Agenda of Kaipātiki Local Board

At the close of the agenda no apologies had been received.

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.

The Auckland Council Code of Conduct for Elected Members (the Code) requires elected members to fully acquaint themselves with, and strictly adhere to, the provisions of Auckland Council’s Conflicts of Interest Policy. The policy covers two classes of conflict of interest:

i. A financial conflict of interest, which is one where a decision or act of the local board could reasonably give rise to an expectation of financial gain or loss to an elected member; and

ii. A non-financial conflict of interest, which does not have a direct personal financial component. It may arise, for example, from a personal relationship, or involvement with a non-profit organisation, or from conduct that indicates prejudice or predetermination.

The Office of the Auditor General has produced guidelines to help elected members understand the requirements of the Local Authority (Member’s Interest) Act 1968. The guidelines discuss both types of conflicts in more detail, and provide elected members with practical examples and advice around when they may (or may not) have a conflict of interest.

Copies of both the Auckland Council Code of Conduct for Elected Members and the Office of the Auditor General guidelines are available for inspection by members upon request.

Any questions relating to the Code or the guidelines may be directed to the Relationship Manager in the first instance.

4 Confirmation of Minutes

That the Kaipātiki Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 20 February 2019, 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 7.7 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 Kaipātiki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Attachment A - Memorial Plaque Application	9
b ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Attachment B - Plaques and Memorials in Parks	15

No.	Title	Page
a ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Auckland Transport Monthly Update March 2019	23

Kaipātiki Local Board

20 March 2019

New community lease to The North Shore Playcentre Association Incorporated at 37 Totaravale Drive, Sunnynook

File No.: CP2019/00378

Te take mō te pūrongo

Purpose of the report

1. To grant a new community lease to North Shore Playcentre Association Incorporated (the playcentre) at 37 Totaravale Drive, Sunnynook.

Whakarāpopototanga matua

Executive summary

2. The playcentre holds a community lease for a site at 37 Totaravale Drive, Sunnynook. The lease expired on 31 March 2018. The lease remains operative on a month-by-month basis until a new lease is formalised.

3. The playcentre has applied for a new community lease. The building and improvements on the site are owned by the playcentre.

4. Staff recommend that a new community lease be granted to the playcentre for a term of ten (10) years commencing 1 March 2019, with one right of renewal for a further ten (10) years.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) grant a new community lease to North Shore Playcentre Association at 37 Totaravale Drive, Sunnynook described as Part Lot 109 DP 58805 (refer Attachment A to the agenda report) on the following terms and conditions:

i) term - ten (10) years commencing 1 March 2019 plus one right of renewal for ten (10) years

ii) rent -$1.00 plus GST per annum if demanded

iii) the North Shore Playcentre Association Incorporated - Totaravale Community Outcomes Plan (refer Attachment B to the agenda report) be attached to the lease.

b) note that all other terms and conditions will be in accordance with the Auckland Council Community Guidelines July 2012.

Horopaki

Context

5. The previous lease to the playcentre commenced 1 April 1998 for an initial term of 10 years plus one 10 year right of renewal. The lease fully expired on 31 March 2018 and a new lease has been requested by the playcentre. The lease remains operative on a month-by-month basis until a new lease is formalised.

6. This report recommends granting a new lease.

Tātaritanga me ngā tohutohu

Analysis and advice

7. The land occupied is legally described as Part Lot 109 DP 58805 and is held in fee simple by council as a classified local purpose (community buildings) reserve.

8. The converted house and grounds provide a playcentre for the local community. The building has a large open plan space for the families to learn and play. The grounds have been well landscaped to provide multiple areas for play.

9. The playcentre is open to all children up to five-years of age and requires parents and caregivers to be involved. The association also runs parent classes which helps foster a sense of community and belonging for the whole family.

10. The playcentre catchment area includes many new immigrant families. The playcentre works as an unofficial hub helping new parents to settle in New Zealand and provides them with a support network.

11. The playcentre is a licensed early childhood provider and its curriculum incorporates Te Reo. Many learning stories are in Te Reo and all sessions encourage the use of Te Reo.

12. The financial accounts provided indicate that the playcentre’s funds are sufficient to meet its liabilities and are being managed appropriately.

13. The playcentre has all the necessary insurance cover, including public liability insurance in place.

14. Council staff have negotiated and agreed a community outcomes plan with the playcentre. The playcentre is already working towards meeting these outcomes.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. The proposed lease to the playcentre has no identified impacts on other parts of the council group. The view of council-controlled organisations were not required for the preparation of this report’s advice.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

16. The new lease to North Shore Playcentre Association Incorporated is contemplated in the Kaipātiki Community Lease Work Programme 2018/2019-line 2492.

17. The recommendations within this report fall within the local board’s delegated authority relating to local, recreation, sport and community facilities. The North Shore Playcentre Association Incorporated offers a service that align with several outcomes of the Kaipātiki Local Board Plan 2017, namely, “Our people identify Kaipātiki as their Kāinga (home)”, and “Services are well managed and meet community needs”.

Tauākī whakaaweawe Māori

Māori impact statement

18. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2018-2028, the Unitary Plan and local board plans.

19. Support for Maori initiatives and outcomes are detailed in Te Toa Takitini, Auckland Council’s Maori Responsiveness Framework. An aim of community leasing is to increase targeted support for Maori community development projects.

20. Iwi engagement has been undertaken and involved:

i) a presentation at the Mana Whenua Forum held at Orewa Service Centre on 5 December 2018; and

ii) email contact containing detailed information on the land and The North Shore Playcentre Association Incorporated proposed new lease, inviting iwi representatives to hui and /or for a kaitiaki site visit to comment on any spiritual, cultural or environmental impact with respect to the proposal.

21. No objections were raised or requests for hui or kaitiaki site visits received from any of the iwi groups who responded.

Ngā ritenga ā-pūtea

Financial implications

22. There are no cost implications for the local board approving a new lease to North Shore Playcentre Association Incorporated.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. Should the Kaipātiki Local Board resolve not to grant a renewal of the community lease to North Shore Playcentre Association Incorporated this decision will materially affect the group’s ability to undertake its core activities.

Ngā koringa ā-muri

Next steps

24. Subject to the grant of a renewal of a community lease, council staff will work with the group to finalise the new lease document.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Site Plan Totaravale Playcentre	51
b ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Community Outcomes Plan	53

No.

Title

Page

a ⇩

20 March 2019 - Kaipātiki Local Board Business Meeting

- Site Plan Totaravale Playcentre

b ⇩

20 March 2019 - Kaipātiki Local Board Business Meeting

- Community Outcomes Plan

Ngā kaihaina

Signatories

Authors

Phillipa Carroll - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Kaipātiki Local Board

20 March 2019

New community lease to Glenfield Tennis Club Incorporated at Elliott Reserve, Elliott Avenue, Bayview.

File No.: CP2019/01458

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Kaipātiki Local Board to grant a new community lease to the Glenfield Tennis Club Incorporated for part of Elliott Reserve, Elliott Avenue, Bayview.

Whakarāpopototanga matua

Executive summary

2. The Glenfield Tennis Club Incorporated (the club) have a community lease for the site at Elliott Reserve that expired on 31 August 2016. The lease is still operative on a month-by-month basis.

3. The club have applied for a new community lease. The building and improvements on the site are owned by the club.

4. Staff recommend that a new community lease be granted to the club for a term of 10 years, commencing 1 May 2019 with one right of renewal for a further 10 years.

5. A proposed new lease was put forward to the local board in 2017 but deferred under resolution number KT/2017/149 until further advice could be provided on public access to the courts when not in use.

6. Options for public use were discussed in a workshop on 14 November 2018.

7. Agreed public access both free and pay-to-play are detailed in the attached Community Outcomes Plan.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) approve a new community lease to the Glenfield Tennis Club Incorporated for Part Lot 1 DP 92391 and Part Lot 38 DP 46696 held in fee simple by the Auckland Council under the Reserves Act 1977 (refer to Attachment A - Glenfield Tennis Club Inc. Site Map of the agenda report) subject to the following conditions:

i) term – 10 years commencing 1 May 2019 with one 10 year right of renewal

ii) rent - $1.00 plus GST per annum if demanded

iii) the Glenfield Tennis Club Incorporated Community Outcomes Plan as approved by the board be appended to the lease document (refer Attachment B to the agenda report).

b) approve all other terms and conditions be in accordance with the Auckland Council Community Occupancy Guidelines July 2012.

Horopaki

Context

8. The previous lease commenced 1 September 1996 for an initial term of 10 years plus one 10 year right of renewal. The lease fully expired on 31 August 2016, and a new lease has been requested by the club. The lease remains operative on a month by month basis until a new lease is granted.

9. This report recommends granting a new lease to the club.

Tātaritanga me ngā tohutohu

Analysis and advice

10. Glenfield Tennis Club was incorporated on 29 October 1962 and has occupied the site on Elliott Reserve since 1969.

11. The buildings and improvements are owned by the club. All six courts are artificial turf with ongoing maintenance and upgrade plans in place. The three back courts were resurfaced approximately four years ago, and plans are underway to resurface the three front courts. All the facilities are well maintained.

12. The club has approximately 164 members, including senior members aged 51 years or older and children between five to thirteen years old.

13. Glenfield Tennis Club employs a club tennis coach to provide coaching to its members as well as non-members at the club. The club funds junior coaching as part of the junior membership to ensure the development of younger people to master the basics of the game and allow them to move onto competitive matches as part of interclub teams.

14. The coaching programmes include supporting local schools in partnership with Tennis Northern, offering programmes such as Hot Shots (national starter tennis programme for NZ children), Tennis Xpress (catering for beginner adults) and Cardio Tennis (fun, social, group tennis-fitness program for people of all ages and abilities).

15. As well as interclub tennis, the club organises tennis practices, annual club championships and social activities throughout the year, such as a Trivial Pursuit evening.

16. The club is installing an online booking system so casual users may use the courts for a small fee, and dedicated times will also be allocated for free play by the community.

17. The club works with local schools and local community websites to encourage use of the facility. The club also work alongside the Kaipatiki Community Facilities Trust to run open days for the community.

18. The financial accounts provided by the club indicate that the club’s funds are sufficient to meet its liabilities and are being managed appropriately.

19. The club has all necessary insurance cover, including public liability insurance, in place.

20. Council staff have agreed on a community outcomes plan with the club which has been approved by the Kaipātiki Local Board and will be appended as a schedule to the community lease.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. Council’s Parks, Sports and Recreation team were invited to contribute to the workshop for a new proposed lease to the club. The workshop discussed the two main options for further access to the courts when not in use by the club. These options were based around the Pay-to-play and Free-to-play models.

22. The pay-to-play model was discussed with the view of providing targeted free-to-play promotions. The free-to-play model was discussed with the view of having council subsidised access.

23. Council staff and the club have worked together to agree on a mixed model where the club will provide an online booking system which will provide pay-to-play for casual games and the club will also provide some free-to-play time via the online booking system.

24. The club will fund both the on-line booking system and the cost of dedicating court use to free-to-play.

25. Parks, Sport and Recreation support the recommendation for the proposed new lease along with the Community Outcomes Plan.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

26. Consideration of a new lease to Glenfield Tennis Club Incorporated is a deferred item from the 2017 Kaipātiki Community Lease Work Programme, made at the 18 October 2017 business meeting. Consideration of a new lease to the Glenfield Tennis Club Incorporated was deferred until further advice was provided on the opportunities for public access to the courts when not in use by the lease. The advice was provided in the form of a memo to the 14 November 2018 workshop of the Kaipātiki Local Board. The Glenfield Tennis Club have chosen among the options presented to provide community access and incorporated them into the Community Outcomes Plan.

27. The recommendations within this report fall within the local board’s delegated authority relating to local, recreation, sport and community facilities. Glenfield Tennis Club Incorporated activities align with the Kaipātiki Local Board Plan 2017 outcomes of “Our people are active and healthy”, “Our community facilities and infrastructure are high quality and well managed”, and “Services are well managed and meet community needs”.

Tauākī whakaaweawe Māori

Māori impact statement

28. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader legal obligations to Māori. The council recognises these responsibilities are distinct from the Crown’s Treaty obligations and fall within a local government Tāmaki Makaurau context. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2018-2028, the Unitary Plan and local board plans.

29. Support for Māori initiatives and outcomes are detailed in Te Toa Takitini, Auckland Council’s Māori Responsiveness Framework. An aim of community leasing is to increase targeted support for Māori community development projects.

30. Iwi engagement has been undertaken regarding the granting of a new lease and involved;

i) a presentation at the Mana Whenua Forum held on 5 March 2019

ii) Iwi present at the forum do not oppose the proposed lease.

31. The land is classified as a recreation reserve and the reserve management plan contemplates the club.

Ngā ritenga ā-pūtea

Financial implications

32. There are no cost implications for the local board approving a new lease to Glenfield Tennis Club Incorporated.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. Should the Kaipātiki Local Board resolve not to grant a renewal of the community lease to Glenfield Tennis Club Incorporated this decision will materially affect the group’s ability to undertake its core activities.

Ngā koringa ā-muri

Next steps

34. Subject to the grant of a new community lease, council staff will work with the group to finalise the lease documentation.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Glenfield Tennis Club Inc Site Map	61
b ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Glenfield Tennis Club Incorporated Community Outcomes Plan	63

No.

Title

Page

a ⇩

20 March 2019 - Kaipātiki Local Board Business Meeting

- Glenfield Tennis Club Inc Site Map

b ⇩

20 March 2019 - Kaipātiki Local Board Business Meeting

- Glenfield Tennis Club Incorporated Community Outcomes Plan

Ngā kaihaina

Signatories

Authors

Phillipa Carroll - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Relationship Manager

Kaipātiki Local Board

20 March 2019

Allocation of funding to Citizens Advice Bureaux

File No.: CP2019/03469

Te take mō te pūrongo

Purpose of the report

1. To seek local board feedback on the proposed new model for allocating funding to Citizens Advice Bureaux (CAB), and on increasing the baseline grant to Auckland Citizens Advice Bureaux Incorporated (ACABx) by $200,000 in 2019-2021.

Whakarāpopototanga matua

Executive summary

2. There are 32 CAB sites in the Auckland region, which are operated by 11 separate CAB organisations. Bureaux staff and volunteers offer free information, advice, referral and client advisory service to local communities.

3. Local boards hold relationships with their local bureaux, which report on service usage and other matters of interest to the community.

4. In 2018/2019 council granted $2.067 million to ACABx, which was conditional on staff and ACABx jointly developing a new funding model to be agreed by 1 April 2019.

5. The new model developed with ACABx is population-based with a deprivation factor to reflect communities with high needs and access constraints.

6. Feedback is sought from the local board on the new funding model and the retention of the additional $200,000 to baseline funding of $1.867 million provided to ACABx in 2018/2019.

7. Local board feedback will be included in the report to the Environment and Community Committee in May 2019 to approve a new funding model for CAB.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) consider feedback on the new model for allocating funding to Citizens Advice Bureaux (based on 90 per cent population and 10 per cent deprivation), and on increasing the baseline grant to Auckland Citizens Advice Bureaux Incorporated by $200,000 in 2019-2021 (refer to Attachment A to the agenda report).

Horopaki

Context

8. Auckland Citizens Advice Bureau Incorporated (ACABx) was established in 2012 to provide a support structure for funding from council and other bodies, as well as the development of a strategic direction for the service in the Auckland region.

9. Currently there are 32 Auckland CAB sites in 18 local board areas (refer Attachment B). There are no sites in Franklin, Great Barrier and Upper Harbour.

10. Auckland bureaux are members of ACABx and Citizens Advice Bureau New Zealand (CABNZ). The role of CABNZ is to support membership standards and influence development of social policies and services at a national level.

11. In 2018, a joint working group of council staff and ACABx was established to develop a new funding model for Auckland bureaux.

Auckland Council funding of CAB

12. In 2018/2019, council granted $1.867 million to ACABx, which distributes funding to bureaux to provide services across Auckland.

13. Through council’s 10-year Budget 2018-2028, an additional one-off grant of $200,000 was approved to maintain and develop the service in the 2018-2019 financial year (resolution number GB/2018/91). The ACABx board have distributed $90,300 of this grant to bureaux facing financial pressure (Helensville, CAB Auckland City, Māngere). The remaining funds will be used to test new ways of delivering the service and develop a regional network provision plan.

14. Council provides accommodation for bureaux at minimal cost under community lease arrangements, which is equivalent to a $641,000 subsidy per annum. In addition to the funding through ACABx, some local boards also provide grants to bureaux for specific purposes.

15. The Environment and Community Committee set four conditions for the 2018/2019 operational grant, as shown in Table 1 below: (resolution number ENV/2018/48)

Table 1: Funding conditions 2018/2019

Funding condition	Progress to date
A joint review between Auckland Council and ACABx of the funding model	· Joint working group established · Considered what to include in the funding model · Agreed a new funding model and transitional arrangements
Updated Strategic Relationship Agreement to include the development of a regional network provision plan	· Revised Strategic Relationship Agreement signed between Auckland Council and ACABx with scoping and timeline for regional network provision planning to be agreed by June 2019
Improved reporting and access to consistent data on the service provided at regional and site level	· Council, CABNZ and ACABx jointly developed new report templates for bureaux to provide data and commentary on their activities · CABNZ is currently rolling out an improved database and data collection system (CABNET) which will impact the Q3/Q4 reports for 2018/2019
Strengthened and more strategic relationships between local boards and bureaux	· The revised Strategic Relationship Agreement sets out guidance on the relationship between local boards and bureaux

Tātaritanga me ngā tohutohu

Analysis and advice

Current funding model

16. The current model allocates the funding received by ACABx to sub-regional clusters of bureaux based on 2013 census population data.

17. The current funding model was implemented by ACABx with support from council as an interim approach to transition from legacy council funding to regional funding.

Council staff model

18. In 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 funding, to achieve greater equity and fairness, taking into consideration social issues in local communities across Auckland.’ (resolution number REG/2016/22)

19. A review of CAB services was undertaken, and council staff developed a revised funding allocation model using 70 per cent population, 25 per cent client usage, and 5 per cent deprivation. This model responded to the review findings and focused on funding to achieve greater equity and fairness.

20. This model was not supported by ACABx who strongly objected to the introduction of client usage as a funding factor.

New model from joint working group

21. The joint working group have developed a new funding model for bureaux using:

· 90 per cent population, using annual Statistics New Zealand population estimates

· 10 per cent deprivation to increase the capacity of bureaux to meet the complex needs of communities with higher levels of deprivation. This will support the development of new service approaches to increase the access to CAB services within these communities.

22. ACABx advise that this model will be difficult to implement at the current funding level as funding will be reduced to bureaux in the north, central and Ōtara. Some bureaux are experiencing financial pressure and any decline in funding would lead to a significant reduction in services.

23. If the annual grant of $1.867 million is increased by $200,000 per annum, ACABx have indicated that the new funding model could be implemented without service reductions if bureaux continue to receive funding at the 2018-2019 level at a minimum. The additional funding request for the $200,000, is now part of the budget refresh process and includes Executive Leadership Team and Governing Body decisions regarding approval for this funding. To further moderate the redistribution impacts of the new funding model at a bureau level, population-based increases in funding would be capped at 10 per cent for 2019-2021.

24. The application of the new funding model is shown in Table 2 below:

Table 2: New funding model allocations

Bureau	2018/2019 Actual	New model (current funding)	New model (plus $200,000)	Percentage difference between 2018/2019 Actual and New model plus $200,000
Helensville	$40,365	$36,872	$40,365	0
Hibiscus Coast	$51,712	$58,713	$58,920	14
Wellsford	$38,298	$36,770	$38,298	0
CAB North Shore (5 sites)	$309,030	$250,153	$309,030	0
WaiCAB (5 sites)	$298,746	$300,401	$344,999	15
CABAC (10 sites)	$499,901	$487,965	$553,597	11
Māngere (3 sites)	$169,849	$179,162	$190,494	12
Manurewa (2 sites)	$82,775	$114,454	$118.217	43
Ōtara	$86,927	$78,215	$86,927	0
Pakuranga (2 sites)	$98,662	$109,188	$109,262	11
Papakura	$86,471	$110,844	$112,628	30
Total	$1,762,737	$1,762,737	$1,962,737	11

Note: Based on 2018-2019 funding allocated. Excludes provision for premises lease payments to Auckland Council and ACABx fee (2 per cent)

25. The new funding model developed by the joint working group is the preferred model for implementation in 2019-2021. During this period, the regional network provision plan will be developed, and council’s level of investment can be confirmed and provided for as part of the 10-year Budget 2021-2031.

26. The new model supports The Auckland Plan 2050 outcome, ‘Belonging and Participation’:

· Focus area two – Accessible services and social and cultural infrastructure that are responsive in meeting people's evolving needs

· Focus area six – Focusing the council’s investment to address disparities and serve communities of greatest need.

27. The criteria applied to assess the models were developed by the joint working group. Consideration is given to equity, responsiveness to population growth and community need. Under the Auckland Plan 2050, adopting an equitable approach means prioritising the most vulnerable groups and communities to achieve more equitable outcomes. An assessment of the funding allocation model is shown in Table 3 below:

Table 3: Funding model assessment

Criteria X does not meet ü partially meets üüfully meets	Current model	Council staff model	New model from joint working group (preferred model)
Equity	X	ü	üü
Population growth	X	üü	üü
Community need	X	üü	üü
Advantages	ACABx used the current funding model to transition to regional funding from legacy arrangements	Uses latest population estimates to reflect future growth Deprivation factor supports equity for populations with complex issues and access constraints Client usage as a proxy indicator of community need which takes into consideration that service users do not necessarily just access services in the area they live	More equitable across Auckland with population-based funding covering all the region except Great Barrier Island Uses latest population estimates to reflect future growth Targeted deprivation factor (NZDep2013, deciles 8-10) supports equity for populations with complex issues and access constraints Provides platform for Auckland Council and ACABx to work together to develop a regional network provision plan Supported by ACABx if additional funding is retained
Disadvantages	The legacy cluster funding arrangements do not provide for service development Relies on 2013 census data Does not target funding for populations with complex issues and access constraints	Not supported by ACABx because client usage data does not consider the range of complexity in interactions from simple information requests to lengthy interviews Redistribution of bureaux funding within current funding envelope could lead to service reduction unless alternative funding is sourced	Redistribution of bureaux funding within current funding envelope could lead to service reduction unless alternative funding is sourced

28. A comparative overview of the funding models is provided in Attachment C.

29. ACABx support the new model conditional on the retention of the additional 2018-2019 one‑off funding of $200,000 as part of the baseline operational grant. This increased funding level would ensure that no bureaux would lose funding when the model is implemented in 2019-2020. Increased funding enables the inclusion of the Franklin population in the new funding model.

30. ACABx has indicated that the funding for deprivation will be allocated to bureaux for initiatives to enhance access to services and to trial the development of new service models.

31. Staff support the new model as it starts to address equitable services across Auckland through population-based funding and targeted deprivation. The model provides a platform for future service growth and the development of a regional network provision plan for CAB services.

32. Staff support the addition of $200,000 to the ACABx baseline grant from 2019-2020 to implement the new model and extend service funding across the region. All bureaux will receive their current or increased level of funding if council increases baseline funding by $200,000.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Council staff from across the business work cooperatively on matters concerning CAB. Council departments and units that were consulted on the new model and involved in regional network provision planning include:

· Community Facilities and Community Places – administration of the leases for CAB premises and facility operation

· Libraries and Information – some CABs are co-located with libraries

· Service, Strategy and Integration – expertise in service design and integrating service offers.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

34. Local boards provided input to the 2017 review of CAB services, which has informed the development of the new funding model. Local boards generally agreed that a higher level of funding was required to maintain services, and that any funding model needed to consider the area’s demographics and other needs in addition to overall population.

35. Overall, local boards reported that they had a good relationship with bureaux, that they were providing valuable, wide-ranging services to the community, and that there was room to improve reporting, service responsiveness and equity of funding.

36. Feedback is sought from the local board on the proposed new funding model and the retention of the additional $200,000 to baseline funding of $1.867 million provided to ACABx in 2018-2019.

37. Local board feedback will be included in the report to the Environment and Community Committee in May 2019 to approve a new funding model for CAB. The report will also reflect views on the implementation of the new model from ACABx consultation with bureaux.

Tauākī whakaaweawe Māori

Māori impact statement

38. CAB services are available to all, and there is currently limited targeting of services to groups, including Māori.

39. Staff and ACABx have worked together on development of the new model and no specific engagement with Māori was undertaken.

Ngā ritenga ā-pūtea

Financial implications

40. It is recommended that the additional $200,000 is retained in the ACABx baseline grant, bringing the annual total to $2.067 million in 2019-2021. This excludes any consumer price index adjustment. The additional funding request for the $200,000, is now part of the budget refresh process and includes Executive Leadership Team and Governing Body decisions regarding approval for this funding.

41. The Māngere-Ōtāhuhu Local Board has provided funding from 2015-2018 to Māngere CAB to operate a CAB agency in Ōtāhuhu. Reliance on the local board funding would reduce under the new model, as the Māngere CAB would receive increased funding of 12 per cent if the $200,000 is retained in the ACABx baseline grant.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

42. In applying the new model without the retention of the additional $200,000, funding to the following bureaux would decline:

· Helensville (-9 per cent)

· Wellsford (-4 per cent)

· CAB North Shore (-19 per cent)

· CAB Auckland City (-2 per cent)

· Ōtara (-10 per cent).

43. If the grant is increased by $200,000 per annum, no bureaux would face a reduction in funding.

44. There is a risk of reduction in CAB services in some communities if funding declines to bureaux. To mitigate this risk, it is recommended that the additional $200,000 is retained.

Ngā koringa ā-muri

Next steps

45. Local board feedback will be included in a report to the Environment and Community Committee in May 2019 to approve a funding model.

46. Staff will work with ACABx to scope a regional network provision plan project by June 2019. The plan development will involve bureaux and other stakeholders in setting the direction for the CAB service from 2021 onwards.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Local board feedback template	77
b ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Map of bureaux locations by local board	79
c ⇩	20 March 2019 - Kaipātiki Local Board Business Meeting - Comparative overview of funding models	81

Ngā kaihaina

Signatories

Authors

Sibyl Mandow - Advisor – Arts Community and Events

Authorisers

Graham Bodman - General Manager - Arts, Community and Events

Louise Mason – General Manager - Local Board Services

Eric Perry - Relationship Manager - Local Board Services

Kaipātiki Local Board

20 March 2019

2019 Local Government New Zealand Conference and Annual General Meeting

File No.: CP2019/03448

Te take mō te pūrongo

Purpose of the report

1. To inform local boards about the Local Government New Zealand (LGNZ) Conference and Annual General Meeting (AGM) in Te Whanganui-a-Tara Wellington, from Sunday 7 July to Tuesday 9 July 2019, and to invite local boards to nominate elected members to attend.

Whakarāpopototanga matua

Executive summary

2. The LGNZ Conference and AGM takes place at the TSB Arena, Te Whanganui-a-Tara Wellington from 1.30pm Sunday 7 July to 12.30pm on Tuesday 9 July 2019.

3. Local board members are invited to attend the conference. As the venue for 2019 is in Te Whanganui-a-Tara Wellington and given the cost of elected member attendance, staff recommend that one member per local board attend.

4. The Governing Body can select up to five Governing Body members to attend the conference.

5. In addition to the official delegates, LGNZ requires prior notice of which local board members plan to attend the AGM. Members wishing to attend are asked to register their intention with the Kura Kāwana programme by Friday 12 April 2019 so that this information can be provided to LGNZ.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) nominate one elected member to attend the Local Government New Zealand 2019 Conference and Annual General Meeting in Te Whanganui-a-Tara Wellington, from Sunday 7 July to Tuesday 9 July 2019.

b) confirm that conference attendance, including travel and accommodation, will be paid for in accordance with the current Auckland Council Elected Member Expense Policy.

c) note that any members who wish to attend the AGM must provide their names to the Kura Kāwana programme team by Friday 12 April 2019 to ensure that they are registered with Local Government New Zealand.

Horopaki

Context

6. This year, the LGNZ conference and AGM will be held at the TSB Arena, Te Whanganui-a-Tara Wellington, from Sunday 7 July to Tuesday 9 July 2019. The AGM will commence at 1.30pm on Sunday 7 July 2018, with the conference programme commencing at 4.30pm on that day and concluding at 12.30pm on Tuesday 9 July 2019.

7. The conference programme has the theme ‘Riding the localism wave: Putting communities in charge’. The high-level programme is attached to this report (refer Attachment A).

8. The AGM takes place on the first day of the conference. The LGNZ constitution permits the Auckland Council to appoint four delegates to represent it at the AGM, with one of the delegates being appointed as presiding delegate.

9. Elected members who hold LGNZ roles are:

Mayor Phil Goff	Metro Sector representative on the National Council
Councillor Penny Hulse	Chair of Zone One and Zone One representative on National Council, Member Conference Committee
Deputy Mayor Bill Cashmore	Auckland Council representative on Regional Sector
Councillor Wayne Walker	Auckland Council representative on Zone One
Councillor Alf Filipaina	LGNZ Te Maruata Roopu Whakahaere
Councillor Richard Hills	Member Policy Advisory Group
Waitematā Local Board Chair Pippa Coom	Member Governance and Strategy Advisory Group

10. Traditionally the four AGM delegates have been the Mayor, the Chief Executive and two Governing Body members who hold LGNZ roles.

11. The Governing Body will consider an item on AGM attendance at its meeting on 28 March 2019, which will include the recommendation that Mayor Phil Goff be the presiding delegate and the other three delegates be comprised of either:

· two members of the Governing Body who hold a formal representation role with LGNZ and the Chief Executive, or

· one member of the Governing Body who holds a formal representation role with LGNZ and the Chief Executive, and a local board member.

12. Delegates in 2018 were:

· Mayor Phil Goff

· Deputy Mayor Bill Cashmore

· Councillor Penny Hulse

· Local Board Chairperson Pippa Coom.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Local board members are invited to attend the conference. As the venue for 2019 is in Te Whanganui-a-Tara Wellington and given the cost of elected member attendance, it is recommended that one member per local board attend.

14. This means that a maximum of 26 Auckland Council elected members would attend the conference.

15. Delegates who attend are encouraged to report back to their local boards.

16. In addition, local board members can attend the AGM as observers, or as a delegate (depending on the Governing Body decision), provided their names are included on the AGM registration form, which will be signed by the Mayor.

17. LGNZ requires prior notice of which local board members plan to attend the AGM. Members wishing to attend are asked to register their intention with the Kura Kāwana programme by Friday 12 April 2019 so that this information can be collated and provided to LGNZ.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The Governing Body will also consider an item on conference attendance at its meeting on 28 March 2019 which will include the recommendations that the Mayor is appointed presiding delegate to the AGM and that three other delegates be appointed (one of which may be a local board member). It is recommended that these delegates also attend the LGNZ conference, along with any other Governing Body members up to a total of five attendees.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

19. The LGNZ Conference has relevance to local board members and their specific roles and responsibilities and is in line with the purpose provided for in the elected member development budget.

Tauākī whakaaweawe Māori

Māori impact statement

20. The LGNZ National Council has a sub-committee, Te Maruata, which has the role of promoting increased representation of Māori as elected members of local government, and of enhancing Māori participation in local government processes. It also provides support for councils in building relationships with iwi, hapu and Māori groups. Te Maruata provides Māori input on development of future policies or legislation relating to local government. Councillor Alf Filipaina is a member of the sub-committee. Te Maruata will hold a hui on 6 July 2019.

Ngā ritenga ā-pūtea

Financial implications

21. The normal registration rate is $1410 (early bird) or $1510 (standard).

22. Costs of attendance for one member from each local board are to be met from the elected members’ development budget, as managed by the Kura Kāwana Programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. The key risk is of delayed decision-making impacting costs and registration choices.

24. The sooner the registration for the nominated local board member can be made, the more likely it is that Auckland Council can take advantage of early bird pricing for the conference and flights, all done via bulk booking.

25. Delayed information may also impact registration into preferred conference streams or events.

Ngā koringa ā-muri

Next steps

26. Once members are confirmed to attend, the Kura Kāwana programme will co-ordinate and book all conference registrations, as well as requests to attend the AGM.

Ngā tāpirihanga

Attachments

No.

Title

Page

a ⇩

20 March 2019 - Kaipātiki Local Board Business Meeting

- Programme for 2019 LGNZ conference and AGM

Ngā kaihaina

Signatories

Authors

Linda Gifford, Programme Manager, Kura Kawana

Authorisers

Louise Mason – General Manager, Local Board Services

Eric Perry - Relationship Manager, Local Board Services

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant
Members	Paula Gillon
	Ann Hartley, JP
	Kay McIntyre, QSM
	Anne-Elise Smithson
	Adrian Tyler
	Lindsay Waugh

Authors	Jacinda Short - Democracy Advisor - Kaipatiki
Authorisers	Eric Perry - Relationship Manager

Authors	Paul Edwards - Senior Local Board Advisor - Kaipatiki
Authorisers	Eric Perry - Relationship Manager