2 Apologies
At the close of
the agenda no apologies had been received.
3 Declaration
of Interest
Members
are reminded of the need to be vigilant to stand aside from decision making
when a conflict arises between their role as a member and any private or other
external interest they might have.
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 extraordinary
minutes of its meeting, held on Wednesday, 26 October 2022, 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 David
Innes
|
|
Te take mō te pūrongo
Purpose
of the report
1. To
acknowledge the passing of prominent local Kaipātiki resident David
Innes on Saturday 15 October 2022 and express its sincere condolences to the
Innes family.
Whakarāpopototanga matua
Executive
summary
2. David
Innes was a widely respected member of the community and founded Kaipātiki
Sounds. This is an annual event showcasing performances from Northcote,
Birkenhead, and Glenfield Colleges.
3. David
was also the Chairperson of Kaipātiki Public Arts Trust and was
Executive Director of CAANZ (Commercial Communications Council).
4. The Kaipātiki
Local Board would like to acknowledge the passing of David Innes and express
its sincere condolences to the Innes family.
|
|
Ngā tūtohunga
Recommendation/s
That the Kaipātiki Local
Board:
a) acknowledge
the passing of David Innes and express its sincere condolences to the Innes
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.
|
8.1 Northart
|
|
Te take mō te pūrongo
Purpose
of the report
1. The
purpose of this deputation is to update the Kaipātiki Local Board
regarding Northart.
Whakarāpopototanga matua
Executive
summary
2. Lindsay
Waugh, Elected Member of Northart, will be in attendance to address the board
on this item.
|
|
Ngā tūtohunga
Recommendation/s
That the Kaipātiki Local
Board:
a) receive
the deputation from Northart and thank Lindsay Waugh for her presentation.
|
9 Public
Forum
A period of
time (approximately 30 minutes) is set aside for members of the public to
address the meeting on matters within its delegated authority. A maximum of 3
minutes per item is allowed, following which there may be questions from members.
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.”
|
Kaipātiki
Local Board
16 November
2022
|
|
Local
board appointments and delegations for the 2022-2025 electoral term
File No.: CP2022/15493
Te take mō te
pūrongo
Purpose of the report
1. To
make internal appointments and delegations to manage the workload and enable
the discharge of duties and responsibilities in a timely manner.
Whakarāpopototanga matua
Executive summary
2. Local
boards are responsible for a wide range of council decisions. As per their
legislative role, most of these decisions relate to non-regulatory
responsibilities of the council allocated to local boards.
3. In
the first term of Auckland Council, all 21 local boards (and the Governing
Body) made a general delegation to the Chief Executive of all their
responsibilities, duties and powers subject to the exclusions, restrictions and
clarifications set out in the Chief Executive’s Delegations Register. The
exercise of responsibilities, duties and powers delegated from local boards is
subject to the Local Board Delegation Protocols (Protocols). The
Protocols require a range of decisions to be reported to the local board and
require that certain decisions made by staff be subject to consultation with
the local board, through a nominated local board member (or portfolio holder).
4. Local
boards have also been delegated some decisions relating to regulatory processes
from the Governing Body. These include giving input into the resource consent
process and making objections to liquor licence applications. Some of these
decisions are subject to statutory timeframes, so having individual members
take the lead on such matters ensures the local board can participate
effectively in these processes.
5. To
enable effective and efficient decision-making, it is appropriate that
individual members undertake the following duties and responsibilities:
a) Provision
of local board views and feedback during staff consultation on general
landowner approvals
b)
Provision of local board views and feedback during staff consultation on
activities that are subject to regulatory approval e.g film applications and
events
c) Provision
of formal feedback on resource consent-related matters, specifically input
into resource consent notification decisions and provision of local board
views, if any, on publicly notified resource consents; includes providing
views, if required, on any council decisions relating to the COVID-19 Recovery
(Fast-track Consenting) Act 2020
d) Preparation
of and submission of objections, if any, to liquor licence applications and
authority to speak at relevant hearings, if required
e) Representation
at meetings of joint committees, working groups and other bodies which the
local board is a party of or invited to.
Ngā tūtohunga
Recommendation/s
That the Kaipātiki Local
Board:
a) kopou /
appoint a nominated contact, and an alternate, for staff consultations over
landowner approval applications (excluding applications for filming and events)
b) kopou /
appoint a nominated contact, and an alternate, for staff consultation on
applications for filming, events and other activities on local parks and local
facilities that also require regulatory approval
c) kopou
/ appoint a lead, and an alternate, for liquor licence matters and delegate
authority to that member, including any alternate, to prepare and provide
objections, if any, and speak to any local board views at any hearings on
applications for liquor licences
d) kopou /
appoint a lead, and an alternate, on resource consent matters and delegate
authority to that member, including any alternate, to:
(i) provide
the local board views, if any, on whether a resource consent should proceed as
a non-notified, limited notified or fully notified application
(ii) prepare
and provide local board’s views, if any, on notified resource consents
and speak to those views at any hearings if required
(iii) provide
the local board’s views on matters relating to or generated by the
COVID-19 (Fast-track Consenting) Act 2020 while this legislation remains in
force
e) kopou /
appoint a representative, and an alternate, to meetings of the LGNZ Auckland
Zone and to take the lead on matters relating to this forum
f) tautapa
/ delegate authority to the Chairperson to work with other Local Board
Chairpersons to select shared representatives to council working groups,
working parties and other internal bodies, where there is a limited number of
local board representatives to be selected from amongst all 21 or clusters of
local boards
g) kohuki /
consider any other appointments and delegations that may be appropriate, to
manage the workload and responsibilities of the local board.
Horopaki
Context
6. To
enable the effective and efficient conduct of a local board’s business,
the Local Government Act 2002 (the Act) provides that a local board may
delegate to a committee, subcommittee, or member of the local board, or to an
officer of council, any of its responsibilities, duties, or powers, except for
the exceptions listed in clause 36D, schedule 7 of the Act. The
responsibilities that cannot be delegated include the duty to identify and
communicate the interests and preferences of the people in the local board area
in relation to the content of the strategies, policies, plans and bylaws of
Auckland Council.
7. It
is standard practice for local boards to delegate responsibilities for specific
tasks and duties to individual members, to enable those tasks and duties to be
discharged in a timely manner.
8. Local
boards have also made general delegations to the Chief Executive which enable
staff to make a range of other decisions on behalf of the local board. Some
decisions delegated to the Chief Executive are conditional on consultation with
the local board, so this report includes appointments of representatives with
whom staff can consult and seek local board views from.
Tātaritanga me ngā
tohutohu
Analysis and advice
9. Local
boards have been allocated decision-making responsibility for various
non-regulatory activities including the use of and activities within local
parks and local community and recreation facilities. Considering and
determining requests by the public and other third parties for the use of these
parks and facilities is therefore within the allocated responsibilities of
local boards. Auckland Council refers to these decisions as “landowner consents”
or “landowner approvals”.
10. Through the
general delegation to the Chief Executive, all local boards have delegated
landowner approval decisions to staff subject to consultation with the local
board. This enables this customer-facing process to be administered
efficiently.
11. The Protocols
provide that the nominated local board member can request staff (who are
undertaking the consultation) to refer the landowner approval applications to a
local board business meeting for a decision. This approach is typically
exercised sparingly and in relation to controversial issues of particular
interest to the local board or local community. Referring the matter to the
local board for decision adds a considerable amount of time and resource to the
process as it requires staff to follow the reporting timeframes for business
meetings and slows down council’s response to the customer.
12. Separately
Auckland Council takes regulatory decisions in relation to applications made
under its Bylaws and the Resource Management Act 1991. Regulatory decisions sit
with the Governing Body and are often delegated to staff or to independent
commissioners. Before taking decisions, the Governing Body must consider the
views and preferences expressed by a local board where the decisions affect the
local board area.
13. This report
recommends the appointment of local board members to take the lead on providing
these approvals and views.
General landowner approvals
14. The role of
the local board’s nominated lead for general landowner approvals is to be
the point of consultation for staff. The lead’s responsibility is to:
· receive
information about the proposed activity which requires landowner approval;
· provide
views, if any, about the impact of the proposal on the local park and the local
community;
· maintain
a focus on governance matters noting that staff who maintain the park and
undertake operational duties will be identifying the relevant operational
issues;
· ensure
that reasons are given to support the views based on relevant (and not
irrelevant) considerations;
· consult
other members of the local board, if appropriate, and collate their feedback,
if any, to give to staff;
· provide
views, if any, in a timely manner (staff recommend nominated leads strive to
provide feedback within 5 days if possible): and
· provide
regular updates to the local board on landowner approval applications received
as appropriate.
15. The exercise
of council’s general powers to make landowner decisions is not
unconstrained. Whether taken by staff or at the full local board level,
decision-makers must ensure decisions are made in accordance with statutory and
common and public law principles.
Filming
16. Screen
Auckland (part of Tātaki Auckland Unlimited) is the agency in charge
of permitting applications for filming in the Auckland region. They also
facilitate the request for landowner approvals relating to film applications.
17. Due to recent
growth in screen industry activity, Screen Auckland is now processing
approximately 1000 permit applications per year. This number is predicted to
continue to increase as the film industry recovers from COVID-19 restrictions.
18. Screen
Auckland’s service level commitment is to process film applications
within three to five working days. These timeframes reflect the nature of this
industry and is in line with the ‘film-friendly’ direction in the
Auckland Film Protocols, but adds pressure to internal consultation processes.
19. The
recommended timeframe for consulting with local boards on filming applications
is two working days. These tight timeframes also mean that referring the matter
to the full local board will most likely result in cancellation of the
application as applicants will likely just opt for a different location. In
this regard, to meet council’s service level commitments, the local
boards are being encouraged not to refer film applications to the full local
board for consideration.
20. The role of
the local board’s film lead is to be the point of consultation for staff
processing applications for film permits on local parks. The lead’s
responsibility is to:
· receive
information about filming applications on local parks;
· provide
views, if any, on how the activity may impact the local park and local
communities;
· maintain
a focus on governance matters, noting that operational staff will be
identifying any operational issues;
· ensure
reasons are given to support the views and that these are based on relevant
(and not irrelevant) considerations;
· respond
within two working days (staff will assume the local board does not have any
feedback to give if there is no response received within this timeframe); and
· provide
updates to the local board on their nominated lead activities as appropriate.
Events
21. The Protocols
require that a nominated local board lead is consulted on behalf of the local
board on event applications that meet certain triggers. These triggers are:
· applications to hold events on council-owned
land in the local board area that require regulatory approval and involve one
or more of the following matters:
o complete
or substantial closure of the public open space
o more
than 500 people
o road
closure
o liquor
o ticketed
event.
22. The role of
the local board’s events lead is to be the point of consultation for
staff processing event permits on local parks. The lead’s responsibility
is to:
· receive
information about event application on a local park, when the above triggers
are met;
· provide
views, if any, on how the event activity may impact the local park and local
communities;
· maintain
a focus on governance matters noting that staff who maintain the park and
undertake operational duties will be identifying any operational issues, e.g.
need for traffic management etc;
· ensure
reasons are given to support the views and that these are based on relevant
(and not irrelevant) considerations
· respond
in a timely manner (staff recommend nominated leads strive to provide feedback
within 5 days, if possible); and
· provide
updates to the local board on their nominated lead activities as appropriate.
23. Staff are also required under the Protocols to
notify the nominated local board member of areas relating to the event that may
involve reputational, financial, performance or political risk and decisions to
approve events on council owned land in the local board area. The nominated
lead will be the primary point of contact for these communications.
Liquor licence matters
24. The District
Licensing Committees consider and grant or renew applications for liquor
licences and manager’s certificates. When a business applies for a new
liquor licence (on-licence, off-licence, club licence, or special licence) or a
renewal, these applications are publicly notified.
25. The Governing
Body has delegated to local boards the power to object to liquor licensing
applications under the Sale and Supply of Alcohol Act 2012 (resolution number
GB/2014/103).
26. Local boards
have 15 working days from the date of a public notice of liquor licence
applications (new or renewals) to provide an objection on the matter. The
District Licensing Committee is required to convene a public hearing whenever
an objection has been filed unless the application is withdrawn, the objector
does not require a public hearing or it believes that the objection is
vexatious and based on grounds outside the scope of the Sale and Supply of
Alcohol Act 2012.
27. As per the
practice in previous terms, this report recommends delegating responsibility to
an individual local board member to monitor public notices and lodge
objections, if required, on time.
28. The nominated
member’s authority extends to representing the local board at any public
hearing that considers the local board’s objection. Where the nominated
member is not available to attend a public hearing to speak to the local
board’s objection, the alternate member or chairperson or other member
agreed by the local board can represent the local board.
Input to resource consent matters
29. Decisions to
grant resource consents are regulatory decisions of the council that sit with
the Governing Body and are delegated to staff.
30. Governing
Body has resolved that local boards will be given the opportunity, within the
statutory timeframes, to provide feedback, if any, on whether resource consent
applications should be publicly notified (resolution number GB/2011/156).
31. Local boards
can also provide views on resource consent applications once they have been
notified, and may speak to these views at hearings.
32. Resource
consent processes are subject to statutory timeframes. To ensure the local
board can participate effectively in this process, it is recommended that the
local board appoint and authorise an individual member to take the lead in
developing and providing feedback when applications are received.
33. Local boards,
in previous terms, have identified a list of issues that automatically trigger
their feedback on resource consent matters. When these issues or
‘triggers’ present themselves in a resource consent application,
staff will email the nominated lead copies of applications for feedback. Local
board leads are encouraged to provide comments on the matter within 3 working
days.
34. Considerations
by the lead, on behalf of the local board, should include how or if the
proposed activity may adversely affect people in the local board area.
35. If the local
board desires, the nominated lead for resource consent matters can also be the
member in charge of assisting the local board in developing its feedback on
other planning matters, such as plan changes and notices of requirement. These
matters cannot be delegated so feedback, if any, must be decided on by the full
board.
Delegation to chairperson – selection of shared
representatives
36. From
time to time during the term, local boards may be invited to appoint a limited
number of representatives to working parties, advisory groups, and other
groupings that the Governing Body may set up. The selection of a small number
of people to represent many local boards requires local boards to work
together.
37. In
the previous term, chairpersons were critical to reaching these joint
decisions. Chairpersons can work as a selection committee (utilising their
monthly Chairs’ Forum) to discuss and agree jointly on shared
representatives for all local boards as and when required. In the previous
term, this was also process authorised by local boards for the selection of the
single local board representative to the Local Government New Zealand National
Council and a representative to the Establishment Unit Board for the light rail
project.
38. As
representatives of their local boards, chairpersons can also work together in
clusters to select representatives from different parts of the region, where
this is required.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
39. This report
recommends the appointment of nominated local board members to ensure that
council can undertake its operational and statutory duties in a timely manner,
while receiving local board input and decision-making in matters that are of
local importance.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
40. This report
seeks to appoint nominated local board members to perform specific functions.
41. Any local
board member who is appointed as a nominated board member should ensure that
they represent the wider local board views and preferences on each matter
before them.
Tauākī whakaaweawe
Māori
Māori impact statement
42. A decision of
this procedural nature is not considered to have a positive or negative impact
for Māori.
Ngā ritenga
ā-pūtea
Financial implications
43. 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
44. If local
boards choose not to appoint a nominated board member for landowner approvals,
film applications and events, staff will need to seek feedback from the
Chairperson. This could potentially lead to a busy workload for the
Chairperson, in addition to their existing duties.
45. If local
boards choose not to delegate to provide views on notified applications, there
is a risk that they will not be able to provide formal views prior to
submission closing dates and miss the opportunity to have their feedback
presented and heard at a hearing.
46. If local
boards choose not to delegate to provide their views on liquor licences, there
is a risk that they will not be able to provide formal views prior to closings
dates for submissions not coinciding with political meetings.
Ngā koringa ā-muri
Next steps
47. Nominated
local board members providing feedback will engage with staff acting in
accordance with the Local Board Delegation Protocols.
48. Training for
local board members will be offered on the Resource Management Act 1991 and the
preparation of effective feedback for applications notified as part of a
Resource Management Act 1991 process.
49. Nominated
local board members (and alternates) who are delegated the responsibility of
preparing and providing objections and speaking to the local board’s
objection at District Licensing Committee Hearings should sign-up to receive
alcohol notices. This will ensure that they hear about new applications as soon
as they are open for comment.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Authors
|
Shirley Coutts - Principal Advisor - Governance
Strategy
|
|
Authorisers
|
Louise Mason - General Manager Local Board Services
Eric Perry - Local Area Manager
|
|
Kaipātiki
Local Board
16 November
2022
|
|
Arrangements for making urgent decisions
File No.: CP2022/15490
Te take mō te
pūrongo
Purpose of the report
1. To
endorse a decision-making arrangement for use by the local board when urgent
decisions are required but it is not practicable to convene a meeting.
Whakarāpopototanga matua
Executive summary
2. Local
boards hold decision-making meetings as regularly as they consider appropriate
to discharge their responsibilities. A monthly (ordinary) meeting schedule
helps staff schedule reports and decisions during the term and ensures elected
members' attendance. When a need for an urgent decision arises outside of this
schedule, the law allows for extraordinary or emergency meetings.
3. Extraordinary
meetings require the chief executive (or his / her delegate) to provide each
local board member with three working days’ notice, or if the meeting is
called by resolution, within a lesser period of notice as specified in the
resolution, being not less than 24 hours. Emergency meetings require the person
calling the meeting (or a person acting on their behalf) to provide 24 hours of
notice to local board members and the chief executive. Extraordinary or
emergency meetings are often not practicable to organise, and the short notice
period may result in failure to achieve a quorum. In these circumstances, an
arrangement for decision-making without a meeting is necessary to enable the
local board to deal efficiently with urgent matters.
4. In
the last few terms, all 21 local boards adopted an urgent decision-making
arrangement which consisted of a conditional delegation to the Chairperson and
Deputy Chairperson to make urgent decisions on behalf of the local board when
it cannot meet to make them. The exercise of this delegation has previously
been subject to authorisation, to confirm that the decision requested is urgent
and that it is not practicable to call an extraordinary or emergency meeting.
5. Staff
recommend that this process is adopted in the current term for use as and when
required.
Ngā tūtohunga
Recommendation/s
That the Kaipātiki Local
Board:
a) delegate
authority to the Chairperson and Deputy Chairperson, or any person acting in
these roles, to make urgent decisions on behalf of the local board, if the
local board is unable to meet.
b) confirm
that the Local Area Manager, Chairperson, and Deputy Chairperson (or any
person/s acting in these roles) will authorise the use of the local
board’s urgent decision mechanism by approving the request for an urgent
decision in writing.
c) note
that all urgent decisions made, including written advice which supported such
decisions, will be included on the agenda of the next ordinary meeting of the
local board.
Horopaki
Context
6. The
Local Government Act 2002 (LGA) provides that a local authority must hold the
meetings it needs for the good government of its area.
7. The
LGA also provides that local boards may delegate to committees, other
subordinate decision-making bodies, staff, or members of the local board any of
its responsibilities and powers for the purposes of efficiency and
effectiveness in the conduct of local board business.
8. The
LGA clarifies that some local board decisions are not able to be delegated,
including the duty to identify and communicate the interests and preferences of
the people in its local board area in relation to the content of the
strategies, policies, plans and bylaws of Auckland Council (clause 36D,
schedule 7 LGA).
Tātaritanga me ngā
tohutohu
Analysis and advice
Urgent Decisions delegation
9. The
recommended arrangement is one that local boards have had in place over the
past few terms. This arrangement has generally worked well to enable
responsiveness to situations requiring decisions that arise over the
Christmas/New Year holiday period, emergency decisions during the COVID-19
pandemic, and other unforeseen circumstances. This mechanism has enabled timely
submissions to central government consultations, which are usually subject to
very constrained timeframes.
10. The urgent
decision-making arrangements involve a delegation to the Chairperson and Deputy
Chairperson (subject to the authorisation process set out below), to make
urgent decisions required before the next meeting if it is not practicable to
hold an extraordinary or emergency meeting.
Authorisation
11. The
delegation to make urgent decisions is subject to authorisation. The
authorisers will approve the use of the urgent decision mechanism if they are
satisfied that:
a) the
decision is required urgently, i.e., before the next planned meeting of the
local board; and
b) it is
not practicable under the circumstances to call an extraordinary or emergency
meeting of the local board.
12. The
authorisers will include the Chairperson, Deputy Chairperson and the Local Area
Manager (or their nominee). Their considerations should include the
significance of the decision, including whether this is likely to be
controversial or not, and the ability to meet statutory and
logistical requirements for an extraordinary or emergency meeting in the
particular circumstances.
Request for urgent decision
13. Requests for
an urgent decision should outline:
a) the
decisions or resolutions sought;
b) the
nature of the issue; and
c) the reason
for urgency.
Decision-making requirements
14. Elected
members exercising the urgent decision delegation must make their decision in
accordance with the decision-making principles and requirements in the LGA and
Local Government (Auckland Council) Act 2009, and they must determine the best
way to fulfil the requirements laid out in that legislation. These requirements
include:
· identifying
and assessing all reasonably practicable options for achieving the
decision’s purpose and assessing those options in terms of their
advantages and disadvantages (s 77 LGA)
· if
it is a significant decision in relation to land or a body of water,
considering the relationship of Māori and their culture and traditions
with ancestral lands, water, sites, waahi tapu, valued flora and fauna, and
other taonga (s 77(1)(c) LGA)
· considering
the views and preferences of people likely to be affected by, or have an
interest in, the decision (s 78 LGA).
15. Elected
members require quality advice to inform good decisions. Where the request for
an urgent decision has come from staff, staff should provide their advice in
the Auckland Council report format. It may not always be possible for staff to
produce comprehensive reports within constrained timeframes, so in such
circumstances they should endeavour to provide sufficient information in an
appropriate format, such as a memorandum.
Public accountability
16. Urgent
decisions made under delegated authority should be published on the agenda of
the next ordinary meeting of the local board. The information to be published
must include the urgent decision and all relevant information provided to the
decision-makers, provided it is not confidential.
Tauākī whakaaweawe
āhuarangi
Climate impact statement
17. This decision
is procedural in nature and is not affected by climate impacts, nor will it
result in any changes to greenhouse gas emissions.
18. The urgent
decision mechanism enables urgent decisions to be made in a timely manner,
which makes it a useful tool for responding to any climate change-related
emergency.
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
19. The urgent
decision-making mechanism proposed in this report enables the council group to
respond to situations requiring urgent decisions in a timely manner when it is
not practical to call the full local board together.
20. These
decisions include, for example, local board input to council submissions that
are provided whenever there is a central government consultation. The
timeframes for these submissions can be very constrained and it is crucial that
local board input is provided sooner rather than later, so that it can be
considered by the Governing Body (or its committees) who adopt the submission
on behalf of Auckland Council.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
21. This report
outlines the local board urgent decision-making arrangement that can be used
when it is not practical to call the full local board together.
Tauākī whakaaweawe
Māori
Māori impact statement
22. This report
concerns a procedural matter and is not considered to have any specific
implications for Māori.
23. When making
urgent decisions under the delegation, decision makers will need to consider
the impact of each decision on Māori, their land and other taonga, as
appropriate.
Ngā ritenga
ā-pūtea
Financial implications
24. There are no
financial implications arising from the procedural decision sought through this
report.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
25. The
authorisation step provides an opportunity to assess and confirm the urgency
and to decide if it is practicable to have an extraordinary or emergency
meeting. This step is intended to help ensure the delegation to the Chairperson
and Deputy Chairperson is used in appropriate circumstances.
26. The
Chairperson and Deputy Chairperson are strongly encouraged to seek views from
other local board members when making urgent decisions to ensure the urgent decision
reflects those views to the extent possible.
Ngā koringa ā-muri
Next steps
27. If the local
board adopts the urgent decision-making mechanism proposed in this report, this
will provide a process that will be used as and when required.
Ngā tāpirihanga
Attachments
There are no attachments for
this report.
Ngā kaihaina
Signatories
|
Authors
|
Shirley Coutts - Principal Advisor - Governance
Strategy
|
|
Authorisers
|
Louise Mason - General Manager Local Board Services
Eric Perry - Local Area Manager
|
