressively
enhancing the Stonefields Heritage Trail with appropriate planting and
park furniture
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Beaches and their
associated open space and amenities are accessible, safe and well maintained
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Continue to reinstate,
maintain and enhance our beaches and their adjoining amenities to accommodate
increasing use
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Complete the coastal
pathway linking Wilson’s Beach and Shore Road Reserve
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Outcome 2: Our residents are proud of their
community facilities and public places
Whakaotinga 2: He mea whakamanamana ki te iwi
ā-kāinga ō tātou urunga hapori me ōna wāhi tūmatanui
Ōrākei is a
growing and changing community. According to the 2013 census, we are
increasingly more diverse and a little older on average than we were in 2006.
By 2033 the number of Ōrākei residents is expected to grow to
109,100, with over half the population aged 40 or older. A growing community
needs good-quality and functional community centres and halls. Our community
has already told us they want their community facilities upgraded and better
maintained.
Local centres and public
places should be attractive, safe and easy to access. We aim to make it easier
for community groups, clubs, churches and associations to come together. The
Ōrākei Local Board will ensure our public places are attractive and
vibrant with the right mix of enhanced community facilities, public art, and in
some places, heritage. Community health is also important and we should strive
to keep our public places clean, chemical free and smoke free.
A range of events can
enliven a place, bring people together and create a sense of community.
Libraries are important community hubs, offering a range of services, including
a mix of active and passive programmes. These initiatives will help make our
public places feel vibrant, safer, more pedestrian-friendly and connected for
our residents, as well as places they are proud of.
In understanding future
community needs, we are investigating different concepts and funding options to
ensure we get fit-for-purpose community spaces, such as for the redevelopment
of the Meadowbank Community Centre.
As our area intensifies,
it is essential that neighbourhoods and public places are well planned and
designed to meet residents’ needs. Quality urban design is critical to
creating distinctive public spaces. It is part of what makes them a
‘place’ – somewhere that people want to visit, shop, eat,
gather and work, and that visitors will tell their friends about and return to.
Working closely with our
business and residents’ associations, we have identified a number of
urban design opportunities to improve the atmosphere and experience of our public
places. There is already community support to develop and implement
place-making plans for the St Heliers and Ellerslie town centres. With the
expected growth in and around St Johns/Meadowbank, and at the Kepa Road/Kupe
Street intersection in Ōrākei, town planning or place-making may be
needed to ensure these areas meet the future retail and community service needs
of their surrounding communities. The shopping centres in Stonefields and at
the Felton Matthew/Merton Road intersection are good examples of developments
that have arisen from residential growth in the area.
Opportunities
· Areas of urban
intensification are likely to need additional retail and community services,
and these may trigger the need for public place improvements.
Challenges
· Anti-social behaviour that
impacts on public places and neighbouring residents, especially late at night,
needs to be managed.
Our
commitment
We are committed to
carrying out the following key initiatives to achieve these objectives and will
continue to look at other opportunities as they arise.
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Outcome 2: Our residents are proud of their
community facilities and public places
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Objective
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Key initiatives
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Neighbourhoods,
community centres and public places are safe and attractive
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Identify where growth or
change will occur around our public places and corridors and develop at least
two local place-making plans, in conjunction with the community, to ensure
these places are appropriately planned and designed
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Support community groups
and community patrols in implementing measures, such as lighting and CCTV, to
improve safety in our public places
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Ensure our libraries,
community facilities and programmes meet the needs of our changing
communities
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Public art and local
heritage is supported by the community
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Work with community
groups to identify opportunities for public art projects that reflect the
diverse cultures of our communities
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Continue to maintain,
enhance and interpret important heritage structures, features and sites.
Where appropriate, provide interpretative signs to strengthen people’s
understanding of and pride in the area
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The community benefits
from a number of community events
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Encourage and support a
range of community-run events across the local board area, which are smoke
free and zero waste
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Outcome 3: People can move around our
area easily and safely
Whakaotinga 3: He māmā, he āhuru te haereere noa ā te iwi i tō tātou
rohe
·
Having integrated
transport choices means opportunities are available to travel whenever and wherever needed –
whether people are getting to and from work, doing the shopping or visiting
friends. The
Ōrākei Local Board believes that a better connected public transport
network is a good place to start. We will continue to advocate to and work with
Auckland Transport, which is responsible for local roads and public transport
networks, to improve transport options for our residents.
The 2016 review of the bus
network will result in more frequent bus services on key arterial routes, with
improved and new feeder services to train stations in Ōrākei,
Meadowbank and Glen Innes by mid-2018. Feedback on various local board
documents confirms that the idea of an additional train station in the Pourewa
Valley between the Glen Innes and Meadowbank stations is still supported by the
community, so we will continue to advocate for it. We also need to ensure all
train stations are readily reached by public transport. Water-borne public
transport should also be considered.
In response to submissions
on the 2016/2017 Annual Plan and on the draft of this Plan, we aim to develop a
shared walking and cycling path, connecting Meadowbank/St Johns and
Kohimarama/Mission Bay across the Pourewa Valley. You also highlighted the need
for this north-south link for students in the Selwyn College and St
Thomas’s school zones who live in Meadowbank and St Johns Park. These
changes, together with developing the Glen Innes to Tāmaki Drive Shared
Path and other shared paths, will help reduce peak-hour congestion and be a
safer travel option for young people. We will therefore advocate to Auckland
Transport and the NZ Transport Agency (NZTA) for a Meadowbank-Kohimarama link.
In 2016 the Board adopted
its Local Paths Plan, which is a conceptual network of cycling and walking
routes across the entire board area. The Tāmaki Drive Masterplan promotes
the idea of a shared path separating pedestrians and cyclists from vehicles on
the coastal edge of Tāmaki Drive without losing parking. As this is still
a strong aspiration in the community, we will continue to advocate for
investment in the shared walking and cycling path network within the next three
years.
This shared path and the
Glen Innes to Tāmaki Drive Shared Path are expected to become the key
recreational and commuter routes for pedestrians and cyclists from all parts of
the local board area right into the city. The paths’ high amenity and
recreational experiences have the potential to become major tourist
attractions. We will work to ensure they are developed to provide exemplary
commuting and recreational experiences for all users to and from the city, and
to the waterfront.
Road safety is an on-going
concern for our residents. The speed of traffic, in particular large truck and
trailer units through our area, is in conflict with the development of local
paths and on-road cycle lanes provided to encourage walking and cycling to
school. Intensification of our area, expected through the up-zoning of areas
alongside arterial roads and in some suburbs, will put added pressure on the
roading network. Flooding on some streets, such as Portland Road, is also an
issue for some residents and we aim to address this within the next three
years.
Opportunities
·
The
Glen Innes to Tāmaki Drive Shared Path and the proposed linkages to it
provide an opportunity for communities in Meadowbank/St Johns and
Kohimarama/Mission Bay to be better connected, as well as enabling more people
to walk or cycle to and from the CBD and enjoy the waterfront’s
recreational experiences. The sooner the linkages are developed, the sooner the
benefits of the shared path will be realised.
Challenges
· There are physical and
budgetary constraints in providing the Glen Innes to Tāmaki Drive Shared
Path linkages for the local board, so we will advocate to Auckland Transport
for funding contributions.
· As the population grows
and the area intensifies, traffic congestion will continue to be an issue. We
need to continue encouraging better public transport services and options, and
their greater use, plus promoting community use of our existing and planned
shared paths.
· Growth and intensification
also have implications for road safety. With more people living on or near
arterial roads and the increased traffic associated with this, the continued
movement of heavy vehicles through our area causes greater negative impact on
our communities.
Our
commitment
We are committed to
carrying out the following key initiatives to achieve these objectives, and
will continue to look for other opportunities as they arise.
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Outcome 3: People can move around our area easily
and safely
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Objective
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Key initiatives
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Excellent walking and
cycling options along Tāmaki Drive and surrounding areas
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Continue to advocate to
Auckland Transport (AT) for a shared cycling and walking path at the coastal
edge of Tāmaki Drive to make it safer for drivers, cyclists and
pedestrians
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Work with residents,
NZTA and AT to acquire property rights to connect the Meadowbank/St Johns,
Kohimarama and Mission Bay communities to the Glen Innes to Tāmaki Drive
Shared Path and to each other
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Local shops, schools and
community facilities are connected through safe walking and cycling paths
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Carry out the
Ōrākei Local Paths Plan and other linkages to schools, transport
hubs and local centres
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Advocate to AT for a
north-south link through Colin Maiden Park, connecting Stonefields and St Johns/Glen
Innes
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Frequent, reliable, safe
and easy-to-use public transport options
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Advocate to AT for
improved public transport services for easier commuting to main employment
areas, local centres, and community and recreational facilities
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Advocate to AT to trial
loop buses to Remuera, Ellerslie, Greenlane, Ōrākei, St Heliers,
Meadowbank and Glen Innes to better connect our communities
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Continue to advocate to
AT for an additional train station in the Pourewa Valley
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Safe roads, free of
flooding and congestion
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Advocate to AT and the
Governing Body for a bylaw eliminating heavy truck and trailer units from
using Ngapipi, Kepa, Kohimarama and St Johns roads as a through-route to and
from the Port
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Work with the
council’s stormwater staff and AT to address flooding and its
associated negative effects in the Portland Road/Shore Road area
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Outcome 4: The natural environment is
valued, protected and enhanced by our communities
Whakaotinga 4: He mea manawapā, tiakina me te
whakapai tonuhia te taiao e ō tātou hapori
Ōrākei is
fortunate to have many attractive beaches and ecologically significant
waterways and reserves. We aim for a holistic, kaitiakitanga
(guardianship) approach to caring for our natural areas, recognising that the
health of all our beaches, waterways and green spaces is interlinked.
In Ōrākei we
have a wealth of wetlands and bush reserves with high ecological and amenity
value. Some, such as Dingle Dell and Churchill Park, are also important for
their heritage values. The local board will continue to focus on restoring
these reserves to further our communities’ appreciation of local reserves,
waterways and wetlands. A study on the cliff-top pōhutukawa along Tāmaki
Drive is complete and we intend to use it to protect and enhance these
plantings into the future.
We remain committed to the
on-going restoration of the ecology and mauri (life force) of streams and
wetlands at Tahuna Torea Nature Reserve, Waiata Reserve and a number of other
waterways. Waiatarua Reserve, the biggest urban wetland restoration project in
New Zealand, also needs attention. It plays an important ecological role and is
key to managing stormwater from the surrounding area, which is becoming
increasingly urbanised. Working with Ngāti Whātua Ōrākei, we will improve the water
quality and ecology of Ōkahu Bay and Pourewa Valley. We support
ecologically sound management activities, and where possible will advocate to
minimise negative impacts on our environment in all new urban infill and redevelopment
projects.
It is pleasing to see the
reappearance of native eels and fish in the Pourewa Valley, Churchill Park and
the Pamela Place reserve. We will continue to enhance our waterways and
minimise the impact from pests and invasive species, so that native flora and
fauna can flourish. We propose to develop a local plan to support the Draft
Regional Pest Management Strategy. We will also keep advocating for weed management in
our reserves and public spaces that does not rely on harmful chemicals.
While we want to invest
more in improving our nature reserves, tight budgets mean we cannot do this
without local support and effort. We wholeheartedly support community groups
involved in removing weeds, pests and predators, and those undertaking
plantings in local catchments and streams to improve the health of our
waterways. Working with others, we aim to support the Eastern Bays Birdsong
Initiative by improving the habitat and wildlife corridors for birds.
The local board encourages
more ‘friends of’ and other interest groups, especially if they
align themselves more closely with our residents’ associations. We will
also continue to work alongside schools and community groups engaging in
environmental projects, and seek opportunities to further extend the
Enviroschools and other programmes within the board area.
Opportunities
· We have many local
volunteers, and recognise their contribution in engaging more of the community
in environmental education and ecological restoration projects.
· There are environmental
projects on which the Board and iwi can work collaboratively and innovatively,
such as the re-establishment of mussels in Ōkahu Bay.
· The Draft Regional Pest
Management Strategy will help us develop a localised, action-based weed and
pest management plan.
Challenges
· The area is intensifying
with urban development, so maintaining and improving the health and ecology of
waterways may become harder.
· Upgrading underground
stormwater and wastewater infrastructure is necessary to ensure marine and
freshwater receiving environments are not polluted.
Our
commitment
We are committed to
carrying out the following key initiatives to achieve these objectives and will
continue to look at other opportunities as they arise.
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Outcome 4: The natural environment is valued,
protected and enhanced by our communities
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Objective
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Key initiative
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Our natural areas are
restored and enhanced for present and future generations
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Carry out projects and
programmes that improve access to our waterways, bays and bush areas, such as
Kepa Bush, Pourewa Valley and Hobson Bay
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Continue to enhance
waterways and wetland areas, such as Tahuna Torea Nature Reserve,
Ōrākei Basin and Waiatarua Reserve, and bush reserves, such as
Dingle Dell and Kepa Bush
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Work with landowners to
restore and enhance waterways and Significant Ecological Areas (SEAs) on
private properties
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Work with Ngāti
Whātua Ōrākei on restorative projects to improve water
quality, including in Ōkahu Bay and its inland catchment
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More of our community
participates in environmental enhancement projects
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Foster and support
relationships with community groups and schools to undertake pest control,
stream and bush clean-ups, restoration and planting projects
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Expand the Education for
Sustainability programmes into more schools
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Work with the community
to identify local planting areas for the Mayor’s Million Trees project
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The health of our
waterways is improved
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Develop a local healthy
waters action plan, containing planned and proposed waterway enhancement
projects that improve receiving environments, such as our beaches, the
Ōrākei Basin and the Tāmaki Estuary
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Outcome 5: A thriving economy which
supports local businesses and town centres
Whakaotinga 5: He ōhanga whaiora e tautoko i
āna ake pakihi me ōna pokapū ā-tāone
The Ōrākei Local
Board area has several distinct town centres, each with its own character that
should be retained and enhanced. It is important that these centres maximise
their potential, are attractive and continue to offer a diverse range of retail
options, services and experiences for local residents and visitors to enjoy.
We will continue to
support our business improvement districts (BIDs) and business associations. We
want to work with our business areas to help strengthen our town centres to
ensure they thrive and prosper.
According to the
Ōrākei Local Board Economic Overview 2016, 11 per cent of residents
work from home, and home-based businesses are more prevalent in our board area
than elsewhere in Auckland. These businesses are making an important
contribution to Auckland's economy, yet little is known about their particular
business needs.
The economic overview also
showed that in 2013 only 29 per cent of Ōrākei residents worked in
the local board area. Because our area lacks a major employment centre, its
individual town centres and home-based businesses are important to providing
more local jobs and minimising peak traffic congestion. Bordering the central
city, the wonderful Waitematā Harbour and the Hauraki Gulf,
Ōrākei is extremely well-placed to grow its tourism potential. The
board is keen to identify opportunities where new developments are likely to
attract visitors, both locally and from overseas. The Ōrākei Visitor
Strategy suggests developing Ōrākei’s profile to encourage the
tourism industry to grow and prosper.
Our area would benefit
from having more community events and local art projects. We will continue to
work with Auckland Tourism, Events and Economic Development (ATEED) to identify
further opportunities for promoting events, tourism and the arts in our area.
We have developed the
Tāmaki Drive Precinct Events Guidelines, which will help manage the impact
of events in the Tāmaki Drive area on surrounding businesses and
residents.
The Stonefields Heritage
Trail will provide opportunities to link the Stonefields community with the
Lunn Avenue business precinct and will bring more people to the area.
Opportunities
· Our beaches, waterfront
and town centres attract visitors from across Auckland.
· We have a well-educated
population with a high average household income and a high labour market
participation rate.
· We are well-located in
relation to central Auckland and the industrial and employment areas to the
south of the local board area.
· Most local shopping
centres have BIDs and/or business associations to advance their local economic
development initiatives.
Challenges
· There is limited land for
business activities in the local board area.
· Our community has an
ageing population, so the number of residents participating in the labour
market could decline in the future.
Our
commitment
We are committed to
carrying out the following key initiatives to achieve these goals and will
continue to look at other opportunities as they arise.
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Outcome 5: A thriving economy which supports local
businesses and town centres
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Objective
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Key initiatives
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|
Thriving town centres
that support local businesses in meeting the needs of the growing community
|
Work with local business
associations to ensure town centres continue to attract people
|
|
Undertake research to
understand the impact of events on town centres and the local economy
|
|
Local business
associations continue to grow
|
Encourage more
businesses to participate in their local business association and facilitate
new business hubs or networks
|
|
Work with the
Maungakiekie-Tāmaki Local Board to facilitate the formation of a
business association in the Lunn Avenue business precinct
|
|
Local and overseas visitors
are attracted to our area
|
Work with ATEED and
other partners to identify tourism opportunities that benefit the local
economy
|
|
Maximise opportunities
with development of the shared path (Glen Innes to Tāmaki Drive) to
regenerate and extend existing trails in adjoining green space areas and
create a unique New Zealand bush track experience for visitors
|
·
Carrying
out our plan
Te whakatutuki i tā
mātou mahere
·
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 important to the
Ōrākei Local Board. The Board is committed to meeting its
responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi. As part of
this commitment, we participated in the sub-regional hui on 17 March 2017 and
invited mana whenua to our Have Your Say events.
There will be more
opportunities for the Board and iwi to work collaboratively and innovatively
together, particularly with environmental projects such as:
- prioritising restoration of the
water quality of Ōkahu Bay including the remediation of the inland catchment
- regenerating and enhancing our
natural bush, waterways, creeks, streams and wetlands, using native plants
- continuing and expanding pest
and predator control to protect native flora and fauna
- improving the habitat for birds
and establishing wildlife corridors and sanctuaries.
From time to time, other
initiatives and site-specific projects will be identified where the Board and
iwi can work together, and with other groups, to deliver and optimise benefits
for all the communities in the Ōrākei Local Board area.
Funding information
He kōrero take
pūtea
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 Ōrākei Local Board for the 2017/18
financial year is included in Appendix One.
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 Two.
Auckland Council’s 2018-2028
10-year budget
In June 2018 the 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 Ōrākei Local Board in the 2017/18 financial
year was $595,708.
How local boards spend their budget
Much of the budget available to local
boards is required to keep their services going and maintain their local assets
including parks, community centres, libraries and halls.
Local boards also have additional,
discretionary funding that they can spend on local projects or programmes that
are important to their communities.
More information concerning local
board budgets can be found in Auckland Council’s Local Board Funding
Policy, available on the council website.
The council is currently looking at
ways to provide local boards with more flexibility over their budgets.
Your Ōrākei
Local Board members
Ngā Mema o
tō Poari ā-Rohe o Ōrākei
Appendix One
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
|
|
|
228
|
|
Local parks, sport
and recreation
|
|
|
165
|
|
Local planning and
development
|
|
|
|
|
Local environment
services
|
|
|
|
|
Total operating revenue
|
|
|
393
|
|
Operating
expenditure
|
|
|
|
|
Local community
services
|
|
|
2,856
|
|
Local governance
|
|
|
1,067
|
|
Local parks, sport
and recreation
|
|
|
7,170
|
|
Local planning and
development
|
|
|
552
|
|
Local environment
services
|
|
|
301
|
|
Total operating expenditure
|
|
|
11,946
|
|
Net operating expenditure
|
|
|
11,553
|
|
Capital
expenditure
|
|
|
|
|
Local community
services
|
|
|
331
|
|
Local governance
|
|
|
|
|
Local parks, sport
and recreation
|
|
|
6,743
|
|
Local planning and
development
|
|
|
|
|
Local environment
services
|
|
|
|
|
Total capital expenditure
|
|
|
7,074
|
Appendix Two
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 Ōrākei Local Board Agreement 2017/2018. This is available on the
Auckland 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
|
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 residents 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 residents. Key activities include locally delivered Libraries
and Information (Libraries) and Arts, Community and Events
|
Provide safe, accessible, welcoming
library facilities that support the delivery of quality learning programmes
and services relevant to local communities
Enable residents and communities to
express themselves and improve their well-being through customer centric
advice, funding, facilitation and permitting
Deliver a variety of events,
programmes and projects that improve safety, connect residents and engage
them in their city and communities
Provide safe, reliable and
accessible social infrastructure for residents that contributes to
place-making 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 and support to
protect and conserve the Local Board area’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 Local Board Agreements, community engagement including
relationships with mana whenua and Māori communities, and democracy and
administration 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
|
Item 15 –
Road Name Approval for a New Private Road at 36 Mainston Road, Remuera
Background
Information received from Remuera Heritage
Robert Graham bought about 800
acres in Ellerslie/Remuera - the estate was gradually expanded to incorporate
land between Great South Road, Remuera Road, and the outskirts of St John's
College. Several years later Robert journeyed to America where he courted and
married Sophia Swann, returning to New Zealand with their first-born child in
April 1853. A family homestead named 'Ellerslie House' was constructed in 1853
at the top end of 'Ladies Mile' - originally no more than a bridle track
connecting the estate to Remuera Road where Robert's brother resided. Although
the track later became officially known as Bella Street, Robert nicknamed it
'Ladies Mile' after his wife who rode along it every morning. In subsequent
years a large number of labourers developed the land. The Ferguson family were
employed as shepherds on the estate and remained in Ellerslie throughout their
lives as one of the first families to settle in the district.
Robert Graham sold Ellerslie House
to John Mains with 58 acres which was farmed until Mains death in 1895. His
wife remained there until 1909 when it was subdivided. Mainston House or Manor
is now listed on Auckland Council’s Historic Heritage List as Category A
– cannot be demolished.
Robert expanded his agricultural
interests elsewhere in the colony, including the purchase of land near the
Thames goldfields that was subdivided into a settlement called 'Grahamstown'.
He also became a pioneer in New Zealand tourism, beginning in 1845 when
he acquired 20 acres at Waiwera and constructed a tourist hotel with landscaped
gardens. Throughout the late nineteenth century hundreds of visitors travelled
to Waiwera by steamer to enjoy the hot mineral baths. Robert similarly seized
the potential of geothermal land in Taupo for tourism and from the mid 1850s
was drawn to colonial politics, elected to the House of Representatives in
1855. In 1862 he became the Auckland Provincial Superintendent and retained a
seat on the Provincial Council from 1868 until the abolition of the provincial
system in 1875.
Ellerslie Gardens
During the early 1870s Robert
decided to turn a portion of his estate now bounded by Hurst, Harrod, Tecoma,
and Robert Streets into the 'Ellerslie Zoological Gardens'. Landscape gardeners
were employed to create numerous rockeries, pavilions, rustic arbours and
swings, a merry-go-round, a dancing stage and bandstand, and two round stone
houses for seating. An orchard and strawberry fields were planted nearby and
grounds for football, athletics, and cricket were laid out. A lion, a tiger, a
bear, an eagle, several monkeys, and emus provided additional attractions for
visitors. The gardens regularly brought thousands of Aucklanders to Ellerslie
and became notorious for indulgence in delicious strawberries and ice cream.
The racecourse, sports events, and the gardens made Ellerslie a centre for
socialising and leisure. In later years Graham continued to wear the silk hat
and frock coat of a gentleman, riding into town on a grey pony each morning
after visiting the gardens. Following the establishment of horse racing the
gardens were renamed the 'Ellerslie Racecourse Gardens'.
Item 18 – Remuneration
Authority consultation document
Remuneration Authority
Consultation Document: Local Government Review
Orakei Local Board Submission
Context
The Local
Government (Auckland Council) Act 2009 established Auckland Council’s
unique shared governance model. This model is not replicated anywhere else in
New Zealand.
Section 7 of the Act states that the decision-making
responsibilities of the Auckland Council are shared between the governing body
and the local boards. Section 12 states that a local board is not a local
authority, a community board, or a committee of the governing body.
Auckland Council’s 21 local boards
and 149 local board members, have a significant and wide-ranging governance
role. Each local board is an independent governance entity with
decision-making responsibility for local activities, issues and facilities, as
well as providing the local input into regional policies, plans and
decisions. They have responsibility for significant operating and capital
budgets and are fully accountable for the decisions they make.
Setting
Remuneration
The Orakei Local Board:
a)
does not agree with the principle of local
authorities deciding their own remuneration.
b)
does not agree that local board remuneration
should be decided by Auckland Council (by either the governing body and/or
local boards) through a remuneration pool allocated by the Remuneration
Authority. The Board believes this approach would negatively impact on local
boards and as a result, the communities we serve.
c)
considers that the Remuneration Authority should
continue its current practice of transparently and independently setting the
rates of remuneration for local board members, chairs, and deputy chairs.
d)
considers that if the Remuneration Authority
decides to allocate a remuneration pool to Auckland Council, then:
i.
the remuneration pool should be allocated to
each individual local board for its determination, rather than to the governing
body;
ii.
each additional position of responsibility,
above the base local board role, should have a formal role description; and
iii.
each local board should be required to gain a
75% majority vote to determine the allocation of remuneration across all of its
positions.
Members
Remuneration
The Orakei Local Board:
a)
considers that the roles and responsibilities of
local boards have the most significant influence on the workload of local board
members (including chairs and deputy chairs) and should be the primary factor
in determining the base level of local board remuneration across all local
boards.
b)
considers that a base level of remuneration
should be allocated for each local board role (member, chair, and deputy
chair), with other factors, such as population, operational expenditure, asset
size, social deprivation and number of guest nights, being used to provide
additional remuneration to particular local boards, where appropriate.
c)
does not agree that that there is any rationale
to change the current approach to remuneration of local board chairs and as
such, the remuneration for local board chairs should continue to be set by the
Remuneration Authority.
d)
considers that the remuneration for local board
chairs should continue to reflect the fulltime commitment required of this
role, noting that the specific requirements of the role and workload are unique
to Auckland and its governance structure and are not comparable to roles in
other local authorities.
e)
considers that if the Remuneration Authority
decides to allocate a remuneration pool to Auckland Council, then the
remuneration for local board chairs should be set by the Remuneration
Authority, taking into account the role and capabilities required of a local
board chair.
f)
requests that the Remuneration Authority
increase the rate of remuneration for local board deputy chairs to reflect the
additional responsibilities and workload expected of this role, and notes that
for the Orakei Local Board its portfolio system ensures the workload is shared
between its members and encourages collaboration with and accountability to its
residents and ratepayers.
Background
to Orakei Local Board Submission
About Auckland Council
Auckland Council has a unique two-part
governance structure, made up of the governing body and local boards. The
governing body comprises of the mayor (elected at large) and 20 governing body
members (councillors) elected from 13 wards. There are 21 local boards, each of
five to nine members elected from the local area (a total of 149 members).
Governing body members and local board
chairs are a full-time role, while local board members are a part- time
commitment.
The role of the mayor is to articulate and
promote a vision for Auckland and to provide leadership towards that vision,
including leading the development of the council’s plans (including the
long-term plan and the Auckland Plan), policies and budgets.
The governing body focuses on Auckland-wide
strategic decisions including strategies, policies, plans, regulations and
activities. The governing body also appoints the chief executive and governs
the council-controlled organisations.
Local boards set local direction through
the local board plans, represent their local communities and make decisions on
most local issues, activities and facilities. Local boards also provide input
to the governing body on regional decisions and on regional strategies, policies,
plans and bylaws.
Decisions of the local boards and the
governing body are decisions of Auckland Council. The chief executive has
management responsibility, delegated by the elected members, for implementing
the direction and decisions of the governing body and the local boards.
The elected member role is therefore a
governance one.
About local boards
Auckland Council’s 21 local boards
(comprising 149 local board members) have a significant and wide ranging
role. Local boards are independent governance entities and for some
purposes, are considered to be local authorities. We have decision-making
responsibility for local issues, activities, services and facilities. We
are fully accountable for the decisions we make, without any involvement or
oversight of Auckland Council’s governing body. We also have a key
advocacy role in regional decisions and policies. In particular local
boards:
·
help make local government accessible to
Aucklanders
·
make governance decisions on local activities,
issues and services
·
develop and adopt local board plans every three
years, to reflect the aspirations and priorities of local communities
·
prioritise expenditure in local board budgets
and monitor delivery of projects and spending against budget
·
work with mana whenua and mataawaka
·
develop annual local board agreements
·
engage with communities and express views and
preferences on their behalf to the governing body on region-wide strategies,
plans and bylaws
·
develop relationships with key stakeholders
including community organisations, sports and recreation organisations and
special interest groups
·
propose local bylaws and local targeted rates
·
work with council-controlled organisations on
services they provide in the local board area.
The extent of the local board governance
role is reflected in the Annual Budget. For the 2017/2018 financial year,
the combined annual operating budget of local boards is $287,444,000.
The combined capital budget is $172,888,000. As well, some local boards
are bigger in terms of both budget and the population they serve, than other
New Zealand local authorities.
The governance role of local boards, and as
a result, local board members, is a significant one. When considering
local board remuneration, the nature and extent of this governance role, and
the demands associated with it, are key factors. After seven years
experience with this model of governance, local boards have a good
understanding of these demands and are well equipped to advise on the
implications of the Remuneration Authority’s proposal as it relates to
local board members.
About local board members
Auckland Council has undertaken
considerable work over the last two years to develop detailed role and
capability descriptions for all its elected members. These have been developed
in consultation with and have the agreement of elected members from both arms
of Auckland Council’s shared governance model. The role and capability
descriptions for local board chairs, deputy chairs and local board members, all
require a considerable time commitment (see Appendix A for the full role and
capability descriptions). These roles are as follows.
·
Local board chair: The role of local board chair is a full-time position requiring
substantial additional commitment to that of other
local board members. It involves civic leadership
and is the most high-profile role in the local board. The chair has broad
oversight of the local board’s activities and is called upon to undertake
additional tasks, such as fronting media enquiries and representing the local
board at a regional level. The chair is also
responsible for leading local board meetings and workshops.
·
Local board deputy chair: Each local board elects a deputy chair. Deputy chairs form part of the local board’s leadership team
and assume significantly more responsibilities than other local board
members. To meet the expectations of their role, deputy chairs are
generally undertaking well in excess of the 20 hours per week time commitment
expected of other local board members.
·
Local board members: The workload of local boards is extensive. As a result, local
board members can expect to spend around 20 to 25 hours
per week on local board business. The role
involves a mix of daytime and night-time commitments. Annual business
such as plan development and hearings mean the job is also busier at certain
times of the year.
These are significant governance roles
requiring considerable commitment and as a result, limit the capacity to
undertake additional employment. The manner in which local board members are
remunerated is therefore, an important issue.
Factors to
be used in sizing local board member remuneration
The Remuneration Authority is proposing a
mix of population, operational expenditure, asset size, social deprivation and
number of guest nights to be used when sizing local authorities for the
purposes of determining remuneration. However, while there may be some
difference in workload and responsibility between local boards based on these
factors, we do not believe that they are the most relevant factors to be used
when sizing local boards. Due to the statutory and allocated
responsibilities of local boards, the workload and responsibilities of each local
board, and particularly chairs and deputy chairs, are very similar. There
is a base level of work and activities that all local boards have to undertake,
regardless of budget or population size. For example, all local boards
are required to prepare local board plans and local board agreements.
They are all responsible for significant local activities, issues, facilities
and services. All local boards are required to input into a multitude of
regional policies and plans, as well as work with council-controlled
organisations on issues relevant to their areas. These are significant
undertakings required of all local boards, irrespective of issues such as size
of population, operating expenditure or asset base.
Collectively, the roles and responsibilities
required of all local boards have the most impact on workload and should be the
predominant factor when allocating a base level of remuneration across Auckland
Council’s local boards. Each local board role (member, chair,
deputy chair) should be sized and a base level of remuneration allocated to
that role. The other proposed factors (population, operational
expenditure, asset size, social deprivation and number of guest nights) would
then be used to provide additional levels of remuneration to particular local
boards, if appropriate. This approach should apply to the current remuneration
practice, which determines the level of remuneration by role, as well as any
proposed remuneration pool.
Local board
member remuneration
We strongly believe that the Remuneration
Authority’s proposal of a remuneration pool is not in the best interests
of local board members and will negatively impact on local boards and as a
result, the communities they serve. Our reasons are set out below.
Certainty
Certainty regarding remuneration is an
important issue for potential local board candidates. Currently,
candidates know the remuneration they will receive if successful and can plan
accordingly. This certainty is also relevant to a local board
member’s decision-making process at the start of the electoral term when
considering a potential role as a chair or deputy chair of a local board.
The proposed remuneration pool will create uncertainty, as the actual level of
remuneration for specific local board roles will not be set until after the
local government election. This uncertainty has the potential to
discourage potential candidates. It may also disadvantage local board
members who sought re-election based on certain remuneration expectations which
are not met when decisions regarding allocation of the remuneration pool are
made. Financial hardship could occur as a result, particularly for those
candidates who have reduced their hours of work elsewhere to become a local
board member.
Independence and transparency
The remuneration pool approach has the
potential to make local board member remuneration a political issue. It
removes the current transparency and independence provided by the Remuneration
Authority. If the level of remuneration is determined by the governing
body, it has the potential to undermine the autonomy of local boards and cause unnecessary conflict and tension between the governing body
and local boards. If it is determined by each individual local board
(with a remuneration pool allocated at the individual local board level), it
has the potential to cause conflict within the local board, particularly if
there are discrepancies in how individual local board members are
remunerated. It may also result in significant inconsistencies between
local boards in remuneration levels for similar roles, which may negatively
affect relationships between local boards.
Adequacy of information
Prior to 2017, the role definition for
Auckland Council’s elected members was underdeveloped. Auckland
Council has undertaken significant work over the last two years to define the
roles and capabilities required of its elected members. This includes
local board chairs, deputy chairs, and members. We are confident that the
responsibilities and requirements of these roles are now well articulated and
understood. As such, we believe there is now sufficient information and
clarity on roles for the Remuneration Authority to continue with its current
practice of setting the rates of remuneration. While some differences may
occur in terms of the specific workloads of individual local board members, the
expectations of the various local board roles are clear. Workload issues
and discrepancies are best addressed internally within each local board as part
of its management of performance, rather than as a remuneration matter.
Local board
chair remuneration
The local board chair has a leadership
role, with broad oversight of all local board activities. The chair is called
upon to undertake many additional tasks, such as chairing local board meetings
and workshops, representing the local board at a regional level, fronting media
enquiries, and representing the local board at civic and community
events. The role of the local board chair requires a fulltime commitment.
This is reflected in the current remuneration set by the Remuneration
Authority. The specific requirements of the role and workload are unique
to Auckland and its governance structure, and are not comparable to roles in
other local authorities. We do not believe there is any rationale to
change the current approach to remuneration of local board chairs. As
such, the remuneration for local board chairs should continue to be set by the
Remuneration Authority, taking into account the roles and capabilities
required.
Local board deputy chair remuneration
Local board
deputy chairs have a major role, which extends beyond that of a local board
member. As well as chairing meetings and assuming the role of the chair
when the chair is absent or unavailable, they provide leadership, governance
and decision-making support to the chair and the local board as a whole.
A role and capability description has been developed, which demonstrates an
expectation that deputy chairs will commit to a workload well in excess of the
20 hours per week expected of local board members. However, currently
deputy chairs receive no additional remuneration for this additional
responsibility and workload, which significantly disadvantages those local
board members who are prepared to accept this leadership role. We
strongly urge the Remuneration Authority to set a rate of remuneration for
deputy chairs which reflects the additional responsibilities and workload
assumed by local board deputy chairs.
