I hereby give notice that an ordinary meeting of the Waitākere Ranges Local Board will be held on:
Date: Time: Meeting Room: Venue:
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Thursday, 14 March 2019 6.00pm Waitākere
Ranges Local Board Office |
Waitākere Ranges Local Board
OPEN AGENDA
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MEMBERSHIP
Chairperson |
Greg Presland |
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Deputy Chairperson |
Saffron Toms |
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Members |
Sandra Coney, QSO |
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Neil Henderson |
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Steve Tollestrup |
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Ken Turner |
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(Quorum 3 members)
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Brenda Railey Democracy Advisor - Waitakere Ranges
5 March 2019
Contact Telephone: +64 21 820 781 Email: brenda.railey@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz
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Waitākere Ranges Local Board 14 March 2019 |
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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 Deputation - Māui and Hector's dolphins 5
8.2 Deputations - Te Uru update 6
9 Public Forum 6
10 Extraordinary Business 6
11 The Future of the Glen Eden Safety Hub 9
12 2019 Local Government New Zealand Conference and Annual General Meeting 35
13 Waitākere Ranges Programme- Six Month Update 43
14 Auckland Council’s Quarterly Performance Report: Waitākere Ranges Local Board for quarter two - 1 October to 31 December 2018 79
15 Consideration of Extraordinary Items
At the close of the agenda no apologies had been received.
Members were reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.
Specifically members are asked to identify any new interests they have not previously disclosed, an interest that might be considered as a conflict of interest with a matter on the agenda.
The following are declared interests of the Waitākere Ranges Local Board:
Board Member |
Organisation/Position |
Sandra Coney |
- Waitemata District Health Board – Elected Member - Women’s Health Action Trust – Patron - New Zealand Society of Genealogists – Member - New Zealand Military Defence Society – Member - Cartwright Collective – Member - Titirangi RSA – Member - Portage Trust – Member - West Auckland Trust Services - Director |
Neil Henderson |
- Portage Trust – Elected Member - West Auckland Trust Services (WATS) Board – Trustee/Director - Kaipatiki Project - Employee |
Greg Presland |
- Lopdell House Development Trust – Trustee - Whau Coastal Walkway Environmental Trust – Trustee - Combined Youth Services Trust – Trustee - Glen Eden Bid – Member - Titirangi Ratepayers and Residents Association - Member - Waitakere Ranges Protection Society - Member - Titirangi RSA - Member - Maungakiekie Golf Club - Member |
Steve Tollestrup |
- Waitakere Licensing Trust – Elected Member - Waitakere Task force on Family Violence – Appointee - Piha RSA - Member |
Saffron Toms |
Nil |
Ken Turner |
Nil |
Member appointments
Board members are appointed to the following bodies. In these appointments the board members represent Auckland Council:
Board |
Organisation/Position |
Sandra Coney |
- Friends of Arataki Incorporated – Trustee |
Neil Henderson |
- Friends of Arataki Incorporated – Trustee - Rural Advisory Panel - Member |
Steve Tollestrup |
- Glen Eden Business Improvement District - Member - Aircraft Noise Consultative Committee Group - Member - Local Government New Zealand Zone One Committee - Member |
Greg Presland |
- Glen Eden Business Improvement District (alternate) |
Saffron Toms |
- Ark in the Park - Manukau Harbour Forum - Chair |
That the Waitākere Ranges Local Board: a) confirm the ordinary minutes of its meeting, held on Thursday, 28 February 2019, as a true and correct. |
At the close of the agenda no requests for leave of absence had been received.
At the close of the agenda no requests for acknowledgements had been received.
At the close of the agenda no requests to present petitions had been received.
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 Waitākere Ranges Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.
Te take mō te pūrongo Purpose of the report 1. To receive a deputation from Christine Rose, NZ Campaign Advisor for World Animal Protection regarding her concerns around Māui and Hector's dolphins. Whakarāpopototanga matua Executive summary 1. Māui and Hector’s dolphins are among the world’s smallest and rarest dolphins and both are found on Waitākere’s coast. Already under pressure from gill nets, disease and other natural causes, at least four Māui of an estimated population of only 57 dolphins, were reported dead in 2018. Untold others continue to perish in commercial fishing gear and other human caused threats such as noise, seismic testing, climate change and prey species depletion have set back previous conservation efforts. There are very few observers on the fishing fleet and little monitoring and enforcement or oversight of by-catch. The long planned camera observer programme has been stopped. 2. The Government is currently reviewing the Threat Management Plan for Māui and Hector’s dolphins, with consultation expected to occur in March and April. 3. This deputation is to encourage the local board to proactively engage with the Government and the community to improve stewardship of these taonga.
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Ngā tūtohunga Recommendation/s That the Waitākere Ranges Local Board: a) receive the presentation on Māui and Hector's dolphins and thank Christine Rose, NZ Campaign Advisor for World Animal Protection, for her attendance.
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Te take mō te pūrongo Purpose of the report 1. To receive a deputation from Andrew Clifford, director at Te Uru Waitakere Contemporary Gallery, Titirangi. Whakarāpopototanga matua Executive summary 2. Andrew Clifford will provide an overview of current and future progress and activities at Te Uru.
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Ngā tūtohunga Recommendation/s That the Waitākere Ranges Local Board: a) receive the presentation providing an overview of current and future progress and activities at Te Uru and thank Andrew Clifford, Te Uru Waitākere Contemporary Gallery director, for his attendance.
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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.
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.”
Waitākere Ranges Local Board 14 March 2019 |
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The Future of the Glen Eden Safety Hub
File No.: CP2019/02602
Te take mō te pūrongo
Purpose of the report
1. To consider the future operating model for the Glen Eden Safety Hub at 2 Glenmall Place and approve the lease and associated funding.
Whakarāpopototanga matua
Executive summary
2. The Glen Eden Safety Hub was established in 2015 at 2 Glenmall Place in the Glen Eden town centre.
3. The original lease was for two years, with a further two-year right of renewal. In October 2017, the lease was renewed for a further two years at $15,164 per annum.
4. In 2018/2019, the local board allocated Locally-driven Initiatives (LDI) funding of $21,000 towards the lease and operating costs of the hub.
5. The current lease of the commercial space will expire in April 2019.
6. The recommended option (option one) is to renew the lease, which will continue supporting local community safety outcomes by providing a local office for a community constable and local community safety organisations.
7. This option will cost $21,000 per year for two years for lease and operating costs, which is already allocated in the 2018/2019 work programme line 1015.
8. In addition, staff recommend allocating $4,000 from the 2018/2019 Community Response Fund for refreshed branding and signage for the building exterior.
9. Staff also recommend opening the use of the hub to a variety of organisations that support the local board outcomes sought for Glen Eden, including safety outcomes.
Recommendation/s That the Waitākere Ranges Local Board: a) approve the renewal of the lease of the commercial space at 2 Glenmall Place, for a further period of two years commencing May 2019. b) approve the allocation of $21,000 from 2018/2019 work programme line 1015 for the lease and operational outgoings up to June 2019. c) approve the allocation of $4,000 for refreshed branding and signage for the commercial space from the 2018/2019 Community Response Fund. |
Horopaki
Context
10. Following community consultation for the 2014 Local Board Plan, the local board identified ‘improving safety by providing a local office for a community constable’ as a key initiative.
11. The Glen Eden Safety Hub was established in 2015 at 2 Glenmall Place in the Glen Eden town centre. The original purpose of the safety hub was to locate the constable in the town centre, which provided an opportunity for the local board to partner with police and was seen as a way to provide an extra level of reassurance to users of Glenmall Place. The original lease was for a minimum of two years with a further two-year right of renewal.
12. In October 2017, the lease was renewed for a further two years at $15,164 per annum with the balance to cover operational outgoings. The current lease of the commercial space will expire in April 2019.
13. A review of the Glen Eden Safety Hub’s contribution to community safety outcomes in the town centre was presented to the local board at a workshop on 6 December 2018. This review was informed by discussions with current users of the safety hub, including the local police community constable, Community Patrol New Zealand, and the Glen Eden Pacific Wardens and the Glen Eden Village Business Association. A summary of this review is included as Attachment A.
14. In recent years, there has been a shift from the traditional crime and injury prevention approach to community safety, to a more focused holistic view that supports thriving, connected, cohesive and resilient communities. This more holistic approach aligns with both council’s Thriving Communities community and social development action plan and the outcomes of the Empowered Communities Approach (Attachment B).
15. The placemaking approach is being incorporated in the 2018/2019 local board work programme through line 1018: Increase Diverse Participation. A Glen Eden activation programme pilot is currently underway; beginning with a series of Saturday evening events in public spaces “Beats and Eats”. These activations have several objectives, including:
· opportunities for community-led placemaking activities that celebrate diverse local identities
· support the engagement of diverse ethnic groups and young people in local activities
· foster a sense of welcome, participation and belonging within the local community
· promotion of positive events and activities to prevent or displace antisocial behaviour.
16. Regardless of which option is selected for the future of the safety hub, staff will continue to work with local police, safety organisations and the business association to proactively address community safety issues, with a focus on prevention.
17. Enforcement activities are the responsibility of the Police, with the support of security and CCTV monitoring activities provided by the local business association.
Tātaritanga me ngā tohutohu
Analysis and advice
18. The current lease of the safety hub commercial space will expire in April 2019. Staff have considered the following three options for the future of the safety hub, based on the review of its contribution to community safety outcomes in the town centre.
Option One - Status Quo (recommended option)
19. Staff recommend renewing the current lease for the commercial space of the safety hub to enable the current community safety initiatives to continue by providing a local office for a community constable and local community safety organisations. Option One maintains the current contribution to community safety outcomes and provides a platform for growth. The cost to the local board is within current spending levels and contributes positively to the local board’s desired outcomes for the town centre and community.
Features |
§ Renew the lease for a further two years, at a cost of approximately $21,000 per year. § Continue to accommodate police staff and local community safety organisations. There is potential to enable work spaces for other community service providers at council’s discretion. § Redesign the interior of the hub to create a larger meeting and training space. Refresh exterior branding to amend safety wording, removing front window images to improve passive surveillance and appearance ($4,000) and to make it clear that it is a working office. |
Benefits |
§ Minimal disruption to existing situation; more welcoming working space; greater use of the hub throughout the day by staff from a variety of organisations that support local board outcomes for Glen Eden (including safety outcomes); leverage investment in the town centre from other organisations; potentially provide a base for future community engagement activities for Glen Eden revitalisation programme. |
Risks |
§ Potential perceived gap in the short term if the hub is no longer perceived as being the go-to place to discuss safety issues. People can be encouraged to contact Police directly for safety matters. |
Option Two - increasing community safety focused-resources
20. This option would intensify community safety initiatives by increasing community safety focused-resources, partially-staffing the hub, and attracting additional safety organisations to use the space. However, the necessary investment could be disproportionately large compared to the level of community safety issues in the local board area.
Features |
§ Renew the lease for a further two years, at a cost of approximately $21,000 per year, or identify an alternative location with more space. § Refresh branding and front windows to create a more inviting space (up to $4,000). § Propose a partnership with the Glen Eden Village Business Association to implement a part-time Community Liaison role who can implement an action plan for community safety and town centre placemaking initiatives. This role would contribute a dedicated safety resource for the town centre (freeing up the town centre manager for core responsibilities), take a holistic community-development approach to working with individuals of concern, and would be the public face for community safety staffing the hub. They could coordinate a local safety network, liaise with police, and manage CCTV footage. § A 15-hour per week role would cost approximately $25,000 per year, potentially shared with the business association. |
Benefits |
§ Benefits: largest impact on perceptions of community safety; town centre manager no longer exposed to interruptions from members of the public with safety concerns and no longer having to monitor CCTV cameras and investigate public nuisance concerns. Community Liaison role would be a positive face for community safety in the town centre and give business and visitors’ confidence that perceived safety issues are taken seriously and managed proactively. |
Risks |
§ The investment may be disproportionate to the level of the community safety issues in the area as identified in the review. § If a new venue is needed, this will likely cost more than the current lease. |
Option Three – alternative to the safety hub
21. This option would continue to support community safety organisations and outcomes but requires the relocation of the safety organisations to alternative council facilities in the area. While this is the lowest cost option and promotes more efficient use of council resources, the alternative locations are not as fit for purpose as the existing hub, and the distribution of organisations around several venues reduces the opportunities for interaction and collaboration between the different groups.
Features: |
§ Discontinue the lease effective April 2019 (saving $21,000 per year). § Support all current community safety organisations to relocate to alternative locations. There are several other facilities nearby that could accommodate their needs, such as the Glen Eden Library and Citizens Advice Bureau, and Glen Eden Recreation and Community Centre at Harold Moody Park. § Town centre manager to relocate to another suitable working space (not funded by local board). |
Benefits |
§ Benefits: the volunteer safety groups continue to operate within the town centre and are supported to find adequate venues for their training and meeting needs; town centre manager no longer exposed to interruptions from members of the public with safety concerns. § Lowest cost option with potential $21,000 saving. This could be re-allocated to a new initiative which contributes to community safety (such as the community liaison role described in Option Two) or to enhance other projects and programmes in the local board’s work programme. |
Risks |
§ The perceived reduction in investment in community safety. Potential perceived gap in service in the short term if the hub is no longer the go-to place to discuss safety issues. People can be encouraged to contact the Police directly to discuss safety matters. § Reduces the visibility of patrols actively assembling in the town centre as their bases for mustering and training would likely be in a less-visible area. |
22. In addition to the options described above, staff considered the possibility of relocating the safety organisations currently using the hub and re-purposing the hub to advance town centre economic development. While this option could provide positive outcomes for local businesses, it would not address the perceived safety issues in the town centre which are the focus of this review.
23. As suggested by the local board, staff have also considered the option to shift the focus of the hub to become a general-purpose community hub by re-purposing the site to enable access by the wider community and activation with community activities. The current location however is not fit for purpose for group activities for more than eight to ten people, therefore limiting the range of uses for the space. There are more suitable venues within a short distance of the town centre that can better accommodate community activities, but the creation of a new community facility would require a thorough feasibility study and business case. Also, it would contribute little to addressing the perceived safety issues in the town centre
24. Staff recommend Option One, continuation of the status quo, as part of a range of placemaking and community safety initiatives which take a holistic approach to preventing and deterring antisocial behaviour, alongside continued enforcement and security activities by Police and the local business association. The cost to the local board is within current spending levels and contributes positively to the local board’s desired outcomes for the town centre and community
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
25. Panuku Development currently manages the commercial lease of the safety hub and have been consulted in the preparation of this advice.
26. When developing this advice, staff have considered community safety initiatives supported by other local boards. Crime prevention officers supported by other local boards such as Papakura and Māngere-Ōtāhuhu are increasingly moving to the holistic, preventative approach described in option two. This is a significant investment by these local boards to address high profile safety issues. These local boards each contribute $60,000 to $75,000 per year to support their crime prevention officer initiatives.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
27. A key outcome in the Waitākere Ranges Local Board Plan 2017 is Outcome 5: Our urban centres are enjoyable places to be. The Glen Eden Safety Hub contributes to the objective that “Glen Eden is an attractive and welcoming town centre”, which also specifies a key initiative to ensure that public places are family-friendly, inclusive and safe.
28. The safety hub is part of a wider revitalisation and place making programme for Glen Eden town Centre. The local board have committed to making significant improvements in the area in coming years through its Civic Square development project. The local board is working closely with Panuku Development and Auckland Transport to ensure a more pleasant and attractive area which will provide benefits to the community including a well-connected civic space. The safety hub enables the ongoing work of community safety organisations to foster a safe and welcoming environment.
29. The options presented in this report were discussed with the local board at a workshop on 6 December 2018. The feedback from the local board members was considered in the final analysis and recommendations.
Tauākī whakaaweawe Māori
Māori impact statement
30. The Waitākere Ranges Local Board Plan 2017 describes a “focus on building strong and meaningful relationships with local Māori and key Māori organisations to ensure that Māori needs and aspirations are understood.” The local board identified placemaking and community development as particular mutual interests.
31. Māori residents and businesses are affected by, and have an interest in any project which impacts on community safety outcomes. However there are no particular impacts of the decision to continue the commercial lease of the space on Māori that are different from those of other residents or businesses.
Ngā ritenga ā-pūtea
Financial implications
32. The 2018/2019 work programme line 1015 Community-led placemaking has an allocation of $21,000 to fund the annual lease and outgoings for the Glen Eden Safety Hub.
33. The cost of the lease is $15,164 per year. The additional allocated funding covers operational outgoings such as insurances and alarm monitoring.
34. Lease and operational costs for 2018/2019 can be accommodated within the funding already allocated to line 1015. Lease and operational costs for 2019/2020 will be incorporated in draft 2019/2020 local board work programme for consideration by the board in coming months.
35. Funding for the one-off cost of up to $4,000 for refreshed branding of the shop front is available for reallocation from the 2018/2019 Community Response Fund.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
36. The key risk associated with a decision not to continue the safety hub is a public perception that the local board is reducing its in investment in community safety.
37. There is also a potential perceived gap in service in the short term if the hub is no longer available for community members to discuss safety issues. However, people would be encouraged to contact the Police directly to discuss safety matters.
38. Should the local board choose not to renew the lease, the current safety initiatives would continue, albeit with a reduction in effectiveness and a potential flow on impact on community safety.
Ngā koringa ā-muri
Next steps
39. Staff will action the lease renewal and commence preparations for the refresh of the shop front.
Attachments
No. |
Title |
Page |
a⇩ |
Review of Glen Eden Safety Hub |
15 |
b⇩ |
Reimagining Community Safety |
25 |
Ngā kaihaina
Signatories
Authors |
Claire Liousse - Strategic Broker Michael Alofa - Senior Community Safety Advisor |
Authorisers |
Graham Bodman - GM Arts Community and Events Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
14 March 2019 |
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2019 Local Government New Zealand Conference and Annual General Meeting
File No.: CP2019/02514
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.
Recommendation/s That the Waitākere Ranges 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 (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 includes 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 includes 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.
Attachments
No. |
Title |
Page |
a⇩ |
Programme for 2019 LGNZ conference and AGM |
39 |
Ngā kaihaina
Signatories
Authors |
Brenda Railey - Democracy Advisor - Waitakere Ranges |
Authorisers |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
14 March 2019 |
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Waitākere Ranges Programme- Six Month Update
File No.: CP2019/00844
Te take mō te pūrongo
Purpose of the report
1. To update the Waitākere Ranges Local Board about activities across the council from those departments that are contributing to the achievement of the objectives of the Waitākere Ranges Heritage Area Act 2008. This report focuses on the six-month period from July to December 2018 (the first half of the 2018/2019 financial year).
Whakarāpopototanga matua
Executive summary
2. The implementation of activities to meet the objectives of the Waitākere Ranges Heritage Area Act 2008 (the Act) is coordinated by the council. These objectives are summarised in Attachment A. Additional key points are outlined in the body of this report for the following topics:
· Kauri dieback remains the most significant threat to the Waitākere Ranges Heritage Area. Most tracks in the forested area of the Regional Park have been closed. Some tracks in local parks are being assessed for either track upgrades or closure. The council continues to work with Te Kawerau ā Maki to agree the appropriate track standards that must be met before tracks are re-opened. Upgrading of tracks have been undertaken on a range of tracks in the Regional Park. Some may reopen over the summer months of 2019. Visitation patterns to the Heritage area have been disrupted and so vehicle traffic pressures have occurred in the areas of the Regional Park and coastal areas that remain open.
· As part of the kauri dieback response, additional efforts have been directed to animal pest control of pigs and possums as they are some of the potential vectors in the spread of the disease.
· Land at Te Henga that is to be passed to the local Iwi for marae purposes has completed a milestone relating to the uplifting of the reserve status over the site. The transfer of the land is now into its final phase.
· The Piha Stream continues to have flooding events that impact on the local reserve and surrounding private properties. An engineering report has been completed and decisions on land use will determine the extent the recommendations of the report need to be implemented.
Recommendation/s That the Waitākere Ranges Local Board: a) receive the Waitākere Ranges Programme -Six Month Update Report for the period July 2018-December 2018. b) note that this report and its attachments will be provided as an information memorandum to the Environment and Community Committee and the Whau Local Board. |
Horopaki
Context
3. The Heritage Area covers approximately 27,720 hectares and includes the Waitākere Ranges Regional Park. The Act recognises the national, regional and local significance of the Heritage Area, and promotes the protection and enhancement of its natural, cultural and heritage features for present and future generations.
4. This report collates information about all council -wide activities that contribute to achieving the objectives of the Act. This includes “business as usual” activities and projects that are specifically established to assist implementation of the Act.
5. An officer-level Waitākere Ranges Heritage Area Programme Co-ordination Group (the Group) provides for exchange of information and ensures that the relevant work streams and activities are coordinated and aligned as much as possible. The Group provides a mechanism for discussing, prioritising, monitoring and reporting of progress among council units and council controlled organisations’ involved in implementing the Act. It also continues to improve the coordination of workstreams and activities in the Heritage Area that contribute to achieving the purposes of the Act. It has contributed to the attachments for this report.
Tātaritanga me ngā tohutohu
Analysis and advice
6. This report lists the projects and activities for the first half of the 2018/2019 financial year and provides a summary of their progress, with details provided in Attachment B. The information provided in Attachment B is primarily project based and does not cover maintenance or routine management of physical assets, staff costs, or fixed overheads. The projects and activities have been grouped under topic headings that align with the Heritage Area’s features and objectives. These are:
· Planning and Communication- planning for, communicating about and implementation of the Act as a whole.
· Landscape-activities aimed at protecting and enhancing the characteristic landscape of the foothills, rural and forested areas and coast.
· Development and Consent Activity-management of subdivision and development within the context of the Resource Management and Waitākere Ranges Heritage Area Acts.
· Ecosystems and Ecosystem Services- protection, restoration and enhancement of ecosystems by both the council and community.
· Cultural and Built Heritage-this relates to both pre-and post-European settlement, including the relationships between tangata whenua and the Heritage Area, and the history of kauri milling, horticulture and viticulture.
· Recreational Opportunities and Visitor Management- provision of facilities and services for enjoyment and appreciation of these heritage features, and management of visitor pressures and impacts.
Waitākere Ranges Heritage Area Five Year Monitoring report
7. The second monitoring report was completed in May 2018. A plan for implementing the report’s recommendations and a monitoring framework is being developed.
Kauri Dieback Disease
8. With the council’s decision in May 2018 to close most of the walking tracks within the forested areas of the Waitākere Ranges, significant consequential effects have occurred. These are:
· Such is the momentum of the disease it continues to spread within the Waitākere Ranges Regional Park and instances of the disease elsewhere in the City have arisen e.g. Birkenhead.
· Track closures have had a significant effect on people’s visitation patterns to the Waitākere Ranges. While levels of compliance on closed tracks has been high, people have redirected their visits to other areas of the Waitākere Ranges with consequent pressures on other areas of the Regional Park, local parks and coastal locations e.g. Whatipu, Piha, Bethells and Muriwai.
· Work is proceeding to provide alternative upgraded walks and re-opening some of the closed walks is being discussed with Council’s Iwi partner, Te Kawerau ā Maki.
· Local parks in the Waitākere Ranges have been assessed for risk of being affected by the kauri dieback disease and after discussions with Iwi and the local board some of these may be closed to the public.
Weed Management
9. A variety of weed control programmes operate in the Heritage Area. The principal ones are:
· Weed control within local and sports parks that is now being undertaken on a regular basis by contractors.
· Weed management in the Regional Park is continuing through the Regional Parks Eco-weeds programme in the usual areas with the addition of new work at Puponga Point focused on climbing asparagus.
· Ark in the Park and other volunteer groups were required to cease their work when initial track closure occurred with the kauri dieback threat. They have recently been allowed to recommence their work but under strict kauri dieback mitigation protocols.
· Weed bin provision for private users continues. However general garden waste contamination of the weed bins continues to be a problem. Weed clearance of regionally significant plant pests on private land adjacent to the Regional Park in places such as Huia, Piha and Karekare has continued.
Animal pest control
10. Allied with the Kauri Dieback Strategy additional efforts have gone into pig and possum control both in the regional park and in council’s local and sports parks. Effective results have occurred in this period with evidence of greater control of these pests.
Te Henga Marae land
11. Revocation of the reserve status over the land at Te Henga has occurred and the legal agreement to allow for the formal handover of the land to Te Kawerau ā Maki is being prepared.
Long Tail Bat Research
12 Long tail bat research has continued over this period to track the bat colony movements and ascertain the breeding status of the bats. Tracking methodologies to achieve this are being trialled.
The Piha Stream
12. In response to flooding events to the stream and adjacent land, a stormwater engineering report has been completed. The way existing activities in the vicinity are managed (e.g. the Piha Community Art Gallery and proposed road works) in and adjacent to the flood areas will determine which recommendations of this report should be implemented.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
13. The report has no ongoing operational impacts for CCO’s such as Auckland Transport, Auckland Tourism Events and Economic Development(ATEED) and Watercare. The spreadsheet of actions for July-December 2018 (Attachment B) has been prepared with input by the various council groups responsible for those projects and activities and therefore the text reflects their views.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
14. This report is to the Waitākere Ranges Local Board and is for information purposes and also forms the basis for a memorandum that will be provided to the Environment and Community Committee and the Whau Local Board.
15. The report is part of continuing to implement the Act and to evaluate progress being made to achieve its objectives. It is consistent with the priorities of the board as expressed through the 2017 Local Board Plan. This report is for council reporting purposes and has therefore not been subject to a wider consultation process.
Tauākī whakaaweawe Māori
Māori impact statement
16. Te Kawerau ā Maki, Ngāti Whātua o Kaipara and Ngāti Whātua o Orakei have not been consulted specifically on this report. However, regular consultation and engagement takes place on a range of individual projects and activities described in this report, and on matters of mutual interest in the Waitākere Ranges Regional Park.
Ngā ritenga ā-pūtea
Financial implications
17. There are no additional financial implications associated with this report. The work reported on is being carried out within the council’s existing budgets.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
18. There are no risks associated with this report that are not addressed by the workstreams discussed in the report.
Ngā koringa ā-muri
Next steps
19. This report will also be provided in a memorandum format to the Environment and Community Committee and the Whau Local Board. There are no other direct implementation issues.
Attachments
No. |
Title |
Page |
a⇩ |
Waitakere Ranges Heritage Area Objectives |
47 |
b⇩ |
July -Dec 2018 6 month spreadsheet |
49 |
Ngā kaihaina
Signatories
Authors |
David Hookway - Principal Planner |
Authorisers |
John Duguid - General Manager - Plans and Places Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Waitākere Ranges Local Board 14 March 2019 |
|
Auckland Council’s Quarterly Performance Report: Waitākere Ranges Local Board for quarter two - 1 October to 31 December 2018
File No.: CP2019/02620
Te take mō te pūrongo
Purpose of the report
1. To provide the Waitākere Ranges Local Board with an integrated quarterly performance report for quarter two, 1 October – 31 December 2018.
Whakarāpopototanga matua
Executive summary
2. This report includes financial performance, progress against work programmes, key challenges the board should be aware of and any risks to delivery against the 2018/2019 work programme. This is a retrospective report intended to provide a transparent overview and reflect the progress of how the Waitākere Ranges Local Board work programme is tracking at the end of quarter two 2018/2019.
3. The work programme is produced annually and aligns with the Waitākere Ranges Local Board Plan outcomes.
4. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. This is included as Attachment A. Most activities are reported with a status of green (on track), amber (some risk or issues, which are being managed) or grey (cancelled, deferred or merged). One is reported as red (significant issues):
· 1749: Harold Moody Park to Savoy Road Cycleway Bridge - develop connection.
Staff have identified this project as on hold pending a strategic assessment from another department – Community Services, Parks, Sports and Recreation (see 454). This categorisation is administrative in that it reflects that one department (Community Facilities Investigation and Design) is waiting for a necessary step for a single project to be completed by another. Progression of this work is subject to land owner agreement from a party external to council. No delivery date is as yet identified.
5. A majority of tasks and projects are ‘in progress’, which is to be expected at this point in the financial year.
6. The financial performance report compared to budget 2018/2019 is included as Attachment B. There are some points for the local board to note. Waitakere Ranges Local Board capital investment for the period was $4.8million and net operational cost of service was $5.3million. Operating expenditure is slightly under budget (1%) for the period to December 2018. Operating revenue is over budget by 4% due to higher usage of community hire facilities and unbudgeted sales revenue from Libraries. Capital expenditure is $4million over budget due mainly to the timing of the acquisition of land as part of the initial phase in the revitalisation of Glen Eden Town centre.
Recommendation/s That the Waitākere Ranges Local Board: a) receive the integrated quarterly performance report for Quarter 2, 1 October – 31 December 2018. |
Horopaki
Context
7. The Waitākere Ranges Local Board has an approved 2018/2019 work programme for the following operating departments:
· Arts, Community and Events;
· Parks, Sport and Recreation;
· Libraries and Information;
· Community Facilities: Build Maintain Renew;
· Community Leases;
· Infrastructure and Environmental Services;
· Local Economic Development; and
· Plans and Places.
8. Work programmes are produced annually, to meet the Waitākere Ranges Local Board outcomes identified in the three-year Waitākere Ranges Local Board Plan. The local board plan outcomes are:
· People actively protect the Waitākere Ranges Heritage Area.
· Our unique natural habitats are protected and enhanced.
· Local communities feel good about where they live.
· People experience local arts and culture, and recognise our heritage.
· Our urban centres are enjoyable places to be and
· Our community spaces, parks, sports and recreation facilities meet local needs and are easy to get to.
9. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph. Attachment A: work programme update, provides a quarter-by-quarter summary of activity of work programme activities.
Graph 1: work programme activities by outcome
Tātaritanga me ngā tohutohu
Analysis and advice
Local Board Work Programme Snapshot
10. The work programme activities have two statuses; RAG status which measures the performance of the activity (amber and red show issues and risks); and activity status which shows the stage the activity. These two statuses create a snapshot of the progress of the work programmes.
11. Work programme activity is shown by RAG status (red, amber, green and grey).
· Green indicates ‘on track’
· Amber indicates ‘in progress but with issues that are being managed’
· Red indicates ‘significant issues’;
· Grey indicates ‘cancelled / deferred / merged’.
12, The graph below identifies work programme activity by RAG status (red, amber, green and grey).
Graph 2: work programme by RAG status
13. The graph below identifies work programme activity by activity status and department. The number of activity lines differ by department as approved in the local board work programmes.
Graph 3: work programme activity by activity status and department
Activities with significant issues
14. 1749: Harold Moody Park to Savoy Road Cycleway Bridge - develop connection.
Staff have identified this project as on hold pending a strategic assessment from another department – Community Services, Parks, Sports and Recreation (see 454). This categorisation is administrative in that it reflects that one department (Community Facilities Investigation and Design) is waiting for a necessary step for a single project to be completed by the other. Progression of this work is subject to land owner agreement from a party external to council. No delivery date is as yet identified.
Activities on hold
15. The following work programme activities have been identified by operating departments as on hold:
· 267: Operational Grant - Shadbolt House. Fund establishment and set-up costs of a writers' centre at Shadbolt House (35 Arapito Road). Action requires further decisions by the local board on how to fund building restoration work. Progression of the Shadbolt House project has been included in local board agreement consultation material.
· 268: Operational Grant - Glen Eden Playhouse, to respond to the establishment needs of asset based service provision. Previous grant acquittal requirements have not been met and the funding agreement is on hold at the local board's discretion. The local board has approached the Trust to discuss moving forward and the possibility of reinstating a council representative on the Trust's board.
· 3096 Mahoe Walk - renew walkways and path. This project is carried over from the 2017/2018 programme (previous ID 2473). While kauri dieback issues are resolved the project is on hold and is being pushed out to the next financial year.
· 3108: Oratia Settlers Hall - renew boundary fence. The lease holder is responsible for this fence. They did not agree to the proposal of works, meaning that this work is no longer necessary. Note that this project was carried over from the 2017/2018 programme (previous ID 2475).
· 719 Kauri Dieback Community Coordinator - Waitākere Ranges. The position is being evaluated and is likely to change. This will be subject to decisions at regional level which is expected to identify resource out of the Environmental Targeted Rate.
Cancelled activities
16. The following refer to projects that are unfunded in this financial year, and have subsequently been identified by operating departments as cancelled:
· 1740: 42 Seaview Lane, Piha - develop site
· 1745: Glen Eden Library - install amenity lighting
· 1753: Kay Road Bale fill - develop site
· 1757: Pennihana Park - develop site.
17. The following activity has also been identified by operating departments as cancelled.
· 1758: Piha Domain - renew utilities. This project was cancelled in October 2018, as Vector installed new power lines at the site, meaning that the work was no longer necessary.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
18. When developing the work programmes council group impacts and views are presented to the boards. As this is an information only report there are no further impacts identified.
19. The proposed decision (or activity) has no identified impacts on other parts of the council group. The views 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
20. This report informs the Waitākere Ranges Local Board of the performance for the quarter ending 31 December 2018.
Tauākī whakaaweawe Māori
Māori impact statement
21. The following projects contain a specific approach to progressing Māori responsiveness.
· 198: Hoani Waititi Marae funding is a three-year term agreement with Hoani Waititi Marae Trust towards operation and maintenance associated costs, enabling the marae to be open and available for public use for 2018/2019. It commenced on 1 July 2018 and will terminate on 30 June 2021.
· 1014: Build capacity –Youth Fund, funds youth providers including Te Kura Kaupapa Māori o Hoani Waititi Marae, to facilitate placemaking, place activation or environmental projects that are led and delivered by young people. This project will be scoped with the marae and other youth providers in quarters 2 and 3.
· 1018: Increase diverse participation – Waitākere Ranges. This activity contributes funding to community-led place making activities that celebrate local identities that reside in the area. This may include Māori.
· 1019: Māori responsiveness, Waitākere Ranges is an activity which supports partnering with mana whenua and mataawaka organisations on collaborative projects that respond to Māori aspirations. It includes funding to support engagement with mana whenua and mataawaka groups and capacity building (supporting leadership development and strategic planning). Work is progressing towards addressing priorities identified in the Toi Tu Wāitakere Report, and on a Māori responsiveness plan for the western local boards.
· 588: Māori naming of parks and reserves, will identify opportunities for park and facility naming/renaming and engaging with mana whenua to develop Māori names and enhance Auckland’s Māori identity and heritage.
· 1196: Libraries celebrate Te ao Māori with events and programmes including regionally coordinated and promoted programmes: Te Tiriti o Waitangi, Matariki and Māori Language Week. Their actions include engaging with iwi and Māori organisations. They also work to champion and embed te reo Māori. Both local libraries have created a Kōrero space to enable people to practice their Te Reo Māori. This quarter, Te Wiki o Te Reo Māori included Matariki displays and activities including a bilingual story time and taonga crafts. Titirangi library hosted the Titirangi Kapa Haka group and Huia Hamon with over 140 people attending the events.
22. The local board formally agreed on 28 September 2017 to pursue a relationship agreement with Te Kawerau a Maki in 2018, as a commitment to an open and positive relationship. This is an active project which is expected to progress over the course of this year.
Ngā ritenga ā-pūtea
Financial implications
23. This report is for information only and therefore there are no financial implications associated with this report.
Financial Performance
24. Operating expenditure is $60,000 under budget mainly due to delays in a few locally driven initiatives projects offset by higher full facility contract maintenance.
25. Operating revenue is over budget by $9,000 due to unbudgeted sales of printing/copying services at Glen Eden/Titirangi libraries and higher usage at Titirangi War Memorial Hall and Ceramco Hall.
26. Capital expenditure is over budget by $4 million mainly due to the timing of the acquisition of land as part of the initial phase in the revitalisation of Glen Eden town centre.
27. The Waitākere Ranges local board Financial performance report is in Attachment B.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
28. While the risk of non-delivery of the entire work programme is rare, the likelihood for risk relating to individual activities does vary. Capital projects for instance, are susceptible to more risk as on-time and on-budget delivery is dependent on weather conditions, approvals (e.g. building consents) and is susceptible to market conditions.
29. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Activities with significant issues’ section.
Ngā koringa ā-muri
Next steps
30. The local board will receive the next performance update following the end of quarter three (March 2019).
Attachments
No. |
Title |
Page |
a⇩ |
Work Programme 2018/2019 Q2 report |
85 |
b⇩ |
Operating performance financial summary |
113 |
Ngā kaihaina
Signatories
Authors |
Raewyn Curran - Senior Local Board Advisor - Waitakere Rnge |
Authorisers |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |