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Whau Local
Board
04 November
2020
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Adoption
of the Whau Local Board Plan 2020
File No.: CP2020/15459
Te take mō te
pūrongo
Purpose of the report
1. To
adopt the final Whau Local Board Plan 2020.
Whakarāpopototanga matua
Executive summary
2. The
Local Government (Auckland Council) Act 2009 requires that each local board
complete a local board plan for adoption every three years and uses the special
consultative procedure to engage with their communities.
3. The
consultation period for the special consultative procedure ran from 13 July to
13 August 2020.
4. The
local board has considered all submissions and feedback received from the
consultation period. Substantive changes and minor edits for clarification are
proposed.
5. The
Whau Local Board Plan 2020, which includes the proposed
changes, is attached to this report (Attachment A).
6. Pending adoption of the plan, photographs, maps
and other design features will be added for final publication.
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Ngā tūtohunga
Recommendation/s
That the Whau Local Board:
a) adopt the Whau Local Board Plan 2020 as set out in Attachment A of the
agenda report
b) delegate
authority to the Chairperson and/or other nominated member(s) of the Whau
Local Board to approve any minor edits
that may be necessary to the Whau Local
Board Plan 2020 prior to publication.
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Horopaki
Context
7. The
Local Government (Auckland Council) Act 2009 states that each local board must:
· adopt
its local board plan by 31 October of the year following an election
· use
the special consultative procedure to engage with its
communities.
8. Local
board plans are strategic documents developed every three years. They set a
direction for local boards and reflect community priorities and preferences. They provide a guide for local board activity, funding and
investment decisions. They also influence local board input into regional
strategies and plans, including annual budgets.
9. The
plans inform the development of the council’s 10-year budget. They also
form the basis for development of the annual local board agreement for the
following three financial years and subsequent work programmes.
Timeframes
10. The
implementation of COVID-19 alert levels forced a delay to the consultation
period planned in June and July 2020 to be rescheduled to July and August 2020.
11. Every
effort has been made to adopt the Whau Local Board Plan
2020 in October, however the unavoidable change to the dates of the
consultation period has required a small extension of time. This is to ensure
the local board had sufficient time to consider the submissions received.
Tātaritanga me ngā
tohutohu
Analysis and advice
12. The
Whau Local Board has considered the submissions and
feedback received.
13. Public
feedback on the draft plan was positive. The majority of submitters were
supportive of the plan, its direction and themes covered.
14. As a result of public feedback, a number of
changes have been proposed. These changes are relatively minor, given the high
level of support for the draft plan. A table setting out the proposed changes
is appended as Attachment B.
15. In addition, a number of minor editorial changes
were made, either to correct errors, update information or make the document
clearer.
16. Staff recommend adopting the Whau Local
Board Plan 2020 (Attachment A) which incorporates the proposed substantive
changes to the outcome chapters as described in Attachment B and other minor
editorial changes.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
17. The Whau
Local Board Plan 2020 reflects the impacts of predicted climate change. It
considers such impacts as increasing temperatures, rising sea levels and
changing rainfall patterns on the local board area.
18. Outcome 5
(“Our natural environment is protected and
enhanced”) includes the objective “Prepare
communities for the impacts of climate change by building community resilience
and reducing carbon emissions” plus several specific initiatives
targeting water usage, reduction of carbon emissions and advocacy to ensure
infrastructure is ready to meet the challenges of extreme weather events.
19. Outcome 3 (“Quality urban development and community facilities
to meet the needs of our growing and changing population”) also includes
a specific climate change-related objective “Critical
infrastructure is designed and upgraded to meet not only the challenge of
growth, but also climate change” plus several specific initiatives around
climate change resilience, water sensitivity and sea level rise.
20. The impact on
the climate of the final plans has been considered. The final publication will
be an online document to minimise printing hard copies.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
21. The adoption
of the Whau Local Board Plan 2020 will inform the development of the
council’s 10-year budget. It will also form the basis for the development
of the following three years’ work programmes.
22. Planning and
operational areas of the council have taken part in the development and review
of the draft and final plans.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
23. The local board’s views have informed the
development of the final Whau Local Board Plan 2020. Workshops were held on 9 September and 30
September to discuss and consider feedback and agree any changes.
24. In developing the plan, the Whau Local Board considered:
· advice
from mana whenua and mataawaka
· what
is already known about our communities and what is important to them
· submissions
received via online forms, hardcopy forms, emails and post
· feedback
provided at engagement events and online through Facebook
· regional
strategies and policies
· staff
advice.
Tauākī whakaaweawe
Māori
Māori impact statement
25. In developing the plan, the Whau Local Board:
· considered views and advice expressed by mana whenua and
mataawaka
· considered
existing feedback from Māori with an interest in the local board area
· reviewed submissions received.
26. The Whau Local
Board Plan 2020 promotes outcomes or issues of importance to Māori. In
particular, the plan will include a stand-alone Māori outcome (Outcome #2
– “Māori aspirations are advanced and prioritised, and Māori history and identity are valued
and reflected in our community spaces”).
27. There is also a significant emphasis on Māori
aspirations and well-being throughout the plan, and a strong emphasis on the
incorporation of traditional Māori environmental principles and practices
in the environmental sections of the plan.
28. Staff developing the plan met with representatives of Te
Kawerau ā Maki twice in the early
development of the draft and have provided further versions to them for their
oversight and comment.
29. In 2019, the
three west local boards engaged a Kaiwhakaawe (Māori broker) based at
Hoani Waititi Marae. The Kaiwhakaawe has provided significant input and
facilitation as part of the engagement process.
30. Staff
undertook several Māori-focused engagements in early 2020, the largest of
which was at the Waitangi Day event at Hoani Waititi Marae which elected a
significant volume of feedback from people who identified predominantly as
Māori. Focused mataawaka engagement was
also undertaken via the Kelston Kaumatua Roopu (based at the Kelston Hub).
31. The local
board has also considered existing feedback gathered from mataawaka through the
development of the Toitu Waitākere and Waitākere ki Tua documents,
which are key directional documents for the local board in responding to
Māori needs and aspirations. These views are clearly reflected in the
draft Whau Local Board Plan 2020, particularly Outcome #2.
Ngā ritenga
ā-pūtea
Financial implications
32. Budget to
implement initiatives and projects is confirmed through the annual plan budgeting
process. The local board plan informs this process.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
33. There is a
minor reputational risk associated with the adoption of the final Whau Local
Board Plan 2020. The process of consultation is likely to have raised
expectations of the local board being able to achieve particular initiatives.
As a result of the economic impact of COVID-19 and the council’s
significantly reduced budget, it may no longer be possible to achieve all the
priorities and aspirations that were identified in the draft plan.
34. This will be
mitigated by clear communication of decision-making processes.
Ngā koringa ā-muri
Next steps
35. Staff
recommend that responsibility for approving any minor edits following adoption
are delegated to the Chairperson and/or other nominated member(s) of the Whau
Local Board.
36. Photographs,
maps and other design features will be added to the plan for final publication.
This will be an online digital document that will be available in early 2021.
Ngā tāpirihanga
Attachments
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No.
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Title
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Page
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a⇩
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Whau Local Board Plan 2020
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11
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b⇩
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Schedule of changes to the Whau Local Board Plan 2020
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55
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Ngā kaihaina
Signatories
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Authors
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Mary Binney - Senior Local Board Advisor
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Authorisers
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Louise Mason - General Manager Local Board Services
Adam Milina - Local Area Manager
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E nga pītau whakarei o te waka,
e nga rau tītapu o te iwi, e aku
hei māpuna,
e taku iti e taku rahi, koutou kua
mahue mai nei
hei toka piringa mōku i te ora,
hei ruruhau i nga hau āwhio o te
wā.
E aku whakakai pounamu, e aku
māpihi maurea,
kia oho te mauri, kia māriri o
koutou wairua,
kia hora te marino, tēnā
koutou katoa.
Tēnei au te noho atu nei i te
tihi o Te Pae o te Rangi,
i tīhorea ai te whenua kia
kī ake au,
e koe e te hau o te uru te wawā
rā, me te kī mai,
e kore au e ora i ngā hau
kōtiu, i āia ai te pūpūtara ki uta.
Nāu nei te tono kia piki ake au
i ngā tai whakatū a Kupe
ki Te Waonui a Tiriwa me te Pae o te
Rangi,
Kia titiro whakaroto ahau ki te
maunga o Puketōtara,
kei raro e rere ana ko te awa o
Waitākere
kei tētahi taha ko Puke
Whakataratara, kei tua ko Te Whau.
Koinei rā te rohe kāinga o
Te Au o Te Whenua me te Kawerau a Maki,
ko rātou nei te whāriki i
āhei ai te nohoa o tēnei moka o te rohe
e tini whāioio kua
whakakāinga ma.,
Kua kōhatu nei nga paparahi ki
te whenua,
i tangata whenuatia ai tātou
katoa.
I whaikiko ai te kōrero,
“Ko te hapori te tauawhi i te
taiao, he mea motuhake, rerenga kē.” Kia hiwa rā, kia hiwa
rā.
To all those who adorn the prow of
this canoe,
to the revered leaders of the people,
to my treasured heirlooms,
the lesser and the greater parts of
me,
you who are my refuge in life,
my shelter from the storms of time.
My objects of affection,
let your very being flourish, let
your spirit be at peace,
let the calm be widespread, I send
greetings to you all.
Here I sit on the ridgeline of Te Pae
o te Rangi,
where the land had been laid bare,
and the roaring wind of the west
whispers,
that I would not survive the blast of
the northerly wind, that would drive the paper nautilus to shore.
It was you who commanded me to ascend
from the raised seas of Kupe,
to the forest of Tiriwa, and Te Pae o
te Rangi.
So I look inland to Puketotara,
at the foot of which runs the Waitākere river
on one side stands Massey and on the
other - Te Whau.
Home of Te Au o te Whenua and Te
Kawerau a Maki,
the original settlers, they laid the
way for later travellers
to make a home here.
They cast their footprints in stone
upon these precincts of the region,
and so made settlers of us all.
Which gives substance to the adage,
“Communities connected to their
natural environment are unique and diverse.” Let us grow with vigour.
Ngā upoko kōrero
Contents
From the Chair 4
Whau Local Board area 6
About local boards 7
About local board plans 7
Working with Māori 8
Developing our plan 9
Carrying out our plan
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Outcomes
1. Strong, resilient and
inclusive communities where local identity, diversity and creativity are
nurtured 12
2. Māori aspirations are advanced and prioritised, and Māori history and identity are valued
and reflected in our community spaces 15
3. Quality urban development and
community facilities to meet the needs of our growing and changing population 18
4. Improved and expanded opportunities
for walking, cycling and public
transport 22
5. Our natural environment is protected
and enhanced 25
6. Thriving town centres a strong local
economy and neighbourhoods that are supportive and connected 28
Funding information 31
Local activities and levels of
service 32
Financial overview 34
Your Whau Local Board members 35
He kōrero mai i te
Heamana
From the Chair
Ngā
mihi nui ki a koutou katoa
The Whau area is a great place to live, work and play
and this plan shows how we would like to further enhance it. We are the gateway
to the west with a distinct identity and heritage. The Whau provided portage
for Māori waka travelling between the
Manukau and the Waitematā
Harbours. In later years, our area became the centre of a thriving ceramic
industry and today, a growing arts community and diverse cultural activities
are evident. We want to acknowledge and celebrate all that has contributed and
continues to promote our unique identity. We would particularly like to ensure
that the importance of Māori history and identity within the
Whau is recognised and that we prioritise Māori
aspirations.
Our identity is also formed by our
diverse population. Recent events have shown us the importance of communities
being strong, resilient and working together. We would like to help generate
pride in your neighbourhoods and create strong links between you as residents.
As the gateway to the west, we
provide essential transport links between the west and south and central Auckland,
and we would like to focus on improving and increasing the use of these links,
especially for walking, cycling and public transport. We particularly want to
make a strong commitment to continuing to develop Te Whau Pathway and other
shared pathways.
As our population continues to grow,
we want to ensure you have the facilities you have identified as important,
such as recreational facilities, accessible open spaces and vibrant, attractive
town centres. We plan to continue advocating to Auckland Council’s
Governing Body to ensure that there is adequate investment in infrastructure to
cater for our population growth.
You expressed concern about the
challenge of climate change and its impact on our natural environment. We plan
to build on the work achieved under the previous local board plan, and do more
to protect and enhance our waterways, trees and urban forests and prepare the
Whau area to be better equipped to face the demands of climate change.
Because of the disruption and
uncertainty cause by COVID-19 and the consequent economic upheaval, in many
ways this plan is aspirational. Financial uncertainty and a need for local
government to reconsider its priorities means that in the immediate future the
Whau Local Board will need to focus primarily on the delivery of core services.
However, we hope that we will begin to make tangible progress on our wider
objectives within the three-year term of the plan.
As local board members we want to
thank you for your feedback on this plan. Over the next three years we want to
continue to work with you so that the Whau area continues to be an exciting
place to live, work and play.
Ngā manaakitanga
Kay Thomas, Chairperson
Whau Local Board
Te Rohe ā-Poari o Whau
Whau Local Board area
Home to almost 80,000 people, Whau is
the thriving urban hub of the city’s western fringe and the western end
of the Auckland Isthmus where the Whau River – an estuarine tributary of
the Waitematā – comes within two kilometres of the Manukau Harbour.
The Whau River is steeped in meaning
and historical significance for local Māori. Prior to European settlement,
the people of Te Kawerau ā Maki established themselves throughout what is
now the Whau area. The Whau River was particularly significant to this highly
mobile people who moved between the Northern Manukau and Upper Waitematā
Harbours. Other sites of particular importance to Te Kawerau ā Maki
included the Waitahurangi Stream, Te Tōangawaka (the Whau portage)
Motukaraka (an old kāinga near Green Bay) and Te Kotuitanga (an important
waka building site located at what is now Olympic Park). Rangimatariki (the
Rosebank Peninsula) is another site of historic significance to Māori.
Other mana whenua with historic ties to the Whau area include Ngāti Whātua
Ōrākei, Ngāti Whātua ki Kaipara, Te Akitai Waiohua and
Ngāti Te Ata Waiohua.
Upon the arrival of European
settlers, the river’s clay banks provided the pipes and brickwork for
settlement throughout Aotearoa / New Zealand and saw the establishment of the
iconic Crown Lynn pottery which holds a particularly special place in the
history of New Lynn. The Avondale area was significant for our early Chinese
settlers as home to many of Auckland’s market gardens in the early 20th
century.
Whau is growing rapidly, with urban
development in Avondale and New Lynn taking advantage of the area’s
proximity to the city centre, and the unique and beautiful natural heritage of
west Auckland. The opportunities afforded by its transport connections of rail,
bus and cycle paths are an incentive to further development, and catering to
the needs of growth will be a key challenge for the next three years.
Whau is one of the most ethnically
diverse areas of Tāmaki Makaurau. Over 40 per cent of our population
identifies as Asian – significantly higher than the regional average of
28 per cent. We also have a higher Pasifika population than the regional
average, and these communities – along with our Korean, Filipino, Sri
Lankan, Middle Eastern, African, and of course our Māori population – have voices that
need to be heard more prominently so that we can embrace our increasing
diversity and respond effectively to their needs.
All these communities which call the
Whau home have an amazing community spirit, resilience, and a willingness to help
each other and work towards shared goals and aspirations.
He kōrero mō ngā poari ā-rohe
About local boards
Auckland Council has a unique model
of local government in New Zealand, made up of the Governing Body (the mayor
and 20 Governing Body members) and 21 local boards. The Governing Body focuses
on Auckland-wide issues while local boards are responsible for decision-making
on local matters, activities and services and provide input into regional
strategies, policies and plans.
Local boards make decisions on local
matters such as:
· supporting local arts, culture, events and sport and recreation
· providing grants and partnering with local organisations to deliver
community services
· maintaining and upgrading town centres and facilities including parks,
libraries and halls
· caring for the environment and preserving heritage.
Local boards also have a role in
representing the view of their communities on issues of local importance.
About local board plans
Local board plans are strategic
three-year plans that are developed in consultation with the community. They
set out the direction for the local area that reflects community aspirations
and priorities. The plans guide the local boards in:
· decisions on local activities, projects, and
facilities
· input into the council's regional strategies and
plans, including the Auckland Plan
· how local boards will work with other agencies
including community groups, central government agencies and council-controlled organisations
that play key roles in the area
· funding and investment decisions.
Local board plans are inclusive and connected; they
don’t operate in isolation. They support the following:
· the Auckland Plan 2050 – the 30-year vision for
Auckland
· the council’s 10-year budget (Long-term Plan)
– planned spending and future investment priorities over the longer term,
including local boards
· the council’s annual budget (annual plan)
– funding for the coming financial year of the 10-year budget, including local
boards.
Local Board Agreements form the basis
for each local board to develop its annual work programme and set out local
funding priorities and budgets, levels of service, performance measures and
targets by activity for each financial year.
Detail of our projects, budgets and
timelines are outlined in our annual work programmes. Progress is reported
quarterly and communicated to our communities.
Working with Māori
Te Tiriti o Waitangi
recognises the rangatiratanga of Auckland's hapū and iwi, and the inseparable bond between Tāmaki Makaurau the people
and Tāmaki Makaurau the place.
Local boards play a vital
role in representing the interests of all Aucklanders. We are committed to our
Treaty-based obligations and to Māori participation and development.
We have worked with Māori to develop initiatives
that respond to Māori aspirations.
Te whakawhanake i tā mātou mahere
Developing our plan
Our plan comprises
aspirational outcomes, objectives we want to achieve and some of the key initiatives
we will carry out to achieve them.
A draft plan was developed
using feedback received from public engagement carried out between November
2019 and April 2020. The draft was also developed by considering what we know
about our community, having worked closely with you and heard your views on a
wide range of topics.
During July and August
2020, we consulted on the draft plan to hear your thoughts. To hear your feedback and
ensure we reflected your needs and desires we engaged with our community at a
range of events and activities across the board area.
The issues and priorities
you raised with us through these interactions helped us finalise this plan.
The social and economic
effects of the COVID-19 pandemic mean some of our aspirations have been
modified. Our response is delivered via the annual budgeting process but the
decisions we make will focus on ensuring the benefits for our community.
Te whakatutuki i tā mātou mahere
Carrying out our plan
Turning plans into reality takes many
people working together – the community, the local board and the wider
council family such as Auckland Transport.
To deliver against the outcomes in
the local board plans, we will:
· prioritise budget to focus on the initiatives in the
plans
· make the best use of local assets such as community
centres and parks
· set direction for the council staff who deliver the
projects and services
· work with various community groups and partners to
deliver projects and services.
Sometimes, important projects in
local areas are beyond the funding available to local boards or our authority
to make decisions. In those cases, the role of local boards is to advocate to
decision-makers to ensure they are aware of community views and the boards
support for them.
Whakaotinga
tahi: He hapori kaha, aumangea, manaaki hoki kei reira te tuakiri ā-rohe,
te kanorau, me te auahatanga e atawhaitia ana
Outcome one: Strong, resilient and inclusive
communities where local identity, diversity and creativity are nurtured
The Whau is home to
creative and caring communities who support each other. Our vision is that
everyone is welcome in the Whau and every person who lives, works or plays here
has a right to participation and a sense of belonging. Our arts and culture are
an intrinsic part of who we are; they reflect our vibrant and diverse
communities and help to bring people together.
It is clear that COVID-19
has had, and will continue to affect some of our most vulnerable citizens.
Ensuring that we respond adequately to this challenge will be a key priority.
Opportunities
· Established communities with strong connections that
celebrate diversity.
· Our newly adopted Pasifika and Ethnic Plans.
· A thriving network of community organisations that
understand and can deliver to meet the needs of diverse and changing
communities, and strong relationships between the local board and partner
organisations.
Challenges
· Rapid population growth and changing demographics.
· Certain communities that are relatively disconnected
and risk isolation or particular needs remaining unmet due to lack of
engagement.
· Some of our ethnic minority and immigrant communities
do not feel as welcome, or as included, as they should.
· Auckland Council’s own demographics as an
organisation are not reflective of the communities it serves.
Our commitment
We are committed to
carrying out the following key initiatives to achieve these goals, and will
continue to look for other opportunities as they arise.
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Outcome one: Strong, resilient and inclusive
communities where local identity, diversity and creativity are nurtured
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Objective
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Key initiatives
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Our diverse
communities are empowered to promote their cultural traditions and interests,
engage with other communities and foster leadership
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Continue to implement the findings of the Whau Pacific Plan, build
further on these findings through the community-led Pasifika Komiti, and
ensure that Pacific voices are heard in the response to COVID-19
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Continue to deliver the Whau Ethnic Plan and build on them through
the community-led Whau Ethnic Collective, and ensure that ethnic
communities’ voices are heard in the response to COVID-19
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Support services through our libraries, community centres, community
groups and other organisations that bring communities together, celebrate our
differences and promote tolerance, open-mindedness and respect
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Showcase our communities through events and other initiatives that
celebrate diverse cultures, reaffirm identities, promote cross-cultural
collaboration and attract people to the Whau
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Partner with Hoani Waititi Marae and other Māori organisations
in the community to build relationships between local Māori communities
and other ethnically diverse communities and foster a shared understanding
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Our
youngest, oldest, and most vulnerable citizens are respected, included, and
cared for, particularly in light of the evolving COVID-19 situation
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Invest in
initiatives that focus on our growing older communities and respond to their
needs, but also provide opportunities to connect young and old
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Develop a
strategy for accessibility and inclusion in the Whau that can identify ways
to reduce barriers to opportunity or participation due to age, ability,
economic status, culture and identity (however defined)
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Keep our
events free where possible, and ensure they are inclusive of all ages and
cultures and accessible for families with young children
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Continue to support community-led initiatives around
homelessness and its associated social and wellbeing issues. Facilitate
co-ordination between the agencies providing housing and social services, and
investigate opportunities to collaborate with neighbouring local boards to
broaden these initiatives and respond to the challenges associated with COVID-19
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Identify opportunities to partner with the Whau Youth Board, other
youth-focused groups and the education sector to strengthen the local
board’s relationships with young people and have more youth involvement
in local democratic processes
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Our communities’
voices are heard and responded to, and everyone has an opportunity to
participate
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Build on the findings of the Our Future Avondale visioning document
and identify ways to support a collaborative and community-led approach in other areas
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Ensure robust mechanisms for community involvement are maintained to
support inclusive and community-focused processes in all projects relating to
the regeneration of Avondale
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Increase our focus on engagement and activation in those parts of the
Whau that are further away from town centres and services or have higher
welfare needs to ensure equity across our communities
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Continue to build leadership capacity and empower our local
organisations and groups to be resilient and provide effective community
representation
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Support opportunities to increase democratic participation,
particularly amongst Māori,
Pasifika and ethnic minorities
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The Whau
is known and loved for its distinctive creative identity
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Build on the success of the Whau Arts Broker programme and look for
opportunities to expand and extend this throughout the Whau
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Support creative initiatives that celebrate the Whau River and its
wider catchment
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Increase resilience in established arts groups through improved collaboration
with neighbouring local boards, Auckland Tourism, Events and Economic
Development, and other organisations. Support identification of funding
opportunities recognising that artistic communities are not defined by local
board boundaries
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Showcase Whau’s creative scene through events, activations,
exhibitions and community murals, and ensure that there are specific
opportunities for young people to develop their creative practices and
showcase their work
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Develop a strategy around how the arts can enhance the Whau’s
brand and identity
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Investigate options to enhance Te Toi Uku so it can realise its
potential, attract visitors to the Whau and tell its unique story through a
high-quality visitor experience
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Whakaotinga
rua: Ka
kōkirihia, ka whakaarotautia ngā tūmanako Māori, ā, ka
uaratia, ka whakaaturia ki ō tatou wāhi hapori te hītori me te
tuakiri Māori
Outcome two: Māori aspirations are advanced and
prioritised, and Māori history and identity are valued and reflected in our community spaces
The Whau embraces and
celebrates its Māori heritage, culture and people, and supports its
Māori communities to thrive and realise their aspirations. Our iwi and
hapū are engaged in our governance processes and the principles of te
Tiriti o Waitangi are at the forefront of our decision-making.
The impact of COVID-19 on
our Māori communities is not yet fully understood, and responding to any
specific challenges for Māori in the Whau will be a priority for us to
consider over the duration of this plan.
Opportunities
· The establishment of a Kaiwhakaawe (Māori broker)
to realise Māori aspirations across the west.
· The established desire of local Māori and mana
whenua to have more early involvement and collaboration in council initiatives.
· Increasing visibility of, and interest in, Māori
people and Māori culture in our communities and society as a whole.
· Potential for a closer relationship between the local
board and Taumata Whau based at the Kelston Hub.
Challenges
· The need to foster a greater general understanding and
appreciation of Te Ao Maori and Mātauranga Māori.
· Maori success is not always communicated, celebrated
and understood.
· Over-representation of Māori in social
deprivation, household income, home ownership, educational participation, and
health.
· Failure of the Crown and government agencies to honour
their commitments under te Tiriti o Waitangi over the years.
· Ensuring early and meaningful engagement with both
mana whenua and mataawaka across all local board work programmes to ensure that
a Māori view is reflected.
Our commitment
We are committed to
carrying out the following key initiatives to achieve these goals, and will
continue to look for other opportunities as they arise.
|
Outcome two: Māori aspirations are advanced and
prioritised, and Māori history and identity are valued and reflected in
our community spaces
|
|
Objective
|
Key initiatives
|
|
The distinctive
Māori heritage of the Whau area and its mana whenua is visible in key
community spaces
|
Progress
te kete rukuruku, the Māori naming of parks and reserves, along with
interpretive signage that tells the stories of the history of particular
sites and their significance to Māori
|
|
Encourage
the use of te reo Māori signage in all our community places, libraries
and transport hubs
|
|
Support
our libraries to embrace and champion the everyday use of te reo Māori
and promote opportunities for learning te reo Māori for people of all
ages
|
|
Invest
in initiatives to highlight the historic portage route and its key sites
through both physical markers and awareness-raising initiatives to celebrate
this important part of the Whau’s heritage
|
|
Advocate
for the redevelopment of the Ash Street / Rata Street Bridge over the Whau
River as one of the many gateways to the west, with a strong Māori focus
and design components that can tell the story of the Whau River and celebrate
its significance
|
|
Our partnerships with
mana whenua are strengthened
|
Implement a formal
relationship agreement with Te Kawerau ā Maki
|
|
Develop and foster
sustainable and authentic relationships with all mana whenua entities with an
interest in the Whau
|
|
Partner with Te Kawerau
ā Maki and the Waitākere Ranges Local Board to address Kauri
Dieback Disease in areas that border and cross into the Whau Local Board
area, both in local parks and on private land where feasible
|
|
Māori principles
and traditions are considered early in our major projects and planning
processes
|
Build
our cultural capability and develop protocols to ensure tikanga practices are
considered in all local board business and processes
|
|
Invest in Māori-focused environmental and
sustainability initiatives in local neighbourhoods, including healthy kai,
community gardens, composting, healthy homes, and regeneration of streams and
waterways focusing on whānau and kaitiakitanga
|
|
Encourage
locally delivered council initiatives to demonstrate an awareness of
mātauranga Māori
|
|
Encourage
the increased use of Māori place names across the Whau and consider
advocating to formalise these, in partnership with mana whenua
|
|
Advocate
for the inclusion of a strong Māori focus in the design and
implementation of Te Whau Pathway
|
|
Māori people
living in the Whau are empowered to realise their aspirations for their
whānau and local communities
|
Continue
to implement the findings of Waitākere ki Tua and Toitū
Waitākere, and identify opportunities to empower Māori leaders in
the community to build on and expand this work
|
|
Provide
engagement and consultation opportunities that are built around Kaupapa
Māori and ensure that the voices of rangatahi, as well as koroua and
kuia are included in Māori-focused initiatives
|
|
Increase
opportunities for rongoa Māori, Te Reo Māori, and other
Māori-focused programming in our community places, and ensure that these
opportunities are promoted widely
|
|
Support
establishment of more pā harakeke and increase opportunities for weaving
in the community
|
|
Strengthen
our partnership with Hoani Waititi Marae, advocate for its long-term
aspirations, and identify ways to increase access to its services and
initiatives to residents of the Whau
|
|
Identify
ways to further work with and support other marae in west Auckland, develop a
closer partnership relationship with Taumata Whau, and build closer
relationships with Māori service providers and organisations and
informal groups
|
Whakaotinga toru: Te
whakawhanaketanga ā-tāone me ngā ratonga hapori kounga e
hāngai ana ki ngā hiahia o tō tātou taupori e tipu ana, e
huri haere ana
Outcome three: Quality urban development and
community facilities to meet the needs of our growing and changing population
Quality housing options
and world-class infrastructure to meet the needs of our growing and changing
communities in the Whau. Our community centres, libraries, parks, sports fields
and other facilities are outstanding and have ample capacity to meet future
demands, support community groups of various sizes, and recognise diverse
communities through design, art and naming. Advocacy at the regional and
national levels around housing, roading and stormwater is a priority, along
with quality urban design that is resilient to climate events and meaningful,
early engagement with mana whenua.
The economic impact of
COVID-19 will affect our ability to deliver as much as we planned in the
short-to-medium term. Constrained budgets require careful prioritisation of
major spending, but there is also an opportunity to identify new ways to use
existing assets and find innovative solutions to ensure our communities’
needs are met.
Opportunities
· Panuku Development Auckland’s identification of
Avondale as an “Unlock” area for quality development and urban
renewal.
· The new Avondale Integrated Library and Community
Centre, and other complementary initiatives.
· To see if community gardens could meet a range of
needs of populations living in high-density housing.
· Confirmation of the Whau Aquatic and Recreation
Facility in the 2018-2028 Long-term Plan.
· Ongoing commercial and residential development in the
New Lynn area, and progressing the implementation of the New Lynn Urban Plan.
· Kāinga Ora has significant infrastructure
investment and re-development of existing sites planned for Whau and can work
with Auckland Council to improve the quality of urban form and enable the development of more
warm, dry homes in the Whau.
Challenges
· Constrained financial environment due to COVID-19.
· Development occurring more slowly than expected in
some areas, while proceeding rapidly in others.
· Population growth exceeding earlier projections.
· The need for more social housing, and also the
challenges associated with supporting the integration of these new communities.
· Uncertainty around the future of the Avondale
Racecourse.
· A perceived lack of usable, high-quality public open
space in Avondale and the need to ensure adequate provision of green space
alongside intensive residential development.
· Constrained region-wide funding meaning that some
community places struggle financially.
Our commitment
We are committed to
carrying out the following key initiatives to achieve these goals, and will
continue to look for other opportunities as they arise.
|
Outcome three: Quality urban development and
community facilities to meet the needs of our growing and changing population
|
|
Objective
|
Key initiatives
|
|
The Whau has
community assets and open spaces that can accommodate future growth and
increased housing density
|
Support initiatives to increase healthy, active lifestyles among our
ethnically diverse communities and provide appropriate options for active
recreation, particularly for women and girls
|
|
Investigate the feasibility of a permanent pump track facility in the
Whau
|
|
Progress upgrades to key parks and reserves, ensure playgrounds are
fit for purpose, that our open spaces provide great options for active
recreation for children, and that opportunities for the development of mara
hupara are considered
|
|
Assess the need for more drinking fountains and toilets in parks and
open spaces throughout the Whau
|
|
Look for opportunities to increase basketball facilities and ensure
these are accessible to all
|
|
Create safe urban spaces for community interaction and (non-sport)
recreation
|
|
Recognise the role of organised sport in our communities and work
with our sports clubs to increase participation, build connections and create
leadership opportunities, particularly for our children and young people
|
|
Ensure that our community centres, hubs and houses, are adequately
resourced and prepared to meet the needs of growing populations
|
|
Continue to support the delivery of the Avondale Multipurpose
Community Facility with a high level of ongoing community and mana whenua
engagement
|
|
Continue to advocate strongly for the site identification and
delivery of the Whau Aquatic and Recreation Facility
|
|
Opportunities
for growth and regeneration consider the needs of all affected communities
|
Continue activations and temporary improvements to urban spaces where
development is underway
|
|
Develop a high-quality urban park to support the Crown Lynn housing
development
|
|
Work with Panuku Development Auckland to ensure the continued
implementation of the Unlock Avondale Programme, bringing high-quality
improvements to the Avondale town centre in consultation with the community
|
|
Champion an integrated, multi-agency approach to leverage any
additional opportunities associated with the Unlock Avondale Programme
|
|
Advocate for the increased provision of accessible green space in
Avondale in the context of rapidly increasing population density
|
|
Critical
infrastructure is designed and upgraded to meet not only the challenge of
growth, but also climate change
|
Ensure that any investment in our coastal parks, reserves and
boardwalks considers the reality of rising sea levels
|
|
Investigate
possible initiatives and / or advocacy to incentivise sustainable building
initiatives such as rainwater storage and stormwater detention tanks, rain
gardens, solar panels and other innovative solutions to reduce the
environmental impact of development
|
|
Develop a plan for Avondale (including the Rosebank Peninsula) that
considers the provision of accessible open space to support growth, alongside
ecological and climate change considerations. This plan can support the
development of new recreational open space and the protection of existing
natural areas
|
|
Advocate to the Governing Body to retrofit all community buildings to
meet the New Zealand Green Building Council’s maximum green star rating
|
|
Everyone
in the Whau has opportunities for active and passive recreation in our parks
and open spaces
|
Increase opportunities for safe outdoor recreation for older people
and ensure our parks are accessible to all
|
|
Deliver the Open Space Network Plan to increase tree cover in parks
and spaces
|
|
Increase shade and shelter in our parks and open spaces, including
shade sails in playgrounds and wet weather shelter near our most popular
barbecue areas
|
|
Support the establishment of pou, kaitiaki and interpretive signage
in parks to increase awareness of local Māori history
|
|
Advocate for a review of how space is currently assigned to community
groups and existing usage of council property reflects Auckland’s
increasing diversity and the needs of our younger citizens
|
Whakaotinga
whā: He āheinga pai ake,
whānui ake mō te hīkoi, te eke pahikara me te ikiiki
tūmatanui
Outcome four: Improved and expanded opportunities
for walking, cycling and public transport
Connections between our
neighbourhoods, town centres, parks, open space and facilities are safe and
accessible to all members of our communities. Walking and cycling
infrastructure is expanded and improved. All transport initiatives in the Whau
are focused on safety, multi-modal connectivity, and the reduction of carbon
emissions. Transport planning takes into account increasing population density
and contributes to high-quality urban design.
The more restrictive
COVID-19 alert levels saw unmistakable change to peoples’ transport
choices, with few cars on the road and a big uptake in walking and cycling.
While getting people moving more freely will be a key part of our economic
recovery, we also see an opportunity to encourage people to make some of the
changes made during these times permanent: more use of active modes, shopping
locally and supporting local businesses. We will be looking to identify ways to
support this change while also supporting economic recovery more broadly.
Opportunities
· Excellent existing public transport links to the city
centre from New Lynn and Avondale.
· The forthcoming City Rail Link and New Lynn to
Avondale Shared Path.
· Emerging and disruptive technologies including
micro-mobility, openness to trialling innovative solutions.
· Recommendations of the New Lynn Urban Plan.
· Central government’s commitment to funding a
large section of Te Whau Pathway (mainly in the Henderson-Massey Local Board
area).
Challenges
· Climate change and the urgent need to reduce the
carbon emissions from our transport network.
· A high rate of deaths and serious injuries across our
transport network.
· Demand for both commuter and short-term parking in New
Lynn is exceeding supply, compounded by a lack of frequent, reliable feeder-bus
options.
· Lack of accessibility to and from the Rosebank
Peninsula impacting on the ability of the industrial precinct to grow and
improve its productivity.
· Relative lack of public transport options and
accessibility in some parts of the Whau.
· Poor footpath quality, particularly in areas with
higher numbers of older residents.
· Sections of Te Whau Pathway that remain unfunded sit
mainly in the Whau Local Board area.
· Increasing congestion and lack of resilience of the
public transport network.
Our commitment
We are committed to
carrying out the following key initiatives to achieve these goals, and will
continue to look for other opportunities as they arise.
|
Outcome four: Improved and expanded opportunities for
walking, cycling and public transport
|
|
Objective
|
Key initiatives
|
|
More
safe, attractive and high-quality walking and cycling connections are
developed and carbon emissions from our transport system are reduced
|
Build on the positive changes associated with COVID-19
alert level restrictions around walking and cycling. Find low-costs
improvements to enhance opportunities for active transport and make it a safe
and enjoyable option
|
|
Investigate opportunities to develop better walking and
cycling connections for Kelston
|
|
Progress the review and implementation of the Whau
Neighbourhood Greenways Plan and prioritise walking and cycling connections
between parks and open spaces
|
|
Work with the Waitākere Ranges and Henderson-Massey
local boards to investigate options for possible continuation of the New Lynn
to Avondale Shared Path further along the rail line towards Henderson
|
|
Continue to advocate strongly for funding of the remaining
parts of Te Whau Pathway, identify ways to support delivery and ensure it
meets local needs
|
|
Advocate for safe, separated cycleways between our town
centres, and between existing cycleways, shared paths and parks, and to other
key destinations
|
|
Our
roads and footpaths are safe and accessible for all
|
Give a higher priority to accessibility of our roads,
footpaths and open spaces to ensure the needs of all members of our
communities are considered
|
|
Actively support the government’s Road to Zero
strategy and increase public safety initiatives around road safety and lower
speeds, particularly around our schools and aged care facilities
|
|
Advocate to Auckland Transport to improve the required
standards for maintenance, renewal and construction of footpaths,
particularly in areas where significant numbers of older people live
|
|
Our
town centres and major employment areas are accessible by multiple transport
modes
|
Investigate any potential low-cost improvements to safety
and accessibility for people traveling to and from our town centres and the
Rosebank Peninsula using active modes
|
|
Advocate for the construction of a new multi-story
park-and-ride in New Lynn to realise the recommendations of the New Lynn
Urban Plan
|
|
Advocate to Auckland Transport for a review of the
current bus network and opportunity for more feeder bus services to New Lynn
for those parts of the Whau currently not easily accessible by public
transport, with a particular focus on areas with higher deprivation
|
|
Continue working with Auckland Transport and Panuku
Development Auckland to investigate the possibility of extending Memorial
Drive, New Lynn, further to the south to create better connectivity between
the town centre and future developments on the Crown Lynn site
|
|
Advocate for improvements to vehicular access to the
Rosebank Peninsula including changes to the existing road layout to improve
efficiency of vehicle movements, and for a significant increase in bus
services
|
|
Innovation
and disruptive technologies are embraced where they can provide safe,
low-carbon alternatives to private vehicle use
|
Welcome innovative transport solutions, including trials
of new technology, including ride-share, carpooling and micro-mobility
initiatives
|
|
Support initiatives that can reduce barriers to active
transport, including access to bike repair support and learn-to-ride services
|
|
Investigate and work with the private sector to promote
low-cost ways to reduce demand for vehicular travel during peak times (for
example flexible working)
|
|
Support public awareness and education about the benefits
and risks of micro-mobility and promote responsible use to ensure safety for
all
|
Whakaotinga
rima: Ka tiakina tō tātou taiao, ā, ka whakahaumakotia
Outcome five: Our natural environment is protected
and enhanced
Our natural environment is
a precious taonga and will be at the forefront of all local board
decision-making. Given the challenges associated with climate change, we
support and empower local communities to uphold the principle of kaitiakitanga
(guardianship) and to take local action to ensure that our coastlines, streams,
waterways, flora and fauna are preserved protected, restored and regenerated.
Environmental sustainability is considered in all our local decisions, and
innovative ways to reduce carbon emissions are prioritised, and communities are
prepared for future change.
During the COVID-19 Alert
Level 4 lockdown of March-April 2020, people responded positively to anecdotal
evidence of increased biodiversity and reduced levels of pollution. While
economic recovery is the main priority, we also see an opportunity to learn from
local and international lockdown experiences, and encourage a stronger focus on
sustainability and wider public participation in environmental initiatives.
Opportunities
· Resilient communities who care about and support each
other.
· Increasing public awareness of the risks associated
with climate change; improving environmental outcomes; the benefits of reducing
carbon emissions; and the opportunity to further increase this awareness
through educational initiatives,
· Our unique biodiversity and ecology, including our
proximity to the Waitākere Ranges.
· A strong existing network of environmental
organisations.
· Our partnerships with local environmental trusts.
Challenges
· Climate change and extreme weather events.
· Water quality of the Manukau Harbour and Whau River
remain low.
· Limitations around what can be done to protect trees.
· The spread of Kauri Dieback Disease.
· Increased intensification and the need to retain green
space as our population grows.
· Illegal dumping.
Our commitment
We are committed to
carrying out the following key initiatives to achieve these goals and will
continue to look for other opportunities as they arise.
|
Outcome five: Our natural environment is protected and
enhanced
|
|
Objective
|
Key initiatives
|
|
Prepare
communities for the impacts of climate change by building community
resilience and reducing carbon emissions
|
Identify ways to expand the Whau Low Carbon Network; progress
priority outcomes in the Whau Local Low Carbon Plan
|
|
Invest in wider-scale awareness and education about reducing carbon
emissions and home water use
|
|
Advocate to relevant agencies to ensure infrastructure can cope with
increasing extreme weather events
|
|
Our streams,
waterways and harbours are protected, and their mauri is restored
|
Continue to partner with the Whau River Catchment Trust and other
local community organisations to improve water quality of the Whau River
|
|
Broaden our focus on the Whau River to include the catchment as a
whole and the communities that link to it, and encourage community action to
help restore it
|
|
Support creative initiatives that celebrate and encourage community
action to restore the Whau River and its wider catchment
|
|
Build on the success of the Industrial Pollution Prevention Programme
by focusing on identifying and fixing some of the more passive sources of
water contamination
|
|
Explore options to expand and enhance Auckland Council’s
current initiatives around the health of the Manukau and Waitematā
harbours
|
|
Continue to work with other local boards as a member of the Manukau
Harbour Forum to support a long-term management programme for the harbour as
a significant cultural, ecological, social and economic taonga
|
|
More trees
and native plants are planted in the Whau, alongside strengthened advocacy to
protect existing significant trees
|
Advocate to the Governing Body and central government to strengthen
tree protection and prevent further loss of canopy cover
|
|
Continue to support the Urban Ngahere Strategy and consider other
initiatives to increase our tree canopy
|
|
Support and encourage landowners to provide permanent tree protection
for significant trees on their properties
|
|
Work with ethnically diverse and migrant communities to promote the benefits
of planting trees, nurturing native flora and fauna, and carrying out pest
control
|
|
Support education and advocacy around the importance of tree cover
both locally and regionally
|
|
Support the Waitākere Ranges Local Board in its work to prevent
the spread of Kauri Dieback Disease
|
|
Investigate ways to identify and celebrate our significant trees and
tell their stories
|
|
Our
communities are supported to exercise the principle of kaitiakitanga in their
local areas
|
Pilot more small-scale and community-led environmental and
sustainability initiatives that improve our environment and also provide
opportunities for local leadership and community-building
|
|
Raise awareness and education people about recycling, waste minimisation,
composting and water usage in multiple languages, particularly with signage
|
|
Develop a pest free vision for the Whau to support our commitment to
the eradication of predators and develop more ambitious targets for the Whau
area
|
|
Facilitate
and expand Māori-led environmental initiatives based on whānau, kaitiakitanga and other traditional Māori principles
|
|
Continue to invest in community gardens and urban
agriculture with more focus on food
resilience in the context of climate change and COVID-19
|
|
Identify
ways to increase visibility of local groups engaged in environmental
restoration initiatives
|
Whakaotinga
ono: He pokapū tāone taurikura, he ohaoha ā-rohe kaha, he
takiwā noho e manaaki ana, e honohono ana
Outcome six: Thriving town centres a strong local
economy and neighbourhoods that are supportive and connected
Our communities,
businesses and, in particular, our young people, are empowered and supported to
be competitive, innovative, agile and connected. Our town centres are thriving
and growing, as are our industrial precincts, and local communities have
neighbourhood retail centres that they support and are proud of.
The full economic effects
of COVID-19 on Aotearoa / New Zealand aren’t yet known, but as they
become clearer, we will work with our communities, business associations and
other stakeholders to respond to the challenges that arise.
Opportunities
· Avondale Unlock Programme and the significant economic
development opportunities this brings.
· Population growth and changing demographics.
· Increasing connectivity associated with high-speed
broadband and constantly improving transport options.
· An increasingly globalised and connected world,
enabling people to work remotely in a wider range of industries.
Challenges
· Increasing frequency of extreme weather events,
affecting public and commercial infrastructure.
· Housing shortages and the slow pace of residential
development.
· Slow economic and employment growth in the Whau,
relative to the country as a whole, in recent years.
· Transport and access issues on the Rosebank Peninsula.
· Slow progress on implementation of the New Lynn Urban
Plan.
· Accessibility of town centres.
· Lower incomes and a lower rate of GDP growth than
Auckland as a whole.
Our commitment
We are committed to
carrying out the following key initiatives to achieve these goals, and will
continue to look for other opportunities as they arise.
|
Outcome six: Thriving town centres, a strong local
economy and neighbourhoods that are supportive and connected
|
|
Objective
|
Key initiatives
|
|
Our town
centres and neighbourhoods are clean, busy, safe, attractive, connected and
meet the needs of local communities
|
Partner with our business associations to realise shared aspirations
around town centre improvement, and support those associations seeking to
expand Business Improvement Districts
|
|
Progress the remaining recommendations of the New Lynn Urban Plan
|
|
Increase activities in our town centres, and investigate placemaking
opportunities that make connections between our town centres, neighbourhoods
and the Whau River
|
|
Continue placemaking and community-building initiatives in local
neighbourhoods, focusing more on the parts of the Whau that have historically
received less targeted support, particularly New Windsor
|
|
Partner with the Glen Avon Hub to continue its work building
community connections and resilience
|
|
Ensure that the Whau’s unique Māori heritage and identity
is reflected in our town centres, neighbourhoods and in local placemaking
initiatives
|
|
Support initiatives that create safe urban spaces for interaction and
informal recreation for young people, including those from diverse
backgrounds and LGBTQI
|
|
Partner with other agencies and community organisations to improve
lighting, increase CCTV and continue to support community patrols
|
|
Develop a better understanding of the role played by our smaller neighbourhood
centres and the challenges and opportunities they face
|
|
Advocate for regional funding for new public art and support
opportunities for local artists to promote their work in our town centres
|
|
More local
people are able to access employment, education and training opportunities in
the Whau
|
Continue to fund youth employment initiatives and look for
opportunities to connect employers across west Auckland to organisations
supporting youth employment
|
|
Work with The Western Initiative and other key partners to grow local
skills and employment
|
|
Continue activities such as the Pop-up Business School with ATEED,
and look for opportunities to work with neighbouring local boards and other
organisations in this space
|
|
Explore opportunities to increase local procurement for council
contracts and advocate for a living wage across the Whau
|
|
Support and encourage social enterprise initiatives in our local
communities
|
|
Support Māori and Pasifika businesses to pilot local workforce
development initiatives
|
|
Our
businesses are more sustainable
|
Identify and support opportunities to promote a circular or
regenerative economy
|
|
Work with businesses to minimise waste in the most cost-effective way
|
|
Work with local organisations to expand opportunities for resource
recovery in the Whau and do more to promote these initiatives and increase
participation
|
|
Our built
heritage is valued, and opportunities to restore and re-purpose heritage
buildings are encouraged
|
Continue to support initiatives that tell the stories of the
Whau’s unique heritage, including its buildings
|
|
Support libraries in providing opportunities for people to learn
about the Whau
|
|
Increase promotion of Te Toi Uku and support its potential to tell
the stories of New Lynn’s built heritage, and increase the potential of
New Lynn as a destination
|
|
Advocate for the protection and restoration of our heritage buildings
|
He kōrero take
pūtea
Financial information
The local board funding policy sets
out how local boards are funded to meet the costs of providing local activities
and administration support.
Local board funding is approved
through the council’s budget-setting process. This involves the
council’s Governing Body adopting a 10-year budget (Long-term Plan) every
three years and an annual budget every year. Local board agreements, in which
the local board and the Governing Body agree the local board budget for each
year, make up part of the annual budget.
The council’s budget-setting
process involves allocating funding gathered through revenue sources such as
rates and user charges. It also involves setting levels of service for council
activities and corresponding performance targets.
The financial and levels of service
statements in this plan are based on the information included in the 2018-28
Long-term Plan and updated through subsequent annual plans (including the
Emergency Budget 2020/2021). Updated financial information and levels of
service will be adopted as part of the Long-Term Plan which is due to be
adopted in June 2021. The Long-Term Plan 2021-2031 will be informed by the
local board plans, and may impact the initiatives in this local board plan.
Kaupapa
ā-rohe me ngā paerewa ā-mahi
Local
activities and levels of service
The budget-setting process
sets levels of service for local activities and corresponding performance
targets. The table below describes the local activities and default level of
service statements set out in the 2018-28 Long-term Plan. These level of service statements
may change when they are reviewed as part of the Long-term Plan 2021-2031.
More information on local
board budgets can be found in the Albert-Eden Local Board Agreement and
Auckland Council’s local board funding policy, which are available on the
council website.
|
Local activities
|
Levels of service
statements
|
|
Local community services
This is a broad activity area,
which includes:
· supporting local arts, culture, events, sport and
recreation
· providing grants and partnering with local organisations
to deliver community services
· maintaining facilities, including local parks,
libraries and halls.
|
We provide library services and
programmes that support Aucklanders with reading and literacy, and
opportunities to participate in community and civic life.
We fund, enable and deliver
community events and experiences that enhance identity and connect people.
We fund, enable and deliver arts
and culture experiences that enhance identity and connect people.
Utilising the Empowered Communities
Approach, we support Aucklanders to create thriving, connected and inclusive
communities.
Provide safe, reliable and
accessible social infrastructure for Aucklanders that contributes to
placemaking and thriving communities.
We provide art facilities, community
centres and hire venues that enable Aucklanders to run locally responsive
activities, promoting participation, inclusion and connection.
We provide recreation programmes,
opportunities and facilities to get Aucklanders more active, more often.
We provide safe and accessible
parks, reserves and beaches.
We showcase Auckland’s
Māori identity and vibrant Māori culture.
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Local planning and development
This group of activities covers
improvements to town centres, the local street environment as well as local
environment and heritage protection. These activities also include working
with business and community associations to improve local economic development
and employment initiatives.
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We help attract investment,
businesses and a skilled workforce to Auckland.
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|
Local environmental management
Local boards work in partnership with local
communities and iwi to deliver projects and programmes to improve local
environments. Our focus is on indigenous biodiversity, healthy waterways and
sustainable living.
These activities include stream restoration, waste
minimisation programmes, supporting environmental volunteers and partnering
with schools to provide a range of environmental initiatives.
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We manage Auckland’s natural
environment.
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Local governance
Activities in this group support
our 21 local boards to engage with and represent their communities, and make
decisions on local activities. This support includes providing strategic
advice, leadership of the preparation of local board plans, support in developing
the Local Board Agreements, community engagement including relationships with
mana whenua and Māori communities, and
democracy and administrative support.
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The measures for this group of
activities are covered under the Regional Governance group of activities in
the Long-term Plan 2018-2028 which determine participation with Auckland
Council decision-making in general. This includes local decision-making.
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Tirohanga
take pūtea whānui
|
Appendix 1: Financial Overview
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|
|
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Revenue,
expenditure and capital investment by local activities for the Whau Local
Board
|
|
for
the period 1 July 2020 to 30 June 2021.
|
|
|
|
|
Annual Budget financials
|
2020/2021
|
|
|
$(000)
|
|
Operating Revenue
|
|
|
Local
community services
|
288
|
|
Local
planning and development
|
-
|
|
Local
environmental services
|
-
|
|
Local
governance
|
-
|
|
Total Operating Revenue
|
288
|
|
|
|
|
Operating Expenditure
|
|
|
Local
community services
|
12,830
|
|
Local
planning and economic development
|
961
|
|
Local
environmental services
|
251
|
|
Local
governance
|
1,042
|
|
Total Operating Expenditure
|
15,084
|
|
|
|
|
Net Operating Expenditure
|
14,796
|
|
|
|
|
Capital Expenditure
|
|
|
Local
community services
|
2,747
|
|
Local
planning and development
|
-
|
|
Local
environmental services
|
-
|
|
Local
governance
|
-
|
|
Total Capital Expenditure
|
2,747
|
Ngā Mema o tō Poari ā-Rohe o Whau
Your Whau Local Board members
