Agenda of Kaipātiki Local Board

Text

Description automatically generated

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

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

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

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

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

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

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

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

4 Confirmation of Minutes

That the Kaipātiki Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 2 December 2020, as true and correct.

5 Leave of Absence

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

6 Acknowledgements

6.1 Matua Kairo Bertram McLean

Te take mō te pūrongo

Purpose of the report

1. To acknowledge the passing of Matua Kairo Bertram McLean and express condolences to his family.

Whakarāpopototanga matua

Executive summary

2. Matua Kairo Bertram McLean passed away on Sunday 22 November 2020 and was a respected member of the North Shore community.

3. Matua Bertram had a strong relationship with the Kaipātiki community through Te Kura Kaupapa o Te Raki Paewhenua, which was located at the Awataha Marae site for over 10 years in the early 2000s, before moving to the eventual permanent location at Apollo Drive, Albany. Matua Kairo was a key advocate along with the Rangatira of Awataha Marae, Arnold Manaaki Wilson, to champion the retention of Kaupapa Māori learning and te reo Māori through Kura Kaupapa learning medium.

4. Matua Bertram McLean was also a long serving member of the Royal New Zealand Navy and remained actively involved and interested in Navy activities for many years. Matua Bert was held in high regard by his Navy peers and along with his wife Val, they were respected Kuia and Kaumatua for the Navy. Matua Bertram will be fondly remembered for his work in and around the North Shore community (along with his wife Val) with vulnerable families.

5. The Kaipātiki Local Board would like to express its condolences to Kairo Bertram McLean’s family and friends.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) acknowledge the passing of Kairo Bertram McLean and express its condolences to his family.

7 Petitions

At the close of the agenda no requests to present petitions had been received.

8 Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Kaipātiki Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Public Forum

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

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

10 Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - Auckland Transport monthly update December 2020	11

No.	Title	Page
a ⇩	9 December 2020 - Kaipātiki Local Board business meeting - Kaipātiki Community Facilities Trust Quarter One report 2020-2021	19

Kaipātiki Local Board

09 December 2020

Urban Ngahere Action Plan 2020

File No.: CP2020/18232

Te take mō te pūrongo

Purpose of the report

1. To seek adoption of the Kaipātiki Urban Ngahere Action Plan 2020.

Whakarāpopototanga matua
Executive summary

2. The regional Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau (strategy) responds to changes in ngahere canopy cover and potential climate change impacts. The strategy’s target is to increase tree canopy cover across all local board areas in Tāmaki Makaurau to 30 per cent by 2050.

3. In the financial year 2018/19, the Kaipātiki Local Board funded an implementation plan to understand the current canopy cover and plan for increasing ngahere cover in the local area. The three stages of the implementation plan are ‘knowing’, ‘growing’ and ‘protecting’.

4. The first part of the ‘knowing’ stage involved analysis of the 2013 Light Detecting and Ranging Technology (LiDAR) data for Kaipātiki canopy cover. A report identifying current cover of 30 per cent was adopted in 2019.

5. Further work is being done to analyse more recent data. Initial findings are that there was a net canopy coverage increase of point 2 per cent (0.2) between 2013 and 2016-2018.

6. The final part of the ‘knowing’ stage has been to develop a 10-year action plan that identifies target areas where trees can be planted to help increase canopy cover in the local board area.

7. This report is seeking adoption of the Kaipātiki Urban Ngahere Plan 2020 (refer to Attachment A of the agenda report).

8. The local board’s adoption of the action plan will set the direction for tree planting over the next 10 years and enable planning and preparation for the ‘growing’ phase to commence in June 2021.

9. It is recommended the action plan is reviewed every three years to align with local board plan development. This will update the board on planting progress and enable planning for maintaining existing and highlighting next steps to further increasing canopy cover.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) adopt the Kaipātiki Urban Ngahere Action Plan 2020.

b) request that Parks, Sport and Recreation staff review the Kaipātiki Urban Ngahere 10-Year Action Plan every three years and provide a report updating the local board on progress of delivery of the action plan.

Horopaki

Context

10. In 2016, staff studied the extent of urban forest canopy coverage across Tāmaki Makaurau using information captured from an aerial flight using LiDAR survey technology.

11. A detailed tree canopy analysis report was developed by staff from the Research Investigation Monitoring Unit (RIMU) and a regional strategy was developed, which the Governing Body approved in October 2018.

12. The regional strategy’s objective is to increase regional tree canopy cover to 30 per cent, with no local board area having less than 15 per cent canopy cover by 2050.

13. Local boards’ role in reaching this target is to develop local implementation plans to address the canopy loss in their local board area. The local implementation plan has three stages: ‘knowing’, ‘growing’ and ‘protecting’.

14. The ‘knowing’ stage of this planning included analysis of the cover that currently exists across the local board area, and a comparison of net change over a three to five-year period. The percentage canopy cover analysis measures all vegetation on public and private land that is over three metres in height.

15. The Kaipātiki Urban Ngahere (Forest) Analysis Report was approved by the local board on 18 September 2019 (resolution number KT/2019/195). It found that the average tree canopy cover across the local board area was 30 per cent based on the findings of the 2013 LiDAR work.

16. The findings from the analysis report have been used to help inform development of the Kaipātiki Urban Ngahere 10-Year Action Plan, providing guidance on how to redress the canopy loss.

17. The action plan will provide long-term direction on planting new trees across the local board area with a goal to increase overall tree canopy coverage.

18. Adoption and implementation of the action plan will lead to:

· planting of new specimen trees

· undertaking enrichment planting in local parks

· working with Auckland Transport to increase tree cover in the road corridor

· providing guidance and direction for community groups and council departments undertaking or organising community planting events.

19. Targets and areas to focus planting efforts are outlined in the action plan. Planting trees in these areas will increase canopy cover, establish or enhance ecological corridors for wildlife and provide shade for key areas in parks and reserves.

Tātaritanga me ngā tohutohu

Analysis and advice

20. The action plan has been informed by findings from the canopy analysis report. Findings in the analysis report were based on a LiDAR survey that was completed in 2013.

21. A follow up LiDAR survey was carried out in 2016-2018 and early findings suggest a net increase in canopy cover of 0.2 per cent in the Kaipātiki local board area between 2013 and 2016. This equates to a positive increase in overall coverage amounting to approximately 5.4 square hectares more tree canopy cover when compared to 2013. The overall positive increase needs to be highlighted as a success, noting the increases in cover were notably on publicly owned land.

22. The early findings are positive however the data also reveals a net loss of larger trees and net overall coverage on privately owned land has decreased. Analysis of the 2016 data is still being finalised and will be reported to the local board in early 2021.

23. Site assessments have been carried out to investigate suitable locations for planting new specimen trees based on the information in the analysis report. The primary areas of assessment were parks with playgrounds and local streets that could provide green corridor connections between local parks.

24. These investigations, along with extensive site visits and subject matter expert input, have helped to inform the proposed locations and set the target for planting that is outlined in the action plan.

25. The target for Kaipātiki is to maintain existing and increase tree canopy cover in the road corridor and on public reserve land over a 10-year period. This will require the planting of at least 120 large growing specimen trees annually. Doing this annually will increase overall tree canopy coverage on publicly managed land by 2030.

26. The adoption of the action plan and its implementation will (over a 30-year period), lead to incremental changes that will help work towards achieving above the regional target of 30 per cent canopy cover.

27. Reporting on implementation of the plan every three years aligns with local board plan development. This will enable the local board to review the target and planting strategy, plan for the next areas of planting and consider the allocation of budgets required.

28. Staff have recommended a realistic target for the local board to work towards in the action plan. It is forecast that with small increases in new planting and decreases in tree removal year on year; the current 30 per cent cover is at least maintained with potentially an incremental increase as the new plantings mature over the next 30 years.

Tauākī whakaaweawe āhuarangi

Climate impact statement

29. Implementation of the strategy and the action plan is an example of an integrated approach to help mitigate emissions, build resilience longer term and enable adaptation to the impacts of climate change to meet Auckland Council’s climate goals.

30. The strategy is identified as a key action in Te Tāruke-ā-Tāwhiri - Auckland’s Climate Plan 2020.

31. Increasing stock of trees and vegetation in Tāmaki Makaurau will increase carbon sequestration and contribute towards reducing net greenhouse gas emissions.

32. Increasing trees and vegetation also provides various natural functions that assist with adaptation to the climate change impacts for humans and other species, such as:

· providing a shading and cooling effect to counter rising temperatures

· slowing and reducing stormwater runoff to assist in managing increased rainfall events

· improve air quality by trapping particulates and filtering vehicle pollutants

· providing additional habitat for indigenous species to occupy, enhancing their resilience to climate change impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Collaboration across council departments including Parks, Sport and Recreation (PSR), Infrastructure and Environmental Services (I&ES) and Community Facilities (CF), has been key to the development of the action plan.

34. Community Facilities has helped inform where the current maintenance and renewal programme for trees can be strengthened to improve the overall diversity and increase the extent of the tree canopy cover.

35. Parks Sport and Recreation will work with Community Facilities in developing the renewals programme to ensure an ongoing programme of tree renewal occurs to replace poor and ailing stock and to replant where dead, dying or diseased trees are removed.

36. Staff will continue to collaborate and develop a tree planting programme and implementation plan for the delivery of new tree plantings in the 2021 planting season and beyond.

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

Local impacts and local board views

37. The draft action plan was workshopped with the local board on 14 October 2020. At the workshop board members were presented the draft plan and were asked to provide feedback. Feedback received at the workshop has been incorporated into the final draft of the action plan (refer to Attachment A of the agenda report).

Tauākī whakaaweawe Māori

Māori impact statement

38. The strategy was workshopped with mana whenua during its development in three workshops during 2017 and 2018. Feedback and views discussed at the hui helped to shape the final version of the strategy.

39. The use of native trees for all new tree planting is a strong view of mana whenua, and as such, natives are the first choice for planting as outlined in the strategy. Native trees are also identified as the preference for planting in the action plan.

40. New tree plantings will benefit local Māori and the wider community by providing increased opportunities for access to nature and providing shade in the local park network.

41. Mana whenua will be updated in the coming months on the local implementation programme and will be engaged to support tree planting advice and to provide a cultural narrative in the choice of species for local areas.

Ngā ritenga ā-pūtea

Financial implications

42. The adoption of the action plan will conclude the ‘knowing’ stage of the local board’s implementation of the strategy, which is funded by the Locally Driven Initiative (LDI) OPEX budget.

43. Delivery of the ‘growing’ stage will be funded by CAPEX from various budgets. These include LDI, Asset Based Services (ABS), the Natural Environment Targeted Rate (NETR) and Mayors Million Trees budgets that are allocated by the Governing Body.

44. In 2021/2022, the local board has proposed to allocate $30,000 LDI CAPEX to Community Facilities for the delivery of the strategy. The adoption of the action plan will direct priorities for this funding and ensure the right trees are planted in the right place in the 2021-2022 planting season.

45. To ensure the target outlined in the action plan is met, it is recommended that LDI CAPEX is allocated annually to the local board’s CF annual work programme to continue planting new trees. The amount of funding required will be quantified annually based on priorities to advance new tree plantings.

46. LDI OPEX will not be required for the planting of trees, however further LDI OPEX may be sought for strategic planning work to deliver the strategy through future local board Parks Sport and Recreation annual work programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. The trajectory of loss of tree canopy cover across the board area is expected to continue on private land as the area develops. New tree planting on public land is necessary to help offset these changes over the longer term.

48. Sufficient time is required to plan and prepare for planting. Should the local board not adopt the plan there is a risk that the ‘growing’ stage of the strategy will not be able to start in June 2021.

49. The action plan outlines a detailed ‘Planting Opportunities List’ to ensure the right tree is planted in the right place. Should the local board not adopt the action plan there is a risk that trees planted in 2021 will not be appropriate for their location.

50. There is a risk of poor maintenance of plants once they are in the ground. Adoption of the action plan will help mitigate this risk and enable staff to employ best practice tree planting and ongoing maintenance methods.

Ngā koringa ā-muri

Next steps

51. Following adoption of the action plan, strategic assessments will be drafted that identify areas for planting in 2021, 2022 and 2023. These assessments will advise Community Facilities, Auckland Transport and other delivery partners on priorities for the ‘growing’ stage.

52. Updates on the ‘growing’ stage will be reported to the local board through quarterly reports. These reports will be provided by departments that are leading the tree planting.

53. In 2023, staff will review the strategy, report to the board on successes and challenges and recommend direction for planting and funding allocation for the following three years.

54. Once analysis of the 2016 data is complete the Kaipātiki Urban Ngahere (Forest) Analysis Report 2019 will be updated with an addendum. Staff will seek adoption of the addendum by the local board in March or April 2021.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - Kaipātiki Local Board Ngahere Action Plan 2020	33

Ngā kaihaina

Signatories

Authors

Howell Davies - Senior Advisor - Urban Forest

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Eric Perry - Local Area Manager

Kaipātiki Local Board

09 December 2020

Kaipātiki local parks - additional classification

File No.: CP2020/18348

Te take mō te pūrongo

Purpose of the report

1. To decide additional classification actions for Kaipātiki local parks to:

· revoke and correct the classification of two parcels of land at Greenvalley and Little Shoal Bay Reserves;

· declare and classify land to be reserve under the Reserves Act;

· confirm land to continue to be held under the Local Government Act 2002; and

· classify land under the Reserves Act 1977.

Whakarāpopototanga matua

Executive summary

2. As part of the classification programme and development of the local parks management plan (LPMP) under the Reserves Act 1977 (RA), additional classification decisions are needed for some local parks in the Kaipātiki Local Board area for the reasons below:

· Some parcels were excluded from earlier reports to the local board, as additional research was undertaken to inform classification recommendations.

· Two decisions made as part of the report to the local board on 17 July 2019 were based on inaccurate information. The classifications requiring correction are:

o Lot 44 DP 109494 (part of Greenvalley Reserve)

o Section 1 SO 432804 (part of Little Shoal Bay Reserve).

3. The local board have the option to hold park land under the Local Government Act 2002 (LGA) or the Reserves Act.

4. Criteria has been used to assess options for each parcel, including consideration of the local park’s values, current and likely future use of the local park, workshop feedback from the local board and consultation with mana whenua.

5. For parcels of park land held under the LGA, the local board has the option to continue to hold land under the LGA or to declare the land as reserve under the Reserves Act and classify it appropriately.

6. Staff have assessed the options for each parcel of park land and propose that:

· Three LGA parcels are declared as reserve and classified under the Reserves Act (Table B.1 in Attachment B of the agenda report), including Lot 44 DP 109494 (part of Greenvalley Reserve)

· One LGA parcel to be declared as reserve and classified under the Reserves Act requires public notification of the proposal (Table B.2 in Attachment B of the agenda report), being Section 1 SO 432804 (part of Little Shoal Bay Reserve)

· 13 LGA parcels are retained under the LGA (Table B.3 in Attachment B of the agenda report).

7. The local board have indicated that they may wish to declare and classify some LGA parcels as reserve (refer Table B.3 of Attachment B of the agenda report). Option B in Table B.3 outlines suitable classifications for each parcel should the local board wish to hold any LGA land under the Reserves Act.

8. The public notification process relating to Section 1 SO 432804 provides submitters with the opportunity to speak to their comments at a hearing, if requested. In this instance, we would recommend that the full local board is approved as a hearing panel to hear such submissions.

9. For parcels of park land held under the Reserves Act, the local board can assign a classification to unclassified parcels. The local board can also choose to reclassify parcels with a more appropriate classification.

10. We have assessed the options for each parcel of park land and propose that:

· 13 unclassified parcels (refer to Attachment D of the agenda report) are classified under the Reserves Act

· Three parcels (refer to Attachment E of the agenda report) are reclassified under the Reserves Act to better reflect their primary values.

11. Staff have considered five parcels at Rawene Road Reserve as part of the classification programme, noting that there are ongoing works to remediate the land. Staff have proposed to classify the two unclassified parcels for inclusion in the LPMP, and note that the future use of the reserve is yet to be determined so further review of the land classification may be required in the future.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) revoke the resolution regarding the classification of Section 1 SO 432804 as part of Little Shoal Bay Reserve being part of resolution a) of 17 July 2019 (resolution number KT/2019/134).

b) revoke the resolution regarding the classification of Lot 44 DP 109494 as part of Greenvalley Reserve being part of resolution f) of 17 July 2019 (resolution number KT/2019/136).

c) approve the three parcels of land listed in Table B.1 in Attachment B to the agenda report to be declared a reserve and classified according to their primary purpose as described in Attachment B, under section 14(1) of the Reserves Act 1977.

d) approve public notification of the intention to declare and classify Section 1 SO 432804 (part of Little Shoal Bay Reserve) as a recreation reserve, under section 14(1) of the Reserves Act 1977.

e) approve the full local board as a hearing panel in preparation for any requests to speak to submissions on the proposed intention to declare and classify Section 1 SO 432804, noting that the role of the hearings panel will be to hear submissions and decide on the declaration and classification of that land.

f) confirm that the 12 parcels of land listed in Table B.3 in Attachment B to the agenda report will continue to be held under the Local Government Act 2002.

g) approve the proposed classification of 14 parcels of land listed in Attachment D to the agenda report, under sections 16(1) and (2A) of the Reserves Act 1977.

h) approve public notification of the proposals to reclassify the three parcels of land listed in Attachment E to the agenda report, under section 24(2)(b) of the Reserves Act 1977.

i) note that an intention to review the land status of the five parcels at Rawene Road Reserve be included in the draft Kaipātiki Local Parks Management Plan, once the future direction of the reserve is confirmed.

Horopaki

Context

12. Kaipātiki Local Board has allocated decision-making responsibility for all local parks in their local board area and has been delegated the power to make various classification decisions under the Reserves Act 1977.

13. On 20 June 2018, the local board resolved to prepare an omnibus open space management plan for all local parks in the local board area (the LPMP), to assist park management and to meet obligations for reserve management planning under the Reserves Act 1977 (RA) (resolution number KT/2018/114).

14. The LPMP will be a statutory reserve management plan prepared in line with section 41 of the Act. It will cover parkland held under the Reserves Act as well as the Local Government Act 2002 (LGA), and include land covered by existing reserve management plans.

15. In July 2019 staff completed a comprehensive park land status investigation for all local parks in Kaipātiki. This was an essential preliminary task in developing the draft LPMP and a statutory requirement under the Reserves Act. Section 16 of the Reserves Act requires all land held as reserve under the Reserves Act be classified appropriately.

16. The timeline below sets out where key classification decisions have been made by the local board and those to be made as a result of this report:

17. As mentioned in paragraph 2 above, two parcels (one in Little Shoal Bay Reserve and the other in Greenvalley Reserve) have been investigated further and corrections to those classification actions are required. This also involves revoking in part resolutions KT/2019/134 and KT/2019/136 respectively.

18. Making decisions on the land status (LGA or Reserves Act) and classification of parcels in this report will enable these parks to be included in the LPMP.

Tātaritanga me ngā tohutohu

Analysis and advice

19. The local board have the option to hold parkland under the LGA or the Reserves Act. Any land held under the LGA which the local board wishes to manage under the Reserves Act must be declared reserve and classified appropriately in accordance with section 14 of the Reserves Act.

20. For land held under the LGA staff have considered the following options:

· continue to hold the land under the LGA

· declare land currently held under the LGA to be reserve under the Reserves Act and classify appropriately.

21. For land held under the Reserves Act, the following options have been considered:

· classify according to its primary purpose

· reclassify to align to its primary purpose

· revoke the reserve status and hold the land under the LGA

· continue to hold the land as unclassified reserve under the Reserves Act (status quo).

22. Staff have discounted the status quo option as it would mean that those unclassified parcels could not be included in the LPMP. This means that the council would not be meeting its statutory obligations under the Reserves Act and public notification of the draft plan (once completed) could not take place.

23. Staff have also discounted the option to revoke Reserves Act land as staff have not identified any parcels that warrant revocation of the reserve for management under the LGA.

24. Attachment A of the agenda report summarises the different options for land held under the LGA and the Reserves Act.

25. The following sections outline in more detail the options for land held under the LGA and Reserves Act and the criteria for assessing each land parcel.

Proposed actions for land held under the LGA

26. When reviewing the future land status options for land under the LGA, staff considered the following:

· Why does the council own the land and how was it acquired?

· What is the current and likely future purpose of the land?

· What potential does the land have for protection, enhancement and development?

· Is there likely to be a need to retain flexibility for future use?

· What is the status of adjacent parcels of land within the same park?

Proposal to declare and classify some land currently held under the LGA

27. Any land held under the LGA which the local board wishes to manage under the Reserves Act must be declared reserve and classified appropriately in line with the Reserves Act.

28. Tables B.1 and B.2 in Attachment B list four land parcels held under the LGA that are recommended to be declared a reserve and classified under the Reserves Act to reflect their primary purpose or values.

29. This includes a parcel at Greenvalley Reserve (Lot 44 DP 109494) which was incorrectly classified under s16(2A) of the Reserves Act as part of resolution number KT/2019/136. Further technical advice has confirmed that this parcel is held under the LGA, so a resolution is required from the local board under s14(1) to declare and classify the land under the Reserves Act.

30. Section 14(2) of the Reserves Act requires public notification when declaring and classifying land as reserve, where that land is not zoned open space in the Auckland Unitary Plan (AUP).

31. Section 1 SO 432804, which is part of Little Shoal Bay Reserve, requires public notification as the underlying zoning is road. The intention to declare and classify this parcel formed part of an earlier resolution (KT/2019/134) but public notification of the proposal was not carried out.

32. As part of this report, staff are seeking to reconfirm the local board’s intention to declare and classify this parcel, and follow the public notification process set out in sections 14(2) and 120 of the Reserves Act, as summarised in Attachment F of the agenda report.

33. The public notification process also provides submitters with the opportunity to speak to their comments at a hearing, if requested. In this instance, staff would recommend that the full local board is approved as a hearing panel to hear such submissions.

Proposal to retain some land under the LGA

34. Table B.3 in Attachment B lists the land parcels that are best suited to remain under the LGA based on application of the criteria in paragraph 25 above.

35. Primarily, land is recommended to remain under the LGA because there is a likely need to retain flexibility for future use.

36. No further action is required by the local board for land that is to remain under the LGA. However, should the local board wish to declare and classify any of that land under the Reserves Act, Option B as identified in Table B.3 provides a list of alternative actions and indicates which parcels would require public notification under section 14(2) of the Reserves Act.

37. In this case, two of the parcels in Table B.3 are zoned for residential use under the AUP and would need to follow the public notification and hearing process summarised in Attachment F.

Retain land at Rawene Road Reserve under the LGA

38. In October 2017, a landslide occurred on Rawene Road which includes the parkland known as Rawene Road Reserve. Remediation work has been on-going and involves works within the park boundaries.

39. Of the five parcels that comprise Rawene Road Reserve, three are held under the LGA (Lot 2 DP 73230, Lot 4 DP 63458, Part Lot 2 DP 233).

40. Due to the on-going nature of the remediation works, staff recommend that the land continues to be held under the LGA to enable flexibility for future works (refer to Table B.3 in Attachment B of the agenda report).

41. Staff propose that the LPMP signals the need to review the land status of these parcels once the future direction of the reserve is confirmed.

Retain land at 3 Bartley Street, Northcote Point under the LGA

42. On 17 July 2019, the local board requested staff investigate the steps to declare and classify Lot 1 DP 1151 at 3 Bartley Street, Northcote Point as a local purpose (community use) reserve under the Reserves Act 1977 (resolution number KT/2019/135).

43. When assessed against the criteria outlined in paragraph 25 above, Lot 1 DP 1151 should continue to be held under the LGA (refer to Table B.3 in Attachment B of the agenda report) for the following reasons:

· Staff from Panuku Development Auckland (Panuku) and the council have investigated alternative service uses for the land, including an assessment of bicycle facilities and seating; and as a placemaking opportunity (refer Attachment C of the agenda report).

· Panuku have signaled that optimisation of this site is appropriate, noting that the collective view from council staff was that the land does not provide any value for service use, as it is constrained by size (81m2), location and zoning (Residential – Single House under the Auckland Unitary Plan).

· Retaining this parcel under the LGA therefore enables flexibility for future decisions to be made about the use or divestment of the land.

Proposed actions for land held under the RA

44. Classification involves assigning a reserve (or part of a reserve) a primary purpose, as defined in s17 to 23 of the Reserves Act, that aligns with its present values. Consideration is also given to potential future values and activities and uses.

45. Staff have identified 14 parcels of unclassified reserve land that require classification under s16(1) and (2A) of the Reserves Act (refer to Attachment D for proposed classifications).

46. Staff have considered the Reserves Act Guide and the following questions when determining the primary purpose and appropriate classification for each parcel:

· What was the intended purpose of the reserve when it was acquired?

· What are the main values of the land or potential future values, uses and activities?

· What potential does the land have for protection, preservation, enhancement or development?

· What is the status of adjacent parcels of land within the park?

· Is there likely to be a need to retain flexibility for future use?

47. Section 16(4) of the Reserves Act requires public notification when classifying land under s16(1), where that land is not zoned open space in the AUP. Part Allotment 216 Parish of Takapuna is zoned for Open Space – Informal Recreation so public notification is not required.

Unclassified Reserves Act parcels at Rawene Road Reserve

48. Further to paragraphs 38 to 41 above, staff note that there are two unclassified parcels at Rawene Road Reserve that form part of the area of remediation works.

49. Due to the on-going nature of these works, staff have proposed that a recreation reserve classification would be most appropriate in the interim.

50. Staff propose that the LPMP signals the need to review the land status of these parcels once the future direction of the reserve is confirmed.

Reclassification of land held under the RA

51. Reclassification involves assigning a different classification to a reserve (or part of a reserve) to better cater for its primary purpose.

52. Attachment E lists the three land parcels of classified reserves that staff recommend are reclassified.

53. The main reasons for the proposed reclassification are:

· to better align with the current or anticipated future values or use of the reserve; or

· to create consistency of reserve classification with adjacent parcels.

54. Section 24(2)(b) of the Reserves Act requires all proposals to reclassify reserves to be publicly notified together with the reasons for the proposed change. The Reserves Act does not require hearings on objections to any proposal for reclassification.

Tauākī whakaaweawe āhuarangi

Climate impact statement

55. The decisions in this report are largely administrative and staff anticipate that they will have no direct impact on greenhouse gas emissions.

56. However future management and potential development of park land, which is determined by its purpose, could have a potential positive or negative impact on greenhouse gas emissions. The degree and nature of the impact is dependent on the specific management and development of each park. Two examples of potential impacts are:

· a potential reduction of emissions by classifying land as scenic reserve. The purpose of a scenic reserve is largely to protect and restore the natural environment; ecological restoration of a site could result in a reduction of emissions and increase in carbon sequestration; and

· a potential increase in emissions through increased traffic, following the development of a community facility; the development of facilities could be enabled through the classification of local purpose (community use) reserve or recreation reserve.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

57. The land classification investigations that have informed the recommendations in this report have been discussed with relevant council units including Community Facilities, Biodiversity, Legal, Heritage and Healthy Waters who have provided information and technical advice to inform reserve classification proposals.

58. Community Facilities’ Land Advisory team notes that it supports retaining land under the LGA.

59. With respect to Rawene Road Reserve and its related works, staff have discussed the proposed actions with Infrastructure and Environmental Services and they support an approach where the land status is reviewed once the future direction of the reserve is confirmed.

60. With respect to 3 Bartley Street, Northcote, Panuku’s views and findings are reflected in Attachment C of the agenda report.

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

Local impacts and local board views

61. A workshop was held with the local board on 14 October 2020 to present the classification recommendations detailed in this report. Staff have made amendments to the recommended actions based on feedback received at the workshop.

62. Staff note that Lot 3 DP 142477 (Kereru Reserve) and Lot 44 DP 146402 (Tenbless Reserve) are contiguous with parkland located in the Upper Harbour Local Board area. The proposed classifications in Attachment B align with the Upper Harbour Local Board’s classification of this adjacent parkland (resolution number UH/2019/48).

63. Five parcels in this agenda report are located within Waka Kotahi NZ Transport Agency’s (NZTA) designation for the Northern Pathway. NZTA raised no concerns about the proposed actions and they will not preclude NZTA from any use or development related to the Northern Pathway.

Tauākī whakaaweawe Māori

Māori impact statement

64. On 3 September 2020, a hui was held with representatives from Te Kawerau ā Maki, Ngāti Whātua O Kaipara and Te Uri o Hau to discuss the Kaipātiki and Rodney local parks management plans and Kaipātiki classifications.

65. Te Kawerau ā Maki reiterated their support to reclassify Te Onewa Pā (Part Allotment 68 Town of Woodside) as a historic reserve. They also support the classification of Part Lot 4 DP 163551 at Motorway Buffer Reserve as scenic 19(1)(b) reserve.

66. No particular concerns were raised at the 3 September hui about the other parcels included in this agenda report.

67. Ngāi Tai Ki Tāmaki have also provided support to reclassify Te Onewa Pā as an historic reserve.

Ngā ritenga ā-pūtea

Financial implications

68. This report has no financial implications for the local board. The cost for the gazette notices for the classifications will be covered through existing departmental budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

69. The following table outlines the risks and mitigation for classification and reclassification of reserves and declaring and classifying land to be reserve:

Risk	Mitigation
Perception that the LGA offers park land less protection from sale or disposal than if it was held under Reserves Act	Both Acts require the public to be consulted when there is a proposal to dispose of land. Declaring land under the Reserves Act has been proposed for land with high ecological and historic values.
Reserves Act classifications constrain the range of uses for land	Staff have followed the considerations in paragraph 46 above and the Reserves Act Guide in assessing the current and likely future use of each individual land parcel proposed to be declared and classified under the Reserves Act.
Public objections to proposed classifications delaying the management plan process	A small number of land parcels require public notification. Due to the small number being notified, staff anticipate the potential impact on timeframes for the management plan to be minimal.

Ngā koringa ā-muri

Next steps

70. Next steps vary depending on whether land is held under the LGA or Reserves Act and on the action taken i.e. declare and classify (notified or non-notified) for land under the LGA and classify (notified or non-notified) or reclassification under the Reserves Act.

71. Attachment F of the agenda report outlines the next steps for each action for land held under the LGA and Reserves Act.

72. The decisions made on parcels in this report will enable those parks to be included in the LPMP.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - Possible actions under the Reserves Act 1977 and Local Government Act 2002	79
b ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - Parcels held under the Local Government Act 2002	81
c ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - 17 July 2019 report on Service property optimisation - Bartley Street Toilets (at 3 Bartley Street, Northcote Point)	83
d ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - Unclassified parcels to be classified under section 16 of the Reserves Act 1977	89
e ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - Parcels to be reclassified under Section 24(2)(b) of the Reserves Act 1977	91
f ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - Next steps following classification of parcels	93

Ngā kaihaina

Signatories

Authors

Elaine Lee - Service and Asset Planner

Authorisers

Justine Haves - General Manager Service Strategy and Integration

Eric Perry - Local Area Manager

Kaipātiki Local Board

09 December 2020

Renewal of community lease to The Lions Club of Auckland Hillcrest Incorporated for land and building at Glenfield Reserve, Hall Road, Glenfield

File No.: CP2020/16710

Te take mō te pūrongo

Purpose of the report

1. To grant a renewal of the community lease to The Lions Club of Auckland Hillcrest Incorporated at Glenfield Reserve, Hall Road, Glenfield.

Whakarāpopototanga matua

Executive summary

2. The Lions Club of Auckland Hillcrest Incorporated (the club) holds a community lease at Glenfield Reserve, Hall Road, Glenfield. The initial term of the lease expired on 31 October 2019.

3. The club has applied to renew their lease. The building and other improvements on the site are owned by council.

4. The club’s main purpose for this site is to carry out the duties of a hall management committee where they administer the hiring of the hall to community groups and keep the hall well maintained and clean.

5. The revenue from the hireage of the hall is used for the hall running costs, including non-structural maintenance.

6. It is standard due diligence to determine how the reserve land is held when assessing all lease renewals. The Glenfield Reserve land is held as an unclassified local purpose (community use) reserve. The land must be classified before the lease renewal documentation can be completed.

7. Council staff in the Service Strategy and Integration department will recommend the land be classified under a separate report to be presented to the local board at the business meeting.

8. The terms of the original lease, dated 2010, provides for an initial term of 10 (ten) years and one right of renewal of 10 (ten) years, the club has decided to exercise the right of renewal.

9. Staff are satisfied that the club meets the requirements for a lease renewal and recommends the lease be renewed under the existing terms of the agreement.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) subject to the land being classified, grant the renewal of the community lease to the Lions Club of Auckland Hillcrest Incorporated at Glenfield Reserve, Hall Road, Glenfield approximately 400m², and shown outlined in red and marked A on Attachment A to the agenda report on the land described as Part allotment 216 Parish of Takapuna, subject to the following terms and conditions:

i) term – ten years commencing 1 November 2019

ii) final expiry 31 October 2029

iii) rent – $1.00 plus GST per annum if requested.

b) note all other terms and conditions be in accordance with the original lease agreement dated 2010.

Horopaki

Context

10. The Lions Club (the club) of Auckland Hillcrest Incorporated has a community lease at Glenfield Reserve, Hall Road, Glenfield that commenced 1 November 2009 for a term of 10 years. The initial term of the lease expired on 31 October 2019 and makes provision for one 10 year right of renewal.

11. The Kaipātiki Local Board is the allocated authority relating to local recreation, sport and community facilities, including community leasing matters.

Land and buildings

12. When assessing the renewal, it was discovered that the council-owned buildings and improvements are situated on land held in fee simple by Auckland Council as unclassified local purpose (community use) reserve.

13. Service Strategy and Integration will, under a sperate report on this agenda, recommend classifying the land parcel as classified local purpose (community use) reserve. This classification supports the proposed activity undertaken by the club. Once this is complete the lease renewal documentation can be finalised.

14. Lease renewals do not require public notification.

15. The club operates as a hall management committee where their purpose is to hire out the hall to various community groups.

16. A site visit was conducted on 11 March 2020 where it was found that the club maintains the hall to a very good standard.

17. Council undertook a small refurbishment project at the hall approximately 18 months ago, which included repainting, replacing weatherboards, some window frames, and flashings.

Lions Club of Auckland Hillcrest Incorporated

18. The Lions Club of Auckland Hillcrest Incorporated is a non-profit organisation that has been in operation since 1994. The club has been at the premises for over 20 years.

19. The club have 27 members and only use the hall once a week for their own use.

20. The club’s main purpose at this site is to act as a hall management committee. They hire out the hall on a weekly basis to over 20 community groups. The facility is also available on a casual hire basis.

21. After the club deducts the hall running cost from the hireage revenue, they distribute the funds via donations and grants to the community. Over the last two years the club has distributed over $30,000 to the community.

22. Club members also volunteer their time to many other community initiatives, such as beach clean-up and collecting for national charities.

Tātaritanga me ngā tohutohu

Analysis and advice

23. Staff have determined that the Lions Club of Auckland Hillcrest Incorporated meet the renewal requirements under the terms of the original lease as evidenced below:

i) it is a registered incorporated society;

ii) it has complied with the terms of the operative lease;

iii) it has a history of delivering quality services to the local community;

iv) the club has provided a copy of its financial accounts, which indicate that its funds are sufficient to meet its liabilities and that it possesses adequate financial reserves;

v) the group is managed appropriately as evidenced by its longevity and programmes offered; and

vi) the club holds all necessary insurance including public liability cover.

Tauākī whakaaweawe āhuarangi

Climate impact statement

24. The designated impact level of the recommended decision on greenhouse gas emissions has “no impact” because the proposal continues an existing activity and does not introduce any new sources of emissions.

25. Climate change has an unlikely potential to impact the lease as the site does not sit in close proximity of the coast.

26. No part of the building is located in a flood plain, so any flooding risk is minimised (refer to Attachment B of the agenda report).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

27. The proposed lease renewal has been discussed with council staff in Community Empowerment and Area Operations. The club’s lease renewal is supported.

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

Local impacts and local board views

28. The lease renewal to Lions Club of Auckland Hillcrest Incorporated is contemplated in the Kaipātiki Community Lease Work Programme 2020/21.

29. The recommendations within this report fall within the local board’s allocated decision-making delegated authority relating to local, sport and community facilities.

30. The recommendation supports the Kaipātiki Local Board Plan 2020-23 Outcome Te Whai Wāhitanga me te Oranga | Belonging and Wellbeing.

Tauākī whakaaweawe Māori

Māori impact statement

31. There is no statutory requirement for public notification or iwi engagement for the lease renewal. Public notification and iwi engagement were undertaken at the time of granting the lease.

Ngā ritenga ā-pūtea

Financial implications

32. There are no cost implications for the local board approving a lease renewal to the Lions Club of Auckland Hillcrest Incorporated.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

33. The provision for the renewal of a community lease is provided for in the lease agreement granted to the group.

34. Council has a contractual responsibility to formalise the lease renewal if the conditions stipulated in the lease have been met.

35. Should the renewal not be granted, it will:

i) affect the group’s operations; and

ii) reduce their ability to undertake their activities and support the people of the local Kaipātiki and wider communities.

Ngā koringa ā-muri

Next steps

36. Subject to the grant of a renewal of a community lease and the land being classified via Service, Strategy and Integration, staff will work with the group to finalise the deed of renewal.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	9 December 2020 - Kaipātiki Local Board business meeting - Attachment A Site Plan Hillcrest Lions.	99
b ⇩	9 December 2020 - Kaipātiki Local Board business meeting - Attachment B Flood Plain Site Plan Hillcrest Lions.	101

Ngā kaihaina

Signatories

Authors

Phillipa Carroll - Community Lease Advisor

Authorisers

Rod Sheridan - General Manager Community Facilities

Eric Perry - Local Area Manager

Kaipātiki Local Board

09 December 2020

Appointments of local board members 2019-2022 - Unlock Northcote Topic Lead and Chelsea Regional Park Association Inc. Liaison

File No.: CP2020/16638

Te take mō te pūrongo

Purpose of the report

1. To consider the appointment of a local board member as:

· a topic area lead for governance oversight of the Unlock Northcote project

· a liaison to Chelsea Regional Park Association Incorporated.

Whakarāpopototanga matua

Executive summary

Topic area lead – Unlock Northcote

2. At its 20 November 2019 business meeting, the local board received advice and options on approaches to manage the governance work of the local board effectively and efficiently. The local board endorsed the approach of maintaining a key focus on annual work programmes and their implementation through quarterly reporting and regular workshops with the whole local board, with decisions made at business meetings (resolution number KT/2019/218).

3. At its 11 December 2019 business meeting, the Kaipātiki Local Board requested staff investigate the option of establishing a topic area lead for the oversight of the Unlock Northcote project (resolution number KT/2019/238). The Northcote Unlock project, led by Panuku Development Auckland and involving external organisations, seeks to regenerate Northcote through the following four key moves:

· Town Centre – creating a vibrant heart

· Lake Road – creating a great urban street

· A greenway – a network of public open space

· Housing – increasing density, choice and tenure mix.

4. A topic area lead would have the following responsibilities:

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

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

· maintain relationships with key stakeholders

· understand relevant community needs and preferences.

5. A topic area lead does not include:

· decision-making authority - unless a delegation to make specific decisions is separately resolved

· any additional powers to those held by the local board

· authority to direct council or CCO staff.

6. The establishment of a topic area lead includes the following risks that may need to be addressed through a role description if appointed:

· direction or views of a topic area lead may not reflect those of the full local board

· direction from a topic area lead may result in duplication of work

· knowledge and information may be retained with the topic area lead

· discussions may occur at the management or operational level if a clear governance purpose isn’t identified.

7. If the local board decides to appoint a topic area lead, it is recommended that the two-monthly Unlock Northcote workshops with the full local board continue.

Appointments to external organisations - Chelsea Regional Park Association Incorporated

8. At its 11 December 2019 business meeting, the local board made appointments to eleven external organisations which historically have requested an appointment be made (resolution number KT/2019/238). The local board made a further appointment to one more external organisation at its 19 February 2020 business meeting. These appointments are currently limited to organisations that receive annual contract grants from the board.

9. On 13 November 2020 a letter was received from Chelsea Regional Park Association Incorporated requesting the local board consider making an appointment in a liaison role to be part of the management committee deliberations.

10. As Chelsea Regional Park Association Incorporated does not receive an annual contract grant from the local board, a liaison appointment would be a deviation from the board’s current approach. There is a risk that an appointment of a liaison could set a precedent for other external organisations to seek an appointment, which would likely be beyond the capacity of the members. Should the board make an appointment, it is therefore suggested that a reason for the appointment to this non-annual contract grant recipient is provided.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) consider appointing a local board member, and alternate, as the Unlock Northcote topic lead for the 2019-2022 political term.

b) agree the purpose of the Unlock Northcote topic lead role is to provide governance oversight in order to enable effective and efficient decision-making by the Kaipātiki Local Board, and agree the role consists of the following responsibilities and expectations:

i) providing updates on local board activities, plans and projects to Panuku Development Auckland, as the lead agency of Auckland Council on the Unlock Northcote project, and as required to other project stakeholders, such as Kāinga Ora and community lease holders

ii) communicating with the other local board members by providing information on the activities, plans and projects relating to Unlock Northcote, preferably in the form of a Members Report on a business meeting agenda which maintains public transparency

iii) ensuring that the collective local board view on issues is represented in all interactions and communication

iv) taking the lead in drafting feedback on matters relating to the Unlock Northcote project by seeking the views and preferences of all members prior to the local board formally considering its feedback

v) being the first point of contact, from a governance perspective, for matters relating to the Unlock Northcote project

vi) committing to attend Unlock Northcote stakeholder and community meetings when invited

vii) being responsive in communication with Panuku Development Auckland and other project stakeholders.

c) acknowledge that the role of the Unlock Northcote topic lead:

i) is not a decision-making role, unless the local board separately resolves a delegation to make specific decisions on behalf of the local board

ii) does not provide any additional powers to those held by the local board

iii) does not have authority to direct council or CCO staff.

d) consider an appointment to the Chelsea Regional Park Association Incorporated as listed in the table below for the 2019-2022 political term, noting that:

i) appointments will be reviewed at the 17 March 2021 business meeting

ii) the board has limited appointments for the 2019-2022 political term to organisations that receive annual contract grants from the board and that the community organisation below would be an exception to that position:

External organisation	Member	Reason for appointment
Chelsea Regional Park Association Incorporated

e) note the local board agreed at its 11 December 2019 meeting (Resolution number KT/2019/238) that to avoid potential conflicts of interest, elected members appointed to any outside organisation do not exercise any voting rights conferred by the organisation.

f) note the local board agreed at its 11 December 2019 meeting (Resolution number KT/2019/238) that the role of being the appointed member to the external organisation comprises of:

i) providing updates to the external organisation on Auckland Council and local board activities, plans and projects

ii) communicating to the other local board members by providing information on the activities, plans and projects of the external organisation, preferably in the form of a Members Report on a business meeting agenda which maintains public transparency

iii) ensuring that the collective board views on issues is represented

iv) being the first point of contact, from a governance perspective, for the external organisation

v) committing to attend most of the external organisation’s governance meetings

g) being responsive in communication with the external organisation.

Horopaki

Context

Topic area lead – Unlock Northcote

11. At the end of each electoral triennium the Local Board Services (LBS) department undertakes a review of the work practices of, and organisational support provided for, local boards and how this supports them in their governance role. As the governance model has matured over recent years, improved support and delivery from the organisation have enabled local board members’ time to be used in a more effective and efficient manner.

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

· set direction and policy

· set priorities

· make significant decisions

· test advice

· monitor performance and risk

· connect with and represent the community

· be accountable to the public.

13. During the 2016-2019 triennium review, feedback was gathered from local board members and staff from LBS and other council departments and council-controlled organisations (CCOs) who work with local boards. Feedback was received on the concept of having topic area leads. Both positives and negatives were identified. The findings from the review have informed the analysis and advice section of this report.

14. At its 11 December 2019 business meeting, the Kaipātiki Local Board requested staff investigate the option of establishing a topic area lead for the oversight of the Unlock Northcote project, and report back to the local board for consideration (resolution number KT/2019/238). Key pieces of work following the 11 December 2019 meeting such as the 2020 Local Board Plan, Local Board Agreement 2020/2021, and the Emergency Budget has meant this investigation has taken longer than expected to be completed and reported back to the local board.

15. The Northcote Unlock project seeks to regenerate Northcote, and is focused around the following four key moves:

· Town Centre – creating a vibrant heart

· Lake Road – creating a great urban street

· A greenway – a network of public open space

· Housing – increasing density, choice and tenure mix.

16. The Unlock Northcote project area is centred on the town centre, but also takes in the adjoining residential neighbourhoods bounded by Ocean View Road to the north, Raleigh Road and Exmouth Road to the south, College Road to the east and Ocean View Road to the west.

17. Panuku Development Auckland are the council’s lead delivery agency in Northcote (resolution number AUC/2016/23), however it is noted that realising the outcomes from the Unlock Northcote project will require collaboration in a timely and effective way with mana whenua, government agencies (particularly Kāinga Ora, Ministry of Education), local communities and the wider council family.

Appointments to external organisations - Chelsea Regional Park Association Incorporated

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

19. At its 11 December 2019 business meeting, the local board received a report titled ‘Appointment of local board members to external community organisations’, which provided advice on the context, background and process to make appointments to external community organisations.

20. At that business meeting the local board made appointments to eleven external organisations which historically have requested an appointment be made (resolution number KT/2019/238). The local board made a further appointment to one more external organisation at its 19 February 2020 business meeting. The board also agreed at this meeting that the appointments will be reviewed at the 17 March 2021 Kaipātiki Local Board business meeting.

21. On 13 November 2020 a letter was received from Chelsea Regional Park Association Incorporated requesting the local board consider making an appointment in a liaison role to be part of the management committee deliberations. A copy of this letter is provided as Attachment A to this report.

Tātaritanga me ngā tohutohu

Analysis and advice

Topic area lead - Unlock Northcote

22. At its 20 November 2019 business meeting, the local board endorsed the approach of effectively and efficiently managing the governance work of the local board for the 2019-2022 triennium, including:

· maintaining a key focus on annual work programmes and their implementation through quarterly reporting and regular workshops with the whole local board, with decisions made at business meetings (resolution number KT/2019/218).

23. This was the recommended approach, reflecting the priority work of the local board and the focus of the organisation’s staff and resources.

24. As per the endorsed approach, the local board currently maintains governance oversight and input on the Unlock Northcote project through workshops scheduled every two months. Panuku Development Auckland is responsible for co-ordinating and facilitating relevant and timely updates from various council departments and external stakeholders to the local board.

25. An optional addition to the above approach identified in the 20 November 2019 business meeting, although not recommended, was the establishment of local board topic area leads. The role of the topic leads would be to:

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

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

· maintain relationships with key stakeholders

· understand relevant community needs and preferences.

26. Topic leads could also:

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

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

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

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

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

28. The following risks of establishing topic area leads were identified for the local board to consider:

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

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

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

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

29. These risks could be addressed by:

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

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

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

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

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

· respond to constituent enquiries relevant to the topic area

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

31. If the local board decides to appoint a topic area lead, it should be acknowledged that the role is not by default a decision-making role. The local board could however at some point decide to separately resolve a delegation to make specific decisions on behalf of the local board. The role also does not provide any additional powers to those held by the local board and it does not have authority to direct council or CCO staff.

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

33. If the local board decides to appoint a topic area lead, it is recommended that the two-monthly Unlock Northcote workshops with the full local board continue.

Appointments to external organisations - Chelsea Regional Park Association Incorporated

34. When making decisions about appointments to external organisations, it is suggested that local board is mindful of:

· the elected members’ availability

· any conflicts of interest, including whether the local board provides funding to the entity

· relevance

· historical relationship with the organisation and Auckland Council.

35. The Kaipātiki Local Board was provided advice at its 21 June 2017 business meeting regarding how relationships with external organisations could be managed. This was in response to the local board having a number of ad-hoc appointments based on historic arrangements and requests. The options to manage the relationships with external organisations included:

· do nothing and do not make further appointments

· continue historical practice with respect to appointments

· governance to governance periodic meetings

· use an umbrella group to manage relationships with particular sectors

· expand the community hui approach used in some of the local board plan pre-draft adoption stakeholder consultation

· encourage groups to attend Community Forum

· use social media to reach out to community groups.

36. Historically there were only a small number of outside organisation appointments, however most options reviewed were not scalable should an increased number of external organisations request that liaison appointments be made.

37. Each approach had advantages and disadvantages. These advantages and disadvantages are often dependent on the context within which the outside organisation operates and its relationship with council. These options have been assessed as providing the following advantages and disadvantages:

Option

Advantages

Disadvantages

Do nothing and don’t make a formal appointment.

No board resources required.

May signal a lack of importance and political interest to organisations where no appointment is made.

Make an appointment on request.

Meets historical obligations.

Creates a direct link between the local board and the organisation.

May become impossible for local board members to resource if the numbers of organisations seeking appointments increase.

Small risk of ‘filtering’ of information by individual board members

Hold a governance to governance meeting periodically with each organisation.

Signals the importance of an organisation to the board.

All board members able to be involved.

Difficult to schedule due to the availability of multiple individuals.

Will occur at most once a year and this may not be at a time relevant to either the board or the organisation.

Utilise an umbrella group which includes most organisations active in that particular sector as the conduit for a relationship e.g. Kaipātiki Restoration Network.

Uses elected member time more efficiently as they meet with multiple organisations simultaneously.

All board members able to be involved.

There are only two active umbrella organisations in the board area:

· Peest-Free Kaipātiki (formally Kaipātiki Restoration Network)

· the social sector Multi-agency strategic team (MAST) group.

Further umbrella networks would need to be established to cover all the historic relationships.

Individual organisation’s voices may not be heard in a group environment.

Individual organisations may not be comfortable discussing some issues in a semi-public environment.

Would be difficult for all board members to be involved in all umbrella groups, should multiple umbrella groups appear covering more sectors of the community.

Continue and develop the sector hui approach used for the pre-draft local board plan discussion as a way of periodically ‘checking in’ with external organisations.

Provides a vehicle for the board to engage with multiple organisations simultaneously.

Attendance would need to be improved.

Individual organisation’s voices may not be heard in a group environment.

Individual organisations may not be comfortable discussing some issues in a semi-public environment.

Invite organisations to address the board at Community Forum, and actively promote the opportunity.

Provides a formal structured opportunity to present issues to the board.

There may be some issues that organisations are uncomfortable discussing in a public venue.

Community Forum doesn’t provide a real opportunity for a ‘two-way conversation’ between the board and the organisation.

Better communication from the board to the organisation via social media or other channels.

A consistent message and ‘story’ can be provided.

Primarily one-way communication from the board to the organisation.

38. No single approach was identified as being universally applicable to all external organisations due to the wide range of activities that community organisations undertake.

39. For the 2016 – 2019 political term the board decided to limit appointments to organisations that receive annual contract grants from the local board. This meant declining appointing liaisons to some external organisations it had historically done. This approach has continued to date for the 2019-2022 political term.

40. For the 2019-2022 political term, the local board also agreed the following set of expectations of members undertaking their role as local board appointments:

· providing updates to the external organisation on Auckland Council and local board activities, plans and projects

· communicating to the other local board members by providing information on the activities, plans and projects of the external organisation, preferably in the form of a Members Report on a business meeting agenda which maintains public transparency

· ensuring that the collective board views on issues is represented

· being the first point of contact, from a governance perspective, for the external organisation

· committing to attend most of the external organisation’s governance meetings

· being responsive in communication with the external organisation.

41. Should the local board decide to appoint a liaison to Chelsea Regional Park Association Inc, it is suggested that a reason for the appointment to this non-annual grant recipient is included to assist with decisions in future.

Tauākī whakaaweawe āhuarangi

Climate impact statement

42. This report is procedural in nature so does not have direct climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

45. In light of this, Local Board Services has provided consistent advice and recommendations on work practices to all local boards to consider when making decisions on how they will manage their governance work for the 2019-2022 triennium.

46. Feedback was sought from Panuku Development Auckland on the establishment of a topic area lead for Unlock Northcote. Because of the risks identified in this report, Panuku is unsure that this role adds value when compared with receiving feedback from the local board as a whole, especially as the role does not have delegation for decision-making. It is supportive of developing a high-level role description to help mitigate these risks if a topic area lead is selected and will work co-operatively with the lead person going forward. It is supportive of continuing the bi-monthly Unlock Northcote workshops with the Kaipātiki Local Board to provide regular updates and cover any upcoming decisions.

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

Local impacts and local board views

47. The local board endorsed an approach of effectively and efficiently managing the governance work of the local board for the 2019-2022 triennium at the beginning of the term, at its 20 November 2019 business meeting. This report seeks direction on an approach which would vary the management of governance work for the Unlock Northcote project.

48. The local board made appointments to external organisations for the 2019-2022 triennium at the beginning of the term, at its 11 December 2019 business meeting. This report seeks a decision on an appointment to an additional external community organisation.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

50. 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

51. The following risks were identified should the local board decide to appoint a topic area lead:

· direction or views of a topic area lead may not reflect those of the full local board

· direction from a topic area lead may result in duplication of work

· knowledge and information may be retained with the topic area lead

· discussions may occur at the management or operational level if a clear governance purpose isn’t identified.

52. The above risks associated to the appointment of a topic area lead could be addressed by:

· using the workshop process to keep all local board members updated and for governance direction

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

53. Regarding an appointment to Chelsea Regional Park Association Incorporated, there is a risk that an appointment to an external organisation that doesn’t receive an annual contract grant could set a precedent for other external organisations wanting to seek appointments of the local board. The local board wouldn’t have capacity should an increased number of external organisations request that liaison appointments be made This risk could be addressed by clearly specifying the reason(s) why Chelsea Regional Park Association Incorporated requires a liaison appointment.

54. 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

55. Local Board Services staff will inform Panuku Development Auckland and Chelsea Regional Park Association Incorporated of the decision on the appointments, including name of the local board member if appointed. They will also inform the local board representative of the next meeting time, date and location if relevant.

56. If an Unlock Northcote topic lead is appointed, the method and frequency of updates with the lead on the project will be discussed and agreed with Panuku.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	9 December 2020 - Chelsea Regional Park Association Inc. letter seeking appointment	115

Ngā kaihaina

Signatories

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

Kaipātiki Local Board

09 December 2020

Kaipātiki Local Grants Round Two 2020/2021 grant allocations

File No.: CP2020/17108

Te take mō te pūrongo

Purpose of the report

1. To provide the Kaipātiki Local Board with information on applications in Kaipātiki Local Grants Round Two 2020/2021; to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Kaipātiki Local Grants Round Two 2020/2021 (refer to Attachment B of the agenda report).

3. The Kaipātiki Local Board adopted the Kaipātiki Local Grants Programme 2020/2021 on 20 May 2020. The document sets application guidelines for contestable grants submitted to the local board (refer Attachment A of the agenda report).

4. The local board has set a total community grants budget of $129,063 for the 2020/2021 financial year. A total of $57,350 was allocated to Kaipātiki Local Grants Round One 2020/2021.This leaves a total of $71,713 to be allocated to two local grant rounds.

5. Twenty-two applications were received for Kaipātiki Local Grants Round Two 2020/2021, requesting total amount of $181,403.

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) agree to fund, part-fund, or decline each application in Kaipātiki Local Grants Round Two 2020/2021 listed in the following table:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2108-201	Art Yoga	Arts and culture	Towards the delivery of The Conscious Lab at Glenfield Library, including art resources and staff wages	$1,000.00	Eligible
LG2108-207	The Korean Society of Auckland Incorporated	Arts and culture	Towards the annual Korean cultural festival in March 2021, including venue hire and programme costs	$15,000.00	Eligible
LG2108-209	Yeon Hyang Hoe '"under the umbrella of Kaipātiki Community Facilities Trust"	Arts and culture	Towards the cost of calligraphy items, venue hire and books for the 'Oriental Brush Calligraphy' exhibition between January and February 2021	$1,500.00	Eligible
LG2108-203	Grief Support and Education Charitable Trust	Community	Towards the cost of forty subsidised counselling sessions between January and June 2021	$4,800.00	Eligible
LG2108-205	Pet Refuge New Zealand Charitable Trust	Community	Towards the internal fitout for the establishment of a pet refuge shelter	$5,000.00	Eligible
LG2108-208	Multiples Auckland North	Community	Towards the purchase of steel shelving, monthly storage hire, and insurance costs for Multiples Auckland North	$4,464.00	Eligible
LG2108-210	Mata of Hope New Zealand	Community	Towards venue hire, catering and gift card costs for the community raffle draw between January and March 2021	$1,000.00	Eligible
LG2108-211	Every Body is a Treasure Charitable Trust	Community	Towards the facilitation costs of the Click Happy photography programme for young people in the North Shore	$6,000.00	Eligible
LG2108-214	Northcote Toy Library Incorporated	Community	Towards wages and rent between January and June 2021	$5,580.00	Eligible
LG2108-215	Youthline Auckland Charitable Trust	Community	Towards the cost for supervision and clinical support for volunteer counsellors at Youthline	$4,000.00	Eligible
LG2108-216	Blue Light Ventures Incorporated	Community	Towards the printing and production costs of 383 "Street Smart" life skills resource handbooks for Year 13 students in Glenfield, Birkenhead, and Northcote Colleges	$1,340.50	Eligible
LG2108-218	Totaravale Playcentre	Community	Towards the costs of flooring at the Totaravale Playcentre	$4,497.50	Eligible
LG2108-221	Children's Autism Foundation	Community	Towards the delivery of autism community workshops, including venue hire, travel and mileage, resources, refreshments, volunteers, co-ordinators and administrators' costs	$2,138.00	Eligible
LG2108-224	Auckland Regional Migrant Services Charitable Trust	Community	Towards the staff salary for the “WISE Collective hub” at North De Paul House	$6,000.00	Eligible
LG2108-226	Dance Therapy NZ	Community	Towards the delivery of “STARS North Shore” workshops between February and July 2021, including venue hire, facilitation, coordination, supervision, client support and liaison, equipment and administration costs	$4,443.00	Eligible
LG2108-227	YMCA North Incorporated	Community	Towards the delivery of the North Shore Raise Up programme between January and May 2021, including the crew and volunteer costs	$10,000.00	Eligible
LG2108-213	Sunnybrae Normal School	Environment	Towards plants, traps and materials and labour for the construction of a boardwalk, seating area and fale	$10,000.00	Eligible
LG2108-220	Birkdale Intermediate School	Environment	Towards the establishment of a community garden at Birkdale Intermediate School	$71,000.00	Eligible
LG2108-223	Chelsea Heritage Estate Regional Park Association	Environment	Towards water quality sampling, testing and reporting	$3,950.00	Eligible
LG2108-204	Birkenhead Bowling Club Incorporated	Sport and recreation	Towards an upgrade of the concrete fence at the club.	$4,690.00	Eligible
LG2108-219	Rosedale Park Sports Charitable Trust	Sport and recreation	Towards an upgrade of the Rosedale Park club facility, including the meeting rooms and flooring	$14,000.00	Eligible
LG2108-225	Birkenhead Sea Scouts	Sport and recreation	Towards maintenance supplies for the safety boats at Birkenhead Sea Scouts	$1,000.00	Eligible
Total				$181,403.00

Horopaki

Context

6. 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. 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 Kaipātiki Local Board adopted its grants programme for 2020/2021 on 20 May 2020 (refer Attachment A of the agenda report). The document sets application guidelines for contestable grants.

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 and community networks.

Tātaritanga me ngā tohutohu

Analysis and advice

11. 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

12. The Local Board Grants Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by local residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; increasing access to single-occupancy transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. Based on the main focus of an application, a subject matter expert from the relevant department will provide input and advice. The main focus of an application is identified as arts, community, events, sport and recreation, environment or heritage.

14. 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

15. Local boards are responsible for the decision-making and allocation of local board community grants. The Kaipātiki Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the Kaipātiki Local Board Community Grant Programme 2020/2021.

16. 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”.

17. A summary of each application received through Kaipātiki Local Grants Round Two 2020/2021 (refer Attachment B of the agenda report) is provided.

Tauākī whakaaweawe Māori

Māori impact statement

18. The local board grants programme aims to respond to Auckland Council’s commitment to improving Maori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Maori. Auckland Council’s Maori Responsiveness Unit has provided input and support towards the development of the community grant processes.

Ngā ritenga ā-pūtea

Financial implications

19. The allocation of grants to community groups is within the adopted Long-term Plan 2018-2028 and local board agreements

20. The local board has set a total community grants budget of $129,063 for the 2020/2021 financial year. A total of $57,350 has been allocated to Kaipātiki Local Grants Round One 2020/2021.This leaves a total of $71,713, to be allocated to two local grant rounds.

21. Twenty-two applications were received for Kaipātiki Local Grants round two 2020/2021, requesting total amount of $181,403.

22. Relevant staff from Auckland Council’s Finance Department have been fully involved in the development of all local board work programmes, including financial information in this report, and have not identified any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. 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

24. Following the Kaipātiki Local Board allocation of funding for Local Grants Round Two 2020/2021, grants staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - Kaipātiki Local Board Grants Programme 2020/2021	125
b ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - Kaipātiki Local Grants Round Two 2020/2021 grant applications	129

Ngā kaihaina

Signatories

Authors

Erin Shin - Senior Grants Advisor

Authorisers

Marion Davies - Grants and Incentives Manager

Eric Perry - Local Area Manager

Kaipātiki Local Board

09 December 2020

PDF Creator

Kaipātiki Local Board

09 December 2020

Adoption of Kaipātiki Local Board 2021 – 2022 business meeting schedule

File No.: CP2020/16401

Te take mō te pūrongo

Purpose of the report

1. To adopt the Kaipātiki Local Board meeting schedule for the remainder of 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. At the Kaipātiki Local Board business meeting on 19 February 2020, the board resolved its 2020 business meeting schedule. At the time of resolution, the board indicated that the business meeting schedule for the rest of the 2019 – 2022 electoral term will be considered at the 9 December 2020 business meeting (resolution number KT/2020/11):

“Resolution number KT/2020/11

MOVED by Deputy Chairperson D Grant, seconded by Member M Kenrick:

That the Kaipātiki Local Board:

a) adopt the following meeting schedule for 2020 as outlined below:

Year	Day	Date	Start Time	Location
			10.00am	Kaipātiki Local Board Office, 90 Bentley Avenue, Glenfield
2020	Wednesday	18 March
	Wednesday	15 April
	Wednesday	6 May
	Wednesday	20 May
	Wednesday	17 June
	Wednesday	15 July
	Wednesday	19 August
	Wednesday	16 September
	Wednesday	21 October
	Wednesday	18 November
	Wednesday	9 December

b) note the board will consider the business meeting schedule for the remainder of the 2019-2022 political term at the 9 December 2020 business meeting.

CARRIED

Secretarial note: under Standing Order 1.9.7 Chairperson J Gillon, Member P Gillon and Member A Tyler requested their votes be recorded against resolution 17 a)”

5. The local board resolved its 2020 community forum meeting schedule on 20 November 2019. At the time of resolution, the board indicated that the community forum schedule for the rest of the 2019 – 2022 electoral term will be considered at the 9 December 2020 business meeting (resolution number KT/2019/223):

Resolution number KT/2019/223

That the Kaipātiki Local Board:

b) confirm one community forum meeting every second month, generally held on the fourth Wednesday of the month, commencing at 6.00pm and held at various locations around the Kaipātiki Local Board area, noting that the primary purpose is to engage with the public via public forum, deputations and reporting from community organisations, and also to consider any items of business that need to be considered due to time constraints, or that are more appropriately dealt with at community forum as below:

c) note the board will consider the community forum schedule for the remainder of the 2019-2022 political term in December 2020, reflecting on the frequency and effectiveness of varied locations during the first 12-month period.

d) confirm 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.

CARRIED

6. It is recommended one community forum meeting to be held every second month, generally on the fourth Wednesday of each month and commencing at 6.00pm. The community forum is also recommended to be held at the Kaipātiki Local Board office with the primary purpose to engage with the public via deputation and reporting from community organisations, and also to consider any items of business that need to be considered due to time constraints, or that are more appropriately dealt with at community forum.

7. During 2020, the COVID-19 pandemic impacted the ability for the local board to host meetings in a physical location, with several meetings having to be cancelled or held virtually via Skype for Business. It is unclear exactly how meetings will function in 2021, due to a chance there could be a recurrence of COVID-19 in the community before a vaccine is available. It is anticipated that there may still be a need or desire for attendance via electronic means. This requirement should be able to be accommodated in the local board office in Glenfield. The board also amended its standing orders, by including a new Standing Order to enable public attendance via audio link or audio-visual link at the business meeting on 11 May 2020 (resolution number KT/2020/56).

8. The ability to enable attendance via electronic means cannot be guaranteed outside the local board office and, so it is advised that the 2021 – 2022 community forum meeting locations be held at the Kaipātiki Local Board office in Glenfield.

9. It is worth noting that the local board had approved hosting community forums at locations outside the local board office as a trial to assess the effectiveness of this approach. However, due to potential impacts from COVID-19 resulting from things such as any further restrictions or a reluctance to attend public gatherings, this impacted the ability to accurately assess the trial’s effectiveness. For this reason, the locations of the 24 June 2020, 26 August 2020 and 28 October 2020 forum meetings were held at the Kaipātiki Local Board office (resolution number KT/2020/101). As the trial of community forums at locations outside the local board office was unable to occur, and we are now coming up to half way through the term, it is recommended the remainder of community forum meetings for the term are held at the local board office in Glenfield.

10. A draft meeting schedule for the remainder of the 2021-2022 electoral term business meetings and community forum has been developed and is included in Attachment A of the agenda report for adoption by the local board.

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

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

Ngā tūtohunga

Recommendation/s

That the Kaipātiki Local Board:

a) adopt the meeting schedule outlined in Attachment A to the agenda report, consisting of:

i) one business meeting per month, generally to be held on the third Wednesday of each month, commencing at 10.00am at the Kaipātiki Local Board Office, 90 Bentley Avenue, Glenfield, to consider the general business of the board.

ii) 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.

iii) one community forum meeting every second month to be held on the fourth Wednesday of each month, commencing at 6.00pm at the Kaipātiki Local Board Office, 90 Bentley Avenue, Glenfield.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	9 December 2020 - Kaipātiki Local Board Business Meeting - 2021/2022 Kaipātiki Local Board business meeting schedule	229

Ngā kaihaina

Signatories

Authors	Jacinda Short - Democracy Advisor
Authorisers	Eric Perry - Local Area Manager

Chairperson	John Gillon
Deputy Chairperson	Danielle Grant, JP
Members	Paula Gillon
	Ann Hartley, JP
	Melanie Kenrick
	Cindy Schmidt
	Andrew Shaw
	Adrian Tyler

Authors	Jacinda Short - Democracy Advisor - Kaipātiki
Authorisers	Eric Perry – Local Area Manager