I hereby give notice that an ordinary meeting of the Whau Local Board will be held on:
Date: Time: Meeting Room: Venue:
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Wednesday, 4 December 2019 6:00pm Whau Local
Board Office |
Whau Local Board
OPEN AGENDA
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MEMBERSHIP
Chairperson |
Kay Thomas |
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Deputy Chairperson |
Susan Zhu |
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Members |
Fasitua Amosa |
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Catherine Farmer |
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Ulalemamae Te'eva Matafai |
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Warren Piper |
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Jessica Rose |
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(Quorum 4 members)
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Rodica Chelaru Acting Democracy Advisor - Whau
28 November 2019
Contact Telephone: 021 0218 5527 Email: rodica.chelaru@aucklandcouncil.govt.nz Website: www.aucklandcouncil.govt.nz
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Whau Local Board 04 December 2019 |
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1 Welcome 5
2 Apologies 5
3 Declaration of Interest 5
4 Confirmation of Minutes 5
5 Leave of Absence 5
6 Acknowledgements 5
7 Petitions 5
8 Deputations 5
8.1 Deputation: Motu Design - Our Future Avondale project 5
9 Public Forum 6
10 Extraordinary Business 6
11 Avondale Business Association - BID targeted rate payment 7
12 Auckland Transport Update Report for the Whau Local Board - December 2019 23
13 Local Board Transport Capital Fund – Endorsement of Concept for the Avondale Town Centre Footpath Upgrade - Streetscape Enhancement 31
14
Change to Community Facilities 2019 - 2022 Work Programme - Archibald Park
playground development 45
15 Auckland Council’s Quarterly Performance Report: Whau Local Board for quarter one 2019/2020 51
16 Whau Local Board Progress Report for one year to end of September 2019 61
17 Whau Quick Response Round One 2019/2020 grant allocation 85
18 Annual Budget 2020/2021 consultation 175
19 Reinstatement of Manukau Harbour Forum 183
20 Appointment of Whau Local Board Members to external community organisations 229
21 Local board appointments and delegations for the 2019-2022 electoral term 233
22 Adoption of a business meeting schedule 241
23 Urgent decision-making process 245
24 Elected Members' Expense Policy 2019 249
25 Process for appointment of Local Government New Zealand National Council representative 277
26 Ward Councillor's Update 283
27 Governance Forward Work Calendar - December 2019 285
28 Consideration of Extraordinary Items
At the close of the agenda no apologies had been received.
Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.
Board Member |
Organisation / Position |
Kay Thomas |
· New Lynn Citizens Advice Bureau – Volunteer · Friends of Arataki – Committee member · Western Quilters – Member |
Susan Zhu |
· Chinese Oral History Foundation – Committee member · The Chinese Garden Steering Committee of Auckland – Board member |
Fasitua Amosa |
· Equity NZ – Vice President · Massive Theatre Company – Board member · Avondale Business Association – A family member is the Chair |
Catherine Farmer |
· Avondale-Waterview Historical Society – Member · Blockhouse Bay Historical Society – Member · Portage Licensing Trust – Trustee · Blockhouse Bay Bowls – Patron · Forest and Bird organisation – Member · Grey Power - Member |
Te’eva Matafai |
· Pacific Events and Entertainment Trust - Co-founder · Miss Samoa NZ - Director · Malu Measina Samoan Dance Group - Director/Founder · Pasifika Festival Village Coordinators Trust ATEED - Chairperson · Aspire Events – Director |
Warren Piper |
· New Lynn RSA - Associate member · New Lynn Business Association - Member (Previously the Chairperson of Executive Committee) |
Jessica Rose |
· Women in Urbanism-Aotearoa, Auckland Branch - Committee member · Kaainga ora - Programme manager Sustainability · Forest & Bird - Member · Big Feels Club - Patron · Frocks on Bikes - Former co-chair · Bike Auckland - Former committee member |
That the Whau Local Board: a) confirm the ordinary minutes of its meeting, held on Wednesday, 25 September 2019 and the extraordinary minutes of its meeting, held on Wednesday, 30 October 2019, including the confidential section, as a true and correct record.
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At the close of the agenda no requests for leave of absence had been received.
At the close of the agenda no requests for acknowledgements had been received.
At the close of the agenda no requests to present petitions had been received.
Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Whau Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.
Te take mō te pūrongo Purpose of the report 1. Tracy Ogden, Director, and Nina Patel, Senior Urban Designer, from Motu Design would like to present Our Future Avondale project and the community-led vision to the new Whau Local Board, and to outline why and how it was made. Whakarāpopototanga matua Executive summary 2. In 2018 Motu Design were commissioned by the Whau Local Board to work with people of Avondale to create a community-led vision called Our Future Avondale. 3. Presenters are seeking to share with Whau Local Board members the community-led Avondale vision and propose how they could use it to inform their future decision-making to strengthen positive social outcomes alongside quality urban development as Avondale residential density increases over the coming decades.
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Ngā tūtohunga Recommendation/s That the Whau Local Board: a) receive the Motu Design – Our Future Avondale deputation, and thank Tracy Ogden and Nina Patel for their presentation.
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A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.
At the close of the agenda no requests for public forum had been received.
Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:
“An item that is not on the agenda for a meeting may be dealt with at that meeting if-
(a) The local authority by resolution so decides; and
(b) The presiding member explains at the meeting, at a time when it is open to the public,-
(i) The reason why the item is not on the agenda; and
(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”
Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:
“Where an item is not on the agenda for a meeting,-
(a) That item may be discussed at that meeting if-
(i) That item is a minor matter relating to the general business of the local authority; and
(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but
(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”
Whau Local Board 04 December 2019 |
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Avondale Business Association - BID targeted rate payment
File No.: CP2019/19177
Te take mō te pūrongo
Purpose of the report
1. To provide the Whau Local Board with an update regarding the progress being made by the Avondale Business Association and recommend the local board reinstate the Business Improvement District (BID) targeted rate grant payments.
Whakarāpopototanga matua
Executive summary
2. Avondale Business Association (ABA) is an incorporated society that has been operating a Business Improvement District (BID) programme under council’s Business Improvement District Programme Policy 2016 (BID policy), and predecessor policies, for over 15 years.
3. Concerns were raised following the 2018 ABA annual general meeting by BID members and the public regarding the financial transparency and governance processes of the ABA.
4. Staff had serious concerns in the discrepancies in the ABA’s 2017/2018 financial statements, in the ABA governance practices, the separation of governance and management, and the failure of the ABA to maintain an up to-date register of members.
5. Due to these serious concerns, staff recommended withholding the BID targeted rate payments to ABA until the serious concerns were resolved. Staff reported to the Whau Local Board at their business meeting 24 April 2019, recommending withholding the ABA BID targeted rate payments (WH/2019/42).
6. Since the time of the April report, council staff have undertaken an audit of the ABA 2018 financial documents, set up working meetings with the ABA to resolve the serious concerns, provided support and guidance on the 2019 ABA annual general meeting, and have begun working with the newly elected ABA executive committee.
7. At the 2019 ABA annual general meeting a new executive committee was elected, the committee is made up of a selection of 11 new and past committee members. The new committee is keen to work with council staff to resolve the serious concerns raised in the April report.
8. Council staff and the new ABA committee have developed a transition plan for the next 3-4 months to assist the ABA to set up new governance practices, policies and processes.
9. This report provides an update regarding the council audit of the ABA, on the progress of the ABA outlining the achievements to date and recommends reinstating the Avondale BID targeted rate grant payments on the basis staff continue close monitoring of the ABA progress up to the 2020 annual general meeting and a follow-up review of the financial controls is done in 6 months’ time.
Recommendations That the Whau Local Board: a) approve the reinstatement of the Avondale Business Improvement District quarterly targeted rate grant payments starting December 2019. b) request that staff continue monitoring the Avondale Business Association executive committee progress through to the 2020 annual general meeting and a follow-up review of the financial controls in 6 months. c) agree to pay out the funds that have been withheld from the Avondale Business Association to date following a satisfactory follow up review of the Avondale Business Association’s financial controls. |
Horopaki
Context
Background
10. Council adopted the Business Improvement District (BID) policy 2016 to allow members of business associations to agree to raise targeted rates to invest in enhanced programmes and services to improve town centres and industrial/commercial areas.
11. The Avondale Business Association Inc – BID (ABA) has been operating a BID programme since 1997, first as a Waitakere Mainstreet and, since amalgamation, as an Auckland Council BID.
12. Council imposes a targeted rate on all commercially rated properties within BID programme areas. Council collects and disburses these targeted rate funds to business associations operating BID programmes on a quarterly basis.
13. In the case of Avondale, the targeted rate is collected from commercial properties located within the Avondale town centre.
14. Business associations operating a BID programme are required to have governance practices that assure service to members; comply with relevant laws and policies, including the BID policy; and provide transparency and accountability to members, ratepayers, and Auckland Council.
Concerns relating to the ABA
15. Staff reported to the Whau Local Board on 24 April 2019 outlining a number of serious concerns emerging after the 2018 ABA annual general meeting relating to the ABA. The serious concerns are listed in the table below:
Concern |
Description |
2017/2018 Financial statements |
The information in the statements did not reflect the ABA’s total net assets. |
2017/2018 Audit |
This audit was not completed by a registered Chartered Accountants Australia and New Zealand (CAANZ) auditor. |
Financial Governance |
Absence of any process to manage actual and or perceived conflicts of interest in relation to ABA financial matters. |
Governance – membership issue |
The ABA membership policy was inconsistent with the council BID policy. |
Governance/Operational – member register |
The ABA member register had not been maintained and kept up-to-date. |
Governance/Operational – management |
ABA has not appointed a replacement BID Manager, therefore there is no separation between governance and management which is contrary to the BID policy |
16. At the business meeting 24 April 2019 the Whau Local Board resolved that staff withhold the targeted rates payments to the ABA until council was satisfied that ABA has addressed the serious concerns (resolution WH/2019/42).
17. Council staff withheld the targeted rates payments from March 2019, and continue to hold the payments until such time as the identified issues have been appropriately resolved. The payments held are:
· payment due 20 March 2019 of $35,000
· payment due 20 June 2019 of $38,500
· payment due 20 Sept 2019 of $38,500
Resolving these concerns
18. After a number of meetings with representatives of the ABA, members of the ABA, concerned members of the community and a formal mediation meeting, a plan was developed by council staff with the agreement of the ABA, to work together to try and resolve the issues.
19. The plan included;
· ABA engages a firm of chartered accountants, and an auditor to review the 2018 financial statements.
· Auckland Council Internal Audit team to commence an audit of the ABA 2018 financial documents.
· clarification on who is entitled to be a member of the ABA and the creation of an up to-date membership register containing contact details so as they can participate in the ABA annual general meeting.
· resolving all relevant issues in order to hold the ABA annual general meeting before 31 October 2019.
· host the 2019 ABA annual general meeting with clear membership qualifications, as per the ABA constitution, call for committee nominations, conduct a professional voting process, if required, and elect the 2019 ABA executive committee.
Progress
20. Council Internal Audit team have completed their audit process of the ABA. The audit report is attached to this report as Attachment A.
21. Council BID team coordinated a council funded Avondale business survey project, completed in August 2019. The survey findings are attached to this report as Attachment B. This project aimed to develop a comprehensive Avondale business owner database, as well as to capture business feedback to identify issues and opportunities. The completed survey report will be handed to the newly elected ABA committee to assist with the development of a future focused Avondale business and strategic plan.
22. Council BID staff met with ABA administrator and secretary. These meetings resolved a number of council concerns including:
· the ABA membership policy
· undertaking a new current ABA membership drive with council approved membership registration forms
· creation of an up to-date Avondale business database, utilising the business survey data
· coordinate the 2019 annual general meeting.
23. The ABA committee held committee meetings in August, September and October 2019 in preparation of the 29 October 2019 annual general meeting. The committee passed resolutions to:
· rescind the ABA membership policy, which was inconsistent with the BID policy
· approve the ABA 2019 end of year financial statements
· approve the date and agenda for the 2019 ABA annual general meeting
· set up a ABA membership sub-committee to approve member applications
· approve the draft ABA budget for 2020/2021
· approve the draft ABA business plan for December 2019 to December 2020
Avondale Business Association – 2019 annual general meeting
24. The ABA pre annual general membership drive resulted in building the ABA database to 70 registered members from total 149 businesses identified as part of the business survey project.
25. A successful ABA annual general meeting was held on 29 October 2019. The meeting was facilitated by an external party and attended by over 40 ABA members. All necessary resolutions were approved and passed including the proposed draft 2020/2021 Avondale BID income an expenditure budget. There were 11 nominations for 11 executive committee vacancies. The newly elected committee is a mixture of new and past committee members.
26. Council staff confirms the ABA annual general meeting met the BID policy requirements.
27. Marcus Amosa is the elected chair, Pirie Brown the elected treasurer and Sandra Paterson the elected secretary.
28. Council staff have met with the chair, treasurer and secretary to develop a transition plan for the next 3-4 months. This plan will allow a smooth transition for the new committee and allow time for the development of new ABA governance policy and processes to address council concerns.
Tātaritanga me ngā tohutohu
Analysis and advice
Council audit
29. Council Assurance Services team completed their audit of the ABA 2018 financial reports. Staff identified a number of areas needing improvement including:
· payment controls – these should be reviewed and a schedule of payments presented at each committee meeting and clearly evidence in the meeting minutes
· bank reconciliations – completed, tabled and reported to each committee meeting
· payment methods – set up electronic online payments in preference to cheques
· documentation and computer system – perform regular back up process to mitigate loss of information. All hard copy records, invoices etc are filed in a logical manner that can be matched to payments
· conflicts of interest – all conflicts of interest must be noted in the meeting minutes.
Concerns resolved
30. The new ABA committee is working well and progressing with the transition plan. Financial reporting procedures are being developed and will be outlined at the first committee meeting. Three sub-committees are being considered to cover the following areas of business: financials, communications and the administration of the association.
31. The ABA have allocated a budget to purchase governance training and support. Council BID staff support this investment, and will continue to monitor the new committees progress.
32. An interim administrator/coordinator will be engaged to support the new ABA committee to achieve and implement the transition plan. In the New Year the committee will begin a BID manager recruitment process for the permanent part-time role.
33. The new ABA committee is keen to continue working with council BID staff over the coming months to provide support and guidance to ensure the committee is maintaining progress and the Avondale BID programme is heading in the right direction.
34. The focus of the ABA committee is to resolve council concerns and improved engagement with BID members. The council BID team will continue to work with the ABA committee through the next 12 months to ensure the BID programme stays on track with a focus on the future. The BID staff will monitor the ABA progress and coordinate with the Assurance Services team to perform a follow up review audit in 6 months, updating the local board when appropriate.
35. Council staff are satisfied the ABA is developing appropriate governance and financial management processes, and a separation of management and governance is underway.
36. ABA is on track to be compliant with the BID policy compliance by the BID policy deadline of 10 March 2020. Council BID staff are satisfied the concerns are being addressed and improvements are being made.
37. Staff are comfortable to reinstate the Avondale targeted rate, however this should be on the basis of a continued monitoring of the ABA progress until the 2020 annual general meeting and a follow-up review of the financial controls in 6 months’ time.
38. If approved by the Whau Local Board the Avondale targeted rate payments will be reinstated in time for the next BID payment scheduled to be paid before 20 December.
Tauākī whakaaweawe āhuarangi
Climate impact statement
39. There are no implications for council as the reinstatement of the Avondale BID targeted rate payments has no specific impact on climate.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
40. Panuku Development Auckland will be engaging with Avondale businesses. This engagement relates to proposed development in Avondale. A well-functioning ABA and Avondale BID programme will contribute to this engagement and set up a new working relationship between the two parties.
41. Council BID staff will be arranging an introduction meeting between Panuku and the new ABA committee in December.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
42. The Whau Local Board has the authority to withhold targeted rates where there is evidence of serious concerns under the BID policy. The local board exercised this authority in April 2019 withholding the BID targeted rate until the concerns have been resolved.
43. This report updates the Whau Local Board and provides information on the progress being made by the ABA towards resolving the serious concerns and BID policy compliance.
44. BID staff will report to the Whau Local Board in May on BID programmes in its area based on compliance with the BID policy. The Avondale BID programme will be included in this report.
45. The Whau Local Board will be asked in the May report whether or not to recommend the striking of a BID targeted rate for all BIDs in their area for the 2020/2021 financial year.
Tauākī whakaaweawe Māori
Māori impact statement
46. Reinstating the BID grant payments affects all members of the ABA equally so there is no specific impact on Māori.
Ngā ritenga ā-pūtea
Financial implications
47. There is no budget implications for council as actions necessary to carry out the recommendations are covered by existing budgets.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
48. There are risks that the new ABA committee members loose interest or fail to engage with BID members. If the ABA committee fails to deliver, BID members will continue to have no confidence with the BID programme and new ABA committee. Council’s BID staff will continue to monitor the ABA committee progress, provide support and direction where needed.
Ngā koringa ā-muri
Next steps
49. Staff will continue to work with the ABA committee and its members, monitoring progress and providing support and direction where needed.
50. Staff will advise the ABA of the Whau Local Board decision regarding the reinstatement of the Avondale BID grant payments from December 2019.
Attachments
No. |
Title |
Page |
a⇩ |
ABA - Council Audit report November 2019 |
13 |
b⇩ |
Title Avondale business survey report August 2019 |
17 |
Ngā kaihaina
Signatories
Authors |
Claire Siddens - BID Partnership Advisor |
Authorisers |
Alastair Cameron - Manager - CCO Governance and External Partnerships Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
04 December 2019 |
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Auckland Transport Update Report for the Whau Local Board - December 2019
File No.: CP2019/19748
Te take mō te pūrongo
Purpose of the report
1. To provide an update to the Whau Local Board (the Board) on Auckland Transport (AT) matters in its area and an update on the local board transport capital fund (LBTCF).
Whakarāpopototanga matua
Executive summary
2. The Board has $164,283 remaining in its transport capital fund. A further funding allocation will be available to the Board from 1 July 2020.
3. A list of the public consultations is included, sent to the Board in October and November 2019 for comment. Also, detailed decisions of the AT Traffic Control Committee for September and October 2019 are included, as they affect the Whau Local Board’s area.
Recommendation That the Whau Local Board: a) receive Auckland Transport’s update report for December 2019. |
Horopaki
Context
4. Auckland Transport is responsible for all of Auckland’s transport services, excluding state highways. We report on a monthly basis to local boards, as set out in our Local Board Engagement Plan. This monthly reporting commitment acknowledges the important engagement role local boards play within the governance of Auckland on behalf of their local communities.
5. The LBTCF is a capital budget provided to all local boards by Auckland Council and delivered by Auckland Transport (AT). Local boards can use this fund to deliver transport infrastructure projects that they believe are important but are not part of AT’s work programme. Projects must also:
· be safe
· not impede network efficiency
· be in the road corridor (although projects running through parks can be considered if there is a transport outcome).
Tātaritanga me ngā tohutohu
Analysis and advice
Update on Funded Whau LBTCF projects for the 2016-2019 Electoral Term:
6. There is $164,283 left in the Whau Local Board’s LBTCF, due to saving being made from the completion of the Great North Road Footpath Upgrade Project (noting that this is a separate activity from the Avondale Town Centre Footpath Upgrade project). It is noted that there will be some more savings coming from the Golf Road Footpath Upgrade project which will be completed in the near future.
7. Projects which have had funding allocated are noted below.
Project |
Description |
Status |
Funds Allocated |
Avondale Town Centre Footpath Upgrade and Replacement and Streetscape Enhancement |
To replace the paved footpaths in the town centre and to improve the streetscape including lighting |
There will be a separate report to my Update Report requesting the Board to approve the concept design and to include the street lighting in the concept.
|
$1,959.047 |
Great North Road Footpath Upgrade |
To replace the footpath on Great North Road |
Completed |
$790,000.00 |
Golf Road Footpath Upgrade
|
To build a footpath on the northern side of Golf Road |
Completed |
$388,000.00 |
Community Safety Fund
8. The Community Safety Fund (CSF) was established in the 2018 Regional Land Transport Plan and it allocated $20 million for local initiatives in road safety as follows:
· $5 million in the financial year 2019/2020, and
· $15 million in financial year 2020/2021.
It is apportioned to local board areas by a formula focused on numbers of Deaths and Serious
Injuries (DSI).
9. The fund has been named the Community Safety Fund (CSF) and Whau Local Board was allocated $800,168 over two years. The Board developed a list of safety projects which were prioritised after assessment and an approximate order costs established.
10. Currently projects are being further assessed and design work is in progress. It is expected that most projects will be delivered in year two of the programme.
11. AT expect to report back on the progress of these projects in the first quarter of 2020.
12. A copy of the preliminary design for the Blockhouse Bay Roundabout Safety Upgrade is appended as Attachment A to this report.
Whau Local Board Community Safety Projects
Location |
Description |
Scope |
|
Blockhouse Bay Roundabout Safety Upgrade |
Lower speeds, less driver confusion, improved amenity, improved perceptions of safety, and encouragement of active modes |
Best option to address the identified hazard. Consultation plan attached Includes: · Raising existing zebras · New raised zebra · Kerb buildouts · High friction surfacing |
Resolved July 2019 |
Veronica Street pedestrian crossing |
This is a very busy area for pedestrian traffic with shoppers walking to and from Lynn Mall, and the train station. There is currently nowhere to safely cross, leading to risk-taking behaviour by pedestrians and near misses |
Best option to address the hazard is a pedestrian crossing with a raised table (raised zebra)
|
Resolved July 2109 |
AT’s Speed Management Bylaw
13. At the end of October 2019, after considering nearly 12,000 public submissions and reviewing technical reports, Auckland Transport’s board approved a bylaw that will reduce speed limits on around 10 per cent of Auckland’s urban and rural roads.
14. The greatest impact of the speed-limit reductions will be on high-risk rural roads, town centre streets, and Auckland’s central business district. There are no effects in the Whau Local Board area with this first suite of changes.
Under the new Safe Speed Limits Bylaw, there are three important changes to speed limits:
15. Following public feedback, most of Auckland’s city centre will have a speed limit of 30km/h (the current 10km/h combined pedestrian and vehicle zones will remain) apart from Hobson, Fanshawe, and Nelson Streets, which will be 40km/h with engineering treatments to protect vulnerable road users.
16. Fourteen town centres, such as Orewa, Te Atatu South, and Westgate will also have 30km/h speed limits.
17. Around 700kms of rural roads across the Auckland region will have new lower speed limits. The board decided to leave existing speed limits on 20 roads, mostly in rural areas in the south.
New Lynn to Avondale Shared Use Path Timeline Update – 20 November 2019
18. Tendering and Award milestones:
· Tender released for construction of all stages
· 12 June 2019: Tender closed
· 21 October 2019: Tender awarded.
19. Consent milestones:
· Stage 3 Resource Consent approved by Auckland Council (June 2019)
· Week beginning 25 November: planned lodgment of Resource Consents for Stage 1
· Planned lodgment
Resource Consents
for Stages 2a TBC
and 2b (week
beginning 18 November 2019).
20. Contract document and pre-start documents being prepared now with the
intention to have a pre-start meeting with the Council early December.
Contractor is to be established on-site in the near future.
Wolverton Street Culvert Project Update – 20 November 2019
21. The Wolverton Street culvert project main works are now expected to begin in early-2020: The current construction plan is:
Culvert 1- February 2020 – March 2021
· The new culvert is a top down bridge construction (box culvert)
consisting of bored piles and concrete slab. This will be constructed in
stages, with a partial road closures. Works will be completed over a 12
month period, at which point the road will be back in operation, before moving
to complete the stream works.
Culvert 2- February 2020 - September 2020
· After conducting further investigation, it was determined that a tunnel boring machine is not suitable at this site. The decision has been made to construct a box culvert as is being used at Culvert 1. The construction timeline is still to be finalised
· The new culvert will be 6m(w) x 4m(h), sized to carry the storm event flows modelled by Healthy Waters and the preservation of the lifeline’s corridor.
Traffic management plan:
· The road will be widened at both culverts to accommodate a 3-lane temporary tidal flow traffic setup
· Tidal flow arrangement - starts 13 February 2020 for 12 months
· The tidal flow system will see two lanes used for peak traffic flows and a single in the opposite direction. The tidal flow refers to the AM and PM changeover to always have two lanes of traffic flowing in the peak direction.
22. We intend to use a Bluetooth system to provide estimated journey time (EJT). The system will use mobile phone data to calculate an EJT between Clark Street and Maioro Street, and this can be communicated to road users via VMS boards.
23. More information about the project and how the tidal flow traffic setup will work will be provided before the commencement of work.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
24. The impact of information in this report is confined to Auckland Transport and does not impact on other parts of the Council group. Any engagement with other parts of the Council group will be carried out on an individual project basis.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
Whau Local Board Workshops
25. AT attended a workshop in September 2019. The purpose of the workshop was to update the board on this topic:
· Avondale Streetscape Upgrade Progress Report.
26. An introduction to how AT supports elected members and an outline of the new process for progressing local board transport capital projects were presented at a workshop in November 2019.
Consultation documents on proposed improvements
27. Consultation documents for the following proposals have been provided to the Whau Local Board for its feedback and are summarised below for information purposes only.
28. After consultation, Auckland Transport considers the feedback received and determines whether to proceed further with the proposal as consulted on or proceed with an amended proposal if changes are necessary:
· Proposal for Intersection Improvements on Titirangi Road, New Lynn;
· Proposal to install a loading Zone in Lansford Crescent, Avondale;
· Proposal to extend No Stopping At All Times parking restriction on Willerton Avenue, New Lynn;
· Proposal to install new traffic signals at Rimu Street and Rata Street, New Lynn;
· Proposal to install a new speed table and pedestrian crossing between 30-33 Exminster Street, Blockhouse Bay;
· Proposal to install Broken Yellow Lines parking restrictions along sections of Trent Street, Avondale;
· Proposal to convert approximately 13 unrestricted parking spaces and three existing P60 spaces to P120 parking restrictions along a section of Portage Road, New Lynn;
· Proposal to install a pedestrian crossing with signals on Donovan Street, Blockhouse Bay.
Auckland Transport’s Traffic Control Committee (TCC) report
29. Decisions of the TCC during the month of October affecting the Whau Local Board area are listed below:
Date |
Street (Suburb) |
Type of Report |
Nature of Restriction |
Decision |
1 Oct -2019 |
Hugh Brown Drive / Mccrae Way / Totara Avenue / Great North Road / Memorial Drive , New Lynn
|
Temporary Traffic and Parking changes (Event)
|
Temporary Traffic and Parking restrictions
|
CARRIED |
Tauākī whakaaweawe Māori
Māori impact statement
30. The proposed decision of receiving the report has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis.
Ngā ritenga ā-pūtea
Financial implications
31. The proposed decision of receiving the report has no financial implications.
32. The table below gives the LBTCF financial summary for the Whau Local Board.
Whau Local Board Transport Capital Fund Financial Summary |
|
Total Funds Available in current political term |
$5,160,346 |
Amount committed to date on projects approved for design and/or construction |
$4,995,346 |
Remaining Budget left |
$165,000 |
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
33. The proposed decision of receiving the report has no financial implications.
Ngā koringa ā-muri
Next steps
34. Auckland Transport will provide another update report to the Board in February 2020.
Ngā tāpirihanga
Attachments
No. |
Title |
Page |
a⇩ |
Blockhouse Bay Road Roundabout Improvements Plan |
29 |
Ngā kaihaina
Signatories
Author |
Owena Schuster – Elected Member Relationship Manager (Whau Local Board) |
Authorisers |
Jonathan Anyon – Elected Member Relationship Team Manager Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
04 December 2019 |
|
Local Board Transport Capital Fund – Endorsement of Concept for the Avondale Town Centre Footpath Upgrade - Streetscape Enhancement
File No.: CP2019/19767
Te take mō te pūrongo
Purpose of the report
1. To seek the Whau Local Board’s endorsement of the concept design for the footpath upgrade and associated works from the area north of Rosebank Road and Great North Road intersection to the Avondale roundabout.
Whakarāpopototanga matua
Executive summary
2. Issues have been raised over the slippery nature of clay pavers in the town centre.
3. A concept design to upgrade the pavement surface and enhance the wider streetscape was presented to the Whau Local Board on 13 November 2019 (Attachment A).
4. Auckland Transport seek formal endorsement of the concept design to proceed towards construction.
Recommendations That the Whau Local Board: a) receive the Local Board Transport Capital Fund – Endorsement of Concept for the Avondale Town Centre Footpath Upgrade - Streetscape Enhancement Report (Attachment A). b) approve the concept design as presented at the workshop held on the 13 November 2019 for the footpath renewal and associated street furniture upgrade. c) approve
the inclusion of street lighting as part of the concept design (Attachment
B). |
Horopaki
Context
5. Concerns raised over slippery clay pavers within the Avondale town centre has previously resulted in Auckland Transport undertaking surface treatment. A more permanent solution to the slippery paver issue was sought by the Local Board. In March of 2019, after discussion with Auckland Transport over options and associated costs, the Local Board resolved to allocate $1.96million of their Local Board Transport Capital Funding (LBTCF) to the upgrade of the paved areas and associated street furniture. The Local Board requested that due consideration be placed in collaboration with other council teams involved in the developing projects within and adjacent to the paved area.
6. In March 2019 to September 2019, further slip testing were carried out and the project team gained a better understanding of the many known projects in the area. Project relationships within Auckland Transport Connected Communities, Panuku, Auckland Council and Healthy Waters developed over this period and project interdependencies identified. Discussions with utility operators over proposed upgrade/renewal works were held and confirmation was received that besides a large stormwater main renewal, located within the main roadway, and a Vector power undergrounding proposed for as part of the Crayford Street West streetscape upgrade, there is little interest in service relocation or futureproofing.
7. In September 2019, Auckland Transport presented at a Local Board workshop identifying project interdependencies and collaboration opportunities. The presentation raised the risk of the Connected Communities project (tentatively planned for financial year 24-25) resulting in a future kerb realignment, and the possible need to relay sections of footpath. The direction from the Local Board was to urgently proceed with Concept Design development.
8. On 13 November 2019, a further workshop was held with the Local Board where the draft concept design was presented and discussed. This draft concept design was developed in close collaboration with Panuku, who are involved in the following projects: Crayford Street West streetscape, Town Square upgrade, a new public facility, Master Planning and, a number of residential developments in the area.
9. Discussion was also held with various teams within Auckland Transport including Road Corridor Delivery, Connected Communities and Street Lighting. Further discussions were also held with utility service providers.
10. The scope of the upgrade has currently been limited to the area of concern, being the extent of the existing clay pavers. It excludes the footpath adjacent to the town square, Avondale Central site and the block of shops (1971-1979 Great North Road) as this area will be subject to Panuku projects that will alter the footpath and kerb lines. There may be an opportunity to expand this extent of works to incorporate additional pavement areas if considered appropriate.
11. An effort has been made to ensure the materials palette for the streetscape concept is consistent with the materials palette from the Crayford Street West Developed Design.
12. The surface proposed to replace the existing pavers is a slip resistant exposed aggregate, acid etched or honed concrete. The concrete colour is not only consistent with the Crayford Street West design, but also provides for some contrast with the existing exposed aggregate border, which is slightly darker in shade. It is noted the colour of the proposed concrete surface shown in the concept design drawings may be slightly lighter than the final concrete colour.
13. It is proposed to retain the existing exposed aggregate border (surrounding the pavers), which (for the most part) is in good condition currently. Some isolated repairs to this border may be required. If this border was to be removed and replaced, this would increase the cost of the footpath works considerably, especially as the kerb and channel would likely need to be re-laid.
14. A condition assessment of street furniture has been undertaken, which has helped to inform the following design decisions:
· The 8 Type C (lollipop) cycle rack are to be replaced with Type A (hoop) cycle rack to make the cycle parking assets consistent throughout the town centre, and to meet current Auckland Transport standard.
· An update of the existing bench seating is recommended. Seat selection is to be confirmed through further discussion with the local board.
· Tree guards are in good condition and are to be retained. One tree requires replacement.
· The town centre streetlights are currently the older-style octagonal pole lights. While not initially within the scope of the project, an opportunity exists to upgrade these to a modern streetlight under a 50:50 cost share agreement with Auckland Transport Streetlighting team. This is seen as an opportunity as the light upgrade would not have otherwise been seen as a priority for Auckland Transport streetlighting team. The cost of this streetlight upgrade is estimated at $600,000-$700,000 (i.e. approximately $350,000 cost to the project), which is within the project budget. Updating the Avondale town centre streetlighting as part of the footpath upgrade project is seen as having the following benefits:
Ø Optimised light location to achieve required light uniformity and brightness levels
Ø Improved aesthetics i.e. alignment with a more modern materials and street furniture palette, and Panuku aspirations for Crayford St West
Ø Avoiding having to dig up the footpaths at a future point to replace the columns
Ø Less ongoing maintenance costs on columns and LED lights
Ø Reduced running cost for the LED lights
Ø International experience has shown that white light plays a factor in crime prevention, greater comfort and security and less car / pedestrian accidents.
· Existing stainless-steel tilt bins are consistent across the site
and are in average to good condition. During the Local Board workshop the board
showed an interest in upgrading the bins to offer both recycling, general waste
and possibly green-waste disposal. This will be discussed with the Auckland
Council Solid Waste section and the feasibility of rubbish bin replacement
assessed in the next stage of the design development.
15. Several other aspects of the streetscape are yet to be incorporated in the design scope as
they are still being assessed. These include:
· Adjusting, replacing miss-aligned/damaged tactile strips and associated pram crossing points.
· Extending the footpath upgrade through vehicle crossings in order to reinforce the pedestrian priority in these locations.
16. A high-level engineers estimate (shown in Table 1) has been conducted to better understand the likely cost of the streetscape upgrade, including the replacement of existing furniture and part contribution to the lighting upgrade. This estimate also includes paving existing unpaved vehicle crossings. We have estimated this as totalling $1.5m - $2m. The amount of Local Board Capital Transport Funding committed to this project is $1,959,047.
Table 1: Engineers estimate on concept design
17. The programme for the footpath upgrade is shown in Figure 1 below. Public consultation will be an important part of the design process to ensure the views of the Local Board, Business Association and other affected parties are considered. A further ‘Pre-construction business engagement’ phase has been programmed just prior to construction to ensure business owners are fully informed of the construction methodology, timing and so that best efforts are made to minimise disruption during the build phase.
Figure 1: Draft programme
18. At this stage construction of the footpath is timed for June-July 2020. This timing will be largely dependent on the public consultation process, lead time for sourcing and installing the streetlights, which needs to occur prior to the footpath works.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
19. The feedback from the 13 November 2019 workshop of the Local Board included the following:
20. The Local Board was in support of the project.
21. There is an opportunity to match the [vehicle] crossings with the new paving works. The Local Board supports this.
· Auckland Transport Response: Extending the pavement through the vehicle crossings will assist in reinforcing pedestrian priority. However, there is not an exposed aggregate boarder present so will need to try and match the concrete. This option will be explored further.
22. Local Board supports the reassessment of street furniture and seeks Auckland Transport’s support to recycle old furniture/materials wherever possible.
· Auckland Transport Response: Options for replacement furniture will be assessed and workshopped with the Local Board through the next phase.
23. Local board are yet to reach a decision on the proposed street lighting pending more information specifically on lighting height, level of illumination, and the difference between the two options proposed.
· Auckland Transport Response: The height of the existing lighting poles vary currently but most are approximately 12m. The proposed concept options are between 10-11m high. Illumination should be improved due to the detailed lighting assessment and upgrade to white-light LED lamps. The difference between options presented in the Street Light Concept are merely aesthetic. Both options presented meet lighting needs/requirements. Auckland Transport are not fixed on these two options and may include other lamp/column design options. However, it would be appropriate to coordinate with other local lighting design projects, e.g. Crayford Street West Streetscape. A copy of the Street Lighting Concept Design is appended as Attachment B to this report.
24. Local Board would like the pavers which are being removed to be recycled.
· Auckland Transport Response: This will be assessed. Sustainability is considered in all Auckland Transport projects.
25. Local Board would like terracotta pavers which are not being replaced, to be sandblasted (not water blasted) to create a non-slip surface.
· Auckland Transport Response: Not all of the clay pavers within the area excluded from the footpath upgrade are slippery. Auckland Transport will review the hotspot assessment already undertaken and, if necessary, undertake further inspections to identify any areas within the excluded area that require treatment. Treatment of slippery sections of pavement will be undertaken by the Road Corridor Delivery Team as part of the maintenance programme.
26. Local Board request that Auckland Transport seek a Development Response Plan to facilitate members requests, addressing the location of street furniture/signage to facilitate safe cycle/pedestrian transit within the streetscape.
· Auckland Transport Response: Pedestrian and cyclist safety during and post construction is paramount. Auckland Transport will address this through a Non-Motorised User review and traffic management planning in preparation for the construction works. Discussion will also be held internally regarding Development Response initiatives.
27. Local Board would like careful consideration made regarding the placement of benches in terms of where and how people will sit (as well as for tactical urbanism). They queried whether the seats need to be as deep.
· Auckland Transport Response: Auckland Transport to assess during next phase of design.
28. Local Board do not want the funding of these footpaths to be a precedent for funding footpaths in other areas in the Whau.
· Noted.
29. During the 13 November Local Board workshop the potential to upgrade bins to offer both recycling and general waste disposal was also raised. Further assessment is required regarding costings (for waste collection and bin installation), bin types, and collection/disposal options. The project team are currently investigating this opportunity further.
Tauākī whakaaweawe Māori
Māori impact statement
30. The proposed decision of receiving the report has no impacts or opportunities for Māori. Any engagement with Māori, or consideration of impacts and opportunities, will be carried out on an individual project basis.
Attachments
No. |
Title |
Page |
a⇩ |
Avondale Streetscape Update |
37 |
b⇩ |
Avondale Town Centre improved lighting |
43 |
Ngā kaihaina
Signatories
Author |
Owena Schuster – Elected Member Relationship Manager (Whau Local Board) |
Authorisers |
Jonathan Anyon – Elected Member Relationship Team Manger Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 04 December 2019 |
|
Change to Community Facilities 2019 - 2022 Work Programme - Archibald Park
playground development
File No.: CP2019/20160
Te take mō te pūrongo
Purpose of the report
1. To seek approval for the additional allocation of Locally Driven Initiative Capex of $100,000 to the project Archibald Park – develop playground and fitness area.
Whakarāpopototanga matua
Executive summary
2. Brains Park and Archibald Park Concept Plan report was adopted in March 2019 and includes the development of a play facility at Archibald Park.
3. Archibald Park playground development project has a current allocation of $815,000 of Locally Driven Initiative (LDI) Capex.
4. The physical work phase of the project has been procured and the cost of removing and disposing of contaminated material is higher than estimated.
5. Staff are seeking an additional $100,000 of LDI Capex to complete all items approved in the concept plan for the development of the facility.
Recommendation That the Whau Local Board: a) approve an additional $100,000 of Locally Driven Initiative (LDI) Capex for the development of the play facility at Archibald Park (SharePoint 3622), bringing the total allocation of this funding to $915,000, as outlined in Attachment A. |
Horopaki
Context
6. The development of a new playground in Archibald Park is a part of the Brains Park and Archibald Park Concept Plan which was adopted by the local board in March 2019. Locally Driven Initiative (LDI) Capex of $815,000 has been allocated to the project to date as shown in Table 1.
Table 1: Current LDI Capex allocation for Archibald Park playground development
Resolution Number |
Amount |
Comment |
WH/2016/121 |
$45,000 |
$15,000 was used in 2016 to 2017 to undertake a feasibility a feasibility study for the project by Parks Services. |
WH/2018/82 |
$580,000 |
Allocated as a part of the Community Facilities 2018/2019 work programme. |
WH/2019/24 |
$190,000 |
Allocated in conjunction with formal adoption of the Archibald Park Concept Plan. |
Total |
$815,000 |
|
7. During the procurement process it was determined that resource consent conditions to replace contaminated soil to a depth of 500mm with clean soil, has raised the cost of the project by approximately $100,000.
Tātaritanga me ngā tohutohu
Analysis and advice
Archibald Park playground development
8. Procurement for physical works for the Archibald Park playground has provided accurate costs for the construction works. Due to commercial sensitivity the breakdown in the project costing cannot be shown, however the overall cost of the project is $915,000.
9. A significant cost item that was not anticipated in the original cost estimate for the project has arisen from resource consent conditions that require contaminated soil to a depth of 500mm to be removed and replaced with clean material to ensure user safety.
10. To complete all design elements of the approved concept plan, the cost of the project is $915,000, this leaves a shortfall of $100,000.
11. Alternatively, the project scope could be reduced to ensure that the all completed work is undertaken within the approved funding of $815,000. To reduce the project scope the following items would be removed from the project; shade sail, park seating, a balance beam play item, the flying fox and a section of the learn to ride path.
12. It is recommended that the local board allocate the additional $100,000 LDI Capex funding to complete all design elements approved in the concept plan as this is the communities expectation. The cost of completing items removed from the project at a later date would require additional costs in project set up.
Tauākī whakaaweawe āhuarangi
Climate impact statement
13. Issues of climate impact for this project are expected to be waste from removal of contaminated soil/material and building materials which will be taken to an approved landfill site. Vehicles movement as a part of the facility construction will produce emissions.
14. Impact on climate change is expected to minor. All waste will be minimised and recycled wherever possible. Planting with a range of vegetation will be undertaken and maintained at the completion of construction and this will have a positive climatic impact.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
15. Community Services and Community Facilities recommend that all items approved in the Brains Park and Archibald Park Concept Plan which was adopted in March 2019.
16. Collaboration with staff within Community Facilities will be ongoing to ensure that development on the play facility is appropriately integrated into operational maintenance and asset management systems once completed.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
17. Archibald Park has received ongoing development over the last six years with completion of a network of shared paths, the installation of a pontoon and the design and painting of a mural on the park’s large amenity block. These projects have all improved look and feel of the park and its use. The development of the planned playground to its full potential will have significant social and well-being benefits to the Kelston community and potentially the wider community.
18. The project aligns with the following Whau Local Board Plan 2017 outcomes and objectives:
Outcome |
Objective |
Well-planned towns, facilities and housing |
Whau has a network of great community buildings, sports fields and parks. |
More people are more active more often |
Tauākī whakaaweawe Māori
Māori impact statement
19. Engagement with Mana Whenua was undertaken during the development of the Brains Park and Archibald Park Concept Plan and in the early design stages for the Archibald Park playground, and through the consent process.
Ngā ritenga ā-pūtea
Financial implications
20. The Whau Local Board currently has $369,220 unallocated LDI capex funding available to allocate to projects within the 2019/2020 and 2020/2021 financial years.
21. Upon approval of the $100,000 LDI capex, the Whau Local Board will have $269,220 LDI capex funding remaining to be allocated.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
22. If additional LDI Capex funding is not allocated to the Archibald Park playground development project, some parts of the playground concept design will not be delivered at this time. Items removed from the project will include the shade sail, park seating, a balance beam play item, the flying fox and a section of the learn to ride path.
23. All items not included in the current procurement process could be delivered in the future when funding is approved however costs will include contract set up for a second time and cause disruption to park and playground users.
Ngā koringa ā-muri
Next steps
24. Following formal approval of the proposal outlined in this report, work will be undertaken to complete all work outlined in the approved concept plan.
Attachments
No. |
Title |
Page |
a⇩ |
Archibald Park playground developments |
49 |
Ngā kaihaina
Signatories
Author |
Helen Biffin - Work Programme Lead |
Authorisers |
Rod Sheridan - General Manager Community Facilities Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
04 December 2019 |
|
Auckland Council’s Quarterly Performance Report: Whau Local Board for quarter one 2019/2020
File No.: CP2019/20461
Te take mō te pūrongo
Purpose of the report
1. To provide the Whau 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 Whau Local Board Plan outcomes.
4. The key activity updates from this quarter are:
· Crown Lynn stormwater management, New Lynn
· Wolverton Street Culverts 1 and 2 Renewal and Upgrade
· Whau Full Facilities maintenance contracts –commencement of new contracts for streetscapes
· Increase Diverse Participation: Pacific and Ethnic Voices
· Local Arts Broker Programmes.
5. All operating departments with agreed work programmes have provided a quarterly update against their work programme delivery [Attachment A]. Activities are reported with a status of green (on track), amber (some risk or issues, which are being managed). There are no grey issues (cancellation, deferral or merger). The following activity is reported with a status of red (behind delivery, significant risk):
· Community Facilities/Build Maintain Renew - Line 3643 Renew car parks at Golf Road Domain and Wingate Reserve.
6. Whau Local Board capital investment for the period was $0.3million and net operational cost of service was $4.3million. Operating expenditure is eight per cent over budget. The main driver relates to increased parks and facilities maintenance than scheduled. Operating revenue is sixteen per cent under budget due to lower fees and charges from Libraries. Capital expenditure was sixty-nine per cent below budget and is mainly due to renewals and locally driven initiatives (LDI) projects.
Recommendations That the Whau Local Board: a) receive the Financial Performance report for quarter one ending 30 September 2019. b) note that the Community Facility 2019/2020 work programme and 2020-2022 indicative work programme have been updated to reflect financial deferrals as a part of the Annual Plan process as follows: i) SharePoint ID 1988 project ‘Te Whau Pathway Stage 2A - funding deferral of $276,945 to FY2019/2020 ii) SharePoint ID 2143 project ‘Blockhouse Bay Community Centre - funding deferral of $71,100 to FY2019/2020. iii) SharePoint ID 2152 project ‘Avondale - funding change as follows: FY2018/2019 - $67,383 FY2019/2020 - $350,000 FY2020/2021 - $842,547 FY2021/2022 - $2,700,000 FY2022/0223 - $17,078,993 FY2020/2021 funding moved to FY2022/2023 to align with the expected timing of the project. iv) SharePoint ID 2247 project ‘(OLI) Whau Recreation Centre - funding change adding $350,000 in FY2020/2021 making a total of $18,350,000 for FY2019/2020. v) SharePoint ID 2394 project ‘Crum Park - funding deferral of $70,328 in FY2019/2020. vi) SharePoint ID 2458 project ‘New Lynn Community Centre - funding deferral of $326,050 to FY2019/2020. vii) SharePoint ID 3227 project ‘Te Whau Pathway Stage 2A - funding deferral of $171,839 in FY2020/2021. c) Approve the amendments in the following Community Facilities 2019 – 2022 work programme Project descriptions: i) ‘Avondale - develop new community centre and library’ SharePoint ID 2152 to amend the activity description ii) ‘Te Whau Pathway Stage 2A - develop boardwalk connections’ SharePoint ID 1988 to amend the activity description d) iii) ‘(OLI) Whau Recreation Centre – develop new aquatic and recreation facility’ SharePoint ID 2247 – amend the project title and activity description.
|
Horopaki
Context
7. The Whau Local Board has an approved 2018/2019 work programme for the following operating departments:
· Arts, Community and Events;
· ATEED;
· Community Facilities: Build Maintain Renew;
· Community Services: Service, Strategy and Integration;
· Infrastructure and Environmental Services;
· Libraries;
· Parks, Sport and Recreation;
· Community Leases.
8. Work programmes are produced annually, to meet the Whau Local Board outcomes identified in the three-year Whau Local Board Plan. The local board plan outcomes are:
· Well-planned towns, facilities and housing
· Great neighbourhoods with strong community connections, capacity and voices
· It’s 20 minutes to all we need by walking, cycling and public transport
· Enhanced natural environment
· Strong local businesses and more quality local jobs
· Celebrating our creative edge in our streets, neighbourhoods and communities
· Our Heritage is known, protected and our stories are told.
9. The graph below shows how the work programme activities meet Local Board Plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board outcomes, such as advocacy by the local board, are not captured in this graph.
Graph 1: Work programme activities by outcome
Tātaritanga me ngā tohutohu
Analysis and advice
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), and 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 the 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
12. Crown Lynn stormwater management, New Lynn. This key activity is not part of the board’s work programme but the board is kept abreast of progress and any related issues that might arise. Throughout the first quarter, the Development Programme office has continued to work on the business case for the development of a stormwater pond to enable the Crown Lynn and West Edge developments. Aspects of this project have been delayed by the slow delivery of the development, however staff are working closely with the developer to meet their timelines. It is anticipated that this will progress into the design stage in early 2020 and construction in the 2020/2021 financial year. The pond will be in the planned park. The designs for both the park and the pond will come to the board for approval in due course.
13. Wolverton Street Culverts 1 & 2 Renewal and Upgrade. Once again, this project does not form part of the board’s work programme but the board is kept abreast of developments, given the significant impact on the Whau community. This is a joint Auckland Transport-Healthy Waters project that is being led by Auckland Transport. It involves major construction works to upgrade Wolverton Street Culverts 1 and 2 and provide increased stormwater flow capacity. Both projects have been progressed in quarter one.
· Culvert 1 – detailed design completed and construction is imminent.
· Culvert 2 – moved from preliminary design phase into detailed design phase; construction expected early 2020.
14. Whau Full Facilities maintenance contracts. New contracts started in quarter one for streetscapes maintenance. This includes all town centres, bus shelters and litter pickup and bin emptying. Public feedback registered satisfaction of an increased level of service.
15. Increase Diverse Participation: Pacific and Ethnic Voices
· The Whau Ethnic Peoples Plan was launched in August in an event that was eagerly
supported by the community. Attendees agreed on the shared purpose of the forum and
committed to forming the first steering group to implement the plan.
· The first meeting to progress the newly adopted Whau Pacific Peoples Plan occurred in
September in the presence of local Pacific leaders. Discussion focused on the
establishment of a forum to implement the plan.
16. Local Arts Broker Programmes
· Completion of shooting a documentary, involving eight short stories on Whau migration;
produced by Tuli To’oala and Maria Vai
· Going West Poetry Slam –successful Avondale based events at Browne Street Café
and Hollywood Cinema. The Hollywood Cinema hosted a packed-out audience of 228
people.
· Knotting workshops well received at the Blockhouse Bay Library.
Activities with significant issues
17. The following activity is reported with a status of red (behind delivery, significant risk):
Community Facilities/Build Maintain Renew – ABS Capex budget Line 3643 Renew car parks at Golf Road Domain and Wingate Reserve. Investigate and design FY18 and physical works FY19. This project is a continuation of the 2017/2018 programme (previous SP18 ID 2252).
|
The project may be delayed due to funding issues that need to be resolved. Current status: Detailed design has been completed for Golf Road car park, Exminster Road car park and Blockhouse Bay Recreational Reserve. Next steps: Secure additional budget for physical works based on engineer's estimates. |
Tauākī whakaaweawe āhuarangi
Climate impact statement
18. Receiving performance monitoring reports will not result in any identifiable changes to greenhouse gas emissions.
19. 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.
20. The recommendations on amendments to timelines in the Community Facilities work programmes are unlikely to have climate impacts.
21. The local board is currently investing in several sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These projects are built into the board’s work programme and sit under the responsibilities of Auckland Council’s Infrastructure and Environmental Services unit.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
22. 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
23. This report informs the Whau Local Board of the performance for the quarter ending 30 September 2019.
Tauākī whakaaweawe Māori
Māori impact statement
24. The board’s work programme continues to seek ways to work toward better outcomes for Māori living in the Whau.
25. Under the direction of the E Tu project, staff:
· met with mana whenua and iwi on two separate occasions to seek any Māori perception or tradition that may be linked to the recently acquired Avondale site
· engaged with Hoani Waititi Marae and Rūaumoko Marae to discuss introduction to new Whau Local Board
· drew up funding agreements with Whau’s community hubs for the purpose of delivering Matariki celebrations in 2020
26. Friends of Oakley Creek Restoration Project have been active in this period, engaging with private property owners who border on to the awa and together undertaking plant and animal pest control activities – thereby ensuring a healthier future environment and in turn, supporting local iwi’s aspiration to restore the awa to be able to provide kai such as watercress and perhaps even tuna (eel) in future generations.
27. Te Kete Rukuruku – mana whenua identified overlapping interests for naming of parks in the Whau Local Board area and are currently working through the process for parks in tranche one.
28. Free accounting support and advice was made available to Maori and other not-for-profit organisations in the Whau.
29. Matariki and Te Wiki o te reo Māori were celebrated at each of the Whau libraries with a variety of activities and events including language practice, beginners te reo classes, and Korowai and Tukutuku weaving crafts. New Lynn Library held workshops on maramataka or the Māori Lunar calendar and researching whakapapa.
Ngā ritenga ā-pūtea
Financial implications
30. The financial implications associated with this report relate to the deferral of funds from one financial year into the next and these instances have been explained in the Revised Budget section below. At the end of each financial year period, it is standard practice for Community Facilities to adjust and better reflect where a project has progressed to.
Financial Performance
31. Operating expenditure of $4.4 million is $349,000 over budget mainly resulting from higher parks and facilities maintenance than planned.
32. Operating revenue of $90,000 is $17,000 under budget due to lower fees and charges received from Libraries.
33. Capital Expenditure of $289,000 is $653,000 below budget. This mainly refers to asset renewals and LDI (locally driven initiatives) projects either at consent, strategic assessments or in design phase. The main expenditure in the quarter related to work at Te Whau Pathway and Avondale Community centre development.
34. The Whau Local Board Financial performance report is provided as Attachment B.
Revised Budget
35. For quarterly reporting purposes, annual plan budgets are revised to reflect changes in timing of delivery for individual projects.
36. 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.
37. 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.
38. 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.
39. The net budgetary impact of these changes is reflected in the revised budget for the board.
40. The Community Facilities Build Maintain Renew work programme financial allocations have been updated in accordance with the carry forwards in Attachment C. There are two points to note.
41. First, that some minor alterations to the work programme wording are necessary for purposes of clarity as outlined below:
· SharePoint ID 2152 project ‘Avondale - develop new community centre and library’ requires a New Activity Description: Develop a new integrated community centre and library in Avondale.
FY218/19 & FY19/20 - Investigation and consent design.
FY20/21 - Develop concept design and resource consent.
FY21/22 - detailed design and procurement.
FY22/23 & FY23/FY24 – construction
The completion of the investigation phase has determined the correct timing of the project. The above changes are to the activity description and allocation of funding to align with this.
· SharePoint ID 1988 project ‘Te Whau Pathway Stage 2A - develop boardwalk connections’ requires a New Activity Description: Develop the Te Whau Pathway connector pathway from Ken Maunder to Rizal Reserve.
FY17/18, FY18/19 - consultation and investigation.
FY19/20 & FY20/21 - design and consenting.
FY20/21 & FY21/22 - procurement and construction.
Risk Adjusted Programme (RAP) Project
This is due to delays with consultation and consenting.
· SharePoint ID 2247 ‘(OLI) Whau Recreation Centre – develop new recreation centre’ – change the title description to “(OLI) Whau Pool and Recreation Centre – develop new pool and recreation centre in Whau area.’
This is to make distinction between Avondale multi-purpose community facility and the Whau Pool and Recreation Centre projects.
42. The final point to note is that some deferrals have been necessary for reasons given below:
· SharePoint ID 1988 project ‘Te Whau Pathway Stage 2A - develop boardwalk connections’ includes a funding deferral of $276,945 to FY2019/2020
This is due to delays with consultation and consenting.
· SharePoint ID 2143 project ‘Blockhouse Bay Community Centre - renew car park’ includes a funding deferral of $71,100 to FY2019/2020.
This is due to a delay in the procurement of the physical works contract.
· SharePoint ID 2152 project ‘Avondale - develop new community centre and library’ includes a funding change as follows:
FY2018/2019 - $67,383
FY2019/2020 - $350,000
FY2020/2021 - $842,547
FY2021/2022 - $2,700,000
FY2022/0223 - $17,078,993
FY2020/2021 funding has been moved to FY2022/2023 to align with the expected timing of the project, therefore the above changes are to the activity description and allocation of funding, to align with this.
· SharePoint ID 2247 project ‘(OLI) Whau Recreation Centre - develop new recreation centre’ has received a funding change adding $350,000 in FY2020/2021 making a total of $18,350,000 for this financial year.
This funding change is due to a deferral of funding from FY2018/2019 to FY2020/2021 and a change of project phasing.
· SharePoint ID 2394 project ‘Crum Park - Implement park development plan (Stage 1)’ includes a funding deferral of $70,328 in FY2019/2020.
This is due to investigation of the old depot and the requirement for thorough consultation.
· SharePoint ID 2458 project ‘New Lynn Community Centre - renew facility’ includes a funding deferral of $326,050 to FY2019/2020.
This is due to ensuring budget alignment for delivery of all physical works in one financial year.
· SharePoint ID 3227 project ‘Te Whau Pathway Stage 2A - Ken Maunder to Rizal Reserve - develop path connector’ includes a funding deferral of $171,839 in FY2020/2021.
43. This is due to complexities of the consenting process for this project but will not affect the project timeline.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
44. 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 2020.
Attachments
No. |
Title |
Page |
a⇨ |
Whau Q1 - Whau Work Programme Update (Under Separate Cover) |
|
b⇨ |
Whau Q1- Local Board Monthly Financial Performance July-September 2019 (Under Separate Cover) |
|
c⇨ |
Whau Updated Community Facilities Build Maintain Renew Work Programme (Under Separate Cover) |
|
Ngā kaihaina
Signatories
Author |
Antonina Georgetti - Local Board Advisor |
Authoriser |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 04 December 2019 |
|
Whau Local Board Progress Report for one year to end of September 2019
File No.: CP2019/19106
Te take mō te pūrongo
Purpose of the report
1. To provide highlights of progress for the one-year period ended 30 September 2019, against the Outcomes/ key initiatives in the Whau Local Board Plan 2017.
Whakarāpopototanga matua
Executive summary
2. At the commencement of its three-year electoral term, the previous board, with input from the public, adopted the Whau Local Board Plan 2017. This document sets out the business intent from 2017 to 2020. It identifies seven outcome areas which the board and staff aim for, when activating key initiatives in its work programme:
Whau Local Board Plan 2017: Outcomes |
|
1. |
Well-planned towns, facilities and housing |
2. |
Great neighbourhoods with strong community connections, capacity and voices |
3. |
It’s 20 minutes to all we need by walking, cycling and public transport |
4. |
Enhanced natural environment |
5. |
Strong local businesses and more quality local jobs |
6. |
Celebrating our creative edge in our streets, neighbourhoods and communities |
7. |
Our Heritage is known, protected and our stories are told. |
3. The Whau Local Board Plan 2017 – Progress Highlights for year ended September 2019 report (Attachment A) provides summarised highlights of what the board has delivered in support of those identified outcomes within that year. This document compliments existing reporting documents such as the Quarterly and Annual reports – all of which are available on the Auckland Council website.
Recommendation That the Whau Local Board: a) receive the Whau Local Board Plan 2017 – Progress Highlights for year ended September 2019 report.
|
Ngā tāpirihanga
Attachments
No. |
Title |
Page |
a⇩ |
Whau Local Board Plan 2017 - Progress Highlights for year ended September 2019 |
63 |
Ngā kaihaina
Signatories
Author |
Antonina Georgetti - Local Board Advisor |
Authoriser |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
04 December 2019 |
|
Whau Quick Response Round One 2019/2020 grant allocation
File No.: CP2019/19987
Te take mō te pūrongo
Purpose of the report
1. To provide the Whau Local Board with information of applications in round one of the Whau Quick Response Grants 2019/2020; to enable a decision to fund, part fund or decline each application.
Whakarāpopototanga matua
Executive summary
2. This report presents applications received for Whau Quick Response Round One 2019/2020 (refer Attachment A).
3. The Whau Local Board adopted the Whau Local Board Community Grants Programme 2019/2020 on 27 March 2019 (Attachment B). The document sets application guidelines for community contestable grants.
4. The local board has set a total community grants budget of $130,503 for the 2019/2020 financial year. A total of $62,427.17 has been allocated in local grants round one, leaving a total of $68,075.83 to be allocated to two quick response rounds, and one local grant round.
5. Twenty applications were received for Whau Quick Response Round One 2019/2020, requesting a total of $34,032.66.
Recommendation That the Whau Local Board: a) agree to fund, part-fund, or decline each application in Whau Quick Response Round One 2019/2020 listed in the following table: Table One: Whau Quick Response Round One 2019/2020 grant applications
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Horopaki
Context
The local board allocates grants to groups and organisations delivering projects, activities, and
services that benefit Aucklanders and contribute to the vision of being a world-class city.
7. The Auckland Council Community Grants Policy supports each local board to adopt a grants programme.
8. The local board grants programme sets out:
· local board priorities
· lower priorities for funding
· exclusions
· grant types, the number of grant rounds and when these will open and close
· any additional accountability requirements.
9. The Whau Local Board adopted their grants programme for 2019/2020 on 27 March 2019 and will operate two quick response and two local grants rounds for this financial year.
10. The community grant programmes have been extensively advertised through the council grants webpage, local board webpages, local board e-newsletters, Facebook pages, council publications, radio, and community networks.
11. The local board has set a total community grants budget of $130,503 for the 2019/2020 financial year. A total of $62,427.17 has been allocated to local grants round one, leaving a total of $68,075.83 to be allocated to two quick response rounds, and one local grant round.
Tātaritanga me ngā tohutohu
Analysis and advice
12. The aim of the local board grant programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grants Policy and the local board grant programme criteria. The eligibility of each application is identified in the report recommendations.
Tauākī whakaaweawe āhuarangi
Climate impact statement
13. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action. Local board grants can contribute to climate action through support of projects that address food production and food waste, support alternative transport methods, support community energy efficiency education and behaviour change, build community resilience, and support tree planting.
14. Three applicants applying to quick response round one have indicated that their project supports climate change outcomes.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
15. According to the main focus of the application, each one has received input from a subject matter expert from the relevant department. The main focuses are identified as arts, community, events, sport and recreation, environment or heritage.
16. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
17. Local boards are responsible for the decision-making and allocation of local board community grants. The Whau Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.
18. The local board is requested to note that section 48 of the Community Grants Policy states; ‘we will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time’.
19. A summary of each application received through round one of the Whau Quick Response 2019/2020 grant round is provided (refer Attachment A).
Tauākī whakaaweawe Māori
Māori impact statement
20. The local board grants programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Māori Responsiveness Unit has provided input and support towards the development of the community grant processes.
21. Five applicants applying to quick response round one have indicated that their project targets Māori or Māori outcomes.
Ngā ritenga ā-pūtea
Financial implications
22. The allocation of grants to community groups is within the adopted Long-term Plan 2018-2028 and local board agreements.
23. The Whau Local Board has set a total community grants budget of $130,503 for the 2019/2020 financial year. A total of $62,427.17 has been allocated in the last grant round, leaving a total of $68,075.83 to be allocated to two quick response rounds, and one local grant round.
24. In round one of the Whau Quick Response Grants 2019/2020, twenty applications were received, requesting a total of $34,032.66.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
25. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy and the local board grants programme. The assessment process has identified a low risk associated with funding the applications in this round.
Ngā koringa ā-muri
Next steps
26. Following the Whau Local Board allocating funding for round one of the quick response grants, Commercial and Finance staff will notify the applicants of the local board’s decision.
Attachments
No. |
Title |
Page |
a⇩ |
Whau Quick Response Round One 20192020 applications |
93 |
b⇩ |
Whau Local Board Grants Programme 20192020 |
171 |
Ngā kaihaina
Signatories
Author |
Erin Shin - Grants Advisor |
Authorisers |
Marion Davies - Grants and Incentives Manager Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
04 December 2019 |
|
Annual Budget 2020/2021 consultation
File No.: CP2019/20030
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, along with a local engagement event.
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 from local boards on the local content and supporting information for consultation. It also seeks approval of the Have Your Say event that will be held in their local board area during the consultation period, to give Aucklanders an 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.
Recommendations That the Whau Local Board: a) approve local content for consultation (Attachment A ) and local supporting information for consultation (Attachment B). b) delegate authority to the local board chairperson to approve any final changes required to the local content and supporting information for the Whau Local Board for the Annual Budget 2020/2021 consultation, including online consultation content. c) approve the following Have Your Say event in the local board area during the Annual Budget 2020/2021 consultation period: i) Wednesday 26 February, 2020 at 6pm as part of the Public Forum section of the Whau Local Board Business meeting, at the Whau Local Board Office, 31 Totara Avenue, New Lynn. d) delegate authority to the local board chairperson to approve any final changes required to the 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’s 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
12. During the document production stage, if changes to the local content and supporting information are identified, these will be provided to the local board Chair 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. The Have Your Say event recommended to be held in the Whau Local Board area is:
i. Wednesday 26 February, 2020 at 6pm as part of the Public Forum section of the Whau Local Board Business meeting, at the Whau Local Board Office, 31 Totara Avenue, New Lynn.
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 local board Chair 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 require 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
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.
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 December 13 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.
Attachments
No. |
Title |
Page |
a⇩ |
Local content for consultation |
179 |
b⇩ |
Local supporting information for consultation |
181 |
Ngā kaihaina
Signatories
Author |
Beth Corlett - Advisor Plans & Programmes |
Authorisers |
Louise Mason - GM Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
04 December 2019 |
|
Reinstatement of Manukau Harbour Forum
File No.: CP2019/20028
Te take mō te pūrongo
Purpose of the report
1. To approve the reconstitution of the Manukau Harbour Forum (the forum), including the Whau Local Board, for the 2019 to 2022 local government term, and confirm the Terms of Reference for the forum.
2. To nominate a board member, and an alternate, to represent the Whau Local Board on the forum.
Whakarāpopototanga matua
Executive summary
3. The Manukau Harbour Forum was established in 2012 as a joint committee of nine local boards bordering the Manukau Harbour. Member boards recognised the need for joint decision making and advocacy to achieve water quality improvements for the Manukau Harbour.
4. The committee ceases to exist at the end of every electoral term and can be reconstituted following agreement of the entities involved. This report invites boards to consider reconstitution of the forum, and to nominate a board member (and alternate) to represent this board on the Forum.
5. The forum’s purpose is to champion a sustainable management approach for the Manukau Harbour. This is detailed in the attached Terms of Reference, which all nine of the member boards are asked to confirm.
6. A review of the forum was undertaken in mid-2019 to develop a future state direction and new three-year work programme. The review recommended the forum be continued but found that the forum is failing to achieve its vision due to a combination of factors, including resourcing and lack of an integrated strategic plan and must be strengthened and appropriately resourced to deliver on the vision.
Recommendations That the Whau Local Board: a) agree to re-constitute the Manukau Harbour Forum Joint Committee with the Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Whau, and Waitākere Ranges Local Boards for the 2019/22 electoral term. b) appoint one named member and one named alternate member to the Manukau Harbour Forum. c) note the first workshop and meeting of the Manukau Harbour Forum is scheduled for 10.00am–1.00pm Friday 13 December 2019 in Mangere. d) note that the reconstituted Forum will have two co-chairs one being a local board member and one being a governing body representative of the Manukau Harbour Forum. The local board co-chair representative will be elected by a majority of members at the first meeting. An invitation will be extended to the Governing Body to appoint two members noting one will act in a co-chair role. e) confirm the updated Terms of Reference for the Manukau Harbour Forum as outlined in Attachment A, noting they have been amended enabling two members of the Governing Body to be invited to join the forum, one of the Governing Body members will be co-chair of the forum. f) delegate authority to the Manukau Harbour Forum to make decisions within its Terms of Reference, noting that any significant or controversial decisions will only be made by the forum with the confirmation by resolution of all the member boards that would be affected by the decision and that the local board will reserve the right to hold and promote a different view to that of the forum on any issue that may impact the local board area. g) confirm that any further changes to the Manukau Harbour Forum’s Terms of Reference will be agreed first by the forum then recommended to the nine member boards for their approval, noting that resolutions must be identical. h) note that in order for the requirements of this agreement for the Manukau Harbour Forum to be reached, the resolutions of each of the nine-member boards made in respect of recommendations a) (b)-(f) above (with the exception of (b) where appointees are to be named) must be identical and that in the absence of identical resolutions by all member boards, the forum will not meet the requirements under clause 30a of Schedule 7 to the Local Government Act 2002. i) receive and note the Manukau Harbour Forum governance and management support review report (Attachment B).
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Horopaki
Context
7. Nine local boards (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Whau and Waitākere Ranges Local Boards) together formed the Manukau Harbour Forum with the view to form a means of collective local board advocacy on common issues affecting the Manukau Harbour.
8. The Manukau Harbour Forum was constituted formally as a joint committee of nine local boards under standing orders 2.8.1 and 2.8.2. Standing orders 2.8.1 and 2.8.2 enable a local board to appoint a joint committee with another local board or boards. Being a joint committee enables the forum to conduct business more efficiently, as a local board joint committee can make decisions and provide direction to officers without seeking confirmation and/or ratification from the individual member boards. In accordance with clause 30(7) of the Local Government Act 2002, the Forum automatically dissolved following the 2019 local government elections.
9. An updated Terms of Reference for the Manukau Harbour Forum setting out the purpose and principles of the forum are presented in Attachment A. The purpose of the forum is to champion a sustainable management approach for the Manukau Harbour. Since its formation the Forum has:
· identified issues, such as mangroves, pacific oysters, coastal erosion, stormwater, recreational access/wharves and Maui Dolphin Sanctuary as high priority
· funded a work programme consisting of annual seminar, communications programme, and a business to business education programme
· developed a ‘Manukau Harbour Forum Vision and Strategy’, undertaken a comprehensive stocktake of all research pertaining to the Manukau Harbour and catchment, produced a set of maps and a list of stakeholders
· received regular updates on marine monitoring within the Manukau Harbour
· advocated to central government and Auckland Council (e.g. feedback on the Unitary Plan) on issues affecting the Harbour, including hydrodynamic modelling of sediment runoff
· identified areas of interest and potential projects that the local boards surrounding the Manukau Harbour could progress jointly and through funding from the member local boards’ budget, adopted a work programme to deliver the forum’s objectives.
Tātaritanga me ngā tohutohu
Analysis and advice
10. It is recommended that each constituting local board agrees to reinstate the Manukau Harbour Forum for another term and appoints one member plus an alternate to represent the board on the forum.
11. During the 2016/19 term of the forum a review was undertaken of the role of the forum in order to recommend a decision-making structure that will enable the objectives relating to the Manukau Harbour to be addressed effectively (Attachment B).
12. The review recommended the continuation of the forum, but found that the forum is failing to achieve its vision and must be strengthened and appropriately resourced to deliver on the vision. The failure was found to be a combination of factors, including:
· inadequate resourcing through the current funding model and inadequate staffing resource
· lack of understanding of the health of the catchment and harbour, and absence of long-term integrated strategic planning
· lack of clear rationale or resourcing for mana whenua involvement
· a local board-focused work programme that does not address larger scale strategic issues.
13. The forum endorsed the key recommendations of the review at its meeting on 30 August 2019. The forum also resolved to invite Governing Body involvement via two councillor representatives to be appointed to the forum when reconstituted following the 2019 local body elections, including one as co-chair, and retaining local board membership as is. (Resolution number MHFJC/2019/29).
14. Staff have amended the Manukau Harbour Forum Terms of Reference (Attachment A) to include two Governing Body representatives, at the request of the forum.
15. The chair and deputy chair of the forum presented the report to the Environment and Community Committee on 10 September 2019, which resolved (Resolution number ENV/2019/146) to refer the recommendations and review report:
· to a workshop of the relevant committee in the new term of council
· to the Auckland Plan Strategy and Research department for evaluation and advice in the new term of council.
Tauākī whakaaweawe āhuarangi
Climate impact statement
16. This decision is procedural in nature and any climate impacts will be negligible.
17. The purpose of the forum is to champion a sustainable management approach for the Manukau Harbour. The forum should have positive climate impacts. Climate impacts of any projects or initiatives to be progressed by the forum can be assessed as needed.
Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
18. The forum has referred the recommendations and report from the 2019 review of the forum to the Governing Body for their consideration, which could result in resourcing impacts for the organisation if these are progressed.
Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
19. Local boards have previously agreed, through adoption of the forum’s Terms of Reference, that the Manukau Harbour is a regional asset and it was appropriate that local boards collectively contribute to strategies and outcomes that enhance the social, economic, environmental and cultural well-being of the harbour.
20. The role of the forum is to champion the sustainable management of the Manukau Harbour and adjacent communities. It developed a vision and strategy in line with this which was adopted in September 2014.
21. In previous terms, the forum agreed a work programme following the ratification of each board allocating committed funding from its budget to implement a general work programme allocation to the Manukau Harbour Forum.
Tauākī whakaaweawe Māori
Māori impact statement
22. The Manukau Harbour Forum recognised mana whenua interest in Manukau Harbour.
23. While the forum did discuss a joint committee with mana whenua, or mana whenua representatives being appointed to the forum, it was agreed that this was inappropriate while treaty negotiations are pending. The forum anticipates receiving further advice and options as to how it interfaces with mana whenua as treaty settlement progresses.
24. Workshops of the Manukau Harbour Forum were held in 2015 to discuss the ongoing role of mana whenua in relation to the forum. Some minor changes were made to the forum’s Terms of Reference as a result of this to reflect the forum’s obligations under Te Tiriti o Waitangi/The Treaty of Waitangi, and its desire to work with mana whenua on an ongoing basis.
Ngā ritenga ā-pūtea
Financial implications
25. The nine member boards have previously provided funding of between $8,000 and $15,000 from their budgets to implement the forum’s work programme.
26. The forum has $70,000 allocated to it by members boards for the 2019/20 work programme. $48,000 has already been allocated as outlined below with the remaining balance to be given direction to by incoming members:
i) Delivery of a youth leadership sustainability wanānga ($15,000)
ii) Communications plans ($10,000)
iii) support for the Southern Auckland youth Environmentalists ($5,000)
iv) enabling Seaweek volunteer action across the Manukau Harbour ($18,000).
27. Member boards will be asked to continue their funding support to the forum for the triennium.
28. Acquiring adequate resourcing and operational support for delivery of activities within the Manukau Harbour is an action for the forum.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
29. There are no significant risks from reconstituting the forum. Any issues arising from the forum can be mitigated through operational management of the forum.
Ngā koringa ā-muri
Next steps
30. Arrangements for the meetings of the forum will be made once the forum is reconstituted, and staff will progress the Governing Body’s consideration of the review recommendations.
Attachments
No. |
Title |
Page |
a⇩ |
Terms of Reference for the Manukau Harbour Forum |
189 |
b⇩ |
Manukau Harbour Forum governance and management support review report prepared by Envirostrat Consulting dated August 2019 |
191 |
Ngā kaihaina
Signatories
Author |
Anna Bray – Policy and Planning Manager – Local Boards |
Authorisers |
Louise Mason - GM Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
04 December 2019 |
|
Appointment of Whau Local Board Members to external community organisations
File No.: CP2019/19100
Te take mō te pūrongo
Purpose of the report
1. To appoint board members to external community organisations relevant to the Whau 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 to the relevant local board.
Recommendations That the Whau Local Board: a) appoint one board member and one alternate to the Aircraft Noise Community Consultative Group b) nominate one board member and one alternate to act as a liaison with the following organisations for the 2019-2022 triennium: i) The Avondale Business Association ii) The Blockhouse Bay Business Association iii) The New Lynn Business Association iv) The Rosebank Business Association v) The Whau Coastal Walkway Environmental 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 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 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.
Improvement Districts (BIDs)
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. There are four Business Improvement Districts (BIDs) in the Whau Local Board area located in the Blockhouse Bay, Avondale and New Lynn town centres, and in the Rosebank industrial precinct.
15. 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.
16. It is recommended that the local board appoint a local board member and an alternate to act as a liaison with each business association to represent the local board regarding all matters relating to the BID.
17. The business association may invite the appointed member onto the BID Governance Board or Executive Committee. The discretion on whether this happens, and whether the member has voting rights will lie with the business association under the rules of their constitution.
Aircraft Noise Community Consultative Group
18. 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. 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.
19. Membership of the group comprise 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.
20. 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.
21. The meetings are held every three months. The next meeting occurs on 9 December 2019, 1-3pm, Pavilion Roam III, Sudima Hotel, 18 Airport Drive, Auckland Airport.
Whau Coastal Walkway Environmental Trust
22. The Whau Coastal Walkway Environmental Trust was established in 2014 to promote the design and construction of the Te Whau Pathway, which is an Auckland Council-led project.
23. The Trust’s Rules make no reference to the appointment of Auckland Council elected members as Trustees, so the appointment would be an informal liaison role unless the Trust’s board chooses to nominate that person to become a trustee.
24. Recently retired Whau Local Board member Derek Battersby, JP, QSM was a founding Trustee, but there has been no Whau Local Board representation on the Trust since July 2018. Waitākere Ranges Local Board Chair Greg Presland and Henderson-Massey Local Board member Peter Chan are current Trustees.
Tauākī whakaaweawe āhuarangi
Climate impact statement
25. 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
26. 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
27. 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
28. 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
29. There are no financial implications as a result of this report.
Ngā raru tūpono me ngā whakamaurutanga
Risks and mitigations
30. 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
31. Local Board Services staff will inform each external organisation of the name of the local board appointment or nominee. They will also inform the local board representative of the time, date and location of any meeting the appointment or nominee would be expected to attend.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Carol Stewart – Senior Policy Advisor |
Authoriser |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 04 December 2019 |
|
Local board appointments and delegations for the 2019-2022 electoral term
File No.: CP2019/19033
Te take mō te pūrongo
Purpose of the report
1. To recommend that the Whau 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
Recommendations That the Whau Local Board: a) appoint a member as lead and an alternate member, as the nominated local board members for landowner consents (excluding landowner consents for filming) and authorise 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 as lead and an alternate member, as the nominated local board member 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 as lead and an alternate member, as the nominated local board members for events and authorises them to receive staff notifications of areas that may involve reputational, financial, performance or political risk d) delegate a member as lead and an alternate member, as 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) delegate a member as lead and an alternate member, as 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) delegate a member as lead and an alternate member, as 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:
o Complete or substantial closure of the public open space
o More than 500 people
o Road closure
o Liquor
o 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:
o Areas that may involve reputational, financial, performance or political risk
o 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.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Carol Stewart - Senior Policy Advisor |
Authorisers |
Louise Mason - GM Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 04 December 2019 |
|
Adoption of a business meeting schedule
File No.: CP2019/19034
Te take mō te pūrongo
Purpose of the report
1. To adopt the Whau 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.
Recommendations That the Whau Local Board: a) adopt the meeting schedule outlined below for the 2019-2022 electoral term:
b) agree to commence business meetings at 6pm to be held at the Whau Local Board office, 31 Totara Ave, New Lynn. 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) agree to schedule special business meetings in respect of the 2020/21 Annual Budget and Local Board Agreement on 6 May and 17 June 2020; timing to be confirmed; d) note the date and time for meetings for local board plan are yet to be finalised.
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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 - GM Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 04 December 2019 |
|
Urgent decision-making process
File No.: CP2019/19035
Te take mō te pūrongo
Purpose of the report
1. To seek the Whau 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.
Recommendations That the Whau 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.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Anna Bray - Policy and Planning Manager - Local Boards |
Authorisers |
Louise Mason - GM Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 04 December 2019 |
|
Elected Members' Expense Policy 2019
File No.: CP2019/19673
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 of Auckland Council Elected Members’ Expense Policy is appended to 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.
Recommendation That the Whau Local Board: a) receive and provide any feedback on the draft Auckland Council Elected Members’ 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 sub clauses (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 sub clauses (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 Members’ 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.
Attachments
No. |
Title |
Page |
a⇩ |
Draft Auckland Council Elected Member Expense Policy |
255 |
b⇩ |
Summary of local board feedback on the Remuneration Authority’s discussion paper on childcare allowances |
273 |
Ngā kaihaina
Signatories
Author |
Warwick McNaughton - Principal Advisor - Democracy Services |
Authorisers |
Marguerite Delbet - General Manager Democracy Services Louise Mason - GM Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
04 December 2019 |
|
Process for appointment of Local Government New Zealand National Council representative
File No.: CP2019/19032
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.
Recommendations That the Whau 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 Inc) 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
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.
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.
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Shirley Coutts - Principal Advisor - Governance Strategy |
Authorisers |
Louise Mason - GM Local Board Services Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 04 December 2019 |
|
File No.: CP2019/20037
Te take mō te pūrongo
Purpose of the report
1. To receive a verbal update from Whau Ward Councillor Tracy Mulholland.
2. A period of 10 minutes has been set aside for the Whau Ward Councillor to have an opportunity to update the Whau Local Board on regional matters.
Recommendation That the Whau Local Board: a) thank Whau Ward Councillor Tracy Mulholland for her update. |
Attachments
There are no attachments for this report.
Ngā kaihaina
Signatories
Author |
Rodica Chelaru – Acting Democracy Advisor - Whau |
Authoriser |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |
Whau Local Board 04 December 2019 |
|
Governance Forward Work Calendar - December 2019
File No.: CP2019/19340
Te take mō te pūrongo
Purpose of the report
1. To present the updated governance forward work calendar.
Whakarāpopototanga matua
Executive summary
2. The governance forward work calendar for the Whau Local Board is in Attachment A. The calendar is updated monthly, reported to business meetings and distributed to council staff.
3. The governance forward work calendars are part of Auckland Council’s quality advice programme and aim to support local boards’ governance role by:
· ensuring advice on meeting agendas is driven by local board priorities
· clarifying what advice is expected and when
· clarifying the rationale for reports.
4. The calendar also aims to provide guidance for staff supporting local boards and greater transparency for the public.
Recommendation/s That the Whau Local Board: a) receive the governance forward work calendar for December 2019. |
Attachments
No. |
Title |
Page |
a⇩ |
Governance Forward Work Calendar - Dec 2019 |
287 |
Ngā kaihaina
Signatories
Author |
Rodica Chelaru – Acting Democtacy Advisor - Whau |
Authoriser |
Glenn Boyd - Relationship Manager Henderson-Massey, Waitakere Ranges, Whau |