Agenda of Rodney Local Board - 16 November 2017

Rodney Local Board

16 November 2017

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

8.1 Proposal for interpretation signage on Mahurangi Riverbank, Warkworth 6

8.2 Te Arai Preservation Society, Fairy Tern Trust and Save Te Arai 6

8.3 Kumeu Huapai Residents and Ratepayers Association 6

8.4 Northland Waste 7

9 Public Forum 7

10 Extraordinary Business 7

11 Notices of Motion 8

12 Panuku Development Auckland Local Board Six-Monthly Update 1 April to 30 September 2017 9

13 Auckland Council's Quarterly Performance Report: Rodney Local Board for quarter one, 1 July - 30 September 2017 17

14 Input to the Review of Citizens Advice Bureaux services 59

15 Changes to the Rodney Local Board committees' terms of reference 125

16 Additional meeting in December and adoption of the Rodney Local Board Meeting Schedule for 2018 143

17 Ward Councillor Update 147

18 Rodney Local Board Chairperson's Report 149

19 Governance Forward Work Programme 153

20 Deputation/Public Forum Update 157

21 Rodney Local Board Workshop Records 161

22 Consideration of Extraordinary Items

1 Welcome

2 Apologies

An apology from Member B Steele has been received.

3 Declaration of Interest

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

4 Confirmation of Minutes

That the Rodney Local Board:

a) confirm the ordinary minutes of its meeting, held on Thursday, 19 October 2017, as a true and correct record.

5 Leave of Absence

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

6 Acknowledgements

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

7 Petitions

At the close of the agenda no requests to present petitions had been received.

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Rodney Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Proposal for interpretation signage on Mahurangi Riverbank, Warkworth

Purpose

1. Representatives from the Lions Club of Warkworth will be in attendance to present a proposal in conjunction with Warkworth Riverbank Enhancement Group to install interpretative signage depicting historical buildings, places, events and prominent identities spaced at intervals along the Mahurangi Riverbank in Warkworth.

Recommendation/s

That the Rodney Local Board:

a) thank the representatives from the Lions Club of Warkworth for their presentation on a proposal in conjunction with Warkworth Riverbank Enhancement Group to install interpretative signage depicting historical buildings, places, events and prominent identities spaced at intervals along the Mahurangi Riverbank in Warkworth.

Attachments

a Interpretative signage proposal............................................................ 167

8.2 Te Arai Preservation Society, Fairy Tern Trust and Save Te Arai

Purpose

1. Te Arai Beach Preservation Society, the New Zealand Fairy Tern Charitable Trust and Save Te Arai Incorporated will be in attendance to address the local board on matters relating to Te Arai.

Recommendation/s

That the Rodney Local Board:

a) thank the representatives from the Te Arai Beach Preservation Society, the New Zealand Fairy Tern Charitable Trust and Save Te Arai Incorporated for their presentation.

8.3 Kumeu Huapai Residents and Ratepayers Association

Purpose

1. Representatives from the Kumeu Huapai Residents and Ratepayers Association will be in attendance to address the local board on a general update on their activities, a framework plan, and a proposed development at 455 Taupaki Road. They also wish to request the retention of a grant from 2016-2017 year for transport advice/expertise.

Recommendation/s

That the Rodney Local Board:

a) thank the representatives from the Kumeu Huapai Residents and Ratepayers Association for their presentation.

8.4 Northland Waste

Purpose

1. Representatives from Northland Waste will be in attendance to address the local board on the proposed Waste Management and Minimisation Plan which the local board provided feedback on at the October 2017 meeting.

Recommendation/s

That the Rodney Local Board:

a) thank the representatives from Northland Waste on their presentation in regard to the council’s proposed Waste Management and Minimisation Plan.

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Notices of Motion

There were no notices of motion.

Rodney Local Board

16 November 2017

Panuku Development Auckland Local Board Six-Monthly Update 1 April to 30 September 2017

File No.: CP2017/19472

Purpose

1. To give the Rodney Local Board an overview of Panuku Development Auckland (Panuku) activities within the local board area for the six months 1 April to 30 September 2017.

Background

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

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

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

Recommendation/s

That the Rodney Local Board:

a) receive the Panuku Development Auckland Local Board update for 1 April to 30 September 2017.

Local Activities

Portfolio Management

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

6. The property portfolio comprises 1437 properties, containing 1119 leases, as at 30 September 2017. The current portfolio includes vacant land, industrial buildings, warehouses, retail shops, cafes, offices, medical centres, and a large portfolio of residential rental homes.

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

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

Properties Managed in the Rodney Local Board Area

9. Panuku currently manages 67 commercial and residential properties within the Rodney Local Board area.

Commercial Properties	52
Residential Properties	15
Total Properties Managed	67

Business Interests

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

11. There is currently one managed business interest in the local board area:

12. Ti Point Forest – Deforestation is in progress and expected to be completed before the end of March 2018. Consideration needs to be given to ongoing use of the land once deforestation is complete.

Portfolio strategy

Optimisation

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

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

Portfolio review and rationalisation

Overview

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

Performance

16. Target for July 2016 to June 2017:

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

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

18. Target for July 2017 to June 2018:

Unit	Target	Achieved
Portfolio review	$60 million disposal recommendations	$20.7 million as at 30 September 2017

Process

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

Under review

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

Property	Details
55A Alnwick Street, Warkworth	As a result of the rationalisation process undertaken for 55A Alnwick Street, Warkworth, the vacant land site was identified as required by Watercare for future infrastructure purposes. The Finance and Performance Committee approved the transfer of the subject site in July 2017 to Watercare. Panuku and Watercare are arranging the transfer of the property in accordance with section 50 of the Public Works Act 1981.
14 Baxter Street, Warkworth	The site comprises a public car parking platform, the airspace above it, and the ancillary foyer, stairs and support pillars. It was originally acquired by the former Rodney District Council for a proposed community centre development. Consultation about this property has been undertaken with council and its CCOs, iwi authorities and the local board. No alternative service uses have been identified. The local board resolved at its 16 February 2017 business meeting that it was opposed to the proposed disposal of this site on the basis that it may be required for town centre car parking purposes in the future. A report was submitted to the Finance and Performance Committee’s 21 March 2017 meeting for a final decision on the proposed disposal. The committee resolved to delay the decision regarding the disposal of land until such time as the Auckland Transport Strategy team investigates parking options (including all day parking options) for Warkworth, with at least the same or greater number of carparks as the above property, and report back to the Finance and Performance Committee by way of a written report within the next three months. The committee also directed staff and the Rodney Local Board to investigate the urgency and the funding of the weather tightness remedial work and other deferred maintenance totalling approximately $500,000 and noted that resolution of the funding issue cannot be held over until the 2017/2018 Annual Plan. Council’s Community Facilities department are currently undertaking the required investigations before Panuku can report again to the committee.
Part of 45 Oraha Road, Huapai	As a result of the rationalisation process undertaken for the subject part of 45 Oraha Road, Huapai, the site was identified as required by Watercare for future infrastructure purposes. The Finance and Performance Committee approved the transfer of part of 45 Oraha Road, Huapai in July 2017 to Watercare. Panuku, Watercare and Healthy Waters are currently reviewing future flood mitigation planning for the area before the transfer proceeds.
Allotments 136, 137, 138, 139, 140 and 141 Ahuroa Parish and 147 Kourawhero Parish, Woodcocks Road, Woodcocks	The Finance and Performance Committee approved the divestment of the parcels of stopped road in April 2017. Panuku have entered into conditional sale and purchase agreements regarding four of the sites and are undertaking due diligence in preparation for a disposal for the remaining three.

Acquisitions

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

22. For the financial year beginning July 2017, three properties have had purchase agreements signed for open space purposes around the region at a value of $13.7m, and one property has been purchased for storm water purposes at a value of $3.15m.

23. No properties were purchased in the Rodney Local Board area during the reporting period.

Disposals

24. For the three month period to the end of September 2017 the Panuku disposals team has sold three properties realising $0.9 million of unconditional net sales proceeds. The team’s 2017/18 disposals target is $8.0 million for the year. The disposals target is agreed with the council and is reviewed on an annual basis. The team achieved $22.92m of net sale proceeds in the 2016/17 financial year.

25. One of the properties sold is in the Rodney Local Board area: Allot. 136, 137, 140, 141 Woodcocks Road, Woodcocks and settled on 29 August 2017.

Regional Activities

Highlights

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

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

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

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

Transform locations

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

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

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

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

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

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

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

Unlock locations

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

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

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

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

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

38. With the overall plan for Henderson being approved in May 2017, the vision for Henderson is for it to grow into an urban eco-centre. This vision will guide planning and development with an outcome towards ‘liveable growth’ by creating a safe, attractive and vibrant mixed-use environment with a uniquely west Auckland identity.

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

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

Support locations

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

Consideration

Local board views and implications

42. This report is for the Rodney Local Board’s information.

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

Māori impact statement

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

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

46. There are 19 Mana Whenua in the region, with 15 having indicated an interest in Panuku lead activities within the local board area.

47. Māori make up 10 percent of the local board population, and there are seven marae located within the local board area.

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

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

Implementation

50. There are no implementation issues.

Attachments

There are no attachments for this report.

Signatories

Authors

Sven Mol - Corporate Affairs Advisor Panuku Development Auckland

Authorisers

Toni Giacon - Manager Stakeholder Engagement

Lesley Jenkins - Relationship Manager

Rodney Local Board

16 November 2017

Auckland Council's Quarterly Performance Report: Rodney Local Board for quarter one, 1 July - 30 September 2017

File No.: CP2017/23893

Purpose

1. To provide the Rodney Local Board with an integrated quarterly performance report for quarter one, 1 July to 30 September 2017.

Executive summary

2. This report includes financial performance, progress against local board key performance indicators, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2017/2018 work programme.

3. Of significance this quarter,

· Whangateau Reserve renewal of flood lighting completed

· Warkworth town centre toilet renewal completed

· Matakana Jubilee Park tennis court renewal completed

4. The snapshot (Attachment A), indicates performance against the agreed 2017/2018 work programmes is tracking positively.

5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery (attachment B). All items are reported as ‘green’ status (on track) except for the following which have a ‘red’ status (behind delivery, significant risk)/’amber’ status (some risk or issues, which are being managed):

· Kumeu Arts Centre - LDI capital grant - improve assets

· Kumeu Childrens’ Art Club lease

· Rural Halls Rodney - support

· Rautawhiri Park - renew courts

· Riverhead War Memorial Park - upgrade fields 2, 3 & DTA sand fields and irrigation

· Rodney local active spaces planning 2017-2018

6. The overall financial performance for quarter one 2017/2018 is favourable compared to the budget. There are some points for the board to note:

· Overall, the operational financial performance of the board is tracking to 66% of revised budget year to date. Revenue is tracking at 59% of budget. The net operating cost of service has delivered 66% of revised budget. Capital expenditure delivery includes Omaha Groynes development and Kowhai Park toilet renewal. Attachment C contains further detailed financial information.

7. The key performance indicators show a trend of delivery that is not meeting the indicators The year-end outlook is that 56 per cent of measures will not achieve target. These are explained further in detail in the report.

Recommendation/s

That the Rodney Local Board:

a) receive the performance report for the financial quarter ending 30 September 2017.

b) remove line item 1427 ‘Kumeu Childrens’ Art Club’ from the community leases work programme as this lease is no longer required by the applicant.

Comments

8. The Rodney Local Board has an approved 2017/2018 work programme for the following operating departments:

· Arts, Community and Events; approved on 15 June 2017

· Parks, Sport and Recreation; approved on 15 June 2017

· Libraries and Information; approved on 15 June 2017

· Community Facilities: Build Maintain Renew; approved on 15 June 2017

· Community Leases; approved on 15 June 2017

· Infrastructure and Environmental Services; approved on 18 May 2017

Key achievements for quarter one

9. The Rodney Local Board has a number of key achievements to report from the quarter one period, which include:

· Kowhai Park toilets and re development nearing completion

· Huapai Hub consultation progressing well

· Whangateau Reserve renewal of flood lighting completed

· Warkworth town centre toilet renewal completed

· Matakana Jubilee Park tennis court renewal complete

Key project updates from the 2017/2018 work programme

10. The following are progress updates against key projects identified in the Rodney Local Board Plan and/or Local Board Agreement:

· Report received on Warkworth Swimming Pool provision planning regarding the expressions of interest process and decision end the expressions of interest process and continue to investigate other options for water play

· Initiative to upgrade local community hard courts was progressed with the renewal of the Matakana Jubilee tennis courts.

· Improve our sportsfields through provision of sandfield construction and floodlight provision was progressed with the renewal of the Whangateau Reserve flood lighting.

· Initiative to support communities to get involved in improving water quality in our rivers and harbours has progressed through the healthy waters fund now being available and will be allocated by the end of the calendar year.

Risks identified in the 2017/2018 work programme

11. The following are risks that have been identified by operating departments where the progress and performance indicator has been set to ‘red’ – significantly behind budget/time or achievement of outcomes/’amber’ status – some risk or issues, which are being managed.

Red

· Kumeu Arts Centre - LDI capital grant - improve assets: The project is currently on hold pending KAC Inc raising the amount needed to cover the shortfall in the project.

· Kumeu Childrens’ Art Club: Lease no longer required. Staff have ascertained that the art club no longer utilise the premises and there is no need to process a lease. It is recommended that this line item be removed from the work programme.

Amber

· Rural Halls Rodney: The delay in the completion of the MOU and the Operation Manual is due to the necessary checks required for these documents. The operations manual and the Memorandum of Understanding are in the final stages of development and will be completed in Q2.

· Rautawhiri Park - renew courts: Potential risks and issues have been outlined and include geotechnical and ground water issues.

· Riverhead War Memorial Park - upgrade fields 2, 3 & DTA sand fields and irrigation: Wet weather has seriously impacted completion for handover.

· Rodney local active spaces planning 2017-2018: Scope and intention of this project needs to be confirmed.

Financial performance

12. Operating expenditure year to date is under budget overall, predominantly due to the implementation of the Project 17 full facilities contract and the spread of costs over the Tahi region. A full year of costings will be required to more accurately budget in this area.

13. The deficit revenue relates to receipts from community halls and centres being less than anticipated by budget.

14. Capital spend of $1.3m is $2.8m less than anticipated by budget although a number of major projects are underway including further work on the Omaha Groynes and the Kowhai Park renewal. LDI projects have yet to commence.

15. The Rodney Local Board Financial Performance report is in Appendix C.

Key performance indicators

16. The local board agreements include level of service statements and associated performance measures to guide and monitor the delivery of local services. This report provides information on the performance measure year-end outlook for Rodney Local Board’s measures, showing how we are tracking after the first quarter of FY18.

17. The year-end outlook is that 56 per cent of measures will not achieve target. The measures currently with an outlook of ‘not achieved’ are as follows:

· Percentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

· Percentage of residents who visited a local park or reserve in last 12 months

· Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

· Percentage of funding/grant applicants satisfied with information, assistance and advice provided Percentage of Aucklanders that feel connected to their neighbourhood and local community

· Percentage of attendees satisfied with council delivered and funded local events

· Percentage of Aucklanders that feel their local town centre is safe (night)

· Facility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire (peak)

· Facility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire (off peak)

18. Currently all performance measures are being reviewed as part of the development of the 2018-2028 Long Term Plan.

19. For the first and second quarter we will be providing the year-end outlook based on the results of 2016/2017 or for any changes to the outlook based on results available. In the third quarter we will be in a better position to accurately project the year-end outlook for all measures. This is because the frequency of most measures is annual as data is collected through surveys.

Consideration

Local board views and implications

20. This report informs the Rodney Local Board of the performance for the quarter ending 30 September 2017.

Māori impact statement

21. Māori as stakeholders in the council are affected and have an interest in any report on the quarterly financial results. However, these results do not impact specific outcomes or activities. As such generally, the content of this report has no particular benefit to, or adverse effect on Māori.

22. The local board work programme item ‘Rodney Healthy Harbours Riparian Restoration Fund’ does outline that a meeting was held with Te Uri o Hau to discuss options regarding plants from the Te Arai Nursery. Te uri o hau are able to provide free plants to the local board which can be provided to fund applicants. This is in addition to the 50 per cent financial contribution from the fund.

Implementation

23. The local board will receive the next performance update following the end of quarter 2, December 2017.

Attachments

No.	Title	Page
a ⇩	Work Programme Snapshot	23
b ⇩	Work Programme Update	25
c ⇩	Financial Performance	49
d ⇩	Key Performance Indicators	57

Signatories

Authors

Kathryn Martin - Senior Local Board Advisor – Rodney

Jonathan Hope - Local Board Advisor - Rodney

Authorisers

Lesley Jenkins - Relationship Manager

Rodney Local Board

16 November 2017

Input to the Review of Citizens Advice Bureaux services

File No.: CP2017/20848

Purpose

1. To seek Rodney Local Board feedback on the draft options for supporting the future provision of Citizens Advice Bureaux services to Auckland’s communities.

Executive summary

2. Auckland Council is reviewing Citizens Advice Bureaux services in Auckland following a resolution by the Regional Strategy and Policy Committee in April 2016.

3. The review will determine the appropriate level of Auckland Council support for Citizens Advice Bureaux services from 2018/2019 onwards.

4. Thirty-one Citizens Advice Bureaux operate in the Auckland region.

5. Auckland Council fund Auckland Citizens Advice Bureaux Incorporated $1.839 million a year which then distributes the funds to bureaux.

6. Local boards have provided input to the review on the local relationships, services and funding. Staff have developed draft options to address the issues and opportunities raised. The options are in the table below:

Option 1: Enhanced status quo	Enhancements are a refined funding model, reporting improvements and strengthened local relationships
Option 2: Locally driven	Transfers responsibility for existing budget to local boards
Option 3: Regional service provision	Collective review of funding levels and number and location of service sites

7. Staff consider Option 3 to be the best option to achieve consistent regional service delivery. If Citizens Advice Bureaux and Citizens Advice Bureaux New Zealand do not agree with Option 3, then Option 1 provides for greater consistency of service delivery than Option 2.

8. Staff will incorporate feedback from local boards on the draft options in to the review findings to be reported to the Environment and Community Committee in early 2018.

Recommendation/s

That the Rodney Local Board:

a) provide feedback on the draft options for supporting the future provision of Citizens Advice Bureaux services to Auckland’s communities by 1 December 2017.

Comments

Background

9. On 7 April 2016 the Regional Strategy and Policy Committee resolved to:

“seek information from staff regarding a review of the service after consultation with the 21 local boards on the issues raised by the Māngere-Ōtāhuhu Local Board regarding Auckland Citizens Advice Bureaux Incorporated (ACABx) funding, to achieve greater equity and fairness, taking into consideration social issues in local communities across Auckland.” (REG/2016/22)

10. The review scope includes:

· alignment to council policy, strategic priorities, local board plans and policies

· equitable service provision – Aucklanders having access to the services they need across the region, responding to growth and change in Auckland’s communities

· equity of funding for bureaux across Auckland – the basis for how funding is distributed

· how Auckland Council interacts and engages with bureaux across Auckland

· communicating the impact and value of Citizens Advice Bureaux (CAB) services

· council’s governance needs and role with regard to reporting and accountability.

11. Since 2013 Auckland Citizens Advice Bureaux Incorporated (ACABx), a board made up of representatives from across Auckland bureaux, has been distributing the council funding to bureaux using a population-based funding model which replaced previous funding arrangements by legacy councils.

12. ACABx received $1.839 million for 2017/2018, which includes an annual inflation provision. This expenditure is included in the Long-term Plan 2015-2025.

13. Some local boards provide funding to their local bureaux in addition to the core funding allocated through ACABx. Local boards provide support to CAB through accommodation as the majority of bureaux are located in council facilities.

14. ACABx distributes funds to local CAB so that communities are provided with access to information, advice, referral and client advocacy services.

Current Auckland CAB services and alignment with local board plans and council strategies

15. Currently there are 31 Auckland CAB sites in 18 local board areas, with over 900 trained volunteers fielding approximately 300,000 enquiries per annum; 75% of the service is delivered face-to-face.

16. Support for CAB services aligns with the following:

· local board plan outcomes, such as connected communities, employment and housing

· Auckland Plan (strategic direction one): to create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders

· Empowered Communities Approach, where individuals, whānau and communities have the power and ability to influence decisions.

17. The first annual review of the Auckland Council-ACABx Strategic Relationship Agreement (2016-2018) noted the following achievements and issues:

· agreed relationship principles, established a governing group and secured CAB New Zealand (CABNZ) involvement to support the relationship

· work is still in progress to improve measurement and the CAB reporting model

· both parties acknowledged that the current arrangements limit the collective ability to achieve regional level change, including closure, rationalisation or new sites and influencing local service provision

· currently ACABx will not address the overall number and location of service sites operated by member bureaux, which is based on legacy council models. They will not consider opening new sites unless there is an increase in the overall funding envelope. Based on current information shared by CAB it is difficult to determine the value of the service in order for the council to review its funding commitment.

The review of CAB Services in Auckland

18. Local boards provided input to the review during July and August 2017. A comprehensive information pack was provided to resource and support the input. The full summary of local board input is provided in Attachment A.

19. Feedback from local boards highlighted what is working well:

· Most local boards consider the services are of high value to the community.

· Leverage of council funding as services are delivered by well trained, approachable, multi-lingual and knowledgeable volunteers.

· Connecting people with information and services otherwise out of reach, especially for migrants, older people, international students and lower socioeconomic groups.

20. The review has identified a number of issues, including:

· Inequity in funding of bureaux and service provision across the region – service needs to be responsive to growth and community need.

· The need for better connections between local boards and bureaux to support improved two-way communication.

· The need for bureau data and information on trends and emerging issues at regional and site level.

· Future service sustainability, including awareness of service and better outreach to targeted groups that currently are under-represented as users (e.g. Māori, some migrant groups, young people, rural communities).

21. Some local boards have raised deprivation as a factor that should be taken into account in allocating funding to bureaux. These local boards consider that areas of high deprivation should get more funding as there is increased and more complex need. Further investigation is needed and staff are seeking evidence from CAB on what they deliver and from which sites, and where their clients live before deprivation can be considered within the funding model.

Draft options for feedback

22. Three draft options have been developed that respond to the issues and opportunities raised by local boards and the review of the Strategic Relationship Agreement.

Table 1: Review of CAB services: Draft options

Option

Description

Pros

Cons

Implementation

Option 1: Enhanced status quo

· Overall funding envelope unchanged

· Governing Body remains the decision maker for funding

· Council has funding agreement with ACABx

· The funding agreement includes:

- A review of the population-based funding model with up-to-date local board population estimates, current CAB sites and exploring the use of deprivation as a proxy for need

- Improved reporting with consistent trend information at regional and site level

- A local relationship framework developed to support strengthened and more strategic relationships between local boards and bureaux

· Valued community service is maintained

· Continued contribution to regional strategies and improved contribution to local board plan outcomes

· Updated funding model to include some aspects of need, including population growth and potentially deprivation

· Improved reporting on the use and value of the service regionally and locally (who is using the service, why and where)

· Community intelligence is shared to support local decision making and advocacy

· Efficient bulk funding model because Governing Body would allocate bulk funding to ACABx to distribute to the bureaux

· No change to the fixed funding envelope

· Does not address the overall number and location of service sites or opening of new sites in high growth areas

· No strategic approach to the region’s service needs

· Does not address that some local boards are providing additional funding for bureau services from Locally Driven Initiatives (LDI) budgets

· Does not address the CAB as a largely passive service with limited resources to undertake outreach to vulnerable groups that are currently underrepresented as users

· Does not address responsiveness of the service to changing demographics and evolving community needs

· Could be implemented for 2018/2019 with a two-year funding agreement (July 2018 - June 2020)

· This is the most achievable of the options

Option 2: Locally driven

· CAB operates as a local service rather than a regional service

· Governing Body transfers responsibility for existing budget to local boards. Locally Driven Initiatives (LDI) budgets adjusted accordingly

· It would be up to each local board to decide if local bureaux are funded and to what level. From the bureaux perspective, their funding agreement would be with Auckland Council instead of ACABx

· Local boards govern the relationship with bureaux

· The funding agreement includes:

- Meeting local board priorities

- Improved reporting and local relationship framework as under Option 1

· Opportunity to strengthen alignment of bureaux services with local board plan outcomes and with other local community services

· Local boards and bureaux work together to respond to growth and local changes

· Council funding of the service can be more responsive to local need, e.g. seek rationalisation of bureaux sites at a local or cluster level, outreach to vulnerable groups that are currently underrepresented as users

· Local boards can direct funding to providers best placed to serve the local community

· Improved reporting on the use and value of the service regionally and locally (who is using the service, why and where)

· Community intelligence is shared to support local decision making and advocacy

· The fixed funding envelope constrains the ability to open new sites

· No strategic approach to the region’s service needs

· Significantly higher administrative burden on CAB which will need to seek local board support for funding arrangements

· Would require increased dedicated resource from council (Community Empowerment Unit) to administer multiple funding agreements and accountability reports

· Could be implemented for 2018/2019

· Funding could be ring fenced for the 2018/2019 during phased implementation

· From 2019-2021, local boards could fund on an annual or multi-year basis and could also fund on a local board cluster basis

· This option is achievable but would require significant change for bureaux and local boards

Option 3: Regional service provision

· Assessment undertaken to understand the value of the service which would also determine the appropriate level of Auckland Council support required

· This option requires active participation from CABNZ and Auckland bureaux

· Regional Network Provision Framework developed by council, CABNZ and bureaux that reviews the location of bureaux sites across the region to address service gaps and opportunities around accommodation

· Could also include potential for a single CAB entity for whole of Auckland with a mandate to develop the service regionally – requires major constitutional change for bureaux

· Comprehensive review of the CAB service going forward and role for Auckland Council in supporting the service

· Only option that allows for a review of the level of council funding for the service

· Strengthened contribution to regional strategies and local board plan outcomes

· Only option that would be able to comprehensively address the overall number and location of service sites, including new sites

· Strategic approach to the region’s service needs and addresses responsiveness of local service delivery

· Requires significant commitment and change from a volunteer-based organisation

· Relies on substantial council involvement and increased dedicated resource

· The new approach would be developed during 2018/19 and implemented in 2019/2020

· Enhanced status quo would apply in 2018/2019

· This option is the most difficult to achieve and would require long term commitment from all parties and council resourcing to implement

23. Overall Option 3: Regional service provision provides the most likelihood of achieving regional consistency of service delivery to meet changing community need and for this reason staff considers this to be the best option. However, without the agreement of the CABx and CABNZ Option 3 is not achievable. Discussions between council staff, the ACABx board and CABNZ are still ongoing.

24. If Option 3 is not achievable Option 1: Enhanced status quo will provide for greater consistency of service delivery than Option 2: Locally driven.

Consideration

Local board views and implications

25. Local boards have detailed knowledge of both local bureaux delivery and of their local communities’ needs. Local boards have provided input to the review on their relationship with the local bureaux, services and funding, indicating that for most local boards there is good alignment of the CAB services with local board plan outcomes.

26. Staff have developed draft options that respond to the issues and opportunities raised by local boards and are seeking feedback on these options.

27. Under Option 1 (Enhanced status quo) the funding model is reviewed and an improved local relationship framework would be available to support reporting and discussions between local boards and bureaux. Under Option 2 (Locally driven), boards would take on responsibility for funding local bureaux. Under Option 3 (Regional service provision) a fuller assessment would be undertaken with board involvement to determine a new approach for future CAB service provision across the region.

Māori impact statement

28. For 2016/2017, Māori users of CAB services comprised between 2.5% of users in the central Auckland/Waiheke cluster to 13.2% in south/east Auckland cluster (Source: ACABx Accountability Report to Auckland Council July 2016-June 2017).

29. Options 2 and 3 are more likely to improve Māori engagement with CAB services as they would support more responsive local service provision.

Implementation

30. Staff request local boards provide feedback on the draft options by 1 December 2017. Staff will incorporate this feedback in to the review findings which will be reported to the Environment and Community Committee in early 2018.

Attachments

No.	Title	Page
a ⇩	Summary of local board input July - August 2017	65

Signatories

Authors

Carole Blacklock - Specialist Advisor - Partnering and Social Investment, Community Empowerment Unit, Arts, Community a

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Carol McKenzie-Rex – General Manager, Local Board Services

Lesley Jenkins - Relationship Manager

Rodney Local Board

16 November 2017

Rodney Local Board

16 November 2017

Changes to the Rodney Local Board committees' terms of reference

File No.: CP2017/23376

Purpose

1. To approve revised terms of reference for the two Rodney Local Board committees, following the review of the committees which took place in October 2017.

Executive summary

2. The Rodney Local Board approved its current committee structure on 15 December 2016, dividing the work of the local board between the full local board and two committees: the Parks and Recreation Committee and the Transport, Infrastructure and Environment Committee.

3. Part of the establishing resolution included a “review [of] the committee structure and its appointees in September/October 2017” (RD/2016/176).

4. The Rodney Local Board undertook the committee review on 5 October 2017 and considered some administrative changes as well as some more substantive changes to the setup of the committees, namely that:

a) The committee terms of reference be amended to reflect activity types instead of departmental structure;

b) That responsibility for greenways to move to the Parks and Recreation Committee; and,

c) That current delegations to the chairperson and deputy chairperson of both committees be amended to the chairperson only, and any determination would be in consultation with the deputy chairperson.

5. The changes necessary to give effect to the outcomes of the review are recommended below in this report for the local board’s consideration and approval with additions underlined and deletions struck through.

Recommendation/s

That the Rodney Local Board:

a) note the outcomes of the Rodney Local Board committee review undertaken by local board members on 5 October 2017 and the following proposed changes to the committees setup:

i) the committee terms of reference are to be amended to reflect activity types instead of departmental structure;

ii) that responsibility for greenways to move to the Parks and Recreation Committee; and,

iii) that current delegations to the chairperson and deputy chairperson of the Parks and Recreation Committee and the Transport, Infrastructure and Environment Committee be amended to the chairperson only, and note that any determination in consultation with the deputy chairperson will occur.

b) amend the delegations made in resolution RD/2016/176 b) on 15 December 2016 to the following:

“delegate authority to the Parks and Recreation Committee to deal with all matters relating to ~~the following departments, work programmes and areas~~:

i) Parks, Sports and Recreation (including local parks, and sports facilities) ~~(excluding greenways)~~

ii) Arts ~~Community and~~

iii) Events

iv) Community empowerment and community-led initiatives (including community development)

v) Community leases

vi) Venues for hire and rural halls

vii) Community grants

viii) Greenways

ix) Libraries ~~and Information~~”

c) amend the delegations made in resolution RD/2016/176 c) on 15 December 2016, to the following:

“delegate to the Transport, Infrastructure and Environment Committee to deal with all matters relating to ~~the following departments, work programmes and areas~~:

i) Infrastructure (i.e. stormwater, wastewater disposal and telecommunications) ~~and Environmental Services~~

ii) Environment (i.e. waste, recycling and natural environment)

iii) Planning (i.e. town centre planning such as structure plans, plan changes and heritage matters) ~~Plans and Places~~

iv) Transport ~~(being Auckland Transport and greenways)~~

v) Business Improvement District Partnership (being all matters relating to Business Improvement Districts) and Economic Development

~~v) Community Facilities~~”

d) approve the amended terms of reference for the Parks and Recreation Committee set out in Attachment A to this agenda report and dated 10 November 2017

e) approve the amended terms of reference for the Transport, Infrastructure and Environment Committee set out in Attachment B to this agenda report and dated 10 November 2017.

f) recommend that the Parks and Recreation Committee and the Transport, Infrastructure and Environment Committee amend their current delegations in order to give effect to the change referred to in resolution a) iii) above at their next business meeting.

Comments

Background

6. The Rodney Local Board approved its committee structure on 15 December 2016, dividing the work of the local board between the full local board and two committees: the Parks and Recreation Committee (PRC) and the Transport, Infrastructure and Environment Committee (TIEC) (RD/2016/176). The full text of the resolution is set out in Attachment C to this agenda report.

7. The resolution on 15 December 2016 delegated to the two committees authority to deal with matters relating to departments and work programmes.

8. The PRC was delegated authority for:

· Parks, Sports and Recreation (excluding greenways)

· Arts, Community and Events

· Libraries and information

9. The TIEC was delegated authority for:

· Infrastructure and Environmental Services

· Plans and Places

· Transport (being Auckland Transport and greenways)

· Business Improvement District Partnership (being all matters relating to Business Improvement Districts)

· Community Facilities

10. Part of the establishing resolution for the committees included a review clause to “agree to review the committee structure and its appointees in September/October 2017”. This has been interpreted to mean a review of the committee operations rather than the merits of the ongoing existence of the committees.

11. The Rodney Local Board approved the terms of reference and formally delegated certain decision making responsibility to the PRC and TIEC at its meeting on 16 February 2017 (RD/2017/23). The full text of the resolution is set out in Attachment D to this agenda report.

12. Each committee subsequently passed resolutions delegating certain responsibilities to the chairperson and deputy chairperson of the committee as contemplated in those terms of reference. This included the ability to provide feedback on landowner approval applications. The TIEC did this on 18 May 2017 (RODTP/2017/20) and the PRC did this on 15 June 2017 (RODPC/2017/14).

Proposed changes

13. The Rodney Local Board conducted a review of the committee structure on 5 October 2017.

14. The review process identified several minor administrative changes relating to the scheduling of workshops as well as three structural changes to the makeup of the two committees:

	Issue	Option 1	Option 2	Recommendation
Committee Focus	Committees currently have responsibility for departments, not projects. This creates anomalies when departments share projects or one department starts a piece of work but another finishes it. This requires an inconsistent changing of which committee is responsible for a given project, and create odd scenarios, eg work on local parks is overseen by the TIEC because Community Facilities undertake work on parks.	The committee terms of reference are to be amended to reflect activity types instead of departmental structure. This will enable committees to have complete oversight of a project, regardless of which department is undertaking the work and resolve the anomalies such as the PRC not having oversight of activities on local parks. However, it will also mean there is no clear reporting line for a department to the local board, and certain departments (Community Facilities) will need to report to both committees.	Keep the status quo, whereby committees are delegated oversight of departments. This does not resolve the anomalous activities and crossed reporting lines for a given project. However, it retains a crisp and clean oversight function so that all activities by a department are overseen by one committee.	Option 1: The committee terms of reference are to be amended to reflect activity types instead of departmental structure. The artificial construct caused by the status quo is difficult to manage and inefficient. Moving to activity types allows for projects to be dealt with on their merits with one committee having consistent oversight.
Greenways	Greenways are overseen by the TIEC, but most work is undertaken by council’s Parks, Sport and Recreation team looking at access through local parks.	Greenways moves from the TIEC to the PRC. Most of the work on greenways involves local park land and access through that land. The change better aligns the committee structure with the practical realities of greenways for the foreseeable future. However, it is inconsistent with the treatment of greenways in the Local Board Plan 2017 and in future this activity will become more and more focussed on delivery on non-park land.	Greenways continue to be overseen by the TIEC. This is consistent with the Local Board Plan 2017 where greenways is a transport related initiative. Over time, greenways will involve more non-park land which makes it more relevant for the TIEC. However, this will not address the current issue where most work is undertaken by parks staff looking at access through parks land. This may continue for some time.	Option 1: Greenways move from the TIEC to the PRC. While greenways are a key transport initiative in the Rodney Local Board Plan 2017, most of the work on this involves local park land and access through that land. It is more logical that greenways report to PRC than to the TIEC in this circumstance.
Chairperson and Deputy Chairperson Delegations	Current delegations to the Chairperson and deputy chairperson are inefficient and not consistent with the intent of having responsive and efficient decision making	Current delegations to the chairperson and deputy chairperson be amended to be to the chairperson only, but in consultation with the deputy chairperson. Vesting the delegation in one member alleviates the inefficiencies caused by seeking a consensus view between two members, while still allowing for checks and balances in decisions making. However, there is a risk that delegating powers to one members allows for unilateral action that is not constrained by an opposing view.	Current delegations remain. This allows for a balance in decisions making where two members must agree and avoids the risk of a chairperson acting unilaterally. However, this does not resolve the issues caused if the chairperson and deputy chairperson do not agree, or one cannot be contacted. Vesting a delegation in two local board members may, in effect, be a de facto committee that brings with it additional administrative burden.	Option 1: Current delegations to the chairperson and deputy chairperson be amended to be to the chairperson only, but in consultation with the deputy chairperson. While there is a risk of a chairperson acting unilaterally, the increased burden of managing a de facto committee and the issues and delays caused when chasing the sign off of two members who may not agree on minor matters, outweighs that risk.

15. As the initial delegation to the committees was undertaken by the full local board, which also approved the terms of reference for each committee, the full local board is required to amend the delegation to give effect to the outcomes of the review. New terms of reference for the PRC and the TIEC reflecting the above changes are attached to this agenda report (Attachments A and B respectively).

16. The changes to the chairperson’s and deputy chairperson’s delegations of the committees will need to be approved by each committee at their next business meeting.

Consideration

Local board views and implications

17. The review of the Rodney Local Board committees was undertaken by local board members on 5 October 2017. The recommended changes to the committee structure are a reflection of the views and intention of local board members.

18. As a consequence of the proposed changes, the Project Lead for Greenways will need to be transferred from the TIEC to the PRC. This will also be undertaken by the committees at their upcoming business meetings.

Māori impact statement

19. The Rodney Local Board will continue to engage with iwi to ensure that effective decision-making of the local board committees takes into account the views of Maori.

Implementation

20. The changes to the structure of the committees will take effect once they have been approved and adopted.

21. The changes to the delegations to the chairperson and deputy chairperson of the TIEC and PRC (respectively) will take effect once they have been approved and adopted by each committee at their future business meeting.

Attachments

No.	Title	Page
a ⇩	Rodney Local Board Parks and Recreation Committee terms of reference (10 November 2017)	131
b ⇩	Rodney Local Board Transport, Infrastructure and Environment Rodney Local Board Transport, Infrastructure and Environment Committee terms of reference (10 November 2017)	135
c ⇩	Resolution establishing the Rodney Local Board committees (15 December 2016)	139
d ⇩	Resolution approving the Rodney Local Board committee terms of reference (16 February 2017)	141

Signatories

Authors

Jonathan Hope - Local Board Advisor - Rodney

Kathryn Martin - Senior Local Board Advisor

Authorisers

Lesley Jenkins - Relationship Manager

Rodney Local Board

16 November 2017

Terms of Reference for the Rodney Local Board's Transport, Infrastructure and Environment Committee and the Parks and Recreation Committee

Jonathan Hope (Senior Local Board Advisor) in attendance for this item.

Resolution number RD/2017/23

MOVED by Deputy Chairperson P Pirrie, seconded by Member B Bailey:

That the Rodney Local Board:

a) approve the Terms of Reference for the Parks and Recreation Committee as set out in Attachment A of this agenda report.

b) note that the Parks and Recreation Committee has previously been delegated authority to deal with the following departments, work programmes and areas:

i) Parks, Sports and Recreation (excluding greenways)

ii) Arts, Community and Events

iii) Libraries and Information

iv) Feedback on relevant bylaws within the scope and responsibilities of the committee

v) Rodney local board plan initiatives relating to matters i) to iv) above

c) delegate to the Parks and Recreation Committee the following responsibilities relating to the matters relating to i) to v) of resolution b) above:

i) to review, consider and make decisions on all matters

ii) to approve work programmes including budget allocations in accordance with the adopted Local Board Agreement

iii) to provide feedback and direction on policy matters

iv) to approve feedback on the acquisition of land for parks/recreation purposes

v) to approve matters relating to existing reserve management plans, to develop new reserve management plans and to recommend their adoption to the full local board, noting that the decision to adopt a reserve management plan sits with the full local board.

d) approve the Terms of Reference for the Transport Infrastructure and Environment Committee as set out in Attachment B of the agenda report.

e) note that the Transport, Infrastructure and Environment Committee has previously been delegated authority to deal with the following departments, work programmes and areas:

i) Infrastructure and Environmental Services

ii) Plans and Places

iii) Transport (being Auckland Transport and greenways)

iv) Business Improvement District Partnership (being all matters relating to Business Improvement Districts)

v) Community Facilities

vi) Feedback on all relevant bylaws within the scope and responsibilities of the committee

vii) Rodney local board plan initiatives relating to matters i) to vi) above.

f) delegate to the Transport, Infrastructure and Environment Committee the following responsibilities relating to the matters in i) to vii) of resolution e) above:

i) to review, consider and make decisions on all matters

ii) approve work programmes including budget allocations in accordance with the adopted Local Board Agreement

iii) to provide feedback and direction on policy matters

iv) the approval of Local Board Capital Transport Fund projects

v) the approval of road names in the Rodney Local Board area.

g) note that any matter not clearly delegated to either committee’s Terms of Reference will remain the responsibility of the full local board.

h) note that both committees will make additional delegations to their chairpersons and deputy chairpersons at their first respective business meetings.

i) agree that the first business meeting for the Transport, Infrastructure and Environment Committee will be held on Thursday, 16 March 2017 at 3.30pm in the Council Chamber, Orewa Service Centre, 50 Centreway Road, Orewa.

j) agree that the first business meeting for the Parks and Recreation Committee will be held on Thursday, 20 April 2017 at 3.30pm in the Ranfurly Hall at Kaipara Flat.

k) note that that the Transport, Infrastructure and Environment Committee and the Parks and Recreation Committee will set a meeting schedule for the remainder of the year at the first business meeting of those committees.

CARRIED

Rodney Local Board

16 November 2017

Additional meeting in December and adoption of the Rodney Local Board Meeting Schedule for 2018

File No.: CP2017/22684

Purpose

1. To set a date for an additional meeting on 5 December 2017 at 1pm and to seek the adoption of the Rodney Local Board meeting schedule for 2018.

Executive Summary

2. The local board require an additional meeting on 5 December 2017 at 1.00 pm to consider Long-term plan matters in order to meet the timeframes for feedback prior to the Governing Body meeting on 11 December. The meeting on 5 December will be in addition to the regular business meeting date of 14 December at 2.00pm.

3. A meeting schedule for 2018 has been developed and is included below for adoption by the local board.

4. The specific times and dates for meetings, public engagement and any hearings, which may be required for matters such as the Long-term plan and local board agreements, are yet to be finalised. Local board meeting schedules may therefore be updated once these details are confirmed.

Recommendation/s

That the Rodney Local Board:

a) approve an additional business meeting on 5 December 2017 at 1.00pm in order to consider Long-term plan related matters in order to meet the timeframes for feedback prior to the Governing Body meeting on 11 December.

b) adopt its meeting schedule for the period 2018 as follows:

DATE	TIME	VENUE
Thursday, 15 February 2018	2.00pm	Council Chamber Orewa Service Centre 50 Centreway Road, Orewa
Thursday, 15 March 2018	2.00pm	Council Chamber Orewa Service Centre 50 Centreway Road, Orewa
Thursday, 19 April 2018	2.00pm	Warkworth Town Hall Cnr Neville and Alnwick streets Warkworth
Thursday, 17 May 2018	2.00pm	Council Chamber Orewa Service Centre 50 Centreway Road, Orewa
Thursday, 21 June 2018	2.00pm	Council Chamber Orewa Service Centre 50 Centreway Road, Orewa
Thursday, 19 July 2018	2.00pm	Council Chamber Orewa Service Centre 50 Centreway Road, Orewa
Thursday, 16 August 2018	2.00pm	Council Chamber Orewa Service Centre 50 Centreway Road, Orewa
Thursday, 20 September 2018	2.00pm	Waimauku War Memorial Hall, 24 Waimauku Station Road, Waimauku
Thursday, 18 October 2018	2.00pm	Council Chamber Orewa Service Centre 50 Centreway Road, Orewa
Thursday, 15 November 2018	2.00pm	Council Chamber Orewa Service Centre 50 Centreway Road, Orewa
Thursday, 13 December 2018	2.00pm	Council Chamber Orewa Service Centre 50 Centreway Road, Orewa

b) notes that dates and times for meetings, public engagement and any hearings and deliberations for Long-term Plan and local board agreements are yet to be finalised.

Discussion

5. The Local Government Act 2002 (LGA) and the Local Government Official Information and Meetings Act 1987 (LGOIMA) have requirements regarding local board meeting schedules.

6. In summary, adopting a meeting schedule helps meet the requirements of:

· clause 19, Schedule 7 of the LGA on general provisions for meetings, which requires the chief executive to give notice in writing to each local board member of the time and place of meetings. Such notification may be provided by the adoption of a schedule of business meetings.

· sections 46, 46(A) and 47 in Part 7 of the LGOIMA, which requires that meetings are publicly notified, agendas and reports are available at least two working days before a meeting and that local board meetings are open to the public.

7. Adopting a business meeting schedule also allows for a planned approach to workloads and ensures that local board members have clarity about their commitments.

8. Commencing the business meeting during business hours will enable meetings to be productive and ensures best use of resources.

9. There are some instances for which the local board may need to have meetings in addition to this schedule. For example, the local board plans (developed every three years) and local board agreements (developed annually). The specific times and dates for those meetings, public engagement and any hearings process for these matters are yet to be finalised and are therefore not included in the schedule above.

Consideration

Local Board Views

10. The implication of this report is to ensure that the local board meets its legislative responsibility, as outlined in paragraph five.

Māori Impact Statement

11. There is no specific impact for Māori arising from this report. Local boards work with Māori on projects and initiatives of shared interest.

Implementation Issues

12. If there is any need to depart from the resolved dates, Auckland Council will publicly notify the updated details. Local Board Services Department staff support local board business meetings.

Attachments

There are no attachments for this report.

Signatories

Authors	Raewyn Morrison - Local Board Democracy Advisor
Authorisers	Lesley Jenkins - Relationship Manager

Chairperson	Beth Houlbrooke
Deputy Chairperson	Phelan Pirrie
Members	Brent Bailey
	Tessa Berger
	Cameron Brewer
	Louise Johnston
	Allison Roe, MBE
	Colin Smith
	Brenda Steele

Authors	Beth Houlbrooke – Rodney Local Board Chairperson
Authorisers	Lesley Jenkins - Relationship Manager