I hereby give notice that an ordinary meeting of the Albert-Eden Local Board will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Wednesday, 4 December 2019

2:00pm

Albert Eden Local Board Office
135 Dominion Road
Mt Eden

 

Albert-Eden Local Board

 

OPEN AGENDA

 

 

 

 

MEMBERSHIP

 

Chairperson

Margi Watson

 

Deputy Chairperson

Lee Corrick

 

Members

Graeme Easte

 

 

Rachel Langton

 

 

Benjamin Lee

 

 

Julia Maskill

 

 

Christina Robertson

 

 

Kendyl Smith

 

 

(Quorum 4 members)

 

 

 

Michael Mendoza

Democracy Advisor

 

29 November 2019

 

Contact Telephone: 021 809 149

Email: Michael.Mendoza@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz

 

 


 

 


Albert-Eden Local Board

04 December 2019

 

 

ITEM   TABLE OF CONTENTS                                                                                         PAGE

1          Welcome                                                                                                                         5

2          Apologies                                                                                                                        5

3          Declaration of Interest                                                                                                   5

4          Confirmation of Minutes                                                                                               5

5          Leave of Absence                                                                                                          5

6          Acknowledgements                                                                                                       5

7          Petitions                                                                                                                          5

7.1     Petition - Generation Zero and Women in Urbanism - The Future of Chamberlain Park                                                                                                 5

8          Deputations                                                                                                                    6

8.1     Deputation - Matt Fordham, Bike Pt Chevalier - Proposed School Link in Pt Chevalier                                                                                                               6

9          Public Forum                                                                                                                  6

9.1     Public Forum - Elizabeth Walker and Sel Arbuckle - St Lukes Environmental Protection Society (STEPS)                                                                                6

9.2     Public Forum - Paul Chalmers - Golf Plan for Chamberlain Park                  7

9.3     Public Forum - Peter Haynes and Francis Loo, Residents, Outer Link Bus Service Proposals                                                                                                7

10        Extraordinary Business                                                                                                8

11        Establishing a working group to guide the development of an Integrated Area Plan for part of Albert-Eden and Puketāpapa                                                                     9

12        Road Name Approval: New Private Road created by way of Subdivision at 30 Claude Road, Epsom                                                                                                   17

13        Approval of the Albert-Eden Local Board Engagement Strategy 2019-2022       23

14        Annual Budget 2020/2021 consultation                                                                    37

15        Elected Members Expense Policy 2019                                                                    45

16        Auckland Council's Quarterly Performance Report: Albert-Eden Local Board for quarter one 2019/2020                                                                                                 73

17        Auckland Transport Report - December 2019                                                        123

18        Local board governance work management for the 2019-2022 triennium         135

19        Local board appointments and delegations for the 2019-2021 electoral term   141

20        Appointment of local board members to external community organisations   149

21        Adoption of a business meeting schedule                                                             155

22        Process for appointment of Local Government New Zealand National Council representative                                                                                                            157

23        Urgent decision-making process                                                                             163

24        Governing Body Members' Update                                                                          167

25        Chairperson's Report                                                                                                169

26        Board Member's Reports                                                                                          171

27        Governance Forward Work Calendar                                                                      173

28        Albert-Eden Local Board Workshop Notes                                                            181  

29        Consideration of Extraordinary Items 

 

 


1          Welcome

 

 

2          Apologies

 

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

 

3          Declaration of Interest

 

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

 

4          Confirmation of Minutes

 

That the Albert-Eden Local Board:

a)         confirm minutes of its inaugural meeting, held on Tuesday, 29 October 2019, and reconvened on Monday, 25 November 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

 

7.1       Petition - Generation Zero and Women in Urbanism - The Future of Chamberlain Park

Te take mō te pūrongo

Purpose of the report

1.       To enable an opportunity for members of Generation Zero and Women in Urbanism to present to the local board their group’s petition regarding The Future of Chamberlain Park.

Whakarāpopototanga matua

Executive summary

2.       Generation Zero and Women in Urbanism will present a petition regarding the future of Chamberlain Park and advocating for a Chamberlain Park that is accessible, multi-use, and a green space public park.

3.       The online petition is available to view via the link:

https://www.generationzero.org/a_chamberlain_park_for_everyone?utm_campaign=chamberlain_park&utm_medium=email&utm_source=generationzero

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive Generation Zero and Women in Urbanism’s petition regarding the Future of Chamberlain Park.

 

 

 

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 Albert-Eden Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

 

8.1       Deputation - Matt Fordham, Bike Pt Chevalier - Proposed School Link in Pt Chevalier

Te take mō te pūrongo

Purpose of the report

1.       To enable an opportunity for Matt Fordham and members of Bike Pt Chevalier, to deliver a presentation during the Deputation segment of the business meeting, regarding Auckland Transport’s proposed cycleway through Pt Chevalier and the local area need for a school link in Pt Chevalier.

Whakarāpopototanga matua

Executive summary

2.       Matt Fordham - Bike Pt Chevalier, will be in attendance to lead members of the community group in a Deputation presentation regarding Auckland Transport’s proposed cycleway through Pt Chevalier and the local area need for a school link in Pt Chevalier.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      thank Matt Fordham - Bike Pt Chevalier, for his attendance and Deputation presentation.

 

 

 

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.

 

9.1       Public Forum - Elizabeth Walker and Sel Arbuckle - St Lukes Environmental Protection Society (STEPS)

Te take mō te pūrongo

Purpose of the report

1.       To enable an opportunity for Elizabeth Walker and Sel Arbuckle - St Lukes Environmental Protection Society (STEPS) to deliver a presentation during the Public Forum segment of the business meeting, outlining STEPS’ view regarding Chamberlain Park, in particular the ecology and restoration of Waitītiko Meola Creek and riparian rock forest.

Whakarāpopototanga matua

Executive summary

2.       Elizabeth Walker and Sel Arbuckle - St Lukes Environmental Protection Society, will be in attendance to deliver a Public Forum presentation, to outline STEPS’ view regarding Chamberlain Park, in particular the ecology and restoration of Waitītiko Meola Creek and riparian rock forest.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      thank Elizabeth Walker and Sel Arbuckle - St Lukes Environmental Protection Society, for their attendance and Public Forum presentation.

 

 

 

9.2       Public Forum - Paul Chalmers - Golf Plan for Chamberlain Park

Te take mō te pūrongo

Purpose of the report

1.       To enable an opportunity for Paul Chalmers, resident, to deliver a presentation during the Public Forum segment of the business meeting, regarding the proposed golf plan for Chamberlain Park.

Whakarāpopototanga matua

Executive summary

2.       Paul Chalmers, resident, will be in attendance to deliver a Public Forum presentation, regarding the proposed golf plan for Chamberlain Park.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      thank Paul Chalmers, resident, for his attendance and Public Forum presentation.

 

 

 

9.3       Public Forum - Peter Haynes and Francis Loo, Residents, Outer Link Bus Service Proposals

Te take mō te pūrongo

Purpose of the report

1.       To enable an opportunity for Peter Haynes and Francis Loo, residents, to deliver a presentation during the Public Forum segment of the business meeting, regarding proposals for the Outer Link bus service.

Whakarāpopototanga matua

Executive summary

2.       Peter Haynes and Francis Loo, residents, will be in attendance to deliver a Public Forum presentation, regarding proposals for the Outer Link bus service.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      thank Peter Haynes and Francis Loo, residents, for their attendance and Public Forum presentation.

 

 

 

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.”


Albert-Eden Local Board

04 December 2019

 

 

Establishing a working group to guide the development of an Integrated Area Plan for part of Albert-Eden and Puketāpapa

File No.: CP2019/19525

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To endorse the establishment of a working group to guide the development of an Integrated Area Plan for parts of the Albert-Eden and Puketāpapa local board areas.

Whakarāpopototanga matua

Executive summary

2.       The process for developing an Integrated Area Plan for parts of the Albert-Eden and Puketāpapa local board areas was endorsed by the Albert-Eden and Puketāpapa Local Boards in July 2019, and by the Planning Committee in August 2019.  The process includes setting up a working party to oversee the plan progress.  This report seeks the nomination of members to that working party.

3.       The development of the Integrated Area Plan will be informed by Kāinga Ora’s spatial plan (Spatial Delivery Strategy) for parts of Albert-Eden and Puketāpapa local board areas, where significant increase in housing stock on Government-owned land is proposed over the next 10-15 years. 

4.       Development of an Integrated Area Plan will provide the opportunity for the community, mana whenua and stakeholders to provide feedback on the outcomes, opportunities and actions in the spatial plan, and on the future of the area.

5.       A working group comprising representatives of the Albert-Eden and Puketāpapa Local Boards, with two representatives from the Albert-Eden Local Board is recommended to guide development of the Integrated Area Plan.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      nominates two Local Board representatives to participate in a working group to oversee the development of the Integrated Area Plan for parts of the Albert-Eden and Puketāpapa local board areas.

 

 

Horopaki

Context

6.       Development of the Integrated Area Plan was endorsed by the Albert-Eden and Puketāpapa Local Boards in July 2019, and by the Planning Committee in August 2019.

7.       The area from Ōwairaka to Three Kings, including Mt Roskill, has been identified by the Government as a key development area because it has significant Government-owned land, the need to renew the state housing assets, good transport links, and community facilities.

8.       The Auckland Plan 2050 also identifies this area as a development area that is expected to undergo a significant amount of housing and business growth in the next 30 years to achieve a quality compact approach for future growth.

9.       The Integrated Area Plan will:

·    respond strategically to the increase in housing stock, including the development of high and medium density housing in parts of the Albert-Eden and Puketāpapa local board areas over the next 10 to 15 years as part of the Auckland Housing Programme

·    provide the opportunity for the council, community, mana whenua, Kāinga Ora, and key stakeholders to work collaboratively to capitalise on the benefits of Government investment in its housing programme including improvements to infrastructure and council’s investment in services to support the housing programme (including streets, transport and community facilities) within these areas

·    enable relationship building and collaboration with key stakeholders and community

·    help guide future investments in infrastructure and services

·    identify quick wins (actions) that can be progressed.

10.     A map of the study area for the Integrated Area Plan, and key steps for developing the plan are provided in Attachments A and B.

Tātaritanga me ngā tohutohu

Analysis and advice

11.     The Integrated Area Plan will set out long term aspirations for the area.  Aspects to be addressed in the plan include centres and business areas, transport, community and network infrastructure, the natural environment (including water quality), heritage and urban design.

12.     Detailed analysis and advice will be prepared as the project progresses.

Tauākī whakaaweawe āhuarangi

Climate impact statement

13.     The impacts of climate change, and areas that may be affected by sea level rise in the future, will inform the development of the Integrated Area Plan. 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

14.     The development of the Integrated Area Plan will involve relevant council departments, and agencies including Auckland Transport and Watercare.  Many of these stakeholders were engaged by Kāinga Ora to inform the development of its draft spatial plan.

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

Local impacts and local board views

15.     Development of the Integrated Area Plan was endorsed by the Albert-Eden and Puketāpapa Local Boards in July 2019, and by the Planning Committee in August 2019.

16.     The commencement of the Integrated Area Plan is appropriate and timely, given the completion of Kāinga Ora’s spatial plan.

17.     The Albert Eden and Puketāpapa Local Boards have developed a terms of reference for the working group which will support the representatives guide the development of the Integrated Area Plan.

Tauākī whakaaweawe Māori

Māori impact statement

18.     The development of an Integrated Area Plan will include engagement with all mana whenua groups with an interest and kaitiakitanga obligations in these areas.  Early and ongoing engagement will help grow relationships with mana whenua, and identify key issues and matters to be considered during the development of the plan.  A process for engagement with mana whenua will be developed specifically for the plan.

Ngā ritenga ā-pūtea

Financial implications

19.     The preparation of the Integrated Area Plan will be funded from existing Plans and Places departmental budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20.     The risks of the project are considered low.  A project team has been established, supported by specialist drawn from across the wider council group; and funding is available to develop and complete the Integrated Area Plan.

21.     The most likely risk to this project will be changes to key milestone dates.  The Integrated Area Plan will be developed as local board plans are being consulted and developed next year.  An engagement plan will be developed to avoid unnecessary duplication and consultation fatigue.

Ngā koringa ā-muri

Next steps

22.     Working group meetings will be set up to progress the development of the Integrated Area Plan.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Integrated Area Plan study area

13

b

Key steps for developing the Integrated Area Plan

15

      

Ngā kaihaina

Signatories

Author

David Wong - Principal Planner

Authorisers

John Duguid - General Manager - Plans and Places

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 



Albert-Eden Local Board

04 December 2019

 

 



Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 

Road Name Approval: New Private Road created by way of Subdivision at 30 Claude Road, Epsom

File No.: CP2019/19544

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek approval from the Albert-Eden Local Board to name a new private road, being a commonly owned access lot (COAL), created by way of a subdivision development at 30 Claude Road, Epsom, by Chang Tai Construction Limited.

Whakarāpopototanga matua

Executive summary

2.       Auckland Council has Road Naming Guidelines that set out the requirements and criteria of the Council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming across the Auckland Region.

3.       On behalf of the applicant Chang Tai Construction Limited, agent Surveyworx Limited has proposed the following names for consideration by the local board:

·     Maunga Lane (preferred name)

·     Puia Korehāhā Lane (alternative name)

·     Ōhipera Way (alternative name)

·     Mohimohi Lane (alternative name).

4.       Any of the four proposed road name options would be acceptable for the Local Board to approve for use in this location, having been assessed to ensure that they meet Auckland Council’s Road Naming Guidelines and the National Addressing Standards for road naming. All technical standards are met and the names are not duplicated anywhere else in the region.

5.       Mana Whenua were also consulted. The use of Te Reo Māori name options was supported but no preference was stated as to which name should be chosen. It is therefore up to the local board to decide upon the thematic suitability of the names within the local context.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      approve the name Maunga Lane, being the Applicant’s preference, for the new private road (a commonly owned access lot) created by way of subdivision at 30 Claude Road, Epsom, by Chang Tai Construction Limited (Applicant), in accordance with section 319(1)(j) of the Local Government Act 1974 (resource consent reference BUN60077573)

 

 

Horopaki

Context

6.       Resource consent BUN60077573 was issued on 11 September 2017 for the construction of 13 new residential dwellings and a 13-lot freehold subdivision, with the new dwellings to be served by one new private road, being a commonly owned access lot (COAL).

7.       In accordance with the National Addressing Standards for road naming (the AS/NZS 4819-2011 standard), and as per the Auckland Council Road Naming Guidelines, the subject private road / COAL requires a road name because it serves more than 5 address sites.

8.       Site and location plans of the development can be found in Attachment A.

Tātaritanga me ngā tohutohu

Analysis and advice

9.       The Auckland Council Road Naming Guidelines allow that where a new road needs to be named as a result of a subdivision or development, the subdivider / developer shall be given the opportunity of suggesting their preferred new road name/s for the Local Board’s approval.

10.     Auckland Council’s road naming criteria typically require that road names reflect one of the following local themes, with the use of Maori names being actively encouraged:

·     a historical or ancestral linkage to an area;

·     a particular landscape, environmental or biodiversity theme or feature; or

·     an existing (or introduced) thematic identity in the area.

11.     Assessment: The names proposed by the applicant’s agent have been assessed to ensure that they meet Auckland Council’s Road Naming Guidelines and the National Addressing Standards for road naming. All technical standards are met and the names are not duplicated anywhere else in the region. It is therefore up to the local board to decide upon the thematic suitability of the names within the local context.

12.     Theme: The applicant’s agent has proposed names with a local theme in Te Reo Māori, based on the local surroundings of the site. The meanings are set out in the table below:

Proposed Names

& Applicant Preferences

Meaning (as described by applicant)

 

Maunga Lane

(Preferred by Applicant)

 

Te Reo Māori for ‘Mountain’. Relevant as the site is near One Tree Hill/ Maungakiekie.

 

Puia Korehāhā Lane

(Alternative 1)

Te Reo Māori for ‘extinct volcano’, again relevant as the site is near One Tree Hill/ Maungakiekie.

 

Ōhipera

Way

(Alternative 2)

Te Reo Māori for ‘Hospital’, relevant as the site is next to Greenlane Clinical Centre.

 

Mohimohi Lane

(Alternative 3)

Te Reo Māori for ‘to tend, nurse, care for’. Relevant as the site is next to Greenlane Clinical Centre.

 

13.     Confirmation: Land Information New Zealand (LINZ) has confirmed that all of the proposed names are acceptable for use and not duplicated elsewhere in the region.

14.     Road type: ‘Lane’ and ‘Way’ are acceptable road types for the new private road, suiting the form and layout of the road, as per the Auckland Council Road Naming Guidelines.

15.     Iwi Consultation: Mana whenua were contacted and Ngati Paoa iwi and Te Ahiwaru (Makaurau Marae Maori Trust) responded in support of the Te Reo Māori name choices. However, they did not indicate any preference as to which name should be used, with any of them being considered acceptable.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16.     The naming of roads has no effect on climate change. Relevant environmental issues have been considered under the provisions of the Resource Management Act 1991 and the associated approved resource consent for the development.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17.     The decision sought for this report has no identified impacts on other parts of the council group. The views of council controlled organisations were not required for the preparation of the report’s advice.

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

Local impacts and local board views

18.     The decision sought for this report does not trigger any significant policy and is not considered to have any immediate local impact beyond those outlined in this report.

Tauākī whakaaweawe Māori

Māori impact statement

19.     The review sought from the Albert-Eden Local Board on this report is linked to the Auckland Plan Outcome “A Māori identity that is Auckland’s point of difference in the world”. The use of Māori names for roads, buildings and other public places is an opportunity to publicly demonstrate Māori identity. All of the names proposed are in Te Reo Māori.

Ngā ritenga ā-pūtea

Financial implications

20.     The applicant has responsibility for ensuring that appropriate signage will be installed accordingly once approval is obtained for the new road names.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

21.     There are no significant risks to council as road naming is a routine part of the subdivision development process, with consultation being a key part of the process.

Ngā koringa ā-muri

Next steps

22.     Approved road names are notified to Land Information New Zealand who records them on their New Zealand wide land information database which includes street addresses issued by councils.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Attachment A - Location & Site Plan

21

     

Ngā kaihaina

Signatories

Author

Emerald James - Subdivision Advisor

Authorisers

Trevor Cullen - Team Leader Subdivision

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

PDF Creator


 

PDF Creator


Albert-Eden Local Board

04 December 2019

 

 

Approval of the Albert-Eden Local Board Engagement Strategy 2019-2022

File No.: CP2019/19925

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the Albert-Eden Local Board Engagement Strategy 2019-2022.

Whakarāpopototanga matua

Executive summary

2.       Local boards have a series of statutory responsibilities under the Local Government Act 2002 and the Local Government (Auckland Council) Act 2009. This includes decision-making responsibility for community engagement, consultation and advocacy.

3.       The purpose of the Albert-Eden Local Board Engagement Strategy 2019-2022 is to set objectives to guide the local engagement and consultation programme. The engagement strategy will also inform the delivery of the Albert-Eden Local Board Plan 2020 by guiding improvements to the engagement work undertaken by council staff on behalf of the local board.  In addition, the engagement strategy will guide staff to develop engagement plans to deliver special consultative procedures including for the annual plan, the long-term plan and the local board plan.

4.       The Albert-Eden Local Board Engagement Strategy 2019-2022 captures the aspirations of the Albert-Eden Local Board to value local diversity and inclusion through creating meaningful opportunities for engagement and participation with the local community, as well as ensuring that the local board is well-informed about the make-up and needs of the community and identifies a commitment to improving Māori engagement.

5.       Engagement will be evaluated to ensure effectiveness and to identify ongoing improvements.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      approve the draft Albert-Eden Local Board Engagement Strategy 2019-2022 (Attachment A).

 

 

Horopaki

Context

6.       The Local Government (Auckland Council) Act 2009 requires local boards to:

·        Communicate with community organisations;

·        Communicate the interests and preferences of people in relation to strategies, policies, plans, and bylaws (to the governing body);

·        Use the local board plan process to provide an opportunity for people to participate in decision-making processes on the nature and level of local activities to be provided by council within the local board area.

7.       The Local Government Act 2002 also establishes engagement principles:

·        A local authority should conduct its business in an open, transparent, and democratically accountable manner and give effect to its identified priorities and desired outcomes in an efficient and effective manner;

·        A local authority should make itself aware of, and should have regard to, the views of all its communities;

·        When making a decision, a local authority should take account of the diversity of the community, and the community’s interests, within its district or region; and the interest of future as well as current communities; and the likely impact of any decision on them;

·        A local authority should provide opportunities for Māori to contribute to its decision-making processes.

8.       The Auckland Council’s Significance and Engagement Policy 2014:

·        Identifies how and when communities can expect to be engaged in, or specifically consulted on, decisions about issues, proposals, assets, decisions and activities

·        Enables the council and our communities to understand the significance that council places on certain issues, proposals, assets, decisions, and activities.

9.       Evaluation of engagement across the wider council is needed to ensure reflective practice and ongoing improvement and this should also occur with local board engagement as well.

Tātaritanga me ngā tohutohu

Analysis and advice

Analysis

10.     The 2018 census results identified that Albert-Eden has a population of 98,622 people and has the fourth largest population in Auckland. It is home to one of the most diverse and vibrant communities regionally, and trends forecast that ethnic diversity will continue to increase. The 2018 census highlighted that Albert-Eden’s population comprises 60 per cent European, 32 per cent Asian, 8 per cent Pacific and 7 per cent Māori.

11.     Although the population of Albert-Eden is among the most engaged in the region, community engagement with the local board remains low. Some of the challenges include:

·        Low awareness of the work of the local board at a regional level which impacts trust and confidence on Council decision-making;

·        Rapid urban growth and demographic changes impact long-term engagement aspirations;

·        The changing nature of engagement, community expectations of engagement and reputation risks;

·        Historical context of engagement with mana whenua and mataawaka;

·        Fragmented approach to community engagement within council;

·        Varying capacity of community groups as well as barriers to effective engagement, including language barriers, cultural barriers, socio-economic barriers, age difference and diverse interests;

·        There will likely be many other challenges that we are not aware of so it will be important to continue to work with the community to identify barriers and seek to develop shared understandings and collective solutions to these.

Advice

12.     The Albert-Eden Local Board Engagement Strategy 2019-2022  will guide delivery of engagement, consultation and communication initiatives in the local board area. The engagement strategy sets the following objectives for all consultation, engagement and communication:

·        We lead and partner with communities to build and strengthen relationships:

·        Our communities are well informed about local board activities and opportunities to engage; 

·        Our engagement efforts are strategic, purposeful and continuously improve based on evidence, local knowledge and innovation;

·        We value our diverse communities and reach out to our community members so their views are considered in our decision-making processes;

·        Mana whenua and mataawaka are provided with meaningful opportunities to contribute and participate in our decision-making processes;

·        We foster life-long civic participation among our youth and children.

13.     Auckland Council’s Significance and Engagement Policy is embedded in this engagement strategy via multiple avenues including:

·        Reporting on measures of success;

·        Calendarising upcoming engagement and communications opportunities;

·        Engagement opportunities led by the local board;

·        High quality and effective communications;

·        Efforts to engage hard-to-reach communities;

·        Efforts to engage with Māori; and

·        Engagement with communities to enable effective advocacy.

14.     The amount and timing of engagement activities each year will be dictated by the work programme of each electoral cycle and will include statutory processes (i.e. annual plan, local board plan), work programme project needs, and so on.  It will also be influenced by the availability of resources including staff capacity.

15.     A coordinated approach to engagement will hopefully help us achieve other objectives such as achieving greater youth representation, growing the local board database, creating ongoing relationships with the diverse communities of Albert-Eden and ensuring our well engaged communities continue to feel included.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16.     No direct impact on climate change will result from this engagement strategy.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17.     The proposed draft Albert-Eden Local Board Engagement Strategy 2019-2022 pertains to the Albert-Eden Local Board and 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.

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

Local impacts and local board views

18.     The draft Albert-Eden Local Board Engagement Strategy 2019-2022 has a local impact as it is developed to guide local board engagement with local communities. Other local boards are in the process of, or have already, adopted a local board engagement strategy.

19.     Albert-Eden Local Board elected members prioritise engagement within their role. They are aware of the diverse needs of their communities and actively seek to engage with all of Albert-Eden’s communities.

Tauākī whakaaweawe Māori

Māori impact statement

20.     Local government has obligations to Māori through legislation and the local board is committed to honoring te Tiriti o Waitangi/the Treaty of Waitangi.

21.     Māori are a diverse group and the local board provides opportunities to Māori to contribute to its decision-making in its dialogue with:

·        Mana whenua – currently represented by 19 tribal authorities in Auckland; and

·        Matāwaka - which includes individuals, whanau and organisations.

22.     The local board is committed to improved engagement with Māori so that the views and preferences of Māori are considered and factored into its decision-making.

Ngā ritenga ā-pūtea

Financial implications

23.     The local board’s engagement activities are supported by the Engagement Advisor on a part-time basis. The Engagement Advisor role is shared with the Ōrākei Local Board.

24.     Funding will be required depending on the number of engagement and consultation activities and associated events and activities. Most programmes or projects that require consultation have a small budget but there will be instances where additional funding is required. These will be sought from the local board as and when they arise.

25.     Promotion and communication costs associated with promotion of the local board’s engagement activities in the community will be met through the Local Communications budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26.     Insufficient resources and capacity to implement actions within the life of each workplan. Mitigation includes considering engagement as a priority for resource allocation in annual budgets and work programmes, as well as staggering timelines for delivery over the three year term.

27.     Engagement priorities change over the course of the term. Mitigation includes devising the strategy as a ‘living document’ to be reviewed and amended as needed.

28.     Staff turnover and the complex nature of engagement make ‘tracking success’ a challenge. This risk is mitigated by staff actively recording information about engagement and communications activities as well as feedback from the community on engagement processes. Staff place emphasis on recording qualitative feedback to provide a more complete depiction of the value of engagement activities.

29.     The local board could suffer a loss of reputation if the engagement strategy does not deliver improved meaningful engagement or increase engagement with hard-to-reach communities. This risk is mitigated by staff prioritising the co-delivery of engagement opportunities with community groups that have access to hard-to-reach communities, employing best practice approaches. Key Performance Indicators (KPIs) are set to reflect reasonable incremental targets based off previous engagement results.

Ngā koringa ā-muri

Next steps

30.     The Engagement Advisor will develop an annual engagement plan to be delivered alongside the local board plan.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Albert-Eden Local Board Engagement Strategy 2019-2022

29

     

Ngā kaihaina

Signatories

Author

Ollin Perez Raynaud – Local Board Engagement Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 


 


 


 


 


 


 


 


Albert-Eden Local Board

04 December 2019

 

 

Annual Budget 2020/2021 consultation

File No.: CP2019/19570

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve local content and supporting information for consultation as part of the Annual Budget 2020/2021 process.

Whakarāpopototanga matua

Executive summary

2.       For each financial year, Auckland Council must have a local board agreement that is agreed for each local board area, between the Governing Body and the local board.

3.       Annual Budget 2020/2021 consultation will take place from 21 February to 22 March 2020. Consultation on the proposed content of each local board agreement which sets out the priorities for the next financial year must be included as part of that consultation.

4.       This report seeks approval of the local content and supporting information for consultation. It also seeks approval for a local Have Your Say event during the consultation period, to provide Aucklanders the opportunity to provide face-to-face feedback.

5.       The Governing Body and local boards will approve regional and local items respectively for consultation by 13 December 2019. The regional and local consultation items will then be incorporated into the Annual Budget consultation document and supporting information, which will be adopted by the Governing Body on 12 February 2020.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      approve its Annual Budget 2020/2021 local content for consultation and local supporting information for consultation (Attachment A and B).

b)      delegate authority to the chairperson to approve any final changes required to the local content and supporting information for the Albert-Eden Local Board for the Annual Budget 2020/2021 consultation, including online consultation content.

c)      approve a Have Your Say event in the local board area during the Annual Budget 2020/2021 consultation period.

d)      delegate authority to the chairperson to approve any final changes required to the Annual Budget 2020/2021 Have Your Say event.

e)      delegate to the following elected members and staff the power and responsibility to hear from the public through ‘spoken (or New Zealand sign language) interaction’ in relation to the local board agreement at the council’s public engagement events, during the consultation period for the Annual Budget 2020/2021:

i)        local board members and chairperson

ii)       General Manager Local Board Services, Local Board Relationship Manager, Local Board Senior Advisor, Local Board Advisor, Local Board Engagement Advisor

iii)      any additional staff approved by the General Manager Local Board Services or the Group Chief Financial Officer.

 

 

Horopaki

Context

6.       For each financial year, Auckland Council must have a local board agreement for each local board area, that is agreed between the Governing Body and the local board.

7.       Local board agreements set out (among other things) how the council will, in the year to which the agreement relates, reflect the priorities and preferences in the local board plan in respect of the local activities to be provided in the local board area.

8.       The proposed content of each local board agreement must be included in the Annual Budget 2020/2021 consultation document.

9.       Public consultation on the budget will take place from 21 February to 22 March 2020.

10.     Aucklanders will be able to provide feedback during the consultation process through a variety of channels which include face-to-face (verbal), written and social media.

Tātaritanga me ngā tohutohu

Analysis and advice

11.     Local boards held workshops during November 2019 to determine their priorities for their 2020/2021 local board agreement. Local boards are now requested to approve their local content and supporting information for consultation, as per Attachments A and B.

12.     During the document production stage, if changes to the local content and supporting information are identified, these will be provided to the chairperson to approve.

13.     Any new local Business Improvement District (BID) targeted rates must be consulted on before they can be implemented. Local boards are therefore also requested to approve any new proposals for consultation.

14.     Aucklanders who wish to have their views on the proposed content of the local board agreement and Annual Budget 2020/2021 considered by Auckland Council should be provided a reasonable opportunity to present those views in a manner and format that is appropriate to the preferences and needs of those persons, including face-to-face.

15.     The council provides for this through its ‘Have Your Say’ events where Aucklanders can have a face-to-face dialogue with elected members or other council representatives with an appropriate delegation. Staff recommend that the board hold a Have Your Say’ event.

16.     The consultation period does not begin for a couple of months. If circumstances change between now and the consultation period and any change to the approved Have Your Say event is required, these will be provided to the chairperson to approve.

17.     Should a proposal requiring an amendment to the council’s long-term plan (10-year Budget) be identified during the Annual Budget 2020/2021 process, this would necessitate use of the special consultative procedure. Where an amendment to the 10-year Budget is being consulted on at the same time as consultation on the Annual Budget, the Local Government Act 2002 requires the council to use the special consultative procedure in relation to both matters.

18.     The special consultative procedure requires the council to provide an opportunity for Aucklanders to present their views to the council in a manner that enables ‘spoken (or New Zealand sign language) interaction’ between the person and the council’s decision-makers or their official delegates. The recommended Have Your Say events, along with the recommended delegation, provides for this spoken interaction.

 

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

19.     The decision to consult is procedural in nature and the small scale of the Have Your Say events mean any climate impacts will be negligible. These decisions are unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

20.     However, where practicable, events proposed will be in locations accessible by public transport, to reduce car travel but also increase the opportunities for attendance.  

21.     Some of the proposed initiatives or projects included in the consultation content may have climate impacts. The climate impacts of any initiatives or projects Auckland Council chooses to progress with as a result of this consultation will be assessed as part of the relevant reporting requirements. 

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22.     The Annual Budget 2020/2021 is an Auckland Council group document and will include budgets at a consolidated group level.

23.     Consultation items and updates to budgets to reflect decisions and new information may include items from across the group.

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

Local impacts and local board views

24.     Local boards will have further opportunities to provide information and views as the council progresses through the Annual Budget 2020/2021 process.

25.     Aucklanders will have the opportunity to give feedback on regional and local proposals contained in the budget. All feedback received from submitters residing in the local board area will be analysed by staff and made available for consideration by the board, prior to finalising their local board agreement.

Tauākī whakaaweawe Māori

Māori impact statement

26.     Many local board decisions are of importance to and impact on Māori. Local board agreements and the Annual Budget are important tools that enable and can demonstrate the council’s responsiveness to Māori. Local board plans, which were adopted in September and October of 2017, form the basis for local priorities.

27.     The approach to Māori engagement for the Annual Budget 2020/2021 will be finalised once consultation topics are confirmed, including development of bespoke materials subject to interest level of topics and confirmation of budget.

28.     Regionally supported local Māori engagement in the South and West will be provided subject to interest level of topics and confirmation of budget; this will be integrated with local board plan pre-engagement.

29.     There is a need to continue to build local board relationships with iwi and the wider Māori community. Ongoing conversations will assist local boards and Māori to understand each other’s priorities and issues. This in turn, can influence and encourage Māori participation in the council’s decision-making processes.

Ngā ritenga ā-pūtea

Financial implications

30.     Event associated costs include venue hire, where council premises cannot be utilised, and catering.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31.     Local boards must approve their local consultation content and supporting information by 13 December 2019 in order for it to be formatted and reviewed in time to be incorporated into the Annual Budget 2020/2021 consultation document and supporting information.

Ngā koringa ā-muri

Next steps

32.     The Governing Body will approve the consultation document, supporting information and consultation process for the Annual Budget 2020/2021 on 12 February 2020.

33.     Following consultation, the Governing Body and local boards will make decisions on the budget and local board agreements respectively.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Local content for consultation

41

b

Local supporting information for consultation

43

     

Ngā kaihaina

Signatories

Author

Beth Corlett - Advisor Plans & Programmes

Authorisers

Louise Mason - GM Local Board Services

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

PDF Creator


Albert-Eden Local Board

04 December 2019

 

 


 


Albert-Eden Local Board

04 December 2019

 

 

Elected Members Expense Policy 2019

File No.: CP2019/19698

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To present the draft Auckland Council Elected Members’ Expense Policy 2019 and provide for the local board to record its feedback for consideration by the Governing Body.

Whakarāpopototanga matua

Executive summary

2.       Each electoral term, the Remuneration Authority (the Authority) requires all councils to adopt an expense policy and forward the adopted policy to the Authority for its approval. 

3.       The expense policy provides the rules for elected members’ reimbursement for expenses they incur whilst performing their duties.  The Authority has set parameters for the following expense reimbursements:

i)     communications

ii)    mileage

iii)    travel time

iv)   childcare.

4.       The Authority has updated vehicle mileage allowance rates to reflect the new kilometre rates for self-employed people and employees published by the Inland Revenue Department on its website as at 7 June 2019.

5.       There is a change to approval processes so that approval for mayor and deputy mayor expenses is now by the chair of the Audit and Risk Committee. There are no other changes to provisions for these expenses.

6.       Reimbursement of childcare expenses is a new provision and the council has discretion around how this is applied, within the parameters set by the Authority. 

7.       In the previous term, a discussion paper about the proposed childcare allowance was published by the Authority and was reported to local boards.  Most local boards were generally supportive. Based on that feedback, this report proposes rules for inclusion in the council’s Elected Member Expense Policy 2019.

8.       The expenses policy also includes rules for the following, which relate to sensitive expenditure and there are no recommended changes to these rules:

i)     travel

ii)    accommodation

iii)    professional development

iv)   hospitality.

9.       The draft Auckland Council Elected Members Expense Policy is attached in Attachment A.

10.     The council’s Head of Assurance Services has reviewed the draft policy and is satisfied it is in compliance with the Local Government Members (2019/20) Determination and appropriate probity standards.


 

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      provide feedback on the draft Auckland Council Elected Member Expense Policy 2019.

 

 

Horopaki

Context

11.     The Authority sets remuneration for elected positions in local government annually.  It also sets the rules for reimbursement of costs met by members in undertaking their duties.

12.     Each electoral term, the Authority requires all councils to adopt an expense policy and forward the adopted policy to the Authority for its approval. The expense policy provides the rules for elected members’ reimbursement for expenses they incur whilst performing their duties.

13.     The Authority sets some work-related expenses for elected members:

·   the maximum allowances payable by councils to elected members for certain activities, such as transport and communications

·   the criteria for and amounts payable to, elected members sitting on resource consent hearings.

14.     The current policy was approved in November 2016.  The Authority has requested the council provide an Elected Members’ Expense Policy to the Authority for its approval at the beginning of this term. 

15.     In the previous term the Authority circulated a discussion paper seeking feedback on a proposed childcare allowance.  When the Authority issued its formal 2019/20 determination it included the childcare allowance.  The Explanatory Memorandum in the Determination includes:

   “This year, for the first time, the Authority has introduced a childcare allowance for members who have responsibility for caring for children under the age of 14 years. The allowance is a contribution towards expenses incurred by the member for the provision of childcare while the member is engaged on local authority business. The allowance is capped and is subject to certain conditions outlined in clause 14 of this determination.

   Payment of any or all of the allowances is at the discretion of each council. All the allowances included in this determination are reviewed annually.”

16.     The actual rule about the childcare allowance in the Determination is:

14      Childcare allowance

(1)     A local authority may pay a childcare allowance, in accordance with subclauses (2) and (3), to an eligible member as a contribution towards expenses incurred by the member for childcare provided while the member is engaged on local authority business.

(2)     A member is eligible to be paid a childcare allowance in respect of childcare provided for a child only if—

(a)   the member is a parent or guardian of the child, or is a person who usually has responsibility for the day-to-day care of the child (other than on a temporary basis); and

(b)   the child is aged under 14 years of age; and

(c)   the childcare is provided by a person who—

(i)    is not a family member of the member; and

(ii)   does not ordinarily reside with the member; and

(d)   the member provides evidence satisfactory to the local authority of the amount paid for childcare.

(3)     A local authority must not pay childcare allowances to a member that total more than $6,000 per annum, per child.

(4)     In this regulation, family member of the member means—

(a)   a spouse, civil union partner, or de facto partner:

(b)   a relative, that is, another person connected with the member within 2 degrees of a relationship, whether by blood relationship or by adoption.

17.     The other change in the Determination relates to vehicle mileage allowance rates to reflect the new kilometre rates for self-employed people and employees published by the Inland Revenue Department on its website as at 7 June 2019.

Tātaritanga me ngā tohutohu

Analysis and advice

18.     The major proposed change to the expense policy is to include a provision for childcare allowance in line with the new provision in the Authority’s Determination.

19.     Prior to the Authority including this allowance in its Determination, it circulated a discussion paper for feedback.  This was reported to local boards.  The submission to the Authority was:

‘Auckland Council supports the Remuneration Authority in addressing this issue which has been raised by members of other councils through submissions to the Authority.  The costs of childcare can be a barrier to people with families considering becoming candidates for local government elections.  The council commends the authority for recognising such barriers and for acknowledging the need to address them.

The council’s view is that the proposed conditions to be placed in the authority’s determination are reasonable.  It is concerned though that the description of the purpose of the allowance is too wide.  The proposed wording is:

“A local authority may pay a childcare allowance, in accordance with subclauses (2) and (3), to an eligible member as a contribution towards expenses incurred by the member for childcare provided while the member is engaged on local authority business.”

The phrase “childcare provided while the member is engaged on local authority business” could include childcare that is incidental at the time the member is engaged on local authority.  For example, a member may arrange childcare on a regular basis, irrespective of undertaking council duties, and on a particular occasion attends to council business papers while the children are at childcare.  There could be uncertainty about whether this is claimable.  The council understands that the purpose of the allowance is as a contribution towards the cost of childcare where this is an expense of undertaking council business and suggests that the wording should capture this sense of necessary expense in order to undertake council business.’

20.     A summary of local board feedback on the submission is contained in Attachment B.  Most local boards endorsed the submission.

21.     The submission stated that the payment of a childcare allowance should recognise the additional cost that was caused by attending to council business rather than being paid if childcare was to be provided in any case.  In other words, it was to be paid because child-care was caused by attending to council business. This point was not included in the Authority’s final Determination.  However, any potential for over-use of the provision is controlled by the imposition of a cap of $6,000 per annum per child.

22.     The proposed wording for the childcare allowance in the Expense Policy is:

Childcare allowance

1        Elected members who are the parent, guardian or usually have responsibility for the day to day care of the child may receive the allowance set out in the Remuneration Authority Determination for childcare provided while the member is engaged on local authority business.  This is a contribution towards the expense and not intended as a full reimbursement.

2        The childcare allowance may only be claimed for childcare not provided by a family member (spouse, civil union partner or de factor partner or any relative that is connected to the members within 2 degrees of relationship, whether by blood relationship or by adoption) who does not ordinarily reside with the member

3        The allowance is only claimable:

a)    for children under the age of 14 years

b)    when attending official meetings or workshops of the council

c)    only for actual (or part thereof) expenses that have been incurred, net of any subsidies

d)    when elected members are not on recess

e)    when no other childcare arrangements would normally be made.

 

4        The allowance rates are as follows:

a)    For childcare services provided by a professional registered company, an hourly rate of up to $35 will be accepted with the receipt of a GST invoice

b)    For childcare services provided via an informal arrangement, an hourly rate of up to $20 will be accepted with the receipt of an signed invoice or signed log book

c)    The total Auckland Council may contribute is $6,000 per annum per child

5        On a case by case basis the General Manager Democracy Services and General Manager Local Board Services may make exceptions to the above provisions within the limits set by the Remuneration Authority.

23.     The maximum hourly rates are based on an informal survey of current market rates.

24.     Other changes in the draft expense policy are:

i)       approvals for the mayor and deputy mayor travel expenses have been changed to the chair of the Audit and Risk Committee, on her recommendation

ii)      an added section on health, safety and well-being which includes access to:

·    flu vaccinations

·    ergonomic assessments

·    personal support services (Employment Assistance Programme, manawa rahi and the well-being portal).

25.     The council’s Head of Assurance Services has reviewed the draft policy and is satisfied it is in compliance with the Local Government Members (2019/20) Determination and appropriate probity standards.

 

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

26.     The adoption of the expenses policy is largely an administrative decision.  Relevant to climate change is the statement in the policy (6.3): “Auckland Council promotes public transport and cycling as the preferred ways of moving around Auckland. Elected members are expected to use public transport in the first instance but may also use their private car or council vehicles when on council business.”

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27.     The Authority’s Determination and the Auckland Council Elected Member Expense Policy only affect elected governing body and local board members.

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

Local impacts and local board views

28.     The feedback from local boards will be reported to the Governing Body when it decides the Auckland Council Elected Member Expense Policy.

Tauākī whakaaweawe Māori

Māori impact statement

29.     The childcare allowance recognises that the cost of childcare deters some people from standing for election.  The provision of the allowance may encourage more people, including Māori, to consider standing.

Ngā ritenga ā-pūtea

Financial implications

30.     The number of Auckland Council elected members who will be eligible to claim this allowance is unknown. LGNZ statistics show that approximately 6 per cent of elected members are 40 years of age or below[1].  On that basis, the cost to Auckland Council, if 6 percent of members (10 members) claimed the allowance, would be $60,000 (assuming one child each). 

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31.     The expenditure that is the subject of this policy is sensitive expenditure. The policy needs to withstand public scrutiny and where there is discretion there needs to be a conservative approach. Staff believe that the conditions placed on reimbursement and the processes for approval are appropriate in this context.

Ngā koringa ā-muri

Next steps

32.     Feedback from all local boards will be reported to the Governing Body when it decides the Auckland Council Elected Members Expense Policy.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Draft Auckland Council Elected Member Expense Policy

51

b

Summary of local board feedback on the Remuneration Authority’s discussion paper on childcare allowances

69

     

Ngā kaihaina

Signatories

Author

Warwick McNaughton - Principal Advisor - Democracy Services

Authorisers

Marguerite Delbet - General Manager Democracy Services

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Albert-Eden Local Board

04 December 2019

 

 


 


 


Albert-Eden Local Board

04 December 2019

 

 

Auckland Council's Quarterly Performance Report: Albert-Eden Local Board for quarter one 2019/2020

File No.: CP2019/19201

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Albert-Eden Local Board with an integrated quarterly performance report for quarter one, 1 July – 30 September 2019.

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 2019/2020 work programme.

3.       The work programme is produced annually and aligns with the Albert-Eden Local Board Plan outcomes.

4.       Overall 92 per cent of activities are on track. The key activity updates from this quarter are:

·   Community Grants (332). During this quarter there was one quick response round allocating $15,017.35, and one local grants round allocating $56,681.43.

·   Thriving Town Centre programmes – local placemaking (1160). The Balmoral placemaking coordinator assisted the Balmoral Chinese Business Association in the delivery of the Dominion Road Moon Festival event on 13 – 15 September 2019, which was attended by over 10,000 people.

·   The following projects from the Community Facilities work programme are complete: Gribblehirst Park - renew carpark (2126), Gribblehirst Park - renew buildings (2409), Mt Albert Library - comprehensive renewal (2199), Louis Adolphis Durriea Reserve - improvements and planting (2432), Melville Park cricket pavilion - renew condition 4 and 5 assets (2450), Griffin Reserve - renew drainage (2539), School Road Reserve - develop concept plan (3617), Gribblehirst ex Bowling Club - renew fire egress (3633), 27 Poronui St, Mt Eden - renew toilet including ventilation (3701).

·   Community-led streamside restoration – Te Auaunga (Oakley Creek) (1269). A suitable location has been identified in the Unitec grounds for the community nursery which will also be used as a teaching facility for Unitec students. The nursery project will be co-funded by Unitec and will be delivered as a joint project.

·   Mt Albert Aquatic Centre Operations (378). Mount Albert Aquatics was awarded the top New Zealand Aquatic Centre for 2019 and the Australasian award for contribution to community for the GAAAP program at the annual Belgravia Leisure Awards in Australia, which delivers water skills lessons to children aged seven to 10 years old and is targeted toward low decile schools.

5.       All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery. 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). The following activity is reported with a status of red (behind delivery, significant risk):

·   Pt Chevalier – produce heritage brochures (3780) is significantly delayed.

6.       The financial performance report compared to budget 2019/2020 is attached. There are some points for the local board to note:

·   Overall operating result is four per cent below the budget due to lower revenue and higher expenditure. Operating revenue is below budget by eleven per cent due to lower libraries’ fees and user charges. Operating expenditure is above budget by three per cent. Expenditure for facility and park maintenance is above budget while Locally Driven Initiatives expenditure is below budget as projects are in progress. Capital expenditure for the three months is 49 per cent below budget.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the performance report for quarter one ending 30 September 2019.

b)      note that the Community Facilities 2019/2020 work programme and Community Facilities 2020-2022 indicative work programme (years two and three) have been updated to reflect financial deferrals as a part of the Annual Plan process as shown in Attachment C.

c)      approve the amendment to the Community Facilities 2019/2020 work programme and Community Facilities 2020-2022 indicative work programme (years two and three) to add the following projects to the Risk Adjusted Programme:

i)     ‘Ferndale Community House - investigate renew heritage asset’ (2694)

ii)    ‘Mt Eden Memorial Hall - Comprehensive renewal’ (3083).

 

 

Horopaki

Context

7.       The Albert-Eden Local Board has an approved 2019/2020 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 – ATEED;

·   Plans and Places.

8.       Work programmes are produced annually, to meet the Albert-Eden Local Board outcomes identified in the three-year Albert-Eden Local Board Plan. The local board plan outcomes are:

·   Albert-Eden has a strong sense of community

·   Our parks are enjoyed by all

·   Our community spaces are well used by everyone

·   Albert-Eden has thriving town centres and a growing local economy

·   Travelling around Albert-Eden is safe and easy

·   Our natural and cultural heritage is valued

·   We respect and protect our environment.

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 or projects funded by the transport capital fund, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

10.     The graph below identifies work programme activity by RAG status (red, amber, green and grey) which measures the performance of the activity. It shows the percentage of work programme activities that are on track (green), in progress but with issues that are being managed (amber), activities that have significant issues (red) and activities that have been cancelled/deferred/merged (grey).

Graph 2: Work programme by RAG status

11.     The graph below shows the activity status of activities, which shows the stage of the activity in each departments’ work programmes. The number of activity lines differ by department as approved in the local board work programmes. 

Graph 3: Work programme by activity status and department

Key activity updates from quarter one

Arts, Community and Events

12.     Increase diverse community participation: Responsive programming for identified communities (40):

·   The Migrant Women Entrepreneurial Development and Mentoring and Kāhui Tū Kaha - International Women Living the Vision projects are recruiting for participants and new cohorts will begin in October 2019.

·   The Asian Network Incorporated (TANI) are managing intercultural tours and information seminars.

·   Information on reducing waste and illegal dumping will be the priority for the next migrant business e-module programmes and capacity building project.

·   Volunteering opportunities and intergenerational learning opportunities are being identified by staff and these will be introduced to participants of the intercultural tour and networks.

13.     Community Grants (332). The local board reallocated $10,000 locally driven initiative operational expenditure budget to community grants (resolution number AE/2019/134). $500 remains unallocated due to a grant that was not uplifted. During this quarter there was one quick response round allocating $15,017.35, and one local grants round allocating $56,681.43, which leaves a total of $68,801.22 to be allocated to one local grants round and one quick response round.

14.     Thriving Town Centre programmes – local placemaking (1160). During this quarter the Balmoral placemaking coordinator assisted the Balmoral Chinese Business Association in the delivery of the Dominion Road Moon Festival event on 13 – 15 September 2019, which was attended by over 10,000 people. The coordinator involved local community groups and schools for stage performances and lantern making activity, which has built new and improved existing community connection with the town centre.

Local Economic Development – ATEED

15.     Albert-Eden Sustainability Kick Start Programme (549). Nine businesses have been confirmed to participate in this year’s programme. The first workshop was held on 9 October 2019 at the Mount Albert Community and Recreation Centre.

Community Facilities: Build, Maintain, Renew

16.     The following projects are complete:

·   Gribblehirst Park - renew carpark (2126)

·   Gribblehirst Park - renew buildings (2409)

·   Mt Albert Library - comprehensive renewal (2199)

·   Louis Adolphis Durriea Reserve - improvements and planting (2432)

·   Melville Park cricket pavilion - renew condition 4 and 5 assets (2450)

·   Griffin Reserve - renew drainage (2539)

·   School Road Reserve - develop concept plan (3617)

·   Gribblehirst ex Bowling Club - renew fire egress (3633)

·   27 Poronui Street, Mt Eden - renew toilet including ventilation (3701).

Infrastructure and Environmental Services

17.     Community-led streamside restoration – Te Auaunga (Oakley Creek) (1269). A suitable location has been identified in the Unitec grounds for the community nursery which will also be used as a teaching facility for Unitec students. The nursery project will be co-funded by Unitec and be delivered as a joint project. Investigation into best practice nursery operation was carried out in July 2019, which included the Friends of Oakley Creek coordinator visiting the botanic gardens and discussions with the propagation unit team leader. Planning for weed control and planting days in 2020 has begun.

Libraries

18.     Access to Library Service - Albert-Eden (931). Mount Albert Library re-opened on 1 July 2019 after being closed in June for refurbishment. The renovations included new carpet, painting, new service counters, furniture, public toilets, upgraded lighting and self-check units. Customers have expressed positive feedback on the new space. As the library was closed for a month this has been reflected in reduced KPI's for Mount Albert.

Parks, Sport and Recreation

19.     Mt Albert Aquatic Centre Operations (378). Mount Albert Aquatics was awarded the top New Zealand Aquatic Centre for 2019 and the Australasian award for contribution to community for the GAAAP program at the annual Belgravia Leisure Awards in Australia, which delivers water skills lessons to children aged seven to 10 years old and is targeted toward low decile schools. Facility memberships have had a four per cent growth compared to the same quarter in 2018. During this quarter there have been 986 visits from members of the community with a disability as regular visitors to the centre.

Activities with significant issues

20.     Pt Chevalier – produce heritage brochures (3780) is significantly delayed. The draft brochure has been sent to mana whenua to seek their input for the foreword and the text written for historical sites. Once input has been received a final draft will be provided to the local board for review and approval.

Activities on hold

21.     The following work programme activities have been identified by operating departments as on hold:

·   Albert-Eden – Open Space Greenways – develop priority routes through parks (2363) is on hold pending the identification of strategic priorities and agreeing the scope of the project.

·   Albert-Eden Village Centres Transformation Programme (2365) and Sandringham Reserve heritage toilet – restore and renew facility (2494) are on hold while the planning for the town centre works is undertaken by the Plans and Places department.

·   990 Great North Road, Western Springs – refurbish interior and exterior (3599) is on hold until the current lease holder vacates the building, then a building assessment will be undertaken.

·   Motu Manawa Marine Reserve – develop coastal boardwalk (3603) is on hold as there is no funding allocated to the project in the growth funding 2020-2022 work programme.

·   25 Poronui Street: The Handweavers and Spinners Guild Auckland Incorporated (1319) and Anderson Park, 19A Preston Avenue, Mt Albert: Lease to Mt Albert-Ponsonby Association Football Club Incorporated (1322) community leases are on hold while maintenance issues with the buildings are resolved.

Changes to the local board work programme

Cancelled activity

22.     Fowlds Park Forest Restoration Plan (3236) has been cancelled and the locally driven initiative operational expenditure budget has been re-allocated to fund the Fowlds Park demountable softball fence. Remaining funds were added to the existing community grants budget (resolution number AE/2019/134).

New activity added

23.     A new activity has been added to the Plans and Places work programme. An integrated area plan for the Mt Roskill redevelopment area, which is part of the Albert-Eden and Puketāpapa local board areas (3818). Developing the plan will involve working closely with the Albert-Eden and Puketāpapa Local Boards, the community, mana whenua and Kāinga Ora. This work will build on the spatial delivery strategy being undertaken by the Kāinga Ora in these local board areas.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24.     Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.

25.     Work programmes were approved in June 2019 and delivery is already underway. Should significant changes to any projects be required, climate impacts will be assessed as part of the relevant reporting requirements.

26.     The local board is currently investing in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

·   EcoNeighbourhoods (471). An EcoNeighbourhood comprises groups of six or more neighbours from different households within the local board area, with the objective of adopting sustainable, low carbon practices and increasing resilience within their homes, lifestyles and neighbourhoods.

·   Bike Hub Implementation (468). This project will continue to develop and refine the operations of the Tumeke Cycle Space Bike Hub established at Gribblehirst Park in 2018/2019.

·   Albert-Eden Kick Start Sustainability Programme (549). The programme aims to further increase participants' capability in environmental and sustainability related-practices.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27.     When developing the work programmes council group impacts and views are presented to the boards.

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

Local impacts and local board views

28.     This report informs the Albert-Eden Local Board of the performance for the quarter ending 30 September 2019.

Tauākī whakaaweawe Māori

Māori impact statement

29.     The local board’s work programme contains a number of projects which provide direct outcomes for Māori, such as:

·   Local Māori Aspirations (45). During this quarter, Te Kura Kaupapa Māori o Nga Maungarongo started planning the 2020 Kai Festival, supported by local board communications staff, who will develop a marketing plan for the Kura. Libraries staff explored interest from the Kura to develop Te Reo storytelling project. Gardens 4 Health workshops were held to develop a tikanga framework. Ngati Whatua o Orakei are planning a guided hikoi to be included in intercultural tours.

·   Celebrating Te Ao Māori and strengthening responsiveness to Māori – Whakatipu I te reo (935). Te Wiki o te Reo Māori (Māori Language Week) was promoted in Epsom Library with the use of a wooden Whare in the children's area of the library. They also ran a special storytime featuring Māori songs and number counting and colours in te reo. Mt Albert Library greeted customers in te reo, promoted the Māori collection and encouraged customers to use te reo word of the day via Facebook. Matariki was also celebrated, with special Māori storytimes, rhymetimes, adult storytimes and sign and sing sessions. Matariki was celebrated at Pt Chevalier Library with a star weaving workshop and a shared soup meal. Pt Chevalier Library launched its Kapa Kōrero group during Te Wiki o te Reo Māori. There has been a high level of interest with the first session and regular weekly sessions are seeing new people attend.

·   Te Kete Rukuruku (Māori naming of parks and places) (355). Mana whenua have identified all overlapping mana whenua interest for naming in the Albert-Eden Local Board area and are currently working through the naming process for parks in tranche one.

30.     The local board, through its work programme responds and delivers upon council’s Māori Responsiveness Framework through the following actions:

·   fostering and building strong relationships with mana whenua and matawaaka by ensuring their views are considered prior to making decisions on local projects.

·   embedding mana whenua customary practices within the development of local projects (for example, blessings at sod-turnings).

Ngā ritenga ā-pūtea

Financial implications

31.     There are no financial implications associated with this report.

Financial Performance

32.     Revenue at $194,000 is $25,000 below budget, mainly from reduced revenue from photocopying in libraries, while revenue from venue hire is on target.

33.     Expenditure of $3,893,00 is above budget by $112,000 mainly in facility and park maintenance. Locally Driven Initiatives (LDI) expenditure is below budget by $216,000 as most of the local board’s projects are in progress, for example, local community grants round one has been allocated in this quarter, events are being planned for delivery later in the financial year and arts and events brokering services is in progress.

34.     Capital spend is $544,000 and is below budget by $529,000.  Several capital projects are in progress. The main expenditure this quarter is $216,000 on asset renewals in parks, Mt Albert Library renewals and minor works in community halls. Work in is progress on Fowlds Park and Phyllis Street Reserve ($166,000).

35.     The Albert-Eden Local Board Financial Performance report is in Attachment B.

Revised Budget

36.     For quarterly reporting purposes, annual plan budgets are revised to reflect changes in timing of delivery for individual projects.

37.     Projects that were still in progress at 30 June 2019 have had their remaining required budget carried forward to the current or future financial years to fund the remaining works.

38.     If a multi-year capital project was completed earlier than anticipated, the annual plan budget is reduced or brought forward to 30 June 2019 to reflect early completion.

39.     Consideration is also given to the status of current capital projects and where required budgets are rephased in whole or part to outer years to reflect current timelines for delivery.

40.     The net budgetary impact of these changes is reflected in the revised budget for the local board.

41.     The Community Facilities: Build Maintain Renew work programme financial allocations have been updated in accordance with the carry forwards (refer Attachment C).

Risk Adjusted Projects (RAP)

42.     The approved Community Facilities 2019/2020 work programme and Community Facilities 2020-2022 indicative work programme (years two and three) includes projects identified as part of the Risk Adjusted Programme (RAP).  These are projects that the Community Facilities delivery team will progress, if possible, in advance of the programmed delivery year. This flexibility in delivery timing will help to achieve 100 per cent financial delivery for the 2019/2020 financial year, by ensuring that if projects intended for delivery in the 2019/2020 financial year are delayed due to unforeseen circumstances, that other projects can be progressed while the causes for delays are addressed.

43.     Since approval of the local work programmes in June 2019 investigation and design (including forecasting of delivery) has commenced. As a result, it has become apparent that some projects that had been included for delivery in the 2019/2020 financial year may not be able to be progressed as quickly as anticipated. Reasons for delays include matters such consenting, heritage items identified, and consultation requirements. Therefore, in order to enable 100 per cent delivery to budget Community Facilities request approval to RAP and progress the following projects:

·   ‘Ferndale Community House - investigate renew heritage asset’ (2694)

·   ‘Mt Eden Memorial Hall - Comprehensive renewal’ (3083).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

44.     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.

45.     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

46.     The local board will receive the next performance update following the end of quarter two, December 2019.

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Work programme update

83

b

Financial performance report

103

c

Updated Community Facilities 2019/2020 work programme and Community Facilities 2020-2022 indicative work programme (years two and three)

109

     

Ngā kaihaina

Signatories

Author

Emma Reed - Local Board Advisor Albert-Eden

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 



Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


 


 


 


 



Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 


Albert-Eden Local Board

04 December 2019

 

 



Albert-Eden Local Board

04 December 2019

 

 

Auckland Transport Report - December 2019

File No.: CP2019/19721

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       For the Albert-Eden Local Board to receive the Auckland Transport December 2019 monthly update report.

Whakarāpopototanga matua

Executive summary

2.       Each month, Auckland Transport provides an update to the Albert-Eden Local Board on transport-related matters and relevant consultations in its area, Local Board Transport Capital Fund (LBTCF) projects and decisions of Auckland Transport’s Traffic Control Committee.

3.       The Auckland Transport December 2019 update report is attached as Attachment A to this report.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the Auckland Transport December 2019 update report.

 

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Auckland Transport December 2019 Update Report

125

     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 


 


 


 


 


 


 


 


 


Albert-Eden Local Board

04 December 2019

 

 

Local board governance work management for the 2019-2022 triennium

File No.: CP2019/19178

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To outline the options for efficiently and effectively managing the governance work of the local board for 2019-2022 triennium.

Whakarāpopototanga matua

Executive summary

2.       At the end of each triennium the Local Board Services (LBS) department delivers a review of local board work practices, including the organisational support they require and how well they support the boards in their governance role. The 2016-2019 triennium review gathered feedback from local board members, and staff from LBS and other council departments and council-controlled organisations (CCOs).

3.       In response to the review, this report outlines a recommended approach for local boards to manage their governance workload as follows:

·    maintain a key focus on annual work programmes and their implementation through quarterly reporting and regular workshops with the whole local board, with decisions made at business meetings

·    appoint nominated local board members who will be consulted on landowner consents and events, and who will provide feedback on liquor licences and resource consents

·    appoint nominated local board members to external organisations.

4.       These practices support the local board to undertake their governance role in an efficient and effective way, reflect the priority work of the local board and help the organisation focus its resources. Some of these practices require a decision of the local board, such as specific appointments of local board members, and separate reports cover these recommendations and associated advice.

5.       Local boards are also able to identify topic area leads who would act as a champion with the local board on specific topic areas. Leads would focus on work programme activities/ projects within their topic areas and understanding relevant community needs and preferences enabling other members to focus their time on other parts of the board’s workload.

6.       The review feedback suggests the following advantages for having a full board involved in direction-setting discussions on issues, rather than identifying topic area leads:

·    staff are confident that the direction is the view of the whole board rather than one member

·    knowledge and information is retained by the full local board rather than one member

·    discussions with staff are less likely to enter into management or operational level detail

·    it avoids inefficient duplication, when conversations are held between staff and a lead, and then repeated with the full local board.

7.       The feedback from the review highlighted that if a board does appoint topic area leads, the risks should be mitigated by providing a clear scope for that role and ensuring it does not lead to inefficiency or adversely affect staff receiving clear direction from the full local board.

 

Te tūtohunga

Recommendation

That the Albert-Eden Local Board:

a)      endorse the following approach to effectively and efficiently manage the governance work of the local board for the 2019-2022 triennium:

i.          maintain a key focus on annual work programmes and their implementation through quarterly reporting and regular workshops with the whole local board, with decisions made at business meetings

ii.          appoint nominated local board members who will be consulted on landowner consents and events, and who will provide feedback on liquor licences and resource consents

iii.         appoint nominated local board members to external organisations.

 

 

Horopaki

Context

8.       The governance role of an elected member is to:

·        set direction and policy

·        set priorities

·        make significant decisions

·        test advice

·        monitor performance and risk

·        connect with and represent the community

·        be accountable to the public.

9.       At the end of each triennium the Local Board Services (LBS) department undertakes a review of the work practices of, and organisational support provided for, local boards and how this supports them in their governance role. Previous reviews have noted the progress the organisation has made in supporting the governance role of local boards over the past nine years. Improved support and delivery from the organisation have enabled local board members’ time to be used in a more effective and efficient manner as the governance model has matured.

10.     During the 2016-2019 triennium review, feedback was gathered from local board members and staff from LBS and other council departments and council-controlled organisations (CCOs) who work with local boards.

11.     Key themes from local board members related to having topic area leads. Both positives and negatives were identified.

12.     Key themes from staff were that clear direction is given from the full local board and local board members operate at the governance level. Staff identified both positive and negatives aspects of having topic area leads.

13.     The findings from the review have informed the content of this report.

Tātaritanga me ngā tohutohu

Analysis and advice

Work practices supporting the governance role of local boards (recommended approach)

14.     There are established work practices in place which support the governance role of local boards as follows:

·        Local boards adopt an annual work programme each June for implementation by the council organisation in the next financial year (July-June). Local boards maintain a key focus on these annual work programmes and their implementation through quarterly reporting and regular workshops with the whole local board, with decisions made at business meetings.

·        Local boards appoint a nominated local board member who will be consulted on landowner consents and events by staff carrying out their delegations. Local boards can also appoint a nominated local board member to provide feedback and attend hearings on liquor licences and notified resource consents to ensure that local board views are taken into account in these timebound processes. These appointments are made via a separate report.

·        Local boards appoint nominated local board members to external organisations (via separate report) to exercise their role in the external organisation as per the relevant constitution on behalf of the local board.

15.     Together these practices constitute the recommended approach for managing the governance work of the local board for the 2019-2022 triennium, reflect the priority work of the local board and are the focus of the organisation’s staff and resources.

16.     This approach allows all members to have an overview and collective understanding of work programme matters, and for the whole local board to be able to provide direction to staff and track performance and delivery throughout the financial year. It also enables collective discussions that utilise individual member’s skills and knowledge and ensures elected member and staff time are used effectively and efficiently.

17.     Transparency to the public is ensured by local board decisions occurring through the formal business meeting process with associated standing orders.

Optional addition: Topic area leads (not recommended)

18.     An optional addition to the recommended approach is that the local board identifies topic area leads. Leads would:

·        act as a champion for the topic area in full local board conversations

·        focus on work programme activities / projects within their topic area

·        maintain relationships with key stakeholders

·        understand relevant community needs and preferences.

19.     Leads may also:

·        be appointed as the nominated local board member to provide feedback on behalf of the board on relevant matters (e.g. landowner consents) and appointed to related external organisations

·        undertake learning and development opportunities and attend conferences (using their individual development budget provided as part of the Kura Kāwana development programme) relevant to the topic area

·        highlight relevant issues and emerging priorities during local board plan and work programme development

·        act as a key contact for community groups and members of the public on the topic area.

20.     Topic area leads would enable individual local board members to use existing or build new knowledge and expertise in the topic area and enable other members to focus their time on other parts of the governance workload.

21.     Should the local board identify topic area leads, there are the following risks to consider:

·        a member may provide direction or views which do not reflect those of the full local board

·        staff may seek direction from a topic area lead instead of the full local board, or seek direction from a topic area lead prior to the full local board, resulting in duplication of work

·        key knowledge and information on a topic may be retained with the topic area lead and not shared with the whole local board

·        a topic area lead may enter into discussions at the management or operational level if meeting regularly with staff without a clear governance purpose for the discussion.

22.     These risks can be addressed by:

·        using the workshop process as the mechanism for all local board members to receive updates and provide governance direction on approved work programme projects

·        clarifying the limited resources available to any topic area lead.

23.     Staff resourcing is focussed on work programme development and delivery, along with advice to support workshops and business meetings. Topic area leads can be supported by staff to undertake the following responsibilities:

·        when issues arise at a full board workshop, the lead can be directed to meet with staff on that issue and explore solutions; staff would report back to the full board for direction, and the lead can assist with explanation and support during that discussion

·        develop local board feedback on regional policies, plans and strategies relevant to the topic area, for full local board approval

·        respond to constituent enquiries relevant to the topic area

·        report back to the local board at workshops, and publicly via board member reports at business meetings, on the activities undertaken as the topic area lead.

24.     If a local board does want to appoint topic area leads, it may wish to consider identifying alternates. The role of the alternate would be to support the topic area lead in their responsibilities and undertake any roles the lead has been formally appointed by the whole board when the lead is unavailable. Having an alternate means that the information, knowledge, skills and workload can be shared by more than one member, but it could also lead to confusion between the two roles where the alternate acts as a co-lead.

25.     If a local board’s preference is to appoint topic area leads, this will require a local board decision via a resolution to this report.

Tauākī whakaaweawe āhuarangi

Climate impact statement

26.     This report is procedural in nature so does not have direct climate impacts. However, a key focus for the council in the current term will be how it responds to the climate emergency and this may be a consideration for how local boards manage their governance work.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27.     Feedback was gathered from staff from the LBS department, and other departments and CCOs who work with local boards, about practices to manage the local board governance work through the 2016-2019 triennium review.

28.     The practices used by a local board to manage their governance work can impact on the efficiency of staff engagement with members. Some variation in practices is required to reflect local differences, but overall large differences in work practices is challenging and consistency is beneficial.

29.     In light of this, Local Board Services has provided consistent advice and recommendations on work practices to all local boards to consider when making decisions on how they will manage their governance work for the 2016-2019 triennium.

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

Local impacts and local board views

30.     Feedback was gathered from local board members about practices to manage local board governance work through the 2016-2019 triennium review. This included: a workshop attended by 13 local board members from 10 local boards; and a survey to all members, with responses provided by 29 members, from 13 local boards.

31.     The practices used by a local board to manage their governance work can impact efficiency and effectiveness of engagement with communities and the opportunities that members have to provide local leadership beyond the formal decision-making process.

32.     The topic of managing the governance work of the local board was discussed at a workshop on 22 October 2019, as part of the Albert-Eden Local Board induction programme for the 2019-2022 triennium.

Tauākī whakaaweawe Māori

Māori impact statement

33.     This decision is procedural in nature so does not have immediate impacts on Māori.

Ngā ritenga ā-pūtea

Financial implications

34.     This decision is procedural in nature so does not have any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35.     The risks and mitigations of having topic area leads are outlined in the ‘Analysis and Advice’ section of this report.

36.     Risks relating to any specific decision required for the work practices that form the recommended approach are outlined in the respective separate reports relating to those decisions.

Ngā koringa ā-muri

Next steps

37.     Staff from the Local Board Services department will work with staff from other departments and CCOs to ensure the practices of the local board are implemented.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.

     

Ngā kaihaina

Signatories

Author

Emma Reed - Local Board Advisor Albert-Eden

Authorisers

Kerri Foote - Operations and Improvements Manager

Oliver Roberts - Central Teams Manager

Louise Mason – General Manager, Local Board Services

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

Local board appointments and delegations for the 2019-2021 electoral term

File No.: CP2019/19179

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To recommend that the Albert-Eden Local Board appoints a local board member to:

·    Be the nominated local board member for landowner consents (including affected party approvals)

·    Be the nominated local board member for film applications

·    Be the nominated local board member for events

·    Provide formal reports on liquor licence applications and attendance at hearings

·    Provide formal views on whether a resource consent should proceed as a non-notified, limited notified or fully notified application

·    Provide formal views (feedback) on notified resource consents and attend the council hearings.

Whakarāpopototanga matua

Executive summary

2.       In order to enable effective and efficient decision-making, the council delegates some responsibilities to staff or individual elected members. This report seeks to appoint nominated local board members who will be consulted on landowner consents and events, and who will provide feedback on liquor licences and resource consents.

3.       If local boards choose not to appoint a nominated board member for landowner consents staff will consult with the local board chairperson, as outlined in the Local Board Delegation Protocols.

4.       District Licensing Committees consider, and grant or renew applications for liquor licences and manager’s certificates. These applications are publicly notified and local boards can provide views on an application to the District Licensing Committee. A delegation to a nominated local board member is recommended to allow local boards to provide formal views as part of the liquor licensing process.

5.       Local boards can provide feedback on whether resource consent applications should be publicly notified. Local boards can also provide written feedback once the applications are notified and can subsequently speak to their feedback to support their views at the council hearing.  A delegation to a nominated local board member is recommended.

 

Ngā tūtohunga

Recommendations

That the Albert-Eden Local Board:

a)      appoint a member and an alternate for landowner consents (excluding landowner consents for filming) and authorises them to:

i.          be the point of consultation for staff on all applications for landowner consent and, at their discretion, refer any application for landowner consent to the local board for a local board decision, and

ii.          to be the point of consultation for staff on proposed asset renewal works and, at their discretion, refer any proposed asset renewal works to the local board for a local board decision

iii.         receive staff notifications of areas that may involve reputational, financial, performance or political risk

b)      appoint a member and an alternate for landowner consents for filming and authorises them to:

i.          to be the point of consultation with staff on all applications for landowner consent for filming and, at their discretion, refer any applications for landowner consent for filming to the local board for a local board decision

ii.          receive notifications from staff of areas that may involve reputational, financial, performance or political risk.

c)      appoint a member and an alternate for events and authorises them to receive staff notifications of areas that may involve reputational, financial, performance or political risk

d)      delegates to a member, with an alternate, the authority to prepare and provide local board views and speak to those local board views at any hearings on applications for liquor licences

e)      delegates to a member, with an alternate, the authority to provide the local board views on whether a resource consent should proceed as a non-notified, limited notified or fully notified application

f)       delegates to a member, with an alternate, the authority to prepare and provide local board views and speak those local board views at any hearings on notified resource consents.

 

 

Horopaki

Context

Background

6.       Decision-making within Auckland Council is shared between the Governing Body and local boards. Local boards have made a general delegation to the Chief Executive of all of their responsibilities, duties and powers subject to the exclusions, restrictions and clarifications set out in the Chief Executive’s Delegations Register. The Chief Executive has in turn delegated those responsibilities, duties and powers to staff. The exercise of those responsibilities, duties and powers is subject to a set of delegation protocols. These protocols provide a set of expectations and directions to staff and require a number of actions that are relevant to all local activities. These delegations help Auckland Council to operate efficiently and effectively.

7.       In some cases, delegations are given to individual local board members, usually due to short timeframes constrained by operational requirements, customer expectations and deadlines set by statute. Having a delegation in place to one local board member helps to ensure that council can continue to undertake its normal business practices without undue delays.

8.       Local boards have allocated responsibility for decision-making with respect to local parks and have delegated landowner consent decisions to staff subject to a number of delegation protocols. The delegation protocols require that the nominated local board member is consulted on every landowner consent. Landowner consents encompass a broad range of activities, including affected party approvals, filming and events. Local boards also are able to provide their formal views in a report at liquor licence hearings.

9.       Under the Local Government (Auckland Council) Act 2009 the Governing Body must consider any views and preferences expressed by a local board, where a Governing Body decision affects or may affect the responsibilities or operation of the local board or the well-being of communities within its local board area. Local boards’ ability to provide local views can be affected because of statutory timeframes or external agency deadlines. Delegating authority for providing local board views to individual members provides local boards the opportunity to give local views within prescribed timeframes.

Tātaritanga me ngā tohutohu

Analysis and advice

Landowner consents

10.     Under Auckland Council’s Combined Chief Executive Delegations Register, council staff are delegated authority to approve landowner consents on behalf of local boards. This delegation is subject to the Local Board Delegations Protocols. These protocols require that before exercising their delegations, staff must consult with a nominated local board member for landowner consents. If required, by the nominated local board member, the staff member must refer the landowner consent decision to a local board business meeting for a decision.

11.     It is therefore recommended that the local board appoint a nominated local board member for landowner consents to enable staff to exercise their delegation.

Landowner consents for filming

12.     Screen Auckland (Auckland Tourism, Events and Economic Development) processes requests for filming in the Auckland Region, and seeks landowner consent from local boards. Over 600 permits are granted each year, with the largest number of permits being granted in Waitematā, Wāitakere Ranges and Rodney Local Board areas.

13.     Screen Auckland must process the applications within three to five working days, and therefore require feedback from local boards within two working days. These timeframes are short because filming activities often have a fast turnaround for productions from concept to delivery. To keep filming in Auckland, in a competitive international market, film crews often have to work within short timeframes.

14.     Due to the extremely short timeframes for film applications, where local boards have a large number of filming applications, it may be beneficial for this subset of landowner consents to be referred to a different nominated local board member, to manage workloads.

Events

15.     Under the Local Board Delegations Protocols staff must consult with and obtain the views of the nominated local board member on:

·        applications to hold events on council-owned land in the local board area that require regulatory approval and involve one or more of the following matters:

-     complete or substantial closure of the public open space

-     more than 500 people

-     road closure

-     liquor

-     ticketed event.

·        Any regulatory decision to set fees and charges for holding local events on council-owned local parks and reserve (and refer the matter to the local board to obtain local board views and input where required by the delegated local board member).

·        Staff are also required to notify the nominated local board member of:

-     areas that may involve reputational, financial, performance or political risk

-     decisions to approve events on council owned land in the local board area.

16.     The appointment of a nominated local board member for events is therefore recommended to enable staff to exercise their delegation.

17.     Under the Local Board Delegations Protocols landowner consent is also required for all event proposals on local parks. To avoid double-handling of applications, it is recommended that the local board member nominated for events is the same as that local board member nominated for landowner consents.

Formal submissions at liquor licence hearings

18.     District Licensing Committees consider, and grant or renew applications for liquor licences and manager’s certificates. When a business applies for an on-licence, off-licence, or club licence, new or renewed, they are publicly notified. On 25 September 2014, the Governing Body (GB/2014/103) agreed to a process where local boards can provide views on an application in a report to the District Licensing Committee. If the District Licensing Committee considers that the local board’s report has raised issues that it needs to hear more about, it can call a hearing and invite the local board to appear and talk to its report and respond to questions as a witness.

19.     Once the public notice has been posted online, the local board has 15 working days to provide their report to council.

20.     This report recommends a delegation to a nominated local board member to allow local boards to provide formal views as part of the liquor licensing process.

Notified resource consents

21.     Local boards can provide feedback, within the statutory timeframes, on whether resource consent applications should be publicly notified. This was resolved by the Governing Body on 28 July 2011 (GB/2011/156). Resource consent planners email the planning lead copies of applications that meet the triggers set by the local boards (last reviewed in 2017). The planning leads have three working days to provide comment on the matter of whether the application should be publicly notified or limited notified to particular persons who may be adversely affected by the proposal. Where comments are provided, these are included verbatim as part of the reporting planner’s notification report to the decision-maker.

22.     Local boards can also provide written feedback once resource consent applications have been notified. Written feedback needs to be provided prior to the submission closing date (usually 20 working days after public notification). Local boards can subsequently speak to their feedback to support their views at any hearing.

23.     This report recommends a planning lead for each local board to provide the local board’s formal views on whether or not resource consents should be notified or limited notified and to provide written feedback on notified applications and speak on the local board’s behalf at the council hearing.

Options considered

24.     Options available for local boards to input into landowner consents, events, planning processes and liquor licences have been summarised in Tables 1 and 2.

25.     It is recommended that local boards select both a nominated local board member and an alternate. The alternate is available to act when the nominated local board member is unable to act (e.g. leave of absence, illness) and has agreed (via written communication) that the alternate take the role of nominated local board member for a specified time period.

26.     We recommend that local boards appoint one nominated local board member (and alternate). Appointing more than one nominated local board member increases administration for staff and can create unnecessary confusion where local board members provide differing views to staff.

Nominated local board members under the Local Board Delegations Protocol

27.     The preferred option is that a nominated local board member is appointed for landowner consents and events (option two in Table 1). This option is preferred because it aligns with council’s existing delegations and local board delegation protocols and allows for council to undertake core business in a timely manner. There is reputational risk to council if it is unable to administer landowner consents in a timely manner.

Table 1: Options for local boards to address requirement for nominated local board members under the Local Board Delegations Protocol for landowner consents and events

Options

Pros

Cons

1.   There are no nominated local board members and staff must consult with the local board chairperson as a primary point of contact

·    The local board chairperson will become the subject matter expert for the local board on landowner approvals and events

·    Local boards can provide their views in a timely way that better meets organisational deadlines

·    The local board chairperson’s work-load will be increased

·    Decisions are not made by the full local board

·    Decisions are not made at a public meeting

2.   Nominated local board members appointed for landowner consents and events (preferred option)

·    The nominated local board member will become subject matter expert for local board on topic they are nominated for

·    Local boards can provide their views in a timely way that better meets organisational deadlines

·    Decisions are not made by the full local board

·    Decisions made under delegation are not made at a public meeting

 

Notified applications (resource consents and liquor licences)

28.     Local boards normally provide their formal views at business meetings (option two in Table 2). Because local board reporting timeframes do not usually align with process and statutory timeframes outlined above, in most instances reporting at a business meeting will not be a viable option. Providing a delegation to one local board member and one alternate (option three in Table 2) is considered the most efficient way of providing formal views for the matters discussed in this report.

Table 2: Options for local boards to provide their formal views on notification of resource consents and liquor licences

Options

Pros

Cons

1.   No formal local board views are provided

 

·    Local board views will not be considered by the hearing commissioners

2.   Formal local board views are provided at a business meeting

·    All local board members contribute to the local board view

·    Provides transparent decision making

·    Local board meeting schedules and agenda deadlines are unlikely to align with statutory deadlines imposed by the planning process

3.   Formal local board views are provided by way of delegation to one local board member for all applications (preferred option)

·    Nominated local board member will become subject matter expert for local board on topic they are nominated for

·    Local boards can provide their views in a timely way that meets statutory deadlines

·    Any feedback can be reported back to the local board

·    Decisions are not made by the full local board

·    Decisions made under delegation are not made at a public meeting (decisions are made public once submitted via the planning process)

 

 

 

 

Tauākī whakaaweawe āhuarangi

Climate impact statement

29.     These decisions are procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

30.     This report recommends the appointment of nominated local board members to ensure that council can undertake its operational and statutory duties in a timely manner, while receiving local board input and decision-making in matters that are of local importance.

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

Local impacts and local board views

31.     This report seeks to appoint nominated board members to perform particular functions.

32.     Any local board member who is appointed as a nominated board member should ensure that they represent the wider local board views and preferences on each matter before them.

Tauākī whakaaweawe Māori

Māori impact statement

33.     A decision of this procedural nature is not considered to have a positive or negative impact for Māori.

Ngā ritenga ā-pūtea

Financial implications

34.     A decision of this procedural nature is not considered to have financial implications on Auckland Council.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35.     If local boards choose not to appoint a nominated board member for landowner consents (including film applications) and events, staff will need to seek feedback from the chairperson. This could potentially lead to a busy workload for the local board chairperson, in addition to their existing duties.

36.     If local boards choose not to delegate to provide views on notified applications, there is a risk that they will not be able to provide formal views prior to submission closing dates and miss the opportunity to have their feedback presented and heard at a hearing.

37.     If local boards choose not to delegate to provide their views on liquor licences, there is a risk that they will not be able to provide formal views prior to closings dates for submissions not coinciding with political meetings.

Ngā koringa ā-muri

Next steps

38.     Nominated local board members providing feedback on landowner consents and events will engage with staff acting in accordance with the Local Board Delegation Protocols.

39.     Training for local board members will be offered on the Resource Management Act 1991 and the preparation of effective feedback for applications notified as part of a Resource Management Act 1991 process.

40.     Nominated local board members (and alternates) who are delegated to provide reports and speak at District Licensing Committee Hearings should sign-up to receive alcohol notices. This will ensure that they hear about new applications as soon as they are open for comment.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Carol Stewart - Senior Policy Advisor

Authorisers

Louise Mason – General Manager, Local Board Services

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

Appointment of local board members to external community organisations

File No.: CP2019/19181

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To appoint board members to external community organisations relevant to the Albert-Eden Local Board area.

Whakarāpopototanga matua

Executive summary

2.       Elected members participate as representatives of the local board on a number of external community and national organisations.

3.       The beginning of the new electoral term generates the need for new appointments. This report provides details of the external organisations relevant to the local board and requests that the local board nominates a lead and alternate member to represent the board on those external organisations for the 2019-2022 triennium.

4.       In addition, there are a small number of appointments which, due to legislation or the terms in a deed are the responsibility of the Governing Body, but because the relationship between the council and the organisation is local, the Governing Body has delegated its responsibility to nominate an elected member of the relevant local board.

 

Te tūtohunga

Recommendation

That the Albert-Eden Local Board:

a)      appoint a local board member and an alternate to the external community groups and organisations listed below for the 2019-2022 triennium:

i.        Dominion Road Business Association

ii.       Kingsland Business Society Incorporated (The Fringe)

iii.      Mt Eden Village Business Association

iv.      Uptown Business Association

v.       Sandringham Business Association Incorporated

vi.      Mt Albert Business Association

vii.     Balmoral Chinese Business Association

viii.    Citizens Advice Bureau Eden/Albert at St Lukes

ix.      Aircraft Noise Community Consultative Group

x.       Eden Park Community Liaison Group

xi.      Kerr-Taylor Foundation

xii.     Mt Eden Methodist Church Trust.

 

 

 

Horopaki

Context

5.       A number of external organisations provide for the formal participation of Auckland Council elected members in their affairs. Elected member appointees will have a variety of duties and liabilities depending on the individual organisation.

6.       At the commencement of each triennium, the Governing Body and local boards make appointments to external organisations.

7.       As local board representatives, the nominated members represent the local board, and do not attend in a personal capacity.  Nominated local board members will provide updates at local board meetings to regularly inform all local board members of discussions and decisions made of their activities, unless good reasons exist for confidentiality. These updates are in the form of business meeting reports which maintain public transparency.

8.       The reasons for elected member participation in external organisations can be described in a number of ways:

·        a trust deed, that requires Auckland Council to make an appointment to an organisation

·        an organisation of interest to the local board is inviting elected member representation at its meetings

·        associations entered into by the council which provide for elected member representation

·        organisation governance, or project or programme oversight, such as regional or local parks management groups

·        a statutory or regulatory provision (for example a regulation providing for a community liaison committee) or

·        a resource consent requiring the formation of a committee or hearing panel.

9.       In making decisions about these appointments, it is suggested that local boards are mindful of:

·        the elected member’s availability

·        any conflict of interests, including whether the local board provides funding to the entity

·        relevance

·        historical relationship with the organisation and Auckland Council.

10.     Members are delegated in their capacity as elected local board members. Should they no longer be a local board member, their nominations would be automatically repealed.

11.     Local board members may be part of any organisation in their private capacity and personal interests. They are encouraged to disclose memberships of external organisations in the conflict of interest register.

Relevant external organisations 

12.     The details of the organisations relevant to the local board are detailed below.

Dominion Road Business Association; Kingsland Business Society Incorporated (The Fringe); Mt Eden Village Business Association; Uptown Business Association

13.     Business Improvement District (BID) Partnership Programmes are local economic development initiatives run by a business association in partnership with the council, supported by a designated targeted rate.

14.     The local board has a day-to-day relationship with the business associations as a joint partner in the BID Partnership Programme. The local board will work with the business associations to align the direction for the BID programme and local priorities expressed in the Local Board Plan. The local board will receive regular reporting on the BID Partnership Programme and review progress against objectives.

15.     The business association may invite the appointed member onto the BID Governance Board or Executive Committee. The discretion on whether this member has voting rights will lie with the business association under the rules of their constitution.

16.     The previous local board representative for Dominion Road, Kingsland and Mt Eden was Deputy Chairperson Fryer with Chairperson Haynes, Member Langton and Member Corrick as alternates for Dominion Road, Kingsland and Mt Eden respectively. No members were previously appointed to Uptown Business Association.

17.     It is recommended that the local board appoints a local board member and an alternate to each business association to represent the local board regarding all matters relating to the business association.

Sandringham Business Association Incorporated; Mt Albert Business Association; Balmoral Chinese Business Association

18.     There are business associations within the local board area which are not part of the BID programme.

19.     The previous local board representative was Deputy Chairperson Fryer with Member Rose and Member Easte as alternates for Sandringham and Mt Albert, respectively. No members were previously appointed to Balmoral Chinese Business Association.

20.     Deputy Chairperson Fryer and Member Langton were previously appointed to Greenwoods Corner Business Association. As the association is no longer functioning it is not recommended to appoint a member at this time.

21.     It is recommended that the local board appoints a local board member and an alternate to be a liaison and point of contact between the local board and the Sandringham, Mt Albert and Balmoral business associations. 

Citizens Advice Bureau Eden/Albert at St Lukes (CAB)

22.     Each CAB bureau is an incorporated not for profit organisation, operated by local community volunteers. Each bureau has a Management Board of elected volunteers who plan, govern and promote their CAB. 

23.     The local board members’ role would be as a point of contact for the CAB to liaise with the local board.

24.     During the 2016-2019 term Chairperson Haynes and Deputy Chairperson Fryer met with staff from the CAB quarterly.

25.     It is recommended that the local board appoints a local board member and an alternate to be a liaison and point of contact between the local board and the Citizens Advice Bureau Eden/Albert at St Lukes.

Aircraft Noise Community Consultative Group

26.     Under Designation 1100 of the Auckland Unitary Plan Operative in part, the Auckland International Airport Limited is required to maintain the Aircraft Noise Community Consultative Group (ANCCG). The purpose of the group is to consider, and where appropriate, make recommendations to Auckland International Airport Limited on aircraft noise and concerns that arise from the operations and activities at the airport.

27.     Membership of the group comprises an Auckland Council Governing Body representative, 12 local board representatives, and representatives from industry, mana whenua, the community, Airways, Board of Airline Representatives of New Zealand and Auckland International Airport Limited.

28.     One local board member is selected from each of the following local boards: Mangere-Ōtāhuhu, Ōtara-Papatoetoe, Manurewa, Howick, Franklin, Maungakiekie-Tamaki, Albert-Eden, Puketāpapa, Whau, Orākei, Wāitakere Ranges, and Papakura.

29.     The meetings are held every three months. The next meeting occurs on 9 December 2019, 1.00 – 3.00pm, Pavilion Room III, Sudima Hotel, 18 Airport Drive, Auckland Airport.

30.     It is recommended that the local board appoints a local board member and an alternate to the ANCCG.

Eden Park Community Liaison Group

31.     The Community Liaison Group (CLG) is established under a resource consent condition of Eden Park. The role of the CLG is to provide feedback to Eden Park around events at the stadium and the impact on the surrounding areas.

32.     Membership of the CLG includes representatives from the neighbourhood association, residents association, Albert-Eden Local Board, Kingsland Business Society Inc, Dominion Road Business Association, Auckland Council (staff member), Auckland Transport, New Zealand Police, Eden Park General Manager – Operations & Infrastructure, Eden Park Traffic Specialist and the Eden Park Community Liaison Officer. Each group selects its own representative.

33.     The previous local board representative was Member Easte with Member Lee as alternate.

34.     It is recommended that the local board appoints a local board member and an alternate to the CLG.

Kerr-Taylor Foundation

35.     The Kerr-Taylor Foundation maintains a fund and provides grants to people or organisations to provide services for those people denied the quality of life enjoyed by most. The foundation makes seed grants for organisations and groups to be established. Priority is given to applications from individuals or organisations that are from within the former Mt Albert City boundary and projects and initiatives should also assist people from within this area.

36.     Members are drawn from the Anglican, Baptist, Methodist, Presbyterian and Roman Catholic churches, the Salvation Army, Rotary and the Albert-Eden Local Board.

37.     The previous local board representative was Member Watson.

38.     It is recommended that the local board appoints a local board member and an alternate to the Kerr-Taylor Foundation.

Mt Eden Methodist Church Charitable Trust

39.     The Trust administers the Mt Eden Village Centre to provide a centre for community participation in event-based activities including art, music, dance and performance. The centre facilitates and/or provides programmes that support particular needs in the community and provides a centre for hire.

40.     The Trust comprises of seven members; the Church appoints four trustees, the Society appoints two Trustees and Auckland City Council ("Auckland City") may appoint one trustee.

41.     On 12 November 2019 the Governing Body delegated the appointment of a member to the Trust to the Albert-Eden Local Board.

42.     The previous local board representative was Member Langton with Chairperson Haynes as alternate.

43.     The Trust meets bi-monthly and has a general meeting annually.

44.     It is recommended that the local board appoints a local board member and an alternate to the Trust.

Tātaritanga me ngā tohutohu

Analysis and advice

Tauākī whakaaweawe āhuarangi

Climate impact statement

45.     These decisions are procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decisions.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

46.     This report enables Auckland Council to meet its requirements or duties to have representation on external community organisations.

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

Local impacts and local board views

47.     This report seeks the local board’s decision on representatives to external community organisations relevant to the local board area.

Tauākī whakaaweawe Māori

Māori impact statement

48.     This report has no specific impact on Māori. It covers appointments of local board members to external organisations and community networks to represent the view of local communities, including Māori communities.

Ngā ritenga ā-pūtea

Financial implications

49.     There are no financial implications as a result of this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

50.     Local board members may be part of any organisation in their private capacity and personal interests. They are encouraged to disclose memberships of external organisations in the conflict of interest register.

Ngā koringa ā-muri

Next steps

51.     Local Board Services staff will inform each external organisation of the name of the local board appointment. They will also inform the local board representative of the meeting time, date and location.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Authors

Carol Stewart - Senior Policy Advisor

Authorisers

Louise Mason - GM Local Board Services

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

Adoption of a business meeting schedule

File No.: CP2019/19184

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To adopt the Albert-Eden Local Board meeting schedule for the 2019-2022 electoral term.

Whakarāpopototanga matua

Executive summary

2.       The Local Government Act 2002 (LGA) and the Local Government Official Information and Meetings Act 1987 (LGOIMA) have requirements regarding local board meeting schedules. In particular, clause 19, Schedule 7 of the LGA on general provisions for meetings requires the chief executive to give notice in writing to each local board member of the time and place of meetings. Sections 46, 46(A) and 47 in Part 7 of LGOIMA require that meetings are publicly notified, agendas and reports are available at least two working days before a meeting, and that local board meetings are open to the public.

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

4.       A draft meeting schedule for the 2019-2022 electoral term has been developed and is included below for adoption by the local board.

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

6.       One business meeting per month is sufficient for formal business to be considered. There are some instances for which the local board may need to have meetings in addition to this schedule. The specific times and dates for meetings for matters such as local board plans and local board agreements are yet to be finalised. Local board meeting schedules may need to be updated once these details are confirmed.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      adopt the meeting schedule outlined below for the 2019-2022 electoral term:

Year

Date

2020

February 25

March 24

April 28

May 26

June 23

July 28

August 25

September 22

 

October 27

November 24

2021

February 23

March 23

April 27

May 25

June 22

July 27

August 24

September 28

October 26

November 23

2022

February 22

March 22

April 26

May 24

June 28

July 26

August 23

September 27

 

b)      agree to commence business meetings at 2.00pm to be held at the Albert-Eden Local Board Office, 135 Dominion Road, Mt Eden, and note that Public Forum and Deputations will be scheduled in the early part of the business meeting to enable participation by the public and stakeholders in the democratic process.

c)      note the dates and time for meetings for local board plans and local board agreements are yet to be finalised.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Anna Bray - Policy and Planning Manager - Local Boards

Authorisers

Louise Mason – General Manager, Local Board Services

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

Process for appointment of Local Government New Zealand National Council representative

File No.: CP2019/19183

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To approve the process for making the local board representative appointment to the Local Government New Zealand (LGNZ) National Council and inform elected members of changes to the LGNZ rules.

Whakarāpopototanga matua

Executive summary

2.       Local Government New Zealand (LGNZ) amended its rules at its Annual General Meeting on 7 July 2019 and these were confirmed at a meeting of the LGNZ National Council in September. There are some key changes affecting Auckland.

3.       There are now three dedicated seats on the LGNZ National Council for Auckland Council representatives. These will be filled by the Mayor of Auckland (or his alternate) and representatives to be appointed by local boards and the Governing Body. The LGNZ rules require these appointments to be made within eight weeks of the triennial local government elections.

4.       This report outlines a process to appoint the local boards representative. Nominations will be open to all local board elected members and this can be done in mid-end November. Local boards are being asked to delegate authority to select the representative by nominating one of its members, preferably the chairperson, to be part of a local board selection panel. This process will enable the representative to be appointed as quickly as possible.

5.       The LGNZ rules now excludes Auckland from LGNZ Zone 1. Although not officially a member of an LGNZ zone group, the expectation is that Auckland Council schedules regular meetings with the president and chief executive (or their representatives) of LGNZ and organise itself as if it were a zone group. These meetings could be co-chaired by the councillor and local board member who are appointed to the LGNZ National Council.

6.       Other arrangements such as the sector-based groups remain unchanged. Auckland Council is eligible to be a member of the Metropolitan and Regional Groups and the Governing Body will be asked to select representatives to these groups.

 

Ngā tūtohunga

Recommendations

That the Albert-Eden Local Board:

a)      note the amended Local Government New Zealand (LGNZ) rules.

b)      endorse Option A (selection panel made up of representatives from each local board) as the process for appointing the local board representative to the LGNZ National Council.

c)      delegate to the chairperson to be part of the selection panel to appoint the local board representative to the LGNZ National Council.

d)      agree in principle to two annual meetings of Auckland Council and LGNZ (or their representatives) with the arrangements to be decided by the three Auckland Council representatives to the LGNZ National Council and staff.

e)      endorse the proposal that the meetings of the Auckland Council/LGNZ meetings be co-chaired by the governing body and local board representatives appointed to the LGNZ National Council.

 

Horopaki

Context

Local Government New Zealand (LGNZ)

7.       LGNZ is an incorporated society (New Zealand Local Government Association Incorporated) which represents the national interests of councils around New Zealand and leads best practice in the local government sector.

8.       The objectives of LGNZ include promoting and advocating matters affecting the national interests of local government. LGNZ holds regular dialogue with government, parliamentarians and government agencies and provides thought leadership and research on matters of interest to local authorities.

9.       LGNZ is governed by a national council made up of members elected to represent geographic zones, representatives of various sector groups, Chair of Te Maruata (LGNZ’s national collective of Māori in local government governance roles), the President and three seats reserved for representatives of Auckland Council.

10.     The establishment of dedicated Auckland seats were made as part of amendments to the LGNZ Rules agreed at its AGM in July 2019 (available online). The amended rules stipulate that the composition of the National Council will include the Mayor of Auckland (or an alternate) and two further persons: one to represent the Governing Body and one to represent local boards. The appointments are for three years.

11.     LGNZ members are organized in zones and sectors generally. These zones and sectors make appointments to the National Council, provide advice on issues affecting their geographical or sector areas and provide information to their members.

12.     Auckland Council is no longer a member of any zone group. Due to its size and governance structure, it is expected that the council will organise itself as if it were a zone.

13.     The amendments did not change arrangements for sector groups. Auckland Council remains eligible to be a member of the Metro Sector Group and the Regional Sector Groups. The Governing Body usually appoints Auckland Council’s representatives to these groups and will be asked to do so again.

14.     Auckland Council’s benefits from its interactions with LGNZ include keeping abreast of national issues affecting local government, advocating for and influencing local government issues on the national agenda and providing a forum where elected representatives connect and network with their peers from across the country.

Tātaritanga me ngā tohutohu

Analysis and advice

Appointment of local board representative to LGNZ National Council

15.     The appointment of a local board representative will need to be decided by local boards. This is outlined in LGNZ Rule E1A “(b) one person appointed by Auckland Council local boards, from Elected members of the local boards”.

16.     The restricted timeframes (eight weeks from start of the term) requires an agile selection process. Staff considered several options and recommend Option A as detailed in the following table:

 

 

Process for selection of local board representative to the LGNZ National Council

Option

Process

Details of process

A

Selection panel made up of representatives from each local board

·    Each local board delegates authority to one of their members to be part of a selection panel.

·    The selection panel can be called to meet once all candidates are confirmed and they will agree the voting system to be used.

·    One vote per local board is considered a fair way to select a single representative for all 21 local boards.

·    Members can utilise an existing meeting to get the selection panel together (such as the Chair’s Forum).

·    Process can start in mid-November with a two-week nomination period.

B

Reports to local boards seeking decision/preference (may require urgent decisions)

·    This would involve seeking a vote/preference from each local board through a formal report and resolution.

·    The report can only be produced once nominations have closed and the candidates list is available – this will delay the report to early December.

·    Where there is a tie between candidates based on local board votes, staff will need to be delegated authority to resolve the candidate by lot or go back to local boards for a decision.

·    This process is unlikely to produce an agreed appointment in a timely fashion.

 

17.     Staff also considered the option of a popular vote of all local board members. This would involve setting up an online voting system, where each local board member would have one vote. However, this option may not comply with the LGNZ Rules which anticipates a selection by local boards rather than by individual members. 

18.     The recommended Option A will enable a fair process by giving each local board a vote and an opportunity for their representatives to properly consider each nominee. This selection can take place at the planned meeting of the Chairs’ Forum on 9 December 2019 to avoid arranging an additional meeting.

Nominations for the local board representative

19.     The LGNZ anticipates that all local board elected members are eligible to be a candidate for the LGNZ National Council. The nominations process will therefore need to allow self-nominations.

20.     To facilitate this process in the timeframes required, staff will call for nominations on Friday 15 November and will allow a two-week period closing on 29 November 2019.

Auckland Council / LGNZ meetings

21.     The role of a zone includes receiving reports from LGNZ about matters of national interest to local authorities and communicating to LGNZ the issues and concerns. The key item of interest at Zone meetings is the national update from LGNZ.  The president and chief executive of LGNZ (or their representatives) attend to present the update.

22.     Auckland Council could continue to meet with the president and chief executive (or their representatives) of LGNZ on a regular basis. Although not expressly set out in the changes to the LGNZ Rules, there is an understanding that Auckland Council will continue with these meetings in order to ensure an ongoing regional dialogue and continue to identify and advise LGNZ on issues and concerns affecting the Auckland region.

23.     Staff recommend these meetings are co-chaired by the councillor and local board member appointed to the LGNZ national council. A co-chair approach recognises the shared governance role of local boards. Following discussions with LGNZ, staff also recommend that the meetings be open to all elected members.

24.     The proposed meeting dates for the Auckland Council/LGNZ meetings are 13 March 2020 and 11 September 2020.

Tauākī whakaaweawe āhuarangi

Climate impact statement

25.     These decisions are procedural in nature and any climate impacts will be negligible. Staff will look to schedule meetings of the Auckland/LGNZ on days where there are other city-based activities and meetings for elected members in order to minimise travel requirements. Staff will also explore the use of skype and livestreaming so elected members may choose to avoid travel.

26.     Regarding engagement with the LGNZ, Auckland Council has declared a climate emergency, along with other councils around the country, so there will be an opportunity for partnership and joint leadership on this issue.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27.     Secretariat support for the Auckland Council/LGNZ meetings will be provided by the Governance Division.

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

Local impacts and local board views

28.     The changes to the LGNZ Rules and the designated seat on the LGNZ National Council acknowledges the role of local boards and gives it greater recognition in LGNZ.

29.     Local board chairs were briefed on anticipated changes at the May 2019 Chairs’ Forum.

30.     The amended rules were confirmed at a meeting of the LGNZ National Council in September. Due to the elections and end of term timeframes, staff were unable to seek the views of local boards on the process for appointing a representative.

Tauākī whakaaweawe Māori

Māori impact statement

31.     These decisions are procedural in nature and do not impact on Māori.

32.     At the LGNZ level, the LGNZ has provided for representation on the National Council by the Chair of Te Maruata.

33.     Te Maruata is LGNZ National Council sub-committee 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. They provide support for councils in building relationships with iwi, hapu and Māori groups and provides Māori input on development of future policies or legislation relating to local government. 

34.     Appointments to Te Maruata are not made by councils. In the previous term Councillor Alf Filipaina was invited to be a member of the sub-committee.

Ngā ritenga ā-pūtea

Financial implications

35.     Membership of LGNZ incurs a cost to ratepayers. Auckland Council’s annual subscription to LGNZ in 2019/2020 is $340,148 excluding GST.

36.     The establishment of Auckland Council/LGNZ meetings will incur expense currently unbudgeted for. Staff from the Governance Division will support the first meeting using existing resources. 

37.     As the Auckland Council/LGNZ meetings are expected to bring together all elected members from across the region including the islands, this will impact on governance administration budgets over time.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

38.     The LGNZ Rules require persons appointed to the LGNZ National Council to assume office within eight weeks of the triennial local government elections. This creates some difficulties in designing a process for all 21 local boards to agree their single representative. The recommended option (Option A) proposed in this report will enable the process to be completed as quickly as possible, on the first working day after the eight week period. The LGNZ secretariat has indicated this would be acceptable.

39.     If all local boards do not endorse the same process (Option A), this would affect how quickly the appointment is able to be made.

Ngā koringa ā-muri

Next steps

40.     The Governing Body will be making their appointment in November 2019 including appointment of Auckland Council representatives to the sector groups.

41.     Appointments of Auckland Council seats to the LGNZ National Council will be communicated to the LGNZ by 6 December 2019.

42.     Staff will work with the appointed representatives of Auckland Council to make arrangements for the first Auckland Council/LGNZ meetings.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Shirley  Coutts - Principal Advisor - Governance Strategy

Authorisers

Louise Mason – General Manager, Local Board Services

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

Urgent decision-making process

File No.: CP2019/19185

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To seek the Albert-Eden Local Board’s agreement to use the urgent decision-making process when appropriate.

Whakarāpopototanga matua

Executive summary

2.       The urgent decision-making process enables the local board to make decisions to manage unforeseen and urgent circumstances when it is not practical to call the full board together and meet the requirements of a quorum. By agreeing to this process, the local board delegates decision-making authority to the chair and deputy chair, or any person acting in these roles.

 

Ngā tūtohunga

Recommendations

That the Albert-Eden Local Board:

a)      adopt the urgent decision-making process for matters that require a decision where it is not practical to call the full board together and meet the requirements of a quorum.

b)      delegate authority to the chair and deputy chair, or any person acting in these roles, to make urgent decisions on behalf of the local board.

c)      agree that the relationship manager, chair and deputy chair (or any person/s acting in these roles) will authorise the urgent decision-making process by signing off an authorisation memo.

d)      note that all urgent decisions will be reported to the next ordinary meeting of the local board.

 

Horopaki

Context

3.       The urgent decision-making process enables the chair and deputy chair, or any person acting in these roles, to make decisions to manage unforeseen and urgent circumstances when it is not practical to call the full board together and meet the requirements of a quorum. Examples include during the Christmas and New Year period or for providing input to the council’s central government submission process in tight timeframes.

4.       By agreeing to this process, the board delegates decision-making authority to the chair and deputy chair, or any person acting in these roles during that period.

5.       The Local Government Act 2002 provides for local boards to delegate to committees, members of the local board or Auckland Council staff any of its responsibilities and powers, with some specific exceptions (clause 32, Schedule 7). This legislation enables the urgent decision-making process.

Tātaritanga me ngā tohutohu

Analysis and advice

6.       The urgent decision-making process provides an alternative decision-making mechanism to an extraordinary meeting. An extraordinary meeting is called when an urgent decision is required on matters that cannot wait until the next scheduled business meeting of the local board.

7.       Urgent decisions are different from emergency decisions, which are only made if there is a risk to public health and safety.

8.       All requests for an urgent decision will be supported by a memo stating the nature of the issue, reason for urgency and the decisions or resolutions sought.

9.       The local board relationship manager will use the information in this memo to determine whether or not to authorise the urgent decision-making process.

10.     A number of factors will be considered by the relationship manager before approval to use the urgent decision-making process is given, such as:

·   the timing of the next scheduled meeting

·   confirmation that the local board has the delegation to make the decision

·   consideration of the rationale for the urgency

·   the significance of the decision and whether the urgent decision-making process is appropriate.

11.     Once the relationship manager authorises the use of the urgent decision-making process, the chair and deputy chair (or any person/s acting in these roles) also need to approve the use of the urgent decision-making process by signing the same memo.

12.     Once the authorisation memo has been approved, the chair and deputy chair will refer to the substantive report for advice and staff recommendations to inform their decision. This report will meet Auckland Council quality advice standards and adhere to the report authorisation processes.

13.     Any decision made using the urgent decision-making process will be reported as an information item to the next ordinary meeting of the local board and the signed approval memo will be attached.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14.     This decision is procedural in nature and any climate impacts will be negligible. The decision is unlikely to result in any identifiable changes to greenhouse gas emissions. The effects of climate change will not impact the decision.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15.     The urgent decision-making process proposed in this report enables the council group to progress urgent decisions efficiently, when it is not practical to call the full local board together.

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

Local impacts and local board views

16.     This report outlines the local board urgent decision-making process, and seeks the local board’s agreement to adopt this process.

Tauākī whakaaweawe Māori

Māori impact statement

17.     A decision of this procedural nature is not considered to have specific implications for Māori, and the arrangements proposed in this report do not affect the Māori community differently to the rest of the community.

Ngā ritenga ā-pūtea

Financial implications

18.     There are no financial implications arising from the procedural decision sought by this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

19.     To mitigate any risk that the urgent decision-making process could be used inappropriately, the relationship manager will assess a number of factors including timing of the next scheduled meeting, the reason for urgency, and significance of the decision. If a matter is of major significance, an extraordinary meeting can be called instead.

Ngā koringa ā-muri

Next steps

20.     If the local board adopts the use of the urgent decision-making process, the local board relationship manager and delegated members will execute the urgent decision-making process outlined in this report if the need arises.

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Anna Bray - Policy and Planning Manager - Local Boards

Authorisers

Louise Mason – General Manager, Local Board Services

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

Governing Body Members' Update

File No.: CP2019/19796

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the local ward area Governing Body Members to update the local board on Governing Body issues they have been involved with since the previous local board meeting.

Whakarāpopototanga matua

Executive summary

2.       Standing Orders 5.1.1 and 5.1.2 provides provision in the local board meeting for Governing Body Members to update their local board counterparts on regional matters of interest to the local board.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive Governing Body Members Christine Fletcher and Cathy Casey’s verbal updates

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

Chairperson's Report

File No.: CP2019/19791

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the opportunity for the local board chairperson to provide a written update on projects, meetings and other initiatives relevant to the local board’s interests.

Whakarāpopototanga matua

Executive summary

2.       In accordance with Standing Order 2.4.7, the chairperson will update board members by way of a written report.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the Chairperson’s report.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

Board Member's Reports

File No.: CP2019/19787

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for local board members to provide a written update on projects, events-attended since the previous month’s meeting and discuss other matters of interest to the board.

Whakarāpopototanga matua

Executive summary

2.       This is an information item and it is optional for board members to provide a written board member report for inclusion in the agenda.

3.       Local board members are recommended to use a Notice of Motion, rather than a Board Member Report, should a member wish to propose a recommendation or request action to be undertaken by staff.

 

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the written Board Member Reports for December 2019.

 

 

Ngā tāpirihanga

Attachments

There are no attachments for this report.     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 

Governance Forward Work Calendar

File No.: CP2019/19786

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide the Albert-Eden Local Board with its updated governance forward work calendar, which is a schedule of items that are expected to be reported to the local board during business meetings and/or workshops over the next 12 months.

Whakarāpopototanga matua

Executive summary

2.       This report contains the governance forward work calendar, a schedule of items that will come before the Albert-Eden Local Board during business meetings and/or workshops over the next 12 months. The local board’s governance forward work calendar is appended to this report under Attachment A.

3.       The calendar aims to support local boards’ governance role by:

· ensuring advice on agendas and workshop material is driven by local board priorities

· clarifying what advice is required and when

· clarifying the rationale for reports.

4.       The calendar will be updated every month. Each update will be reported to the local board’s monthly business meetings and distributed to relevant council staff. It is recognised that at times items will arise that are not programmed. Local board members are welcome to discuss changes to the calendar.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      note the December 2019 edition of the Albert-Eden Local Board Governance Forward Work Calendar.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

Albert-Eden Local Board Governance Forward Work Calendar - December 2019

175

     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 



Albert-Eden Local Board

04 December 2019

 

 


 


 


 


 



Albert-Eden Local Board

04 December 2019

 

 

Albert-Eden Local Board Workshop Notes

File No.: CP2019/19795

 

  

 

Te take mō te pūrongo

Purpose of the report

1.       To provide an opportunity for the local board to receive the records of its recent workshops held following the previous local board business meeting.

Whakarāpopototanga matua

Executive summary

2.       In accordance to Standing Order 12.1.4, the local board shall receive a record of the general proceedings of each of its local board workshops held over the past month.

 

Ngā tūtohunga

Recommendation/s

That the Albert-Eden Local Board:

a)      receive the Albert-Eden Local Board Workshop Records for the workshops held on 16, 23 and 30 October 2019, and 6, 13, 20 and 27 November 2019.

 

 

Ngā tāpirihanga

Attachments

No.

Title

Page

a

20191016 Albert-Eden Local Board Workshop Record

183

b

20191023 Albert-Eden Local Board Workshop Record

187

c

20191030 Albert-Eden Local Board Workshop Record

189

d

20191106 Albert-Eden Local Board Workshop Record

191

e

20191113 Albert-Eden Local Board Workshop Record

195

f

20191120 Albert-Eden Local Board Workshop Record

197

g

20191127 Albert-Eden Local Board Workshop Record

201

     

Ngā kaihaina

Signatories

Author

Michael Mendoza - Democracy Advisor

Authoriser

Adam Milina - Relationship Manager - Albert-Eden & Orakei Local Boards

 


Albert-Eden Local Board

04 December 2019

 

 


 


 


Albert-Eden Local Board

04 December 2019

 

 


 


Albert-Eden Local Board

04 December 2019

 

 


 


Albert-Eden Local Board

04 December 2019

 

 


 


 


Albert-Eden Local Board

04 December 2019

 

 


 


Albert-Eden Local Board

04 December 2019

 

 


 


 


Albert-Eden Local Board

04 December 2019

 

 


 

    

    



[1] http://www.lgnz.co.nz/assets/e41e5fb07f/Elected-Members-Profile-Report-FINAL.pdf