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Te Tahua Taungahuru Te Mahere Taungahuru 2018-2028
The 10-year Budget Long-term Plan 2018-2028

Volume 3: Local Board Information and Agreements

He Mihi

Tērā tō waka te hoea ake e koe i te moana o te Waitematā kia ū mai rā ki te ākau i Ōkahu.
Ki reira, ka mihi ake ai ki ngā maunga here kōrero,
ki ngā pari whakarongo tai,
ki ngā awa tuku kiri o ōna manawhenua, ōna mana ā-iwi taketake mai, tauiwi atu.
E koro mā, e kui mā i te wāhi ngaro, ko Tāmaki Makaurau tā koutou i whakarere iho ai, ki ngā reanga whakaheke,
ki ngā uri whakatupu – ki tō iti, ki tō rahi.
Tāmaki – makau a te rau, murau a te tini, wenerau a te mano. Kāhore tō rite i te ao.
Tō ahureinga titi rawa ki ngā pūmanawa o mātou kua whakakāinga ki roto i a koe.
Kua noho mai koe hei toka herenga i ō mātou manako katoa.
Kua ūhia nei mātou e koe ki te korowai o tō atawhai, ki te āhuru o tō awhi, ki te kuku rawa o tō manawa.
He mea tūturu tonu whakairihia, hei tāhuhu mō te rangi e tū iho nei, hei whāriki mō te papa e takoto ake nei.
Kia kōpakina mātou e koe ki raro i te whakamarumaru o āu manaakitanga.
E te marae whakatutū puehu o te mano whāioio, e rokohanga nei i ngā muna, te huna tonu i ō whāruarua
i ngā hua e taea te hauhake i ō māra kai, i ngā rawa e āhei te kekerihia i ō pūkoro. Te mihia nei koe e mātou.
Tāmaki Makaurau, ko koe me tō kotahi i te ao nei, nōku te māringanui kia mōhio ki a koe, kia miria e te kakara o
te hau pūangi e kawe nei i ō rongo.
Ka whītiki nei au i taku hope ki ngā pepehā o onamata, ki ōku tūmanako mō āpōpō me ōku whakaritenga kua
tutuki mō te rā nei.
Tāmaki Makaurau, tukuna tō wairua kia rere.

Let your canoe carry you across the waters of the Waitematā until you make landfall at Ōkahu.
There, to greet the mountains, repository of all that has been said of this place,
there to greet the cliffs that have heard the ebb and flow of the tides of time, and the rivers that cleansed the forebears
of all who came,
those born of this land and the newcomers among us all.
To all who have passed into realms unseen, Auckland is the legacy you leave to those who follow,
your descendants – the least, yet, greatest part of you all.
Auckland – beloved of hundreds, famed among the multitude, envy of thousands. You are unique in the world.
Your beauty is infused in the hearts and minds of those of us who call you home.
You remain the rock upon which our dreams are built.
You have cloaked us in your care, taken us into the safety of your embrace, to the very soul of your existence.
It is only right that you are held in high esteem, the solid ground on which all can stand. You bestow your benevolence
on us all.
The hive of industry you have become motivates many to delve the undiscovered secrets of your realm,
the fruits that can still be harvested from your food stores and the resources that lie fallow in your fields.
We thank you.
Auckland you stand alone in the world, it is my privilege to know you,
to be brushed by the gentle breeze that carries the fragrance of all that is you.
And so I gird myself with the promises of yesteryear, my hopes for tomorrow and my plans for today.

How this 10-year Budget 2018-2028 is arranged

Finding your way around the three volumes

Volume 1: An overview of our 10-year Budget

Part 1: Provides an introduction to our 10-year Budget including decisions made on the key issues which were consulted on. Our plan for the next 10 years includes a brief overview of the plans, strategies and budget that has been adopted by the Governing Body.
Part 2: Contains our prospective financial statements for 2018-2028 and other key financial information.
Part 3: Report from the Auditor General.
Part 4: Provides Supplementary information on how to contact the council, its structure and people. Glossary of terms and key word index.

Volume 2: Our detailed budgets, strategies and policies

Part 1: Our key strategies – including a Summary of The Auckland Plan 2050, discussion on Māori Identity and Wellbeing and Auckland’s 30-year Infrastructure strategy and Financial strategy.
Part 2: Our Activities – key information on what services Auckland Council delivers, performance measures and budget.
Part 3: Our policies – Revenue and Financing policy, Funding impact statement (including the rating mechanism), Financial reporting and prudence benchmarks, Local board funding policy, Allocation of decision making responsibility for nonregulatory activities, Summary of Significance and Engagement policy and CCO Accountability policy.
Part 4: Summary of the Tūpuna Maunga Authority Operational Plan 2018/2019.
Part 5: Our Council-controlled organisations.
Part 6: Supplementary information – Glossary of terms and Key word index.

Volume 3: Local Board information and agreements

Part 1: Provides information on local boards, the development of local board plans and agreements and a summary of planned local board expenditure for 2018-2028.
Part 2: Contains specific information for each of the 21 local boards, including a local board agreement (outlining local activity initiatives and budgets for 2018/2019), and an introductory section that provides context for the agreement.
Part 3: Supplementary information – Glossary of terms and Key word index.

Rārangi kōrero
Contents

Volume 3: Local Board Information and Agreements

Pae tuatahi: He whakarāpopoto mō ngā poari ā-rohe
Part 1: Local board overview
1.1 Local board overview
1.2 Developing local priorities
1.3 Funding

Pae tuarua: Ngā pārongo me ngā whakaetanga o ngā poari ā-rohe
Part 2: Local board information and agreements
2.1 Albert-Eden Local Board
2.2 Devonport-Takapuna Local Board
2.3 Franklin Local Board
2.4 Great Barrier Local Board
2.5 Henderson-Massey Local Board
2.6 Hibiscus and Bays Local Board
2.7 Howick Local Board
2.8 Kaipātiki Local Board
2.9 Māngere-Ōtāhuhu Local Board
2.10 Manurewa Local Board
2.11 Maungakiekie-Tāmaki Local Board
2.12 Ōrākei Local Board
2.13 Ōtara-Papatoetoe Local Board
2.14 Papakura Local Board
2.15 Puketāpapa Local Board
2.16 Rodney Local Board
2.17 Upper Harbour Local Board
2.18 Waiheke Local Board
2.19 Waitākere Ranges Local Board
2.20 Waitematā Local Board
2.21 Whau Local Board

Pae tuatoru: Purongo tāpiri
Part 3: Supplementary information
3.1 Glossary of terms

1.0 Local board overview

Introduction

The governing body (mayor + 20 councillors)

  • focus on big picture and Auckland-wide issues
  • develop Auckland-wide strategies and plans
  • decision making of activities such as bylaws, licencing, inspection and animal management

21 local boards

  • represent local communities
  • provide local leadership
  • make decisions on local issues and activities
  • allocate local discretionary funding such as community grants and events
  • input to regional strategies and plans
  • advocate to the Governing Body and CCOs on behalf of local communities

Auckland Council has a unique model of local government in New Zealand, comprising the Governing Body (made up of the mayor and 20 ward councillors) and 21 local boards. The Governing Body focuses on Auckland-wide issues while local boards are responsible for decision making on local issues, activities and services and providing input into regional strategies, policies and plans. Together, this is a shared governance model where decisions can be made both regionally and locally.

 

Local board decision-making comes from three sources:

1.     Legislation – local boards are responsible for activities such as community engagement, preparing local board plans, agreeing and monitoring local board agreements, proposing local bylaws and communicating local views to the Governing Body on regional strategies, policies, plans and bylaws. 

2.     Allocation of decision-making for non-regulatory activities – the Governing Body has allocated decision-making responsibility for certain non-regulatory activities to local boards.  Local boards make decisions on, and have oversight of, a broad range of local activities such as local parks, libraries, events, recreational facilities and community activities. Please see Volume 2, Part 3 for the Allocation of decision-making responsibilities for non-regulatory activities.

3.     Delegation of decision-making responsibilities – the Governing Body may delegate responsibility for some regulatory activities to local boards and Auckland Transport may delegate some decision-making responsibilities to local boards. Please see Volume 2, Part 3 for the list of delegated responsibilities to local boards.

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Developing local priorities

Local board plans are strategic documents that set the direction for local boards and also inform the 10-year long-term plan. Reflecting community priorities and preferences, the plans are developed every three years to guide local board activity, funding and investment decisions. They also influence local board input into regional strategies and plans.

A key role of local board plans is to provide a basis for developing local board agreements. Every year, a local board agreement is developed between the Governing Body and each local board.  It agrees the delivery and funding of local activities and intended levels of service for that area, for the year. The agreement takes into account local board plan priorities, but must also reflect Governing Body decisions such as Auckland-wide priorities, budget constraints and trade-offs across all council activities. Each local board also agrees annual work programmes in line with their local board agreement.

Local Board Agreements for 2018/2019 have been adopted by local boards and agreed by the Governing Body and are set out in Part 2.

Local activities

Local boards have decision making responsibility for a range of activities, as set out in the following list.

  • Local Community Services
  • Local Planning and Development
  • Local Environmental Management
  • Local Governance.

Local board agreements outline for each activity area the key initiatives and funding for the 2018/2019 financial year.

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Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the Governing Body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the Governing Body on an annual basis.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

There is also a discretionary capital expenditure fund for local boards.  This incorporates a total fund of over $10 million per annum across all 21 local boards, to be managed in three-year periods. 

The total planned expenditure for local activities across all 21 local boards over the 2018-2028 financial years are shown in following table below. The budgets for each local board are listed within the individual local board agreements in this volume. 

Expenditure for all local board areas for 2018/2019 by local board

$000
Financial year ending 30 June

Annual Plan
2017/18

Long-term plan
2018/19

Long-term plan
2019/20

Long-term plan
2020/21

Long-term plan
2021/22

Long-term plan
2022/23

Long-term plan
2023/24

Long-term plan
2024/25

Long-term plan
2025/26

Long-term plan
2026/27

Long-term plan
2027/28

GROSS CAPITAL EXPENDITURE

 

          

Albert-Eden

 12,171

4,648

5,902

9,179

2,252

2,133

2,513

2,650

3,213

3,049

3,100

Devonport-Takapuna

 9,667

11,770

7,256

6,603

4,466

3,370

4,446

3,654

4,591

4,282

4,341

Franklin

 10,966

6,054

4,250

7,725

2,496

2,775

3,353

3,527

4,344

4,114

4,197

Great Barrier

 296

954

550

314

335

414

464

485

557

543

555

Henderson-Massey

 37,387

22,273

7,030

11,657

16,288

9,181

14,340

4,572

5,663

5,329

5,416

Hibiscus and Bays

 6,781

10,048

15,827

5,528

4,818

4,051

4,924

5,216

6,522

6,094

6,177

Howick

 15,082

14,008

12,916

20,735

27,783

16,142

16,939

23,674

7,757

4,219

4,283

Kaipātiki

 7,756

7,557

7,848

9,486

9,639

6,067

7,354

7,599

9,302

8,642

8,753

Māngere-Ōtāhuhu

 8,309

12,093

8,389

10,048

4,750

2,919

3,237

3,391

4,209

3,944

3,998

Manurewa

 3,652

4,946

3,050

4,357

3,467

2,604

2,724

2,874

3,531

3,321

3,368

Maungakiekie-Tāmaki

 7,535

5,573

8,836

7,095

3,176

4,040

3,160

3,346

4,134

3,893

3,955

Ōrākei

 7,074

6,754

6,209

2,694

3,004

2,972

6,263

3,474

4,309

4,044

4,104

Ōtara-Papatoetoe

 6,368

6,439

7,042

7,308

3,150

3,843

4,169

4,415

5,522

5,158

5,228

Papakura

 2,958

6,000

4,123

3,883

2,489

2,442

1,868

1,979

2,432

2,300

2,341

Puketāpapa

 3,678

4,261

3,716

1,762

944

1,465

1,524

1,606

1,943

1,845

1,875

Rodney

 6,379

10,054

4,303

5,586

3,207

4,669

5,950

5,983

7,492

7,015

7,127

Upper Harbour

 5,837

4,590

2,285

5,971

1,378

1,608

3,152

1,694

2,042

1,959

2,002

Waiheke

 1,635

2,733

904

1,008

1,408

1,410

1,493

1,587

2,011

1,869

1,895

Waitākere Ranges

 2,447

3,076

1,949

1,778

2,095

1,330

1,580

1,666

2,039

1,922

1,949

Waitematā

 8,944

3,837

4,989

8,297

8,472

7,601

3,741

3,964

4,916

4,620

4,692

Whau

 7,966

8,347

7,993

44,029

2,441

2,625

4,719

16,807

27,155

37,209

7,094

 

172,888

156,015

125,367

175,043

108,058

83,661

97,913

104,163

113,684

115,371

86,450

 
$000
Financial year ending 30 June

Annual Plan
2017/18

Long-term plan
2018/19

Long-term plan
2019/20

Long-term plan
2020/21

Long-term plan
2021/22

Long-term plan
2022/23

Long-term plan
2023/24

Long-term plan
2024/25

Long-term plan
2025/26

Long-term plan
2026/27

Long-term plan
2027/28

GROSS OPERATING EXPENDITURE

 

          

Albert-Eden

 13,469

12,328

10,897

11,300

11,714

12,038

12,334

12,651

13,033

13,447

13,822

Devonport-Takapuna

 11,928

11,182

10,480

11,125

11,774

12,339

12,906

13,553

14,306

15,131

15,925

Franklin

 12,880

10,675

9,456

9,788

10,121

10,403

10,719

11,102

11,579

12,107

12,602

Great Barrier

 2,387

2,560

1,937

1,974

2,012

2,043

2,077

2,120

2,174

2,234

2,289

Henderson-Massey

 23,331

23,817

23,030

23,829

24,593

25,319

26,083

26,920

27,875

28,914

29,908

Hibiscus and Bays

 15,396

15,728

14,983

15,838

16,543

17,180

17,887

18,696

19,683

20,767

21,834

Howick

 22,683

23,541

22,178

23,023

23,812

24,357

24,875

25,496

26,251

27,053

27,738

Kaipātiki

 15,791

16,646

16,123

17,174

18,196

19,142

20,101

21,184

22,479

23,909

25,289

Māngere-Ōtāhuhu

 18,062

15,480

13,932

14,393

14,803

15,183

15,583

16,056

16,618

17,236

17,824

Manurewa

 14,354

13,235

12,102

12,830

13,115

13,429

13,734

14,081

14,498

14,945

15,360

Maungakiekie-Tāmaki

 13,410

12,258

11,458

11,848

12,241

12,576

12,948

13,393

13,943

14,550

15,120

Ōrākei

 12,051

11,058

10,108

10,455

10,786

11,062

11,355

11,767

12,202

12,678

13,116

Ōtara-Papatoetoe

 17,366

16,349

15,061

15,509

15,922

16,331

16,788

17,336

17,993

18,718

19,400

Papakura

 10,251

10,148

8,823

9,115

9,383

9,581

9,810

10,075

10,394

10,740

11,058

Puketāpapa

 8,293

8,641

7,891

8,576

8,811

9,013

8,727

8,952

9,216

9,500

9,765

Rodney

 11,835

13,210

12,348

13,163

13,897

14,488

15,158

15,953

16,937

18,029

19,093

Upper Harbour

 12,314

11,721

11,131

11,529

11,753

12,033

12,363

12,737

13,169

13,637

14,091

Waiheke

 4,893

4,336

3,744

3,896

4,034

4,150

4,281

4,439

4,632

4,844

5,045

Waitākere Ranges

 8,581

9,722

8,562

8,800

9,037

9,351

9,479

9,740

10,042

10,371

10,784

Waitematā

 28,209

23,925

23,122

23,652

24,173

24,598

25,095

25,685

26,395

27,171

27,898

Whau

 9,960

12,435

11,331

11,687

12,343

12,607

12,891

13,221

13,621

14,048

14,439

 

287,444

278,995

258,697

269,504

279,063

287,223

295,194

305,157

317,040

330,029

342,400

Budgets include inflation, interest and depreciation, and exclude corporate overheads.

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2.1 Albert-Eden Local Board

Message from the Chair

We would like to thank our communities for letting us know what is important to them. We’re proud to represent such an informed and engaged community. It is especially pleasing to receive solid support in general for our proposals; only 17 per cent of written submitters did not support the Board’s direction in some measure.

In developing this local board agreement, we carefully considered the 1697 written submissions on the Board’s priorities and key initiatives. Your feedback enables us to:

  • Work with other local boards to create a plan to restore freshwater in Waitītiko/Meola Creek, Waiateao/Motions Creek and the Three Kings to Western Springs aquifer.
  • Promote sustainable practices in businesses in our town centres, including establishing a tailored sustainability action plan.

In addition to the projects outlined, we will continue to invest in our area by building on the vibrant arts culture, leading environmental and sustainability initiatives, and supporting active and healthy lifestyles. We will assist economic development in our town centres and provide events that bring residents together to celebrate our local identity.

We will continue to advocate on your behalf for greater investment in our area, and to ensure funding for key projects, for example providing a long-term solution for aquatic facilities in Mt Albert, and an investigation into a replacement indoor multi-sport facility at Gillies Ave, Epsom. As a priority, we will continue to implement the Chamberlain Park master plan, including implementing currently funded stages of the project and advocating for funding for future stages.

Many thanks for your ongoing contribution to the work of the local board.

Peter Haynes

Chair, Albert-Eden Local Board

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s Governing Body.   

The Albert-Eden Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the Governing Body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

About this area

The Albert-Eden Local Board area comprises a number of inner-city suburbs, blending well-established residential areas with a diversifying population, thriving communities and vibrant town centres. With a population of just over 100,000, there are three libraries, 13 community centres and halls, and over 100 local parks. The local board area is generally bounded by the Waitematā Harbour at Pt Chevalier, along state highways 16 and 1, to the east in Greenlane and Greenwoods Corner, along Sandringham and Owairaka to the south, finishing at Waterview.

Albert-Eden boasts areas with their own unique and special identities, including culturally diverse Mt Albert, Sandringham and Balmoral, while just minutes east, historic villas line the streets of Epsom, Greenwoods Corner, Greenlane and Mt Eden. Boutique retail and cafes in Kingsland, Morningside, Eden Terrace and Eden Valley provide new retail spaces for people to enjoy. The established areas of Point Chevalier, Waterview and Owairaka are currently experiencing change because of the State Highway 16/20 connection, and multiple large-scale housing developments.

The area features iconic natural landmarks such as the three maunga (Ōwairaka/Te Ahi-kā-a-Rakataura/Mount Albert, Maungawhau/Mt Eden and Te Kōpuke/Tītīkōpuke/Mount St John), and the local board’s network of high-quality parks and open spaces. Two urban streams, Te Auaunga/Oakley Creek and Waitītiko/Meola Creek, flow through the area. All these places provide opportunities for people to lead healthy, active lifestyles while providing tranquil settings within the urban environment.

The area plays a critical role in the transport network, with thousands of commuters using Dominion, Mt Eden, Great North, New North, Sandringham and Manukau roads every day to access the city.

This area has a proud history of caring for its community, its environment, cultural and historic heritage. The local board wishes to build on this legacy by continuing to deliver positive outcomes for our communities.

Local Board Plan outcomes

The Albert-Eden Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Albert-Eden Local Board Plan are:

Outcome 1: Albert-Eden has a strong sense of community

We are all proud to live in Albert-Eden and feel that we belong. Our community is connected, and everyone’s involvement is welcomed. We are able to come together to support each other, and to celebrate our diversity.

Outcome 2: Our parks are enjoyed by all

Everyone can access the parks we share in Albert-Eden and use them in ways that enhance their lifestyles. As a community we feel a shared ownership of our parks, and we take care of them together.

Outcome 3: Our community spaces are well used by everyone

Our shared facilities underpin our strong community. They provide diverse and inclusive spaces that meet the changing needs of people of all ethnicities and ages. We have spaces that are inviting, flexible and well used by multiple community groups.

Outcome 4: Albert-Eden has thriving town centres and a growing local economy

Our town centres are attractive to locals and visitors alike. Our local businesses are well supported and thriving, driving a strong local economy that creates opportunities for everyone in Albert-Eden. Well-established business networks foster innovation, growth and sustainability.

Outcome 5: Travelling around Albert-Eden is safe and easy

It is simple to travel between the many places in our area that people want to visit. We have a range of options to meet the different needs of our community. We have quality public transport and our streets are safe and enjoyable to use.

Outcome 6: Our natural and cultural heritage is valued

Our community has a strong awareness of our area’s heritage. We are proud of the features that give our area its unique character, and work together to protect and preserve them.

Outcome 7: We respect and protect our environment

Our community cares for our environment and develops innovative ways to look after it. Our natural landscape is healthy and well looked after.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

To meet this commitment, the Albert-Eden Local Board Plan provides the framework for Māori transformational shift outcomes, and the local board actively gives consideration to Māori in their local projects and initiatives. Examples of this include:

  • Identifying opportunities to work together to build strong relationships and share information with Māori
  • Collaborating with iwi on projects such as the Albert-Eden Open Space Network Plan and the design stages of the Chamberlain Park Masterplan
  • Celebrating Te Ao Māori and strengthening responsiveness to Māori – Whakatipu i te reo Māori by delivering Māori events and programmes within our libraries
  • Taking opportunities to create a Māori identity in our parks and facilities through actions such as naming or renaming and sharing stories about the area’s heritage through interpretative signage.

Albert-Eden Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Albert-Eden local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $10.2 million and capital investment of $4.6 million.

The key initiatives we have planned for 2018/2019 include:

  • Providing funding for three broker roles to support the following local activities: arts and events, town centre activation and place-making, and enabling shared use of space within our lease buildings
  • Delivering a series of events that bring the community together, including Anzac Day services, a Christmas event at Potters Park, Movies in Parks, the Albert-Eden Schools Cultural Festival, as well as partnering with community-led events to develop signature events for the area
  • Supporting the Albert-Eden Youth Board to deliver youth-focused initiatives
  • Funding agreements for facility operators at the Mt Albert Aquatic Centre and the Mt Albert Community and Leisure Centre to deliver programmes that meet community needs
  • Making improvements to our sports parks such as upgrades at Phyllis Reserve, improved safety fencing at Nixon Park, hybrid fields at Fowlds Park, signage and seating at Melville Park and planning for re-development of the bowling green at Nicholson Park.
  • Completing the upgrades to local parks including Potters Park, Coyle Park and Rocket Park.

The local community services and key initiatives outlined contribute towards achieving the following outcomes in the Albert-Eden Local Board Plan:

  • Outcome 1: Albert-Eden has a strong sense of community
  • Outcome 2: Our parks are enjoyed by all
  • Outcome 3: Our community spaces are well-used by everyone
  • Outcome 4: Albert-Eden has thriving town centres and a growing local economy.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service

Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.31

0.33

0.33

The number of visits to library facilities (million)

0.58

0.57

0.54

Percentage of customers satisfied with the quality of library service delivery

79%

79%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

70%

The number of attendees at Council-led community events

N/A

 New measure

        2,700

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 82%

Day: 87%

Day: 82%

Night: 45%

Night: 40%

Night: 45%

We provide community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at community centres and hire venues

N/A

New measure

 

380,000

The percentage of community centres and hire venues network that is community led

N/A

New measure

17%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

69%

75%

69%

The customers' Net Promoter Score for Pool and Leisure Centres

35

15

35

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

79%

75%

79%

The percentage of residents who visited a local park in the last 12 months

87%

85%

87%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

5.9%

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $791,000.

The key initiatives we have planned for 2018/2019 include:

  • Town centre planning and implementation of the first stage of upgrade work for Sandringham and Greenwoods Corner
  • Albert-Eden Business Awards, to showcase and celebrate the outstanding contributions our local businesses make to grow our local economy
  • Promoting sustainable practices in businesses in our town centres, including establishing a tailored sustainability action plan
  • Investigating the feasibility of establishing a local business network in Epsom so that local businesses can work together as part of a connected and collaborative business community
  • Heritage projects, including improvements to identified heritage rock walls.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcomes in the Albert-Eden Local Board Plan:

  • Outcome 1: Albert-Eden has a strong sense of community
  • Outcome 4: Albert-Eden has thriving town centres and a growing local economy
  • Outcome 6: Our natural and cultural heritage is valued.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

 
Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $158,000.

The key initiatives we have planned for 2018/2019 include:

  • Supporting restoration, management and enhancement of Te Auaunga/Oakley Creek and Waitītiko/Meola Creek
  • Supporting residents to live more sustainably through reducing energy demand and carbon emissions, while also helping to create strong, resilient neighbourhoods through sustainability initiatives such as eco-neighbourhoods
  • Establishing a hub with community partners for a repair centre for second-hand bikes
  • Working with other local boards to complete the development of a Central Community Recycling Centre at a Great North Road site
  • Working with other local boards to create a plan to restore freshwater in Waitītiko/Meola Creek, Waiateao/Motions Creek and the Three Kings to Western Springs aquifer.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcomes in the Albert-Eden Local Board Plan:

  • Outcome 1: Albert-Eden has a strong sense of community
  • Outcome 7: We respect and protect our environment.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

 100%

90%

100%

 
Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $1.1 million.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset-based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 4.6M
By category
  • Renewals: 2.6M
  • Improvements: 916.9K
  • Growth: 1.2M
Key projects
  • Parks - Asset renewals: 1.5M
  • Phyllis Reserve Sportsfield Development: 1.1M
  • Parks and Sport Recreation - Sport development: 730.0K
  • Local Board discretionary capex: 642.5K
  • Renewal of Village Centres: 432.3K

Operating spend

By activity area
  • Local Community Services: 10.3M
  • Local Planning: 790.8K
  • Local Environment Services: 158.2K
  • Local Governance: 1.1M

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

13,412

13,308

Targeted rates

481

633

Subsidies and grants for operating purposes

15

16

Fees and charges

486

432

Local authorities fuel tax, fines, infringement fees and other receipts

1,123

39

Total operating funding

15,517

14,428

  

 

Applications of operating funding:

 

 

Payment to staff and suppliers

11,532

11,353

Finance costs

1,892

906

Internal charges and overheads applied

2,142

2,100

Other operating funding applications

0

0

Total applications of operating funding

15,566

14,359

  

 

Surplus (deficit) of operating funding

(49)

69

  

 

  

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

12,219

4,579

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

12,219

4,579

  

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

2,977

1,163

- to improve the level of service

2,781

917

- to replace existing assets

6,413

2,568

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

12,171

4,648

  

 

Surplus (deficit) of capital funding

49

(69)

  

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Key advocacy project:

Continue to implement the Chamberlain Park master plan

Advocate for funding to reconfigure the existing golf course and create a flat ‘sport park platform’ for the development of two sports fields.  

The first stage of the master plan; construction of a neighbourhood park, stream restoration and walking/cycling paths is progressing.

Governing Body

Aquatic facilities in Mt Albert

Advocate for the continuing provision of aquatic facilities in the Mt Albert area to replace the Mt Albert Aquatic Centre, which is due for replacement in four to seven years.

Governing Body

Indoor sport facilities in Epsom

Advocate for an investigation into a replacement indoor multi-sport facility at Gillies Ave, Epsom.

Governing Body

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Peter Haynes (Chair)

135 Dominion Road

Mt Eden

Auckland 1024

Ph: (09) 623 6091 or (021) 286 5500

E: peter.haynes@aucklandcouncil.govt.nz

 

 

Glenda Fryer (Deputy Chair)

135 Dominion Road

Mt Eden

Auckland 1024

Ph: (09) 623 6091 or (027) 272 0816

E: glenda.fryer@aucklandcouncil.govt.nz

Lee Corrick

135 Dominion Road

Mt Eden

Auckland 1024

Ph: (09) 623 6091 or (021) 287 4488

E: lee.corrick@aucklandcouncil.govt.nz

 

 

Graeme Easte

71a Martin Avenue

Mt Albert

Auckland 1025

Ph: (027) 209 7565 or (09) 815 9000

E: graeme.easte@aucklandcouncil.govt.nz

Rachel Langton

135 Dominion Road

Mt Eden

Auckland 1024

Ph: (09) 623 6091 or (021) 281 1006

E: rachel.langton@aucklandcouncil.govt.nz

 

 

Benjamin Lee

135 Dominion Road

Mt Eden

Auckland 1024

Ph: (09) 623 6091 or (022) 423 6533

E: benjamin.lee@aucklandcouncil.govt.nz

Jessica Rose

135 Dominion Road

Mt Eden

Auckland 1024

Ph: (09) 623 6091 or (027) 477 3455

E: jessica.rose@aucklandcouncil.govt.nz

 

 

Margi Watson

9a Howlett Street

Waterview

Auckland 1026

Ph: (09) 820 0288 or (021) 287 8333

E: margi.watson@aucklandcouncil.govt.nz

The board can be contacted at the address below:

135 Dominion Road
Mt Eden
Auckland 1024

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.2 Devonport-Takapuna Local Board

Message from the Chair

It is my pleasure to present the Devonport-Takapuna Local Board’s 2018/2019 Local Board Agreement, which covers the first year of our recently adopted local board plan.

In developing this agreement, we carefully considered all submissions from the 10-year Budget 2018-2028, alongside the priorities and key initiatives highlighted in our local board plan.

You have given us the mandate to undertake our proposed local projects, such as developing a skate park in Sunnynook, partnering with Age Concern to understand the needs of elderly / older people, and continuing to support our local businesses.

Your feedback has also helped inform our proposed projects by:

  • Giving a clear preference for a potential dog park at Barry’s Point Reserve
  • Supporting our strategic priority to provide new and upgraded cycling and walking route that is a safe and accessible alternative to using Lake Road
  • Stating that our pest-free strategy needs to focus on eliminating and eradicating rats first.

In addition to the projects outlined above, we will continue to invest in our area by renewing existing assets, leading environmental and sustainability initiatives, supporting active and healthy lifestyles, and providing events that bring residents together and which celebrate our local identity.

We will also oversee the completion of key projects, such as the lease for the Takapuna Beach Holiday Park.

We will continue to advocate on your behalf for greater investment in our area, and to ensure funding for key projects, for example upgrading the Bayswater Ferry Terminal.  We will also advocate for projects that bring transformational change to our area, such as the Lake Road upgrade, to be prioritised by the Governing Body and Auckland Transport.

Many thanks for your ongoing contribution to the work of the local board.

George Wood

Devonport-Takapuna Local Board Chair

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Devonport-Takapuna Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

About this area

The Devonport-Takapuna Local Board area comprises a number of coastal suburbs and blends well-established residential areas with a diversifying population, engaged communities, vibrant town centres and beautiful parks and beaches. The local board area is bounded by the magnificent Hauraki Gulf to the east and the Waitematā Harbour to the south. The western boundary is set by State Highway 1, while Sunset and East Coast Bays Road forms the northern boundary.

Devonport-Takapuna is an area of villages and town centres, each with their own unique and special identity. The area includes culturally diverse suburbs such as Sunnynook, Forrest Hill and Crown Hill. Five minutes south is Milford, which has seen new boutique retail and hospitality places emerge in the area for people to enjoy.

Devonport is a tourist hotspot, with its historic villas lining the streets, and naval history, while Belmont and Hauraki are flourishing areas with thriving, active communities. Takapuna town centre is an iconic seaside suburb and has been earmarked for transformational change through upgraded streetscapes and plaza space. The town centre is already seeing new and exciting laneways and shared spaces being developed, which are attracting a variety of new businesses.

Our area is characterised by iconic natural landmarks such as the two maunga (Takarunga-Mt Victoria and Maungauika-North Head), the volcanic crater of Lake Pupuke, stunning beaches and coastlines and a network of quality parks and open spaces. These provide opportunities for people to lead healthy, active lifestyles and provide tranquil settings within the urban environment.

Local Board Plan outcomes

The Devonport-Takapuna Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Devonport-Takapuna Local Board Plan are:

Outcome 1: Quality parks, beaches and open spaces that everyone can enjoy

We believe our parks and beaches are the best in Auckland and are integral in what makes our area special and unique. We will work to take care of our natural landscapes, maintain our sports fields, and ensure there is enough open space as our population grows and intensifies

Outcome 2: A place of natural beauty and rich culture

Maintaining our areas of natural, cultural and built heritage is vital. We will continue to support the North-West Wildlink to create more healthy habitats for wildlife, work alongside Tūpuna Maunga o Tāmaki Makaurau Authority to preserve the two important maunga, and protect and retain the unique character of our built heritage areas.

Outcome 3: Efficient public transport and roads that keep people moving

As our area grows, it is critical we provide a range of transport choices that are safe, accessible and on-time. We will also continue to champion your transport priorities, including upgrades to our ferry terminals, improvements to Lake Road, and extending walking and cycling infrastructure.

Outcome 4: Our communities are empowered, engaged and inclusive

We believe the best outcomes for our people are those identified and delivered by the community. We will continue to provide a range of projects, programmes and events that reflect our communities.

Outcome 5: Our area has a thriving local economy and vibrant, unique town centres

We are committed to supporting the commercial viability and prosperity of our town centres and helping local businesses to be sustainable and successful.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The Devonport-Takapuna Local Board acknowledges the importance of the Auckland Council’s commitment to meeting its statutory obligations and responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi to mana whenua iwi and hapū groups and to Māori of the local board area. The board will work to achieve these obligations by way of engaging in partnership with Māori and other entities such as the Tūpuna Maunga on local projects, and work collaboratively on areas of mutual interest and benefit. 

Devonport-Takapuna Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Devonport-Takapuna local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $9.1 million and capital investment of $6.1 million.

The key initiatives we have planned for 2018/2019 include:

  • Commence planning for a skate park in the Sunnynook area
  • Determine the appropriate location for a dog park and a BMX pump track in the local board area
  • Partner with Age Concern to understand the needs of elderly / older people in the local board area;
  • Work with the Tūpuna Maunga Authority and local community groups to install a pou on Takarunga - Mount Victoria.

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Devonport-Takapuna Local Board Plan:

  • Outcome 1: Quality parks, beaches and open spaces that everyone can enjoy
  • Outcome 4: Our communities are empowered, engaged and inclusive.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.33

0.33

0.33

The number of visits to library facilities (million)

0.69

0.65

0.63

Percentage of customers satisfied with the quality of library service delivery

86%

86%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

70%

The number of attendees at Council-led community events

N/A

New measure

3300

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 93%

Day: 93%

Day: 94%

Night: 66%

Night: 46%

Night: 66%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

299,644

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

79%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

77%

75%

77%

The customers' Net Promoter Score for Pool and Leisure Centres

19

15

19

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

79%

75%

79%

The percentage of residents who visited a local park in the last 12 months

85%

85%

85%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

5.2%

 
Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual budget to deliver these activities includes operating costs of $1.2 million and capital investment of $5.6 million.

The key initiatives we have planned for 2018/2019 include:

  • Continue the development of the Sunnynook Centre Plan
  • Commence planning for heritage trails, which will celebrate the local and cultural history of the area
  • Support local businesses who will be impacted by the Hurstmere Road streetscape and stormwater upgrade.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcomes in the Devonport-Takapuna Local Board Plan:

  • Outcome 2: A place of natural beauty and rich culture
  • Outcome 5: Our area has a thriving local economy and vibrant, unique town centres.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $55,000.

The key initiatives we have planned for 2018/2019 include:

  • Continue to fund and support the North-West Wildlink programme
  • Provide coordination and fund pest-free initiatives throughout the local board area.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcomes in the Devonport-Takapuna Local Board Plan:

  • Outcome 1: Quality parks, beaches and open spaces that everyone can enjoy
  • Outcome 2: A place of natural beauty and rich culture
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $871,000.

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset-based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 6.1M
  • Local Planning: 5.6M
By category
  • Renewals: 3.3M
  • Improvements: 6.6M
  • Growth: 1.9M
Key projects
  • Takapuna Centre-Hurstmere Road Revitalisation: 5.6M
  • Parks - Asset renewals: 2.7M
  • Parks - Coastal asset renewals: 1.3M
  • Sport development: 1.0M
  • Local Board discretionary capex: 694.0K

Operating spend

By activity area
  • Local Community Services: 9.1M
  • Local Planning: 1.1M
  • Local Environment Services: 55.0K
  • Local Governance: 871.2K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

11,294

10,365

Targeted rates                                                                                                          

646

650

Subsidies and grants for operating purposes

210

216

Fees and charges

1,322

1,355

Local authorities fuel tax, fines, infringement fees and other receipts

217

23

Total operating funding

13,689

12,609

  

 

Applications of operating funding:

 

 

Payment to staff and suppliers

10,601

9,842

Finance costs

1,247

1,148

Internal charges and overheads applied

1,848

1,457

Other operating funding applications

0

0

Total applications of operating funding

13,697

12,447

  

 

Surplus (deficit) of operating funding

(8)

162

  

 

  

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

9,675

11,608

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

9,675

11,608

  

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

1,751

1,884

- to improve the level of service

3,649

6,625

- to replace existing assets

4,266

3,261

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

9,667

11,770

  

 

Surplus (deficit) of capital funding

8

(162)

  

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Lake Road upgrade – budget prioritisation

Key advocacy project

Proposal

Request that Auckland Transport (AT) prioritise the budget for the Lake Road upgrade, to alleviate increasing congestion issues and meet future population growth.

Overview of initiative

Lake Road is one of the busiest arterials across the Auckland region, and as the only road both into and out of the peninsula, has a critical role in transporting commuters.  Over the last five years, the road has become heavily congested and bottlenecking is being experienced by motorists on both weekdays and weekends.  The congestion will only further increase due the Unitary Plan permitting greater intensification and major developments (i.e. the Ryman Retirement village and Ngati Whatua landholdings in Bayswater) being undertaken.

To date, AT have completed a Corridor Management Plan (CMP) and an Indicative Business Case and have recently commenced their Detailed Business Case to refine and finalise improvement options. 

Priority for the community

The importance of this project was recently highlighted in the 2018-2028 10-year Budget consultation, where two-thirds of all submissions referenced the need to upgrade Lake Road.

Current status

The budget has been included as a funded project in the draft Regional Land Transport Plan.  The local board at their 8 May 2018 business meeting formally supported (DT/2018/59) its inclusion and being funded by the proposed regional fuel tax.

Auckland Transport

Governing Body

New Bayswater Ferry Terminal

 

Proposal

Request that AT prioritise the funding for a new ferry terminal at Bayswater.

Overview of initiative

In 2014, AT’s Ferry Development Plan outlined that there will be low growth in patronage for the Bayswater Ferry Terminal due to a lack of residential intensification, an ageing population, or a switch to using the Devonport Ferry Terminal.  Subsequently the plan proposed it as a long-term project but recommended to bring forward funding for a new terminal.

The new ferry terminal is a significant project because it is the shortest service that links downtown Auckland to the North Shore and will also provide an effective alternative to alleviate traffic congestion on Lake Road.

Priority for the community

Providing a high-quality terminal with an efficient ferry service was a strong theme from the 2018-2028 10-year Budget consultation. 

Current status

The upgrade is included in the draft Regional Land Transport Plan as an unfunded project.  The local board at their 8 May 2018 business meeting (DT/2018/59) recommended that the upgrade be a funded project as it is part of the overall solution to reducing congestion on Lake Road.

Auckland Transport

Governing Body

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

George Wood, CNZM (Chair)

021 0822 0925

george.wood@aucklandcouncil.govt.nz

Dr Grant Gillon (Deputy Chair)

027 476 4679

grant.gillon@aucklandcouncil.govt.nz

Mike Cohen, QSM, JP

027 290 4942

mike.cohen@aucklandcouncil.govt.nz

Jennifer McKenzie

021 531 578

jennifer.mckenzie@aucklandcouncil.govt.nz

Jan O'Connor

021 286 4488

jan.oconnor@aucklandcouncil.govt.nz

Michael Sheehy

021 673 168

michael.sheehy@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

Devonport-Takapuna Local Board office

Level 3, Takapuna Service Centre

1 The Strand

Takapuna 0622

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.3 Franklin Local Board

Message from the Chair

I am pleased to present the Franklin Local Board Agreement for 2018/2019, which captures how we will deliver on the Franklin Local Board Plan 2017-2020 and comes after feedback from our communities through the recent “Have Your Say” consultation.

Franklin communities are clear that transport is the priority issue. The Franklin Local Board will continue to seek improved transport choices, fit for purpose roads, and transport projects that will cater for the Franklin of the future.

We will continue to support the generation of local prosperity, supporting projects like the Hunua Trail, which will generate tourism activity. We will facilitate opportunities for our young job-seekers and support our business communities to respond to new growth possibilities.

We will enhance, protect and maintain our environment by leveraging local benefit from new water quality and pest management targeted rate initiatives and the waste management and minimisation plan, and we will support Kauri dieback prevention in the Hunua Ranges. We will support new waste minimisation facilities and programmes addressing illegal dumping and littering.

We will invest in community-led projects that create better connection to and through our environment, such as the Waiuku, Pohutukawa Coast and Pukekohe trails, and in outdoor spaces and community facilities that cater for growth, like the Karaka Sports Park.

We look forward to continuing our work with our communities and local businesses.

Angela Fulljames

Chair of Franklin Local Board

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Franklin Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

About this area

The Franklin area is predominantly rural and has three main towns – Pukekohe, Waiuku and Beachlands. There are a number of inland and coastal settlements, such as Āwhitu, Clarks Beach, Karaka, Kingseat, Bombay, Ardmore, Clevedon and Kawakawa Bay. The area encompasses inlets and foreshores of the Manukau Harbour in the west and stretches across to the Hauraki Gulf in the east.

Franklin has a wealth of history. Early Europeans settled in Maraetai and Ōrere Point, Māori used the Drury hills as a viewpoint during the New Zealand Wars.  The Kentish Hotel in Waiuku lays claim to be the oldest continuously licensed pub in New Zealand.

Local Board Plan outcomes

The Franklin Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Franklin Local Board Plan are:

Outcome 1: A well-cared for natural environment

Enhance, protect and maintain our diverse natural environment and make sure it’s able to be enjoyed.

Outcome 2: A thriving local economy

Franklin has a strong economy and attracts people to live, work locally and visit its attractions.

Outcome 3: An improved transport system

Continue to work towards better public transport and safer roads in Franklin.

Outcome 4: Growth is dealt with effectively

Make full use of existing outdoor space and community facilities before developing new.

Outcome 5: Communities feel ownership and connection to their area

Support community participation in helping to shape people’s quality of life, creativity, health and wellbeing.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

The Franklin Local Board Plan 2017-2020 sets the framework for engaging rangatira ki te rangatira, or chief to chief, to share information and work together. We plan to continue to have conversations with mana whenua to explore ways to work together and improve communication. Our local board plan objectives support kaitiakitanga, the guardianship of our environment and special places.

We will work with mana whenua and mataawaka to create a local responsiveness action plan to include key aspirations and priorities for Māori, opportunities to work together, a plan for building strong relationships, sharing information with Māori and identifying barriers to Māori youth participation in community advocacy and leadership.

Franklin Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Franklin local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $8.8 million and capital investment of $6.1 million.

The key initiatives we have planned for 2018/2019 include:

  • Consult on the Pukekohe Trails Plan and develop the trails network in growth areas
  • Deliver the first stages of the Waiuku and Pohutukawa Coast Trails
  • Deliver the Jack Lachlan Drive Reserve playground
  • Continuation of the community arts programme
  • Continue to support youth development initiatives.

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Franklin Local Board Plan:

  • Outcome 1: A well cared-for natural environment
  • Outcome 2: A thriving local economy
  • Outcome 4: Growth is dealt with effectively
  • Outcome 5: Communities feel ownership and connection to their area.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.15

0.16

0.16

The number of visits to library facilities (million)

0.32

0.31

0.28

Percentage of customers satisfied with the quality of library service delivery

85%

83%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

The number of attendees at Council-led community events

N/A

New measure

3100

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

52%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 80%

Day: 80%

Day: 80%

Night: 25%

Night: 33%

Night: 25%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

240,300

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

71%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

74%

75%

74%

The customers' Net Promoter Score for Pool and Leisure Centres

10

15

10

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

71%

75%

71%

The percentage of residents who visited a local park in the last 12 months

76%

85%

76%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

9.1%

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives.

Our annual operating budget to deliver these activities is $635,000.

The key initiatives we have planned for 2018/2019 include:

  • Develop the Hunua Trail as a tourism opportunity
  • Support local groups to develop tourism initiatives
  • Support small business associations to grow their membership
  • Support youth employment initiatives
  • Scope a Waiuku Area Plan for delivery in 2019/2020.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Franklin Local Board Plan:

  • Outcome 2: A thriving local economy
  • Outcome 4: Growth is dealt with effectively.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

 
Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $142,000.

The key initiatives we have planned for 2018/2019 include:

  • Wairoa River Action Plan co-ordination
  • Support community delivered waterway restoration projects
  • Support the management of shell banks around Awhitu and on the Pohutukawa coast
  • Support litter and illegal dumping campaigns.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Franklin Local Board Plan:

  • Outcome 1: A well cared-for natural environment
  • Outcome 5: Communities feel ownership and connection to their area.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

100%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $1.0 million.

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 6.1M
By category
  • Renewals: 3.9M
  • Improvements: 1.3M
  • Growth: 874.8K
Key projects
  • Parks - Asset renewals: 2.5M
  • Local Board discretionary capex: 1.7M
  • Parks - Coastal asset renewals: 1.5M
  • Parks - Playscape development: 200.0K
  • Karaka Sports Park (OLI): 100.0K

Operating spend

By activity area
  • Local Community Services: 8.9M
  • Local Planning: 635.0K
  • Local Environment Services: 142.0K
  • Local Governance: 1.0M

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:      

 

 

General rates, UAGCs, rates penalties

13,802

11,313

Targeted rates

562

560

Subsidies and grants for operating purposes

7

7

Fees and charges

265

233

Local authorities fuel tax, fines, infringement fees and other receipts

108

32

Total operating funding

14,744

12,145

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

11,494

9,972

Finance costs

1,344

675

Internal charges and overheads applied

1,900

1,466

Other operating funding applications

0

0

Total applications of operating funding

14,738

12,113

 

 

 

Surplus (deficit) of operating funding

6

32

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

10,959

6,022

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

10,959

6,022

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

1,381

875

- to improve the level of service

383

1,323

- to replace existing assets

9,201

3,856

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

10,966

6,054

 

 

 

Surplus (deficit) of capital funding

(6)

(32)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Key advocacy project:

Karaka Sports Park

Seek funding of up to $30 million for developing the Karaka Sports Park as a multi-sport and community hub, including upgrades to the playing fields, replacing buildings, and new cycling and walking routes.

Governing Body

Funding growth

As a high growth area, the board will advocate that Franklin receives sufficient funding to ensure projects supporting growth can be implemented. To fund future transport infrastructure, user-pays funding methods will be supported as more equitable for rural residents and businesses, ensuring the funding burden rests with frequent users. The introduction of tolls for major road users will also be supported, encouraging car-pooling, fuel saving and travelling off peak to help ease congestion.

The board will refresh its Sport and Active Recreation Facilities Plan to help inform decisions on the future provision of sporting facilities. The plan will guide where growth funding is required.

Governing Body

Auckland Transport

Coastal erosion

We do not have the ability to address the erosion issues on our extensive coastlines effectively.  The board will advocate for management of coastal erosion to be dealt with on a regional basis. The preparation of Coastal Compartment Management Plans should be expedited, to commence implementation of the regional Coastal Management Framework.

Governing Body

Fit for purpose and safe roads

Increased traffic caused by growth requires some rural roads to deal with higher volumes of traffic than originally intended.  Routes used by heavy industry, particularly quarry trucks, need to be improved and made safer for all users.

Implementation of the recommendations in the Self Explaining Rural Roads (SERR) project across Franklin should be given priority by Auckland Transport to ensure safety issues are addressed and roads are safe for all forms of transport.

Auckland Transport

Local paths and trails

More investment will be sought to implement paths across the region. Paths are not solely for the use of those living in a local area, they are a regional network and need to be considered as such. The development of the ‘Paths’ brand needs to be accessible for Local Boards to incorporate into marketing plans for local parts of the paths network.

Governing Body

Asset optimisation

The scope of the optimisation programme should include ‘non-service’ assets and meaningful oversight of the process for declaring assets ‘non-service’ is sought, to enable local boards to effectively discharge their allocated decision-making on asset disposals and acquisitions.

Governing Body

Panuku Development Auckland

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Angela Fulljames - Chairperson

Phone: 021 923 278

angela.fulljames@aucklandcouncil.govt.nz 

Andy Baker – Deputy Chairperson

Phone: 021 283 2222

andrew.baker@aucklandcouncil.govt.nz 

 

Malcolm Bell

Phone: 021 916 381

malcolm.bell@aucklandcouncil.govt.nz 

 

Alan Cole

Phone: 021 923 719

alan.cole@aucklandcouncil.govt.nz 

 

Brendon Crompton

Phone: 021 224 9708

brendon.crompton@aucklandcouncil.govt.nz 

 

Sharlene Druyven

Phone: 021 536 177

sharlene.druyven@aucklandcouncil.govt.nz

 

Amanda Hopkins

Phone: 021 713 853

amanda.hopkins@aucklandcouncil.govt.nz

Murray Kay

Phone: 021 286 4222

murray.kay@aucklandcouncil.govt.nz 

 

Niko Kloeten

Phone: 021 715 139

niko.kloeten@aucklandcouncil.govt.nz

 

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.4 Great Barrier Local Board

Message from the Chair

I’m pleased to say the Aotea Great Barrier Local Board Plan became operational in October 2017. The plan has four outcome areas and outlines a range of initiatives.

For this financial year we will focus on continuing to support the Life-long Learning Strategy, governance for our Dark Sky Sanctuary, and cemetery investigations for the north and centre of the island. We will also begin new projects, such as a community spaces and reserves activation plan, a paper road linkages investigation, a terrestrial and marine research facility feasibility study, and an area plan for the island, which will assist in the future Hauraki Gulf Island District Plan transition into the Unitary Plan.

A hot topic for the community last year was Pest Free Aotea, with a coalition of groups submitting an expression of interest application to Predator Free 2050 Limited. The application was not successful but it has promoted community conversation around the concept of a pest free and poison free Aotea. We hope these community discussions continue and in the environmental arena will be continuing to support the Ecology Vision, biosecurity initiatives and water quality monitoring.

There were a number of regional plans, including the 10-year Budget, out for consultation at the beginning of the year. We have advocated on the Island’s behalf for an exemption to the Regional Fuel Tax, for strategic planning around climate change mitigation, and for the establishment of a permanent Recovery Resource Centre by 2020.

We are looking forward to the alternative energy upgrade of our Claris council buildings, with electric vehicle infrastructure, as we continue our advocacy to become a community which embraces, showcases, celebrates and lives off the grid.

Izzy Fordham

Chair, Great Barrier Local Board

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Aotea Great Barrier Local Board Plan 2017 is a three-year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

About this area

Aotea / Great Barrier is a remote island community of fewer than 1,000 people, half an hour’s plane ride and four to five hours by ferry from Auckland. More than 60 per cent of the island is under Department of Conservation management, with most of that being part of the newly-created Aotea Conservation Park.

The island has no reticulated power, water or sewage systems, and residents rely on diesel generators and solar and wind systems for power. With no secondary schools, families must make a choice between sending their teenagers to boarding school or leaving the island.

Most of the island’s community facilities are run by local groups with funding support from Auckland Council via the local board.

Local Board Plan outcomes

The Aotea Great Barrier Local Board Plan 2017 sets out the aspirations of the local board. The outcomes in the Aotea Great Barrier Local Board Plan are:

Outcome: Our people thrive and life is good

This is how we see our future.

Our community groups are strong and independent. Our health services are locally-led and meet our unique needs. Our elderly can stay here comfortably and our youth can return after finishing their education. All our people live well and thrive. Our natural and cultural heritage is restored and protected. Our community groups achieve their aspirations and our public open spaces are beautiful, functional and designed by locals. There are cemeteries in the north, centre and south of the island. Our children get a good education and there are learning opportunities for all ages.

Outcome: Our environment is protected and enhanced

This is how we see our future.

We lead the way in the Auckland region as a place where the environment is at its best. Pests are so few (or even better, eradicated) that our native wildlife and forests flourish. We remain off the grid with an increasing percentage of our energy coming from affordable, renewable and secure sources. Our island is a showcase of the very best in environmental practice with reduced reliance on fossil fuel. We dump only what cannot be reused, recycled or composted, and lead the region on the path to zero waste and low carbon. Our water and food supply is safe and secure. Our coastal waters are full of life and our streams run clean and free.

Outcome: Our infrastructure is future-proofed

This is how we see our future.

Our roads are safe, usable all year round and well maintained. Walkers, cyclists, drivers and truckers share our roads with ease and enjoy breath-taking views along the way. All our villages have a park and community building that we love and look after, connected by walkways and cycle trails. We have minimal signage and it fits with our environment. Our locals and visitors can get from place to place by some form of public transport. We have waterways that are fish friendly. Our wharves and airfields meet the needs of locals, visitors and businesses. We have modern efficient communications but our ridgelines are not dotted with cell phone towers. Our houses are warm, sustainable and affordable.

Outcome: Our economy is sustainable and prosperous

This is how we see our future.

We have more people, more jobs and more opportunities. Our businesses can make a buck and new ones spring up to meet demand. Our employees earn a living wage. We have thriving social enterprises and can buy locally produced meat and locally caught fish on-island. We encourage locals and visitors to buy locally both for sustainability and to support local producers. Our people are supported to upskill, our businesses can find the skills they need, and jobs stay on island. We are great hosts to visitors and their experience makes them want to come back with their friends. We engage our many part-time residents to help make the island a great place to live and visit. Our environment and night sky are internationally acclaimed and protected.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

The Great Barrier Local Board and mana whenua Ngāti Rehua - Ngātiwai ki Aotea have common aspirations in a wide range of areas and wish to work together to advance a number of initiatives as signalled in the local board plan.

We are committed to building a strong relationship with Ngāti Rehua - Ngātiwai ki Aotea and have allocated funding to support resourcing to engage in mutual issues such as waste recovery, cemeteries, the Dark Sky Sanctuary and marine protection.  

Great Barrier Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities that contribute to key community outcomes in the Great Barrier local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area including:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $1.2 million and capital investment of $954,000.

The key initiatives we have planned for 2018/2019 include:

  • Continuing grants funding for community groups
  • Continuing to support the Life-long Learning Strategy
  • Continuing to support iwi responsiveness
  • Consultation for the paper road network and community and reserves activation
  • Continuing to investigate cemeteries in centre and north of the island.

The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Aotea Great Barrier Local Board Plan:

  • Our people thrive and life is good
  • Our economy is sustainable and prosperous
  • Our infrastructure is future-proofed.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.01

0.01

0.01

The number of visits to library facilities (million)

0.01

0.01

0.01

Percentage of customers satisfied with the quality of library service delivery

92%

86%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

70%

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 92%

Day: 90%

Day: 92%

Night: 90%

Night: 77%

Night: 90%

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

70%

75%

70%

The percentage of residents who visited a local park in the last 12 months

81%

85%

81%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

11.6%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $45,000

The key initiatives we have planned for 2018/2019 include:

  • Implementation of the Visitor Strategy
  • Supporting governance for the Dark Sky Sanctuary
  • Consultation on the draft Aotea Great Barrier Island Area Plan.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcomes in the Aotea Great Barrier Local Board Plan:

  • Our economy is sustainable and prosperous
  • Our infrastructure is future-proofed.

 

Levels of Service

There are no performance measures for this activity.

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $216,000.

The key initiatives we have planned for 2018/2019 include:

  • Continuing to fund the biodiversity/biosecurity officer
  • Continuing to implement the water quality monitoring programme
  • Implementation of the Ecology Vision project stage 3
  • Continuing to support biosecurity programmes including Pest Pathways, rabbit control and Okiwi pest coordinator.

 

The local environmental management activity and key initiatives outlined contribute towards achieving the following outcomes in the Aotea Great Barrier Local Board Plan:

  • Our environment is protected and enhanced.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

86%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $1.1 million.

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset-based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.  

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 953.9K
By category
  • Renewals: 134.4K
  • Improvements: 665.7K
  • Growth: 153.9K
Key projects
  • Sustainability Initiatives (OLI): 300.0K
  • Local Board discretionary capex: 218.3K
  • Local SLIPs capex: 201.2K
  • Parks - Asset renewals: 134.4K
  • Parks - Coastal asset renewals: 100.0K

Operating spend

By activity area
  • Local Community Services: 1.2M
  • Local Planning: 45.0K
  • Local Environment Services: 215.9K
  • Local Governance: 1.1M

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

2,723

2,782

Targeted rates

0

0

Subsidies and grants for operating purposes

0

0

Fees and charges

0

0

Local authorities fuel tax, fines, infringement fees and other receipts

2

2

Total operating funding

2,725

2,784

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

2,244

2,477

Finance costs

75

81

Internal charges and overheads applied

406

223

Other operating funding applications

0

0

Total applications of operating funding

2,725

2,781

 

 

 

Surplus (deficit) of operating funding

0

3

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

296

951

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

296

951

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

196

154

- to improve the level of service

0

666

- to replace existing assets

100

134

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

296

954

 

 

 

Surplus (deficit) of capital funding

0

(3)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Key advocacy project: Alternative energy upgrade

Our key advocacy area is for Auckland Council and Auckland Transport to work on advancing off the grid, alternative energy and sustainability initiatives for the island including our key advocacy project to upgrade the service centre and local board office at Claris with an alternative energy system and electric vehicle chargers. 

Governing Body and Auckland Transport

Capital Grants Fund

We have no council-owned facilities on island for community use i.e., halls, sport fields, pools. We are advocating to the Governing Body to retain the Capital Grants fund which provides assistance to community groups to maintain and enhance community facilities without the need for council facilities to be developed.

 

Governing Body

Local Improvements Projects funding

We are advocating to the Governing Body to retain the current Local Improvements Projects funding which is essential for delivery of Aotea Great Barrier Local Board Plan outcomes and initiatives to future-proof our infrastructure and increase economic viability through the visitor industry due to limited capex funding.

Governing Body

Climate Change Mitigation fund

Coastal erosion is a concern for some of our key coastal roads and infrastructure, such as urupa, wharves and playgrounds. We have used our locally-driven initiatives funding to look at specific infrastructure but are requesting staffing resource to support strategic planning for Climate Change Mitigation, such as managed retreat for coastal roads, infrastructure and the potential use of the paper road network.

Governing Body and Auckland Transport

Technology Support

We have spent more than $600,000 of our locally-driven initiatives funding to install new cellphone facilities in Medlands and Okiwi and are currently mapping connectivity for the island. We are requesting departmental support, in accordance with Auckland Plan outcome 6: Opportunity and prosperity, for technology projects that support local economic development and central government advocacy.

Governing Body

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

 

Izzy Fordham (Chair)

81 Hector Sanderson Road

Claris

Great Barrier Island

Ph: 021 286 7555

E: izzy.fordham@aucklandcouncil.govt.nz

Luke Coles  (Deputy Chair)

81 Hector Sanderson Road

Claris

Great Barrier Island

Ph: 022 041 7891

E: luke.coles@aucklandcouncil.govt.nz

Jeff Cleave

81 Hector Sanderson Road

Claris

Great Barrier Island

Ph: 021 816 047

E: jeff.cleave@aucklandcouncil.govt.nz

Sue Daly

81 Hector Sanderson Road

Claris

Great Barrier Island

Ph: 021 286 8811

E: susan.daly@aucklandcouncil.govt.nz

Shirley Johnson

81 Hector Sanderson Road

Claris

Great Barrier Island

Ph: 021 729 684

E: shirley.johnson@aucklandcouncil.govt.nz 

 

 

 

The board can be contacted at the address below:

81 Hector Sanderson Road

Claris

Great Barrier Island

 

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.5 Henderson-Massey Local Board

Message from the Chair

Thank you for taking the time to submit on this local board agreement for the first financial year of the Henderson-Massey Local Board Plan 2017, and the council’s 10-year Budget 2018-2028.

We received 891 submissions on our 2018/2019 priorities. It was great to get positive feedback confirming we are heading in the right direction, and useful to understand your concerns and what we need to improve on.

We’re proud to represent such an informed and engaged community, and it’s especially pleasing to receive solid support for our key priorities.

We will now take the first steps to engage with the community on an urban design plan for Te Atatu South, in collaboration with the ‘Heart of Te Atatu South’ community group.

We are fortunate that Auckland Transport is already consulting with people in Henderson about what would make it easier to walk and cycle in the area. That work will form part of a ‘connections’ plan to improve opportunities for getting around the whole of the Henderson-Massey area without a car.

We will get started on preparing a heritage plan that will identify practical ways to showcase Henderson’s rich history, including refreshing the heritage trail.

We hear and share your concerns about transport in a growing city and your enthusiasm for protecting the natural environment in a largely urban area – we are confident we can make a difference locally through our work programme.

We know you support building a pool in the northwest, and we will continue to advocate to make that happen.

Auckland Council funding only goes so far, so we would like to acknowledge the contribution our volunteers and community groups make. We look forward to continuing working with you.

 

Shane Henderson

Henderson-Massey Local Board Chair

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Henderson-Massey Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

Henderson-Massey could not be better located, sitting between the foothills of the Waitākere Ranges in the west and the Waitematā Harbour in the east.

The Oratia and Opanuku streams and their tributaries wind their way from the ranges to the sea through our area, offering opportunities for water activities and beautiful parks.

The area includes the Henderson and Westgate metropolitan centres and the suburbs of Te Atatu Peninsula, Te Atatu South, Glendene, Sunnyvale, Massey, Ranui and West Harbour, and part of Kelston.

Henderson-Massey is ethnically diverse and a key feature of our area is the 16 per cent of people who identify as Māori (compared with 10 per cent for the whole of Auckland).

Our area has an unusual age pyramid that looks like an hourglass, with a high percentage of people at both its young base and old peak. Residents have a lower median income than average for the Auckland region, so community issues are important. However, the west is known for its community cohesiveness, an important asset for the area.

More recently the population has continued to grow at a faster rate than the rest of Auckland. That growth looks set to continue, with the development of Westgate as a new metropolitan centre, and the redevelopment of Henderson to take advantage of its proximity to public transport.

 

Local Board Plan outcomes

The Henderson-Massey Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Henderson-Massey Local Board Plan are:

Outcome 1: A network of vibrant and loved urban neighbourhoods

Our town and neighbourhood centres are the thriving hearts of our community.

Outcome 2: A thriving local economy that supports quality of life

We want to bring vitality and economic opportunity back to our town centres.

Outcome 3: Communities know each other and work together on common interests

We have thriving communities that are connected, healthy, resilient and inclusive.

Outcome 4: Community facilities are vibrant and welcoming places at the heart of our communities

These facilities provide spaces where people can connect, socialise, learn and participate in social, cultural, art and recreational activities.

Outcome 5: It is easy to get around without a car

People have smart, active public transport options across west Auckland and beyond.

Outcome 6: Natural spaces are valued and restored

Our waterways, biodiversity and indigenous flora and fauna are protected, and we work to reduce waste.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

 

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards.

As an integral part of meeting its responsibilities under Te Tiriti o Waitangi, the council is committed to enabling and supporting mana whenua and mataawaka aspirations and providing opportunities for Māori to contribute to the future well-being of Auckland. To formalise this commitment, the council has affirmed the Māori Responsiveness Framework to help the Auckland Council family implement its responsibilities.

The Māori Responsiveness Framework sets out two key areas - understanding the rights and interests of Māori and acting on the needs and aspirations of Māori.

The Henderson-Massey Local Board has four initiatives specifically focused on partnering with Māori:

1.     Working with mana whenua as kaitiaki on a Pā Harakeke environmental project. Various sites in the Henderson-Massey area have been selected in collaboration with mana whenua.

2.     Partnering with Te Whanau o Waipareira on a rangatahi empowerment programme “Nga Kawa o Tangaroa Tikanga” that uses developing water skills, including kaimoana  gathering, as a way to reconnect rangatahi to their culture and families.

3.     Supporting Te Whanau o Waipareira with Waitangi Day celebrations at Hoani Waititi Marae.

4.     Supporting ‘Māori Enterprise’, a programme designed in partnership with Māori, identifying opportunities for young Māori in the existing economy. The programme will be designed in partnership with Māori and will focus on developing confidence, creativity and entrepreneurial thinking.

Among initiatives that are not directly focused on Māori outcomes but help address issues specific to Māori, the Youth Connections youth employment programme will contribute to raising Māori youth employment figures.

In June 2017 the local board commissioned a piece of research to assist in understanding views of West Auckland Māori and how the relationship between local boards and Māori could be improved. Henderson-Massey Local Board will now work on putting the findings of the ‘Toitū Waitākere’ report into action.

 

Henderson-Massey Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Henderson-Massey local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $21.8 million and capital investment of $20.4 million.

The key initiatives we have planned for 2018/2019 include:

  • Developing a Henderson-Massey wide ‘connections’ plan to identify alternative street routes, park paths and trails, and prioritise investment areas for improving opportunities to get around without a car
  • Increase capacity for youth to participate and influence community outcomes by developing a rangatahi leadership programme
  • Support community-led place-making in Pomaria/Lincoln North and Massey, and activate places and connections for older people across Henderson-Massey
  • Review the operational model for Kelston Community Centre to identify the opportunities presented by the renewal of this facility.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Henderson-Massey Local Board Plan:

  • Outcome 1: A network of vibrant and loved urban neighbourhoods
  • Outcome 3: Communities know each other and work together on common interests
  • Outcome 4: Community facilities are vibrant and welcoming places at the heart of our communities.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.58

0.65

0.65

The number of visits to library facilities (million)

0.81

0.81

0.78

Percentage of customers satisfied with the quality of library service delivery

80%

79%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

70%

The number of attendees at Council-led community events

 N/A

 New measure

      12,300

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 67%

Day: 82%

Day: 67%

Night: 18%

Night: 26%

Night: 18%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

571,644

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

71%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

71%

75%

71%

The customers' Net Promoter Score for Pool and Leisure Centres

15

15

15

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

64%

75%

64%

The percentage of residents who visited a local park in the last 12 months

84%

85%

84%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

10.5%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual budget to deliver these activities includes operating costs of $758,000 and capital investment of $1.8 million.

The key initiatives we have planned for 2018/2019 include:

  • Developing a heritage plan and refreshing the Henderson heritage trail to express local Māori history
  • Preparing an urban design plan for Te Atatu South in collaboration with the ‘Heart of Te Atatu South’ community group, particularly to enhance the area around the community centre and local parks.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Henderson-Massey Local Board Plan:

  • Outcome 1: A network of vibrant and loved urban neighbourhoods
  • Outcome 4: Community facilities are vibrant and welcoming places at the heart of our communities.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $241,000.

The key initiatives we have planned for 2018/2019 include:

  • Fund a co-ordinator as part of the North-West Wildlink Assistance Programme to increase capacity and interest within the community to achieve Pest Free Te Atatū
  • In collaboration with Panuku Development Auckland “Unlock Henderson”, operate a temporary bike hub at Auckland Council’s Henderson site, and identify a location and community partners for a future permanent repair centre for second-hand bikes in the Board area.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcomes in the Henderson-Massey Local Board Plan:

  • Outcome 1: A network of vibrant and loved urban neighbourhoods
  • Outcome 6: Natural spaces are valued and restored.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

90%

 
Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $983,000.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 20.4M
  • Local Planning: 1.8M
By category
  • Renewals: 2.5M
  • Improvements: 2.6M
  • Growth: 17.2M
Key projects
  • Community centre (Massey North): 15.9M
  • Parks - Asset renewals: 2.4M
  • Local Board discretionary capex: 1.2M
  • Massey North Open Spaces: 1.1M
  • Waiarohia ponds 3 & 4: 700.0K

Operating spend

By activity area
  • Local Community Services: 21.8M
  • Local Planning: 757.6K
  • Local Environment Services: 241.0K
  • Local Governance: 983.3KM

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

20,942

21,939

Targeted rates

93

89

Subsidies and grants for operating purposes

156

67

Fees and charges

5,294

5,502

Local authorities fuel tax, fines, infringement fees and other receipts

89

265

Total operating funding

26,573

27,862

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

19,355

21,955

Finance costs

3,866

1,598

Internal charges and overheads applied

3,723

4,058

Other operating funding applications

0

0

Total applications of operating funding

26,944

27,611

 

 

 

Surplus (deficit) of operating funding

(370)

251

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

37,757

22,022

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

37,757

22,022

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

30,316

17,205

- to improve the level of service

1,924

2,604

- to replace existing assets

5,147

2,465

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

37,387

22,273

 

 

 

Surplus (deficit) of capital funding

370

(251)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

A pool in the north-west

(key advocacy project)

Continue advocating for prioritising construction of a pool for the north-west area, including the purchase of land to prepare for the pool and future sports fields and local community facilities.

Governing Body

Develop the “Western Initiative”

Advocating to support resourcing and development of the proposal from the Southern Initiative:

  • To establish a place-based initiative and team in West Auckland to stimulate and enable community and social innovation in response to the number of social and economic challenges the area faces.

Noting the strong alignment between the board plan and ongoing advocacy by Henderson-Massey Local Board members and ward councillors for a joined-up project to respond to community needs.

Governing Body

Revitalising Henderson

Advocating to build on investment in Henderson, particularly as change will occur after the delivery of the Unlock Henderson project, along with proposed transport projects, which will attract more people to live in Henderson.

Governing Body and Panuku Development Auckland

Funding for Te Whau pathway project

Advocate for funding for the Te Whau pathway to be allocated in the Auckland Transport capital programme, and for Council to continue to support and resource the project.

Governing Body and Auckland Transport

Northwest dedicated rapid transit corridor to service rapidly growing population

Advocate for construction to start immediately on the proposed northwest dedicated rapid transit corridor, including light rail to Kumeu and further staged to Helensville.

Governing Body and Auckland Transport

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Shane Henderson - Chairperson

Phone: 021 839 935

45 Coniston Avenue

Te Atatu South

shane.henderson@aucklandcouncil.govt.nz

Warren Flaunty, QSM

Phone: 021 287 1555

86 Red Hills Road

Massey

warren.flaunty@aucklandcouncil.govt.nz 

Peter Chan, JP - Deputy Chairperson

Phone: 021 286 5533

20 Piriti Drive

Te Atatu Peninsula

peter.chan@aucklandcouncil.govt.nz

 Will Flavell

Phone: 021 804 064

6 Henderson Valley Road

Henderson 0612

will.flavell@aucklandcouncil.govt.nz

Paula Bold-Wilson

Phone: 021 518 629

6 Henderson Valley Road

Henderson 0612

paula.bold-wilson@aucklandcouncil.govt.nz

Matt Grey

Phone: 021 536 214

10 Talavera Place

Te Atatu South

matt.grey@aucklandcouncil.govt.nz 

Brenda Brady, JP

Phone: 027 564 0566

PO Box 121 456

Henderson

brenda.brady@aucklandcouncil.govt.nz

Vanessa Neeson, JP

Phone: 021 281 0445

6 Henderson Valley Road

Henderson 0612

vanessa.neeson@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

6 Henderson Valley Road,

Henderson

Auckland 0612

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.6 Hibiscus and Bays Local Board

Message from the Chairperson

Thank you for taking the time and effort recently to give your feedback on the 10-year Budget 2018-2028 consultation. Hearing from you is important because it helps the local board understand the community’s views to inform our decision-making.

The local board consulted on five key priorities for the Hibiscus and Bays Local Board Agreement for 2018/2019 and received 1267 written submissions, showing that the majority of people supported these local board priorities.

Our community again expressed the importance of protecting and enhancing our environment and requested the local board to continue to support our volunteers and local environmental projects.

The local board has confirmed its key advocacy project for the phased implementation of the Orewa Beach Esplanade Enhancement Project and will continue to advocate to council’s Governing Body for significant investment to protect coastal reserves from storm damage, to help preserve this iconic beach and adjacent areas.

We will continue to scope and implement projects as identified within the approved Silverdale, Orewa, Browns Bay and Whangaparaoa centre plans and develop and promote an eco-tourism study for the local board area.

Thank you for your continued support, we look forward to working with you throughout the year on our key priorities.

 

Julia Parfitt

Hibiscus and Bays Local Board Chair

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Hibiscus and Bays Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

About this area

The Hibiscus and Bays Local Board area extends from Waiwera in the north to Campbells Bay in the south. There are established townships, suburbs and neighbourhoods many with their own character and feel.  Growth continues in the Silverdale, Orewa and Long Bay areas which provides new opportunities as well as challenges.

Local Board Plan outcomes

The Hibiscus and Bays Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Hibiscus and Bays Local Board Plan are:

Outcome: A strong local economy

Thriving town centres attract people and business investment and provide opportunities for local people to work closer to where they live.

Outcome: Our communities have excellent transport choices

Being well-connected with efficient public transport, roadways, cycleways and walkways is essential for our communities and their quality of life.

Outcome: Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation

Open spaces and quality recreation help support healthy lifestyles and keep us active.

Outcome: Our people are involved and have a strong sense of pride in the look and feel of their local areas

Providing opportunities to support community participation is important to help shape people’s quality of life, creativity, health and wellbeing.

Outcome: A protected and enhanced environment

A flourishing and resilient natural environment contributes to our health and economy. It is important that we protect and enhance our unique history and natural heritage now as a legacy for future generations.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

The Hibiscus and Bays Local Board will continue to work with mana whenua and mataawaka on local board projects.  We are committed to strengthening our iwi relationships and working jointly on initiatives that contribute to this important partnership.

 

Hibiscus and Bays Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Hibiscus and Bays Local Board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, toilets, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $14.0 million and capital investment of $10.0 million.

The key initiatives we have planned for 2018/2019 include:

  • Our key advocacy project will address coastal erosion and protect Ōrewa Beach Esplanade and reserves. We will focus on key parts of the beach and reserve area and phase the work that is required
  • We will continue to deliver the projects in the Mairangi Bay Reserves Development Plan including closing the beachfront section of Montrose Terrace and providing a connecting road with angle parking at the back of the reserve to provide more open space
  • The Hibiscus and Bays Open Space Management Plan will be progressed to provide one reserve management plan for all parks and reserves within the local board area
  • Ecological restoration and environmental programmes in local parks will be delivered and supported by volunteers.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Hibiscus and Bays Local Board Plan:

  • Outcome: Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation
  • Outcome: Our people are involved and have a strong sense of pride in the look and feel of their local areas
  • Outcome: A protected and enhanced environment.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.29

0.30

0.30

The number of visits to library facilities (million)

0.82

0.81

0.77

Percentage of customers satisfied with the quality of library service delivery

85%

84%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

The number of attendees at Council-led community events

 N/A

 New measure

        2,000

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

55%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

55%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 87%

Day: 95%

Day: 87%

Night: 52%

Night: 45%

Night: 52%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

227,500

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

88%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

66%

75%

75%

The customers' Net Promoter Score for Pool and Leisure Centres

52

15

52

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

73%

75%

75%

The percentage of residents who visited a local park in the last 12 months

88%

85%

88%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

5.4%

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $511,000.

The key initiatives we have planned for 2018/2019 include:

  • Progress scoping and implementation of projects identified in the Silverdale, Orewa, Browns Bay and Whangaparaoa town centre plans
  • Continue to develop an eco-tourism strategy
  • Facilitate discussions with Business Improvement Districts (BIDs) and business associations to identify the type of support required to enhance economic performance of local town centre areas.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome in the Hibiscus and Bays Local Board Plan:

  • Outcome: A strong local economy.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

 
Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $171,000.

The key initiatives we have planned for 2018/2019 include:

  • Initiate a small building sites ambassador project to reduce the amount of sedimentation, run-off and litter produced from small building sites, from entering our waterways
  • Continue to work with schools on water sensitive design projects to help educate children about the importance of water conservation and stormwater pollution in an urban setting
  • Support the North-West Wildlink corridor including the protection of freshwater and terrestrial areas that have been identified as key ‘Wildlink Wonders’
  • Create a business waste reduction programme to help industry and business to identify and implement opportunities to reduce and divert waste.

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Hibiscus and Bays Local Board Plan:

  • Outcome: A protected and enhanced environment
  • Outcome: A strong local economy
  • Outcome: Our community enjoys access to quality parks, reserves and facilities for leisure, sport and recreation.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership in the preparation of local board plans, support in developing local board agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the 10-year Budget 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $1.0 million.

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the Governing Body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 10.0M
By category
  • Renewals: 6.0M
  • Improvements: 1.9M
  • Growth: 2.1M
Key projects
  • Parks - Asset renewals: 4.1M
  • General park development: 2.5M
  • Sport development: 1.9M
  • Parks - Coastal asset renewals: 745.0K
  • Local Board discretionary capex: 640.9K

Operating spend

By activity area
  • Local Community Services: 14.0M
  • Local Planning: 510.6K
  • Local Environment Services: 171.0K
  • Local Governance: 1.0M

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

14,534

14,658

Targeted rates

446

450

Subsidies and grants for operating purposes

522

407

Fees and charges

2,490

2,621

Local authorities fuel tax, fines, infringement fees and other receipts

25

9

Total operating funding

18,016

18,145

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

13,785

14,214

Finance costs

1,433

948

Internal charges and overheads applied

2,675

2,526

Other operating funding applications

0

0

Total applications of operating funding

17,894

17,688

 

 

 

Surplus (deficit) of operating funding

122

457

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

6,658

9,591

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

6,658

9,591

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

1,646

2,147

- to improve the level of service

549

1,924

- to replace existing assets

4,586

5,978

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

6,781

10,048

 

 

 

Surplus (deficit) of capital funding

(122)

(457)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in the 10-year Budget 2018-2028, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Key advocacy project:

Implementation of the Orewa Beach Esplanade Enhancement Project (OBEEP)

Orewa beach, reserve areas and walkways are at significant threat of being lost to sea erosion forces. The local board is seeking capital funding of $18m to be allocated to two phases of coastal protection work.

The first phase is for the construction of 640 metres of hybrid seawall at the northern end in the period 2019/2020 – 2021/2022. The second phase is to undertake further protection work over a 670 metre section at the southern end of the beach over 2021/2022 – 2025/2026.

Governing Body

Deliver Penlink earlier

Penlink is a 7 kilometre long road to link the Whangaparaoa Peninsula to State Highway 1 at Redvale.  The toll road will result in 12-18 minute faster journey time for drivers. Penlink will provide transport options for an area which currently has only one way in and out.  The local board’s preference is for a four-lane toll-road and to include facilities for cyclists and pedestrians.

Auckland Transport (AT) has completed the route designation and has all the necessary resource consents to progress the Penlink project.  Penlink is a vital project which will unlock the economic advantages of the wider area.

Penlink has been included in the Auckland Transport Alignment Project (ATAP). The local board is seeking that Penlink is delivered in the first half of the 10-year Budget 2018-2028.

Governing Body

Realignment of the East Coast Road/Lonely Tack/ Glenvar Roads intersection

On East Coast Road the Glenvar Road/Lonely Track Road intersections require realignment to improve safety immediately after the construction of Glenvar Ridge Road and the upgrade of Glenvar Road.

Auckland Transport

To prioritise the investigation of equitable operational funding for community houses, community, youth and arts centres

To confirm base-level funding across Auckland and recognition of the contribution that community-owned assets make across the council’s network of community facilities (e.g. Hibiscus Coast Youth Centre and Hibiscus Coast Community House).

 

Governing Body

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Julia Parfitt, JP – Chairperson

East Coast Bays Subdivision

Phone: 021 287 1999

julia.parfitt@aucklandcouncil.govt.nz

 

Janet Fitzgerald, JP – Deputy Chairperson

Hibiscus Coast Subdivision

Phone: 021 242 7504

janet.fitzgerald@aucklandcouncil.govt.nz

David Cooper

East Coast Bays Subdivision

Phone: 021 285 7333

david.cooper@aucklandcouncil.govt.nz

 

Christina Bettany

East Coast Bays Subdivision

Phone: 021 531 934

christina.bettany@aucklandcouncil.govt.nz

 

Caitlin Watson

Hibiscus Coast Subdivision

Phone: 021 531 632

caitlin.watson@aucklandcouncil.govt.nz

 

Gary Holmes

East Coast Bays Subdivision

Phone: 027 496 6283

gary.holmes@aucklandcouncil.govt.nz

 

Vicki Watson

Hibiscus Coast Subdivision

Phone: 021 795 989

vicki.watson.hibiscus@aucklandcouncil.govt.nz

 

Mike Williamson

Hibiscus Coast Subdivision

Phone: 021 529 653

mike.williamson@aucklandcouncil.govt.nz

 

 

The Hibiscus and Bays Local Board operates from two offices.

Addresses:
Orewa
50 Centreway Road
Orewa

Browns Bay
2 Glen Road
Browns Bay

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.7 Howick Local Board

Message from the Chair

It is my pleasure to present the Howick Local Board’s 2018/2019 Local Board Agreement.  This is the first year of delivery of a budget based on the 10-year Budget 2018-2028 and a platform set by our 2017-2020 local board plan.

We have sought feedback on our priorities for 2018/2019 as part of consultation on the 10-year Budget 2018-2028.  Overall there was a lot of community support for local initiatives.

Transport continues to be a key issue and we will be advocating strongly to Auckland Transport to accelerate the Auckland Manukau Eastern Transport Initiative (AMETI) project and to build on the benefits provided by the introduction of the new bus network and the new transport hub and improved ferry pier at Half Moon Bay.

While our capital programme puts more of a focus on the Flat Bush area, we continue to develop greenways, walkways and cycle paths across the local board area and look at ways to optimise the use of our existing assets.  We also want to build on our development of the Howick Village Centre Plan through an implementation plan.

We will actively advocate to the Governing Body on two primary issues. In collaboration with number of local boards across Auckland we are seeking resources to manage the erosion of Auckland’s coastline and we continue advocating on bringing forward development of the multi-use community facility and library and the proposed aquatic centre at Flat Bush.

Thank you for taking the time to help us shape our priorities for 2018/2019.  We will keep you informed about what we are doing and to celebrate key milestones as they are achieved throughout the year. 

David Collings,

Chair Howick Local Board.      

 

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Howick Local Board Plan 2017 is a three-year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement set out below. Each local board also develops annual work programmes alongside their local board agreement.

Local boards provide input to the Governing Body on large-scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

The Howick Local Board area is the fifth largest urban area in New Zealand and includes the suburbs of Howick, Pakuranga, Botany and the developing residential area of Flat Bush . The main business centres are located along Ti Rakau Drive, Botany, East Tamaki and in the business park at Highbrook.

Our population was estimated at 142,700 in June 2015 and is predicted to increase to 176,350 by 2031 - a 30.6 per cent increase on the 2013 census.

Our population is ethnically diverse. The 2013 Census identifies European (55 per cent) and Asian (39 per cent) as the two largest groups, with Chinese the largest and Indian the second largest in the Asian sub-group.

 

Local Board Plan outcomes

The Howick Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Howick Local Board Plan are:

Outcome 1: Involved and connected communities

We are proud of our area and participate in our community to make Howick a great place to live, work and play.

Outcome 2: Our future growth is managed effectively

We want to ensure future growth is well planned with good quality design and transport connections that enable people to move easily around our area.

Outcome 3: Valuing our cultural diversity

We are culturally diverse and have great facilities for creative activities including music and dance, theatre and visual arts.

Outcome 4: A treasured environment

We will keep our wonderful environment and admired coastline clean and safe for all to use.

Outcome 5: Our people are active and healthy

Our extensive network of public places, and recreation and leisure facilities will be looked after so people of all ages and abilities can use them to remain healthy and active.

Outcome 6: A prosperous local economy

We will attract new businesses to support our economy and provide opportunities for training and skills development. We will also continue to attract tourism to our area.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

The local board plan provides the framework for engaging rangatira ki te rangatira or chief to chief, to share information and work together. As part of its commitment to Tiriti o Waitangi/the Treaty of Waitangi, the Howick Local Board will continue to build a close working relationship with mana whenua with interests in the area and mataawaka.

Our local board plan describes some of the ways we will work together with iwi in our local area that will support kaitiakitanga and the guardianship of our environment and special places.

 

Howick Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Howick local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $21.0 million and capital investment of $11.6 million.

The key initiatives we have planned for 2018/2019 include:

  • Facilities Partnership Funding
  • Greenway, walkway and general park development
  • Events and arts programmes, eg, Estuary Arts Awards, Movies and Music in the Park
  • Community grants
  • Continuation of funding for extended hours at libraries
  • Youth participation and development.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Howick Local Board Plan:

  • Outcome 1: Involved and connected communities
  • Outcome 2: Our future growth is managed effectively
  • Outcome 3: Valuing our cultural diversity
  • Outcome 5: Our people are active and healthy.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.66

0.64

0.64

The number of visits to library facilities (million)

1.10

1.13

1.05

Percentage of customers satisfied with the quality of library service delivery

80%

79%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

The number of attendees at Council-led community events

 N/A

 New measure

        4,600

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure


30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 85%

Day: 85%

Day: 85%

Night: 56%

Night: 45%

Night: 56%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

589,084

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

56%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

79%

75%

79%

The customers' Net Promoter Score for Pool and Leisure Centres

44

15

44

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

77%

75%

77%

The percentage of residents who visited a local park in the last 12 months

85%

85%

85%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

5.1%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual budget to deliver these activities includes operating costs of $1.3 million and capital investment of $2.4 million.

The key initiatives we have planned for 2018/2019 include:

  • Implementation of Howick Village Centre Plan
  • Continuing to implement the Howick Heritage Plan
  • Funding for local Business Improvement Districts (Howick Village Business Association and Greater East Tamaki Business Association)
  • Howick Tourism development.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Howick Local Board Plan:

  • Outcome 2: Our future growth is managed effectively
  • Outcome 4: A treasured environment
  • Outcome 6: A prosperous local economy.

 

Levels of Service

We measure our performance against the following measures for each local activity

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $181,000.

The key initiatives we have planned for 2018/2019 include:

  • Pest Free Howick
  • Howick Stream Improvement Programme.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Howick Local Board Plan:

  • Outcome 4: A treasured environment.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

 
Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of local board plans, support in developing local board agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance Group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $1.1 million.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 11.6M
  • Local Planning: 2.4M
By category
  • Renewals: 4.0M
  • Improvements: 5.7M
  • Growth: 4.3M
Key projects
  • Master Plan (Barry Curtis Park): 4.5M
  • Local Board discretionary capex: 3.0M
  • Stormwater Environmental Improvements - Flat Bush water quality ponds: 2.4M
  • Parks - Asset renewals: 2.4M
  • Parks - Coastal asset renewals: 890.0K

Operating spend

By activity area
  • Local Community Services: 21.0M
  • Local Planning: 1.3M
  • Local Environment Services: 181.0K
  • Local Governance: 1.1M

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

13,243

21,613

Targeted rates

527

419

Subsidies and grants for operating purposes

15

686

Fees and charges

182

3,832

Local authorities fuel tax, fines, infringement fees and other receipts

197

507

Total operating funding

14,164

27,057

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

10,798

19,839

Finance costs

1,313

3,525

Internal charges and overheads applied

2,040

3,521

Other operating funding applications

0

0

Total applications of operating funding

14,150

26,885

 

 

 

Surplus (deficit) of operating funding

14

172

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,060

13,836

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,060

13,836

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

3,187

4,309

- to improve the level of service

1,132

5,670

- to replace existing assets

2,754

4,029

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,074

14,008

 

 

 

Surplus (deficit) of capital funding

(14)

(172)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

Initiative

Description

Advocating to

Key advocacy project: bring forward development of multi-use community facility and library, and the aquatic centre at Flat Bush

The board is advocating to the Governing Body to bring forward development of the multi-use community facility and library ($20 million, completion by 2022), and the aquatic centre at Flat Bush ($27 million, completion 2023).

Feedback from recent consultation on the multi-use facility has told us that the development of such a facility is crucial. The community have told us it would provide a focal point as a place they can come together.

Bringing forward development plans for the aquatic centre also allows future planning for Barry Curtis Park to evolve once the location of the aquatic centre has been decided.

Governing Body

Development of a consistent regional funding approach in  response to managing coastal erosion and beach replenishment

Ensure the ongoing development of a coordinated approach to the management of coastal erosion. Feedback on the LTP shows that there is a majority support for continuing the coastal management programme for the area and advocating for a regional funding approach to ensure consistency of measures and management of coastal erosion.

Governing Body

Appendix B: How to contact your local board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community

David Collings (Chair)

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 831 852

E: david.collings@aucklandcouncil.govt.nz

Katrina Bungard (Deputy Chair)

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 0800 528286

E: katrina.bungard@aucklandcouncil.govt.nz

Garry Boles

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 242 4665

E: garry.boles@aucklandcouncil.govt.nz

Jim Donald

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 286 7755

E: jim.r.donald@aucklandcouncil.govt.nz

John Spiller

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 286 7666

E: john.spiller@aucklandcouncil.govt.nz

Mike Turinsky

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 804 742

E: mike.turinsky@aucklandcouncil.govt.nz

Adele White

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 284 3843

E: adele.white@aucklandcouncil.govt.nz

Bob Wichman

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or (09) 278 7847

E: bob.wichman@aucklandcouncil.govt.nz

Peter Young

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 027 587 4888

E: peter.young.howick@aucklandcouncil.govt.nz

The board can be contacted at the address below:

Shop S447

The Warehouse Plaza

Pakuranga Town Centre

1 Aylesbury Street,

Pakuranga

Auckland 2010

Phone: 09 572 0148

For general enquiries, assistance and information, phone 09 301 0101 any time or visit aucklandcouncil.govt.nz

Agendas and minutes for local board meetings are available on the Auckland Council website: aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.8 Kaipātiki Local Board

Message from the Chair

Thank you for your strong interest in the issues that face Aucklanders at both regional and local level. Your input has helped shape regional priorities and local projects planned for delivery in 2018/2019.

This agreement covers the first financial year after the adoption of the Kaipātiki Local Board Plan 2017 and the first of Council’s new 10-year Budget 2018-2028. The Kaipātiki Local Board is committed to putting into action the key initiatives you helped prioritise in our Local Board Plan.

We look forward to commencing feasibility of the Shepherds Park to Tui Park coastal connection as part of the Kaipātiki Connections Network Plan. We anticipate seeing improvements in our environment through the likes of the Pest Free Kaipātiki group, park volunteers and other council-led environmental initiatives. We hope to see more of our communities shaping the look-and-feel of their neighbourhoods with an increased focus on placemaking.

We are advocating to the Governing Body for the investment required to redevelop Birkenhead War Memorial Park, which includes the replacement of the condemned grandstand with a multi-purpose community facility. We are also advocating for Kaipātiki to be a focused area of investment for kauri dieback prevention.

We will continue to deliver on facility and park improvements, including updated playgrounds, new shade-sails, improved signage and track upgrades.

We are committed to keeping the community informed about board and council activities. We want those who are impacted by a decision to be fully informed and for their feedback to be meaningfully considered. We will be working on local guidelines for community engagement and look forward to hearing how you would like to be consulted.

 

John Gillon

Chairperson, Kaipātiki Local Board

 

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Kaipātiki Local Board Plan 2017 is a three-year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

Kaipātiki means ‘to eat flounder’, or the ‘feeding ground of the flounder’.

The area’s boundaries are the northern motorway to the east, the inner Waitematā Harbour to the south and west, and Glendhu and Sunset roads to the north. It includes the suburbs of Beach Haven, Birkenhead, Chatswood, Bayview, Birkdale, Northcote, Glenfield, Hillcrest, Totara Vale and Marlborough.

Kaipātiki is defined by its green and blue taonga. It has one of the largest areas of continuous urban native vegetation remaining in Auckland’s ecological region, forming part of the North-West Wildlink. It has 30 per cent tree cover spread between public and private land owners. Kaipātiki boasts about 540 hectares of local reserves, including destination parks like Onepoto Domain and Chelsea Heritage Park. The sparkling waters of the Waitematā form part of the Kaipātiki rohe (area).

Kaipātiki has three main town centres – Birkenhead, Glenfield and Northcote – complemented by smaller local centres. Just over 65 per cent of Kaipātiki residents are employed. Of these, 29 per cent work within the local board boundary. Wairau Valley is a significant area of employment and industry. Other important destinations for employment are the city centre, Devonport-Takapuna and Albany.

Our closeness to the harbour bridge and the city centre makes Kaipātiki attractive to young families, professionals and students. There are higher proportions of people in the 25-44 age group and children under five than the Auckland average. Two thirds of the population are of European ethnicity, with just over a quarter of Asian ethnicity, higher proportions than the Auckland average; while the Māori and Pacific populations, at 8.5 and 5.9 per cent respectively, are smaller. 

 

Local Board Plan outcomes

The Kaipātiki Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Kaipātiki Local Board Plan are:

Outcome 1: Our people identify Kaipātiki as their kāinga (home)

Our people have a sense of belonging, are connected to one another and are proud to live in Kaipātiki.

Outcome 2: Our natural environment is protected for future generations to enjoy

People can get to and take pleasure in the Kaipātiki coastline, green spaces and waterways. Our community acts as kaitiaki (guardians) of the environment so that future generations can do the same.

Outcome 3: Our people are active and healthy

It’s easy to make healthy lifestyle choices in Kaipātiki.

Outcome 4: Getting to and around Kaipātiki is easy

Kaipātiki has many transport options, and it’s easy to move around and find your way.

Outcome 5: Our urban centres are vibrant

Our villages, town centres and business areas provide local employment and bring people together.

Outcome 6: Our community facilities and infrastructure are high quality and well managed

We feel fortunate to be home to many great community facilities, so we want to ensure they’re well looked after and continue to meet community needs.

Outcome 7: Services are well managed and meet community needs

Residents are able to benefit from relevant and high-quality community services and events.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

 

Working with Māori

Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi/the Treaty of Waitangi and its boarder statutory obligations to Māori. As part of this commitment, Kaipātiki Local Board intends to work with mana whenua and iwi on a range of projects and activities, particularly in the areas of parks and town centres. The board recognises that projects in these areas impact on issues that are of importance to Māori, such as improving and maintaining the natural environment e.g. reducing plant and animal pests. 

 

Kaipātiki Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Kaipātiki local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $15.0 million and capital investment of $7.6 million.

 

The key initiatives we have planned for 2018/2019 include:

  • Continuing development of the Birkenhead War Memorial Park masterplan as a locally driven initiative
  • Providing funding for increased place-making initiatives over and above what had been previously allocated
  • Development of an Open Space Management Plan to inform our planning for the efficient use, protection and management of our parks and open spaces
  • Providing funding and staff support for our parks volunteers
  • Partnering with the Kaipātiki Community Facilities Trust to deliver events and community development projects and services
  • Providing funding to community groups through service agreements or through our contestable grants rounds
  • Responding to the needs of our community groups, such as governance training, Māori responsiveness planning or capacity building
  • Continued renewal and enhancement of our public facilities, connections and playgrounds.

 

The local community services and key initiatives outlined contribute towards achieving the following outcomes in the Kaipātiki Local Board Plan:

  • Outcome 1: Our people identify Kaipātiki as their kāinga (home)
  • Outcome 2: Our natural environment is protected for future generations to enjoy
  • Outcome 3: Our people are active and healthy
  • Outcome 6: Our community facilities and infrastructure are high-quality and well-managed
  • Outcome 7: Services are well-managed and meet community needs.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.37

0.37

0.37

The number of visits to library facilities (million)

0.70

0.68

0.65

Percentage of customers satisfied with the quality of library service delivery

80%

81%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

70%

The number of attendees at Council-led community events

 N/A

 New measure

        1,500

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 82%

Day:87%

Day: 82%

Night: 34%

Night: 39%

Night: 34%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

114,823

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

78%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

82%

75%

82%

The customers' Net Promoter Score for Pool and Leisure Centres

7

15

7

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

81%

75%

81%

The percentage of residents who visited a local park in the last 12 months

82%

85%

82%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

6.8%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $535,000.

 

The key initiatives we have planned for 2018/2019 include:

  • Continuing support for the BIDs in our local board area
  • Continuing development of the Sunnynook – Totaravale Centre Plan as a locally driven initiative through our local board operational budget
  • Supporting our youths with entrepreneurial aspirations to develop their ideas into actual businesses

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Kaipātiki Local Board Plan:

  • Outcome 1: Our people identify Kaipātiki as their kāinga (home)
  • Outcome 5: Our urban centres are vibrant.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

50%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $258,000.

The key initiatives we have planned for 2018/2019 include:

  • Development of a kauri dieback plan as a locally driven initiative through our local board operational budget.
  • Establish a stream monitoring programme through working with community as a locally driven initiative.
  • Continued Implementation of the Pest Free Kaipātiki strategy
  • Supporting the operations of the Kaipātiki Project, including delivery of environmental programmes, and volunteer support
  • Delivering the industrial pollution prevention and small building site ambassador programmes.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Kaipātiki Local Board Plan:

  • Outcome 1: Our people identify Kaipātiki as their kāinga (home)
  • Outcome 2: Our natural environment is protected for future generations to enjoy.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

 
Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $955,000.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

 

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 7.6M
By category
  • Renewals: 6.6M
  • Improvements: 640.2K
  • Growth: 333.2K
Key projects
  • Parks - Asset renewals: 6.3M
  • Local Board discretionary capex: 617.9K
  • Parks - Coastal asset renewals: 465.0K
  • Birkenhead War Memeorial Park (OLI): 200.0K

Operating spend

By activity area
  • Local Community Services: 14.9M
  • Local Planning: 534.6K
  • Local Environment Services: 258.4K
  • Local Governance: 954.5K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

12,120

12,993

Targeted rates

306

309

Subsidies and grants for operating purposes

865

908

Fees and charges

4,759

4,806

Local authorities fuel tax, fines, infringement fees and other receipts

347

17

Total operating funding

18,397

19,033

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

14,039

14,727

Finance costs

1,433

1,450

Internal charges and overheads applied

2,802

2,476

Other operating funding applications

0

0

Total applications of operating funding

18,274

18,653

 

 

 

Surplus (deficit) of operating funding

123

380

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,634

7,177

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,634

7,177

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

626

333

- to improve the level of service

1,693

640

- to replace existing assets

5,438

6,583

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,757

7,557

 

 

 

Surplus (deficit) of capital funding

(123)

(380)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Key advocacy project - Birkenhead War Memorial Park Redevelopment

The grandstand is at the end of its life, and other facilities at the park, such as the swimming pool, are also starting to show their age.

Replacing these facilities provides the opportunity to think about how the park could be redeveloped to make the most of the space available, but also to meet the needs of our community for the next 50 years. We are currently developing a masterplan to guide the future development of the park.

Delivering the masterplan requires significant investment and will be completed over a number of years. Funding this is beyond the resources currently available to the local board and so we need the Governing Body to allocate funding in the 10-year Budget.

The first priority is the replacement of the grandstand with a shared facility to accommodate multiple community and sporting users. The estimated cost is $7 million. The replacement of the swimming pool will be an additional cost of approximately $6 million and is required further towards the end of the 10-year Budget. A further $2 million is required for renewing ancillary infrastructure such as walking tracks and car parking.

Governing Body

Northcote Development

The Kaipātiki Local Board has long supported and advocated for the strategic values of Northcote to deliver both housing intensification and commercial development.

To support this rapid growth, the Kaipātiki Local Board advocates for the provision of a quality public realm, and community facilities investment in Northcote. Specifically, the Kaipātiki Local Board advocates for improved urban amenity, maximum public open space, a destination playground, cycling links, public art, inclusion of cultural and heritage aspects, sustainability (eg roof gardens, rain gardens), retention of mature trees, a new community building, and retention of the Northcote Library building, designed by architect David Mitchell.

This will support and complement both Panuku Development Auckland Limited and Homes, Land and Community’s planned investments to make Northcote an exemplar for urban renewal.

Governing Body and Panuku Development Auckland

Kauri die-back prevention in Kaipātiki

Protection of green spaces is a key focus for our community. Kauri dieback is of immediate concern due to the significant numbers of kauri trees in our local reserves, and in light of the recent discovery of a kauri tree showing signs of the disease. The Kaipātiki Local Board area has a high proportion of bush areas containing kauri trees that currently receive minimal protection from dieback. For example, more than 75 bush entrances will require in-ground cleaning stations, and significant investment in track upgrades will be required to protect our kauri.

The Kaipātiki Local Board advocates that the Kaipātiki Local Board area be included as a regionally important area of focused investment to protect our kauri.

Governing Body

Pest Free Kaipātiki

Continued support for the implementation of the Pest Free Kaipātiki strategy (2016) by resourcing the components that are council responsibilities and refining council and council-controlled organisation delivery models to enable the successful delivery of this community-led initiative.

Governing Body

Adequately resourced community facilities

Ensure our community and arts facilities are ‘resourced for success’ by providing sufficient operational funding grants and support for capital works where required to provide an equitable level of base funding to that provided elsewhere in the region.

Governing Body

 

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

John Gillon (Chair)

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 286 2288

E: john.gillon@aucklandcouncil.govt.nz

 

Danielle Grant (Deputy Chair)

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 835 724

E: danielle.grant@aucklandcouncil.govt.nz

Paula Gillon

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 529 723

E: paula.gillon@aucklandcouncil.govt.nz 

Ann Hartley

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 027 490 6909

E: ann.hartley@aucklandcouncil.govt.nz

Kay McIntyre

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 287 8844

E: kay.mcintyre@aucklandcouncil.govt.nz

Anne-Elise Smithson

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 729 577

E: anne-elise.smithson@aucklandcouncil.govt.nz

Adrian Tyler

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 535 841

E: adrian.tyler@aucklandcouncil.govt.nz

Lindsay Waugh

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 287 1155

E: lindsay.waugh@aucklandcouncil.govt.nz

The board can be contacted at the address below:

90 Bentley Avenue

Glenfield                 

Auckland 0629

Ph: (09) 4848383

 

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.9 Māngere-Ōtāhuhu Local Board

Message from the Chair

Talofa lava and greetings

We are pleased to present our 2018/2019 Local Board Agreement. This agreement is to deliver on the first year of the three-year 2017 Local Board Plan. We have considered your feedback during the consultation on the 10-year Budget and thank you for it. We will continue to support actions in line with what you have told us.

As part of our commitment to environmental sustainability and responsible business practices, we will be monitoring our maintenance contractors, so our town centres remain clean and attractive.

Through our local grants and arts broker programme we will continue to assist community groups to run their activities and events.

We will champion community-led initiatives that result in a sense of safety and connectedness in neighbourhoods, such as working to reduce the proliferation of alcohol off-licenses.

We will continue to fund projects that support active lifestyles, along with improving our local parks and playgrounds, including the implementation of the Boggust Park concept plan.

Advocating for funding to develop Māngere East area as a vibrant community hub will be a primary focus for our board’s advocacy. We will also be continuing to support free access to swimming pools for all adults, through a local targeted rate.

We will take up projects to promote local tourism and aim to promote our community’s unique cultural identity and natural environment, and we remain committed to our ongoing relationships with mana whenua and will collaborate on shared interests.

Thank you for your ongoing support to achieve these results in Māngere-Ōtāhuhu.

 

Fa’afetai tele lava

Lemauga Lydia Sosene

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Māngere-Ōtāhuhu Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

The Māngere-Ōtāhuhu area has an estimated population of 81,100 (2017) and holds distinct Māori (16 per cent) and Pasifika (60 per cent) identities that give the area a wealth of cultural vibrancy. We have the most youthful population in the city with 45 percent of the population under 24 years of age.

Our libraries, parks and sports facilities near our townships in Māngere Bridge and Māngere East, and the Māngere and Ōtāhuhu town centres, are popular community hubs where people enjoy local markets and shopping experiences.

The local board area also includes Auckland International Airport, New Zealand’s largest and busiest airport, and the Ōtāhuhu heavy industrial area. These two areas are employment hubs that provide jobs for our communities as well as the wider Auckland region.  There is continued residential and business growth, a slowly growing transport infrastructure and expansion is planned in the airport area.

 

Local Board Plan outcomes

The Māngere-Ōtāhuhu Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Māngere-Ōtāhuhu Local Board Plan are:

Outcome 1: A strong local economy

Our area attracts and supports businesses. Our community has a range of opportunities to gain skills and employment.

Outcome 2: We are the heart of Māori and Pasifika culture

We celebrate, showcase and share our many cultures, which attracts visitors to our area. Our cultural diversity and distinct Māori and Pasifika identities are reflected in, and enhance, the everyday life of our community.

Outcome 3: Protecting our natural environment and heritage

Our environment is respected. Our spectacular natural heritage sites are national treasures. They are protected and enhanced for everyone to enjoy now and in the future.

Outcome 4: A well-connected area

Māngere-Ōtāhuhu is well connected by public transport, cycleways and walkways, making it easy for everyone to get around.

Outcome 5: Facilities to meet diverse needs

Our community spaces are part of a first-class network. They are popular gathering places used for a variety of activities led by diverse local communities with many interests. They offer choices for people from different cultures and life-stages to take part in local life.

Outcome 6: A place where everyone thrives and belongs

Our communities have safe and healthy neighbourhoods. Our actions ensure positive prospects for the future of children and young people. We come together to celebrate our cultures. We are active and involved in local matters.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

The Māngere-Ōtāhuhu Local Board wants to increase its commitment to Māori at a local level in line with Auckland Plan aspirations. The board will continue to strengthen its relationship with mana whenua by working together on projects of common interest.

An initiative called ‘Māori input into local board decision-making’ is underway. The aim is to build the skills of elected members in te reo Māori, tikanga Māori (protocols and customs) and Te Tiriti o Waitangi. The board intends, through further engagement, to develop opportunities for mana whenua to set and agree expectations to further shape the local board decision-making governance model and achieve outcomes in our local board plan. Strengthening mana whenua in their customary kaitiaki (guardianship) role is important for the board, as is working together on shared interests, protecting and restoring sites of cultural significance. Another project being progressed with mana whenua is naming and developing signage for council-owned facilities, roads and parks to reflect local heritage and mana Māori.

 

Māngere-Ōtāhuhu Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Māngere-Ōtāhuhu local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $12.7 million and capital investment of $4.7 million.

The key initiatives we have planned for 2018/2019 include:

  • Community Arts Broker Programme
  • Signature event to showcase Māori and Pasifika art and culture
  • Youth Connections
  • Walter Massey Park – concept plan finalisation
  • Local community events and grants
  • Business improvement districts – capacity building.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Māngere-Ōtāhuhu Local Board Plan:

  • Outcome 2: Heart of Māori and Pasifika culture
  • Outcome 1: A strong local economy
  • Outcome 5: Facilities to meet diverse needs
  • Outcome 6: A place where everyone thrives and belongs.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.67

0.68

0.68

The number of visits to library facilities (million)

0.71

0.71

0.70

Percentage of customers satisfied with the quality of library service delivery

77%

79%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

The number of attendees at Council-led community events

 N/A

 New measure

        2,100

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

80%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 63%

Day: 75%

Day:63%

Night: 19%

Night: 25%

Night: 19%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

447,625

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

25%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

49%

75%

 

75%

The customers' Net Promoter Score for Pool and Leisure Centres

51

15

51

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

57%

75%

 

75%

The percentage of residents who visited a local park in the last 12 months

74%

85%

74%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

75%

 
Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual budget to deliver these activities includes operating costs of $1.6 million and capital investment of $7.4 million.

The key initiatives we have planned for 2018/2019 include:

  • Ōtāhuhu town centre upgrade
  • Young Enterprise Scheme
  • Local economic development initiatives, e.g. ‘24 hour South’ visitor promotion.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Māngere-Ōtāhuhu Local Board Plan:

  • Outcome 1: A strong local economy
  • Outcome 3: Protecting our natural environment and heritage
  • Outcome 4: A well connected area
  • Outcome 6: A place where everyone thrives and belongs.
 
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

60%

100%

100%

 
Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $219,000.

The key initiatives we have planned for 2018/2019 include:

  • Business waste minimisation education programme
  • Manukau Harbour Forum
  • Wai Care Schools
  • Pūkaki Crater Restoration
  • Restoring Mauri of the Oruarangi Creek and Tararata Creek.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Māngere-Ōtāhuhu Local Board Plan:

  • Outcome 3: Protecting our natural environment and heritage
  • Outcome 5: Facilities to meet diverse needs
  • Outcome 6: A place where everyone thrives and belongs.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

90%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $963,000.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

 

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 4.7M
  • Local Planning: 7.4M
By category
  • Renewals: 10.1M
  • Improvements: 1.2M
  • Growth: 793.5K
Key projects
  • Town Centre Revitalisation (Otahuhu): 7.4M
  • Parks - Asset renewals: 2.5M
  • Local Board discretionary capex: 1.3M
  • Parks - Greenway & walkway development: 550.0K
  • Parks - Sport development: 200.0K

Operating spend

By activity area
  • Local Community Services: 12.7M
  • Local Planning: 1.6M
  • Local Environment Services: 219.0K
  • Local Governance: 963.0K

 

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

17,535

14,404

Targeted rates

1,495

1,543

Subsidies and grants for operating purposes

38

39

Fees and charges

1,382

1,387

Local authorities fuel tax, fines, infringement fees and other receipts

36

59

Total operating funding

20,487

17,432

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

16,227

13,991

Finance costs

1,473

1,194

Internal charges and overheads applied

2,654

2,006

Other operating funding applications

0

0

Total applications of operating funding

20,354

17,191

 

 

 

Surplus (deficit) of operating funding

133

241

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

8,176

11,852

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

8,176

11,852

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

1,656

794

- to improve the level of service

552

1,181

- to replace existing assets

6,101

10,119

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

8,309

12,093

 

 

 

Surplus (deficit) of capital funding

(133)

(241)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Māngere East Precinct: A priority focus and initiatives to enhance this centre as a thriving, liveable community

(key advocacy project)

The Māngere East area requires co-ordinated investment for planning and implementation. The local community facilities are run down, old or not fit for use. A community facility needs assessment was completed in 2015 and the next steps must be progressed. For that, coordinated planning and investment is vital to shape a high-quality built area for a liveable community. The board requests the Governing Body commit to capital funding through the 10-year budget for delivery of the Community Facilities Network Plan.

Further, Panuku Development Auckland and Auckland Transport should coordinate and focus on Māngere East to develop the centre as a liveable community.

Governing Body

Panuku Development Auckland

Auckland Transport

To reconsider and investigate heavy and light rapid rail integration for central city (CBD) to airport

The airport to central city rapid transit project has long-term strategic importance for Auckland's future commuter and freight needs.

The selection of light rail between central Auckland and Māngere fails to consider major growth implications for areas in the south, north and west. Auckland's strategic long-term transport security for both commuter and industrial heavy freight will not be well-served by current plans.

The board urges that a mix of heavy and light rail from central city to the airport be reconsidered and requests the Governing Body and Auckland Transport to consider heavy rail integration.

Governing Body

Auckland Transport

New Zealand Transport Authority

Waste management and our environment

Implementing the city's waste-minimisation plan requires communities to be prepared, equipped and supported to reach waste reduction targets.

There is a need to get communities ready for change and to find opportunities in the way waste will be managed.

Proactive support at this stage for the changes in how council manages waste is important. Multiple actions are required - communication, engagement, encouraging social enterprise and community-led initiatives.

Ongoing work to develop local community recycling centres and waste reduction is a priority in the southern area. The board requests continued action for the regional scoping exercise to investigate regional resource recovery centre sites and to support local community recycling centres.

Governing Body

 

Boarding houses and high-quality neighbourhoods

The Māngere-Ōtāhuhu local board area has seen a gradual proliferation of boarding houses and council's investigations have confirmed poor standards and breaches of the building code in some instances.

The board recognises the pressure on land, need for affordable housing and a range of provision for all. However, the concern is that this is at the cost of deteriorating neighbourhoods and poor living standards in the area.

There is a need for balanced, planned growth that is monitored for environmental impacts such as traffic and noise, because there is also “intensification by stealth” taking place. Currently, council has limited means to assess or address the impacts of the proliferation of boarding houses. The board continues to advocate for better monitoring of boarding houses. Data from regular monitoring can improve conditions for tenants. Council must ensure building code standards and a decent standard of living is maintained.

Governing Body

 

Develop a Māngere- Ōtāhuhu tourism trail

Leverage key opportunities with major stakeholders like Auckland International Airport Limited (AIAL) and utilise the unique natural and cultural characteristics of Māngere-Ōtāhuhu to achieve economic outcomes. The airport is New Zealand's gateway to the world.

The airport’s longer-term plans to be a major hub connecting Asia and South America over the next 30 years, and to build a second runway, offer opportunities for partnerships and attracting tourism. Council's investment in the Ōtāhuhu-Middlemore Spatial Priority Area, and Local Paths (formerly ‘Greenways’) can be leveraged for economic and community outcomes by aligning effort with stakeholders. The board sees potential to achieve local as well as citywide aspirations of more jobs via new industry growth, support for Māori tourism and heritage tourism initiatives - such as the Ōtāhuhu Portage Crossing project at the narrowest part of the North Island.

The board requests that Auckland Tourism, Events and Economic Development (ATEED) prioritise a programme in the local board area to establish and grow Auckland's cultural and heritage tourism industry.

Governing Body

Auckland Tourism, Events and Economic Development (ATEED)

Fund the Ōtāhuhu Portage route project

Allocating long-term funding for the portage route project is a priority. The site is of national significance in terms of history and culture, with huge potential to make the area accessible and connected for local and international visitors.

The project is part of the Otāhuhu-Middlemore Spatial Priority Area; but no funding has been prioritised for this project. The board advocates that this project is funded in the 10 year budget.

Governing Body

 

Alcohol harm minimisation initiatives: supporting community voice and empowerment

Reducing harm from alcohol in local communities is of high priority for the Māngere-Ōtāhuhu Local Board.

The Sale and Supply of Alcohol Act (the Act) came into effect in late 2013. The Local Alcohol Policy, a key instrument for addressing the negative impacts of alcohol on our communities, is yet to be finalised. The board will continue to support communities to have their say through the hearings processes afforded them by the legislation.

There are challenges for the community in reducing harm from alcohol. Inaccessible language used by the District Licencing Committee (DLC) and inconsistency in decisions across the region are key examples. The board will continue to voice its concerns to ensure these issues are identified and addressed because it is critical to assess the overall success of the Act in achieving its intent.

The board seeks a framework to monitor the success of the Act in practice and consideration of legislative change.

Governing Body

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

 

Lemauga Lydia Sosene - Chairperson

Shop 17, 93 Bader Drive
Māngere Town Centre

Māngere

Auckland 2022

Ph: 09 256 5133 or 021 287 2255

E: lemauga.sosene@aucklandcouncil.govt.nz

Togiatolu Walter Togiamua - Deputy Chairperson

Shop 17, 93 Bader Drive
Māngere Town Centre

Māngere

Auckland 2022

Ph: 09 256 5133 or 021 287 1122

E: walter.togiamua@aucklandcouncil.govt.nz

 

Tauanu'u Nick Bakulich

Shop 17, 93 Bader Drive
Māngere Town Centre

Māngere

Auckland 2022

Ph: 09 256 5133 or 021 835 820

E: nick.bakulich@aucklandcouncil.govt.nz

 

Carrol Elliott, JP

Shop 17, 93 Bader Drive
Māngere Town Centre

Māngere

Auckland 2022

Ph: 09 256 5133 or 021 729 611

E: carrol.elliott@aucklandcouncil.govt.nz

 

Makalita Kolo

Shop 17, 93 Bader Drive
Māngere Town Centre

Māngere

Auckland 2022

Ph: 09 256 5133 or 021 534 316

E: makalita.kolo@aucklandcouncil.govt.nz

 

Tafafuna'i Tasi Lauese, QSM, JP

Shop 17, 93 Bader Drive
Māngere Town Centre

Māngere

Auckland 2022

Ph: 09 256 5133 or 021 286 8855

E: tafafuna’i.lauese@aucklandcouncil.govt.nz

 

Christine O'Brien

Shop 17, 93 Bader Drive
Māngere Town Centre

Māngere

Auckland 2022

Ph: 09 256 5133 or 021 284 3333

E: christine.o’brien@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

Shop 17, 93 Bader Drive
Māngere Town Centre

Māngere

Auckland 2022

 

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.10 Manurewa Local Board

Message from the Chair

It is my pleasure to present the Manurewa Local Board’s 2018/2019 Local Board Agreement.  This document was agreed by the board after considering feedback that our communities gave us on our draft proposals.

As we move into the first year of delivery of our 2017 Local Board Plan we are looking forward to continuing our move towards supporting more community-led initiatives and building partnerships so we can achieve more together.

There is widespread community support to upgrade the fields and facilities at War Memorial Park. We presented a business case for these improvements to this historic park to the Governing Body for consideration as part of the 10-year Budget 2018-2028.

We would like to support users and volunteers in implementing the Tōtara Park masterplan over the next three years, to improve the park. We will also continue to work alongside the Manurewa Youth Council to help them realise their aspirations for creating a multi-purpose, creative youth-friendly space in the town centre.

You have told us that continued revitalisation of Manurewa town centre remains a priority for you and we agree. In addition, your feedback and support has led us to increase our focus on working alongside residents and local business owners to help build pride in our community of Clendon.

And in response to your concerns about the increased levels of illegal dumping, we will continue our advocacy to the Governing Body for an improvement to the current service delivery.

As always, we encourage you to be involved in helping us achieve Manurewa’s priorities and I would like to thank you for taking the time to feedback through this 10-year Budget process.

 

Angela Dalton

Chair Manurewa Local Board

 

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Manurewa Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

Manurewa is home to a diverse population of over 82,000 people, many of whom have strong loyalties to the area and have lived here a long time. Forty three percent of the population are under 25 years of age and 12 percent are aged 60 and over. Key characteristics of Manurewa include a prominent industrial area in Wiri, and leafy coastal suburbs at Wattle Downs and Weymouth. The local board area also includes the suburbs of Clendon Park, Goodwood Heights, Hill Park, Homai, Leabank, Greenmeadows, Randwick Park, Rata-Vine, Wiri, The Gardens, Totara Heights and Manukau Heights. Manurewa is home to the Auckland Botanic Gardens, Vodafone Events Centre and Wero (the white-water facility), the historic Nathan Homestead, Tōtara Park, a multi-purpose sports complex at Mountfort Park and the Netball Manurewa Community Events Centre.

 

Local Board Plan outcomes

The Manurewa Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Manurewa Local Board Plan are:

Outcome 1: People in Manurewa are actively connecting everywhere, every day

Our communities work together to create spaces and places that meet the diverse aspirations of our community, support participation in activities, and make new connections.

Outcome 2: A prosperous local economy supporting local people

Manurewa has a thriving local economy that enables people to live, work and play close to home.

Outcome 3: Manurewa is well-connected and easy to move around

People move easily around Manurewa on linked networks of public transport, walkways, cycleways and local roads.

Outcome 4: Our environment is a source of pride and enjoyment for the community

Manurewa beats with a healthy environmental heart.

Outcome 5: We treasure our home, our community

We are proud of, and treasure, our home, our community – where we put down roots and feel we belong.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

The Local Board Plan, and Agreement, has a direct relationship with Māori through two key areas of activity, the first being understanding and honouring obligations under the Treaty of Waitangi. The second, and closely intertwined, is acting on the needs and aspirations of Māori.

To be a successful local board a key component is engaging with and enabling communities, which means considering and understanding Māori issues and having the capability and capacity to improve process and systems to enhance involvement and outcomes.

There are a number of initiatives underway in Manurewa that are intended to strengthen relationships and participation of mana whenua, including the continuation of the Māori Input into Local Board Decision Making project, an increased focus on environmental protection and support for the Māori naming of reserves project. The local board has also committed funding to supporting projects that benefit mataawaka and align to local board priorities such as the Manurewa Marae restoration project.

This engagement with mataawaka and mana whenua is ongoing as the local board is committed to making Manurewa a great place to live, work and play for everyone. 

 

 

Manurewa Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Manurewa Local Board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $11.0 million and capital investment of $5.0 million.

The key initiatives we have planned for 2018/2019 include:

  • Park and play space improvements at Tōtara Park, David Nathan Park, Randwick Park and Keith Park
  • Localised placemaking
  • Local community events and active recreation
  • Lifelong learning
  • Māori responsiveness
  • Ecological volunteers and environmental programme in parks
  • Manurewa Youth Council and youth space.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Manurewa Local Board Plan:

  • Outcome 1: People in Manurewa are actively connecting everywhere, every day
  • Outcome 5: We treasure our home, our community.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.23

0.23

0.23

The number of visits to library facilities (million)

0.42

0.47

0.41

Percentage of customers satisfied with the quality of library service delivery

78%

78%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

The number of attendees at Council-led community events

 N/A

 New measure

200

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

32%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 67%

Day: 59%

Day: 67%

Night: 11%

Night: 17%

Night: 22%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

137,750

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

50%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

70%

75%

80%

The customers' Net Promoter Score for Pool and Leisure Centres

27

15

27

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

62%

75%

75%

The percentage of residents who visited a local park in the last 12 months

78%

85%

78%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

15.2%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $1.0 million.  

The key initiatives we have planned for 2018/2019 include:

  • Town centres revitalisation implementation
  • Support for youth empowerment
  • Co-ordination of the integrated area plan for Manurewa-Takanini-Papakura.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Manurewa Local Board Plan:

  • Outcome 2: A prosperous local economy supporting local people
  • Outcome 3: Manurewa is well-connected and easy to move around.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $161,000.

The key initiatives we have planned for 2018/2019 include:

  • Community waste minimisation projects
  • Puhinui and Papakura Stream restoration
  • Weymouth Beach (Roys Road) water quality testing
  • Manukau Harbour Forum.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Manurewa Local Board Plan:

  • Outcome 4: Our environment is a source of pride and enjoyment for the community.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

 

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $979,000 million.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

 

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 4.9M
By category
  • Renewals: 3.2M
  • Improvements: 997.7K
  • Growth: 711.3K
Key projects
  • Parks - Asset renewals: 3.1M
  • Local Board discretionary capex: 1.3M
  • Parks - Coastal asset renewals: 190.0K
  • Manurewa War Memorial Park (OLI): 100.0K
  • Parks - Playscape development: 88.0K

Operating spend

By activity area
  • Local Community Services: 11.1M
  • Local Planning: 978.5K
  • Local Environment Services: 161.0K
  • Local Governance: 1.0M

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

12,167

10,661

Targeted rates

803

816

Subsidies and grants for operating purposes

763

857

Fees and charges

2,526

2,438

Local authorities fuel tax, fines, infringement fees and other receipts

290

107

Total operating funding

16,549

14,879

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

13,208

12,366

Finance costs

1,005

714

Internal charges and overheads applied

2,250

1,674

Other operating funding applications

0

0

Total applications of operating funding

16,463

14,754

 

 

 

Surplus (deficit) of operating funding

86

125

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

3,566

4,821

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

3,566

4,821

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

339

711

- to improve the level of service

301

998

- to replace existing assets

3,012

3,237

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

3,652

4,946

 

 

 

Surplus (deficit) of capital funding

(86)

(125)

 

 

 

Funding balance

0

0

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

War Memorial Park

(key advocacy project)

 

Create Manurewa War Memorial Park as a multi-purpose shared space with improved utilisation of its playing fields and provision of greater access to community facilities.

Manurewa War Memorial Park is a well-loved and utilised park but it needs an upgrade. The community gave us strong feedback that it supports a focus on developing this park as a multi-purpose shared space with improved utilisation of its playing fields and greater access to the park’s community facilities.

There are several components to the project including conducting a needs assessment, generation of a park masterplan, sand carpeting the playing area, adding more playing field lighting and building a multi-purpose community facility. The indicative cost of this upgrade would be around $12 million.

Governing Body

 

Illegal dumping

The Manurewa Local Board area has experienced a significant increase in illegal dumping and this has been evidenced with data from the Waste Solutions team. The board is therefore advocating for the following:

 

  • that south Auckland be a priority for a community recycling centre
  • a variation to the inorganic collection. Residents and businesses are calling for the return of the traditional inorganic collection
  • support for a change to the Crimes Act 1961 to target commercial and entrepreneurial illegal dumpers
  • application of the Lean Model of continuous improvement to create efficiencies and identify savings within existing budgets
  • support for the development of a rubbish reporting Global Positioning System (GPS) app that interacts with Auckland Council’s Customer Record Management reporting tool. This app will allow anyone to take a photo of illegal dumping and will log it using GPS co-ordinates
  • an increase in community engagement and participation in waste management by providing high quality, accessible and relative waste management education.

In order to improve and reduce illegal dumping the board supports retaining a weekly cycle for ‘pay as you throw’ pick-ups.

Governing Body

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Angela Dalton (Chair)

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 262 5403 or 021 283 3311

E: angela.dalton@aucklandcouncil.govt.nz

 

Rangi McLean (Deputy Chair)

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 262 5403 or 021 514718

E: rangi.mclean@aucklandcouncil.govt.nz

Joseph Allan

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 262 5403 or 021 532 762

E:

joseph.allan@aucklandcouncil.govt.nz

Stella Cattle

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 262 5403 or 021 524 070

E:

stella.cattle@aucklandcouncil.govt.nz

Sarah Colcord

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 262 5403 or 021 725 408

E:

sarah.colcord@aucklandcouncil.govt.nz

Angela Cunningham-Marino

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 262 5403 or 021 283 2879

E:

angela.cunningham-marino@aucklandcouncil.govt.nz

Ken Penney

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 267 0110 or 021 287 2244

E:

ken.penney@aucklandcouncil.govt.nz

Dave Pizzini

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 262 5403 or 021 193 8905

E:

dave.pizzini@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

Shop 3-5, 7 Hill Road

Manurewa 2101

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.11 Maungakiekie-Tāmaki Local Board

Message from the Chair

This agreement is guided by what our communities have told us in 2017 during the development of our local board plan and in consultations in 2018. We are grateful to those members of our communities who take the time to give us feedback to help guide the decisions we make for the local board area.

Our focus for the 2018/2019 financial year is to get some runs on the board with regard to some of our flagship projects and programmes. We are keen on the development of a strategic partnerships programme that will see us using our discretionary budgets to leverage large investment that will deliver projects and programmes that our community wants. We are keen to undertake meaningful engagement with our community so that we are keeping their concerns and aspirations at the forefront of our decision-making.

Our local board area is set to undergo significant growth. We will remain fearless advocates for good urban design outcomes and development that does not compromise our natural environment.

We thank our communities for their continuous support.

 

Chris Makoare

Maungakiekie-Tāmaki Local Board Chair

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Maungakiekie-Tāmaki Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

About this area

Maungakiekie-Tāmaki covers the south-eastern part of the isthmus, including the suburbs of One Tree Hill, Royal Oak, Onehunga, Penrose, Mt Wellington and Glen Innes. Bordered by two bodies of water, the Manukau Harbour to the South and the Tāmaki Estuary to the east, it is home to more than 70,000 people and is a culturally rich and diverse community. It is an economic hub, with more than 80,000 people working daily in the area. Maungakiekie-Tāmaki is home to many outstanding natural features including Kaiahiku (Panmure Basin) and Waipuna (Van Dammes Lagoon) and has five significant maunga (volcanic cones) including Maungakiekie (One Tree Hill) and Maungarei (Mt Wellington). It also has the large retail areas of Sylvia Park, Onehunga, Royal Oak and Panmure town centres.

Local Board Plan outcomes

The Maungakiekie-Tāmaki Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Maungakiekie-Tāmaki Local Board Plan are:

Outcome 1: Maungakiekie-Tāmaki is an active and engaged community  

We believe that a community is made stronger and a better place for all its members when we have a shared sense of identity and values, and can find unity in our diversity.

Outcome 2: Maungakiekie-Tāmaki is a community that cares about its environment

We encourage our community to be kaitiaki (guardians) of our natural environment. They have told us that a cleaner environment is essential to their quality of life. It is important that we protect our environment from further degradation and ensure we mitigate any adverse effect from current and future developments taking place in our area. We will work with mana whenua and mataawaka, our community and industry to achieve these environmental outcomes.

Outcome 3: Maungakiekie-Tāmaki is the place to be

Our area has a distinct identity that attracts people from all over Auckland and beyond to live, do business and play.

Outcome 4: Maungakiekie-Tāmaki has quality infrastructure to match growth

Our current infrastructure is barely coping as it is. It is crucial that we receive appropriate investment to put in place infrastructure that keeps pace with the massive amount of development in our area. We will work with key partners to ensure development plans consider the impact on our area, ensure our needs can be met and any adverse effects are mitigated.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

We are committed to formalising our partnership with Ngāti Paoa this year. We will continue to support Ruapotaka Marae to plan for the much-needed upgrade to the marae.

There is a standing invitation to mana whenua groups and iwi with interests in our local board area to partner with us in the delivery of programmes and activities that will improve our communities and natural environment.

 

Maungakiekie-Tāmaki Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Maungakiekie-Tāmaki local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $10.4 million and capital investment of $5.6 million.

The key initiatives we have planned for 2018/2019 include:

  • continued maintenance and upkeep of our local parks and facilities
  • fund programmes and services provided through our community centres and libraries
  • support community-led initiatives through our local grants programme and strategic partnerships, e.g. partnerships that progress outcomes for young people
  • support a community-led programme of free, local, community events and activities throughout the year
  • initiatives designed to make our centres, neighbourhoods and facilities more connected, accessible and feel safer.

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Maungakiekie-Tāmaki Local Board Plan:

  • Outcome 1: Maungakiekie-Tāmaki is an active and engaged community
  • Outcome 3: Maungakiekie-Tāmaki is the place to be.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.47

0.47

0.47

The number of visits to library facilities (million)

0.55

0.53

0.50

Percentage of customers satisfied with the quality of library service delivery

78%

74%

92%

We fund, enable and deliver community events and experiences that enhance identify and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

85%

The number of attendees at Council-led community events

 N/A

 New measure

        6,400

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

80%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 64%

Day: 77%

Day: 77%

Night: 18%

Night: 27%

Night: 30%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

360,000

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

22%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

79%

75%

80%

The customers' Net Promoter Score for Pool and Leisure Centres

30

15

45

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

78%

75%

78%

The percentage of residents who visited a local park in the last 12 months

90%

85%

95%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

9.1%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

The annual operating budget to deliver these activities is $828,000. This amount comprises of targeted rates collected for Business Improvement District (BID) programmes. We will work closely with our BIDs to ensure that their activities are aligned to the outcomes in our local board plan.

The local planning and development activity contribute towards achieving the following outcome in the Maungakiekie-Tāmaki Local Board Plan:

  • Outcome 3: Maungakiekie-Tāmaki is the place to be.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our local activities are complemented by substantial regionally-funded water quality improvement and natural environment programmes including those funded through targeted rates.

Our annual operating budget to deliver local activities is $140,000.

The key initiatives we have planned for 2018/2019 include:

  • community awareness and community led riparian restoration
  • contributions to the work of the Manukau Harbour Forum and Tāmaki Estuary Environmental Forum
  • experiential learning and pest management education programmes for local schools.

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome in the Maungakiekie-Tāmaki Local Board Plan:

  • Outcome 2: Maungakiekie-Tāmaki is a community that cares about its environment.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $935,000.

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 5.6M
By category
  • Renewals: 3.1M
  • Improvements: 1.4M
  • Growth: 1.1M
Key projects
  • Parks - Asset renewals: 2.6M
  • Local Board discretionary capex: 1.0M
  • Parks and Sport Recreation - General park development: 850.0K
  • Parks - Coastal asset renewals: 750.0K
  • Parks and Sport Recreation - Sport development: 100.0K

Operating spend

By activity area
  • Local Community Services: 10.4M
  • Local Planning: 827.8K
  • Local Environment Services: 140.0K
  • Local Governance: 935.4K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

13,985

12,882

Targeted rates

1,007

833

Subsidies and grants for operating purposes

19

18

Fees and charges

415

360

Local authorities fuel tax, fines, infringement fees and other receipts

92

66

Total operating funding

15,519

14,159

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

12,171

11,479

Finance costs

1,174

745

Internal charges and overheads applied

2,156

1,898

Other operating funding applications

0

0

Total applications of operating funding

15,501

14,122

 

 

 

Surplus (deficit) of operating funding

18

37

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,517

5,536

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,517

5,536

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

2,125

1,054

- to improve the level of service

623

1,403

- to replace existing assets

4,788

3,116

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,535

5,573

 

 

 

Surplus (deficit) of capital funding

(18)

(37)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Onehunga transit-oriented development

(key advocacy project)

A transit-oriented development at Onehunga that combines rail and bus stops, and provides for future public transport connections, as part of the Onehunga Transform project

Governing Body

Panuku Development Auckland

Auckland Transport

Support local marae upgrade

Support for the Ruapotaka marae relocation and rebuild

Governing Body

Increased investment in local budgets

Increased investment in the Maungakiekie-Tāmaki Local Board asset-based services budget allocation to allow for better upkeep of our local assets and for increasing the service levels and quality of programmes and other services offered at our community facilities

Governing Body

Coastal erosion

Support for addressing coastal erosion in the local area prioritising erosion at Wai-o-taki Nature Reserve

Governing Body

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

 

Chris Makoare, Chairperson

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (021) 0206 2990 or

       (09) 570 3840

E: chris.makoare@ aucklandcouncil.govt.nz

Debbie Burrows

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (021) 534 930 or

       (09) 570 3840       

E:debbie.burrows@ aucklandcouncil.govt.nz

Don Allan

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (021) 715 349 or

       (09) 570 3840

E: don.allan@ aucklandcouncil.govt.nz

 

Alan Verrall

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (021) 069 1547 or

      (09) 570 3840

E: alan.verrall@ aucklandcouncil.govt.nz

Nerissa Henry

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (021) 729 422 or

       (09) 570 3840 or

E: nerissa.henry@ aucklandcouncil.govt.nz

Bernie Diver

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (021)  537 337 or

       (09) 570 3840       

E: bernie.diver@ aucklandcouncil.govt.nz  

 

Maria Meredith

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (09) 570 3840

 

 

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.12 Ōrākei Local Board

Message from the Chair

This is the first Local Board Agreement, essentially our budget and work to be done from July 2018 to June 2019, under our new Ōrākei Local Board Plan 2017-2020, and will be the first agreement of the new 10-year Budget 2018-2028.

This past year we have consulted with our communities on the Ōrākei Local Board Plan, Auckland’s 10-year budget and a number of local initiatives. The Ōrākei Local Board has listened to your feedback and designed our plan around what you have told us.

This coming year we have prioritised improved environmental outcomes and safety within our communities. We will continue to review how we can remain prudent within our budget and ensure we get the best value for our ratepayers. The spending of ratepayer money wisely is something we take very seriously.

We have successfully advocated to the Governing Body and Auckland Transport for additional funding to improve our local transport network and paths, in particular the Gowing Drive linkage and Tāmaki Drive improvements. We will continue many multi-year projects including the ongoing planning and design of the Meadowbank Community Centre redevelopment, and will commence new initiatives that you have asked for. These are detailed in the following pages.

As a Board, we look forward to continuing to serve our communities.

Kit Parkinson

Ōrākei Local Board Chair

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Ōrākei Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the Governing Body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

About this area

The Ōrākei Local Board area lies just east of Auckland’s central business district and is bounded to the north by the Waitematā Harbour and Hauraki Gulf. The local board area is largely residential, made up of the suburbs of Ōrākei, Mission Bay, Kohimarama, St Heliers, Glendowie, St Johns, Stonefields, Meadowbank, Remuera and part of Ellerslie. The Ōrākei Local Board area has a population of 86,400 with estimated population of 109,100 by 2033. 

Local Board Plan outcomes

The Ōrākei Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Ōrākei Local Board Plan are:

Outcome 1: Our local parks and open space areas are valued and enjoyed.

We will continue to develop our sports parks, reserves and playgrounds. Our beaches must continue to be a source of pride and enjoyment for people. We will work with neighbouring residents and businesses, taking into account the wider communities, to ensure the recreational needs of different users can be met well into the future.

Outcome 2: Our residents are proud of their community facilities and public places.

Local centres and public places should be attractive, safe and easy to access. We aim to make it easier for community groups, clubs, churches and associations to come together. We will ensure our public places are attractive and vibrant with the right mix of enhanced community facilities, public art, heritage. Community health is also important and we should strive to keep our public places clean, chemical free and smoke free.

Outcome 3: People can move around our area easily and safely.

Having integrated transport choices means opportunities are available to travel whenever and wherever needed. We will continue to advocate to, and work with Auckland Transport, which is responsible for local roads and public transport networks, to improve transport options for our residents. We will continue to advocate for investment in the shared walking and cycling path network, and work to ensure they are developed to provide exemplary commuting and recreational experiences for all users.

Outcome 4: The natural environment is valued, protected and enhanced by our communities.

Ōrākei is fortunate to have many attractive beaches and ecologically significant waterways and reserves. We aim for a holistic, kaitiakitanga (guardianship) approach to caring for our natural areas, recognising that the health of all our beaches, waterways and green spaces is interlinked.

Outcome 5: A thriving economy which supports local businesses and town centres.

The Ōrākei Local Board area has several distinct town centres, each with its own character that should be retained and enhanced. It is important that these centres maximise their potential, are attractive and continue to offer a diverse range of retail options, services and experiences for local residents and visitors to enjoy. We will continue to support our business improvement districts (BIDs) and business associations. We want to work with our business areas to help strengthen our town centres to ensure they thrive and prosper.

The Ōrākei Local Board Agreement outlined in this document reflects how the board plans to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, the board will carry out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the Ōrākei Local Board Plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is important for the Ōrākei Local Board. The board is committed to meeting its statutory responsibilities under Te Tiriti o Waitangi/ the Treaty of Waitangi.

Ōrākei Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Ōrākei Local Board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans.

Local Community Services

Local community services include:

  • Supporting local arts, culture, events, sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $9.4 million and capital investment of $6.8 million.

The key initiatives we have planned for 2018/2019 include:

  • Develop  feeder links to the Glen Innes to Tāmaki Drive Shared Path from Tahapa Reserve
  • Name and begin development of new reserves in the Stonefields area
  • Upgrading and developing of paths in and around our local parks and reserves
  • Renew the carpark and surrounding area for Waiatarua Wetland Reserve
  • Start the review of the northern-end of Crossfield Reserve which includes the playgrounds, skate park and community hall.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Ōrākei Local Board Plan:

  • Outcome 1: Our local parks and open space areas are valued and enjoyed
  • Outcome 2: Our residents are proud of their community facilities and public places
  • Outcome 3: People can move around our area easily and safely.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.15

0.15

0.15

The number of visits to library facilities (million)

0.57

0.56

0.55

Percentage of customers satisfied with the quality of library service delivery

86%

84%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

70%

The number of attendees at a nominated local community event

 N/A

 New measure

        3,000

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 93%

Day: 86%

Day: 93%

Night: 46%

Night: 41%

Night: 46%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

280,000

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

56%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

65%

75%

65%

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

72%

75%

72%

The percentage of residents who visited a local park in the last 12 months

85%

85%

85%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori  aspirations

N/A

New measure

4.9%

 
Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local heritage protection. These activities also include working with business and community associations to improve local economic development. 

Our annual operating budget to deliver these activities in the Ōrākei Local Board area is $505,000.

The key initiatives we have planned for 2018/2019 include:

  • Deliver a Local Business Awards for the Ōrākei Local Board area businesses
  • Local community empowerment programmes
  • Investigate options for protecting the heritage value and improving the community provision of St Heliers and Remuera libraries
  • Contribute to funding the Young Enterprise Scheme for year 12 and 13 students, delivered by ATEED
  • Local board contestable grants funding..

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcomes in the Ōrākei Local Board Plan:

  • Outcome 2: Our residents are proud of their community facilities and public places.
  • Outcome 3: People can move around our area easily and safely.
  • Outcome 5: A thriving economy which supports local businesses and town centres.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. The focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities in the Ōrākei Local Board area is $300,000.

The key initiatives we have planned for 2018/2019 include:

  • Develop an environmental enhancement plan which sets out all the existing and future ecological work being done in our area
  • Develop an integration plan for Waiatarua Wetland Reserve
  • Funding for the Streamside Assistance project for Newmarket Stream in Remuera
  • Restoring the Significant Ecological Area (SEA) by Victoria Avenue and Portland Road, Remuera
  • Supporting the Eastern Songbird Initiative for ecological restoration and pest management.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcomes in the Ōrākei Local Board Plan:

  • Outcome 1: Our local parks and open space areas are valued and enjoyed
  • Outcome 3: People can move around our area easily and safely
  • Outcome 4: The natural environment is valued, protected and enhanced by our communities.
Levels of Service

Performance is measured against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

100%

100%

 
 
Local Governance

Activities in this group support the 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of local board plans, support in developing local board agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

The annual budget for the Ōrākei Local Board area to deliver these activities includes operating costs of $832,000. 

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 6.8M
By category
  • Renewals: 4.1M
  • Improvements: 1.3M
  • Growth: 1.3M
Key projects
  • Parks - Asset renewals: 2.2M
  • Greenway and walkway development: 1.6M
  • Parks and Sport Recreation - Sport development: 1.3M
  • Parks - Coastal asset renewals: 657.0K
  • Local Board discretionary capex: 536.4K

Operating spend

By activity area
  • Local Community Services: 9.4M
  • Local Planning: 505.0K
  • Local Environment Services: 299.5K
  • Local Governance: 831.9K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in the Ōrākei Local Board area and how it is plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

13,243

11,582

Targeted rates

527

472

Subsidies and grants for operating purposes

15

12

Fees and charges

182

275

Local authorities fuel tax, fines, infringement fees and other receipts

197

789

Total operating funding

14,164

13,130

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

10,798

10,148

Finance costs

1,313

889

Internal charges and overheads applied

2,040

2,066

Other operating funding applications

0

0

Total applications of operating funding

14,150

13,103

 

 

 

Surplus (deficit) of operating funding

14

27

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,060

6,727

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,060

6,727

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

3,187

1,338

- to improve the level of service

1,132

1,295

- to replace existing assets

2,754

4,121

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,074

6,754

 

 

 

Surplus (deficit) of capital funding

(14)

(27)

 

 

 

Funding balance

0

0

[1] Funding impact statements do not include non-cash items such as depreciation. It includes the local board’s share of council’s overall interest expense ($889,000) based on the local board’s capital expenditure which council funds by way of borrowings and corporate overheads ($2.066 million).

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Gowing Drive linkage

A walking and cycling linkage from Gowing Drive in Meadowbank to the Glen Innes to Tamaki Drive Shared Path and across to Kohimarama. The linkage would connect the communities of Meadowbank/St Johns and Kohimarama/Mission Bay to each other, as well as decrease the number of vehicles on St Johns and Kohimarama roads. This would also provide many students a more direct and safe option to travel to school.

Governing Body and Auckland Transport

Colin Maiden Park

 Implementing the masterplan by retaining its previously funded, growth-related projects.

Governing Body

Tāmaki Drive improvements

Improvements to Tāmaki Drive including mitigating flooding risks.

Governing Body and Auckland Transport

Meadowbank Community Centre redevelopment

 The budget for the Meadowbank Community Centre redevelopment needs to remain in 2020/2021 (and not pushed out again).

Governing Body

Merton Reserve

To continue to advocate for the retention of Merton Reserve.

Governing Body

Community Space

Investigate the provision of further community space in Remuera.

Governing Body

Shore Road Reserve

Funding to sand-carpet Field 3 at Shore Road Reserve needs to remain in the upcoming financial year.

Governing Body

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Kit Parkinson

Chairman

027 274 9688

kit.parkinson@aucklandcouncil.govt.nz

Carmel Claridge

Deputy Chairman

021 701 062

carmel.claridge@aucklandcouncil.govt.nz

Troy Churton

021 042 1110

troy.churton@aucklandcouncil.govt.nz

Colin Davis

09 575 5265

colin.davis@aucklandcouncil.govt.nz

Toni Millar

021 727 948

toni.millar@aucklandcouncil.govt.nz

Rosalind Rundle

021 522 147

rosalind.rundle@aucklandcouncil.govt.nz

David Wong

021 723 846

david.o.wong@aucklandcouncil.govt.nz

 

Office Address:

25 St Johns Road

Meadowbank

Auckland

Phone: 09 521 7021

Email: orakeilocalboard@aucklandcouncil.govt.nz

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.13 Ōtara-Papatoetoe Local Board

Message from the Chair

I am pleased to present our local board agreement for 2018/2019.  Thank you to everyone who gave feedback on our draft proposals.

You confirmed that there is widespread support for our following key priorities:

  • Advocating to Auckland Transport for construction of light rail from the airport to Manukau and on to Botany.  This will transform transport linkages, improving access to jobs, education, shopping and recreation for our local residents
  • Investing in improved sports field playing surfaces and lighting in Ōtara and Papatoetoe parks, to deal with the growth in demand for sports fields
  • Developing land at Hunters Corner shopping centre, on the corner of Sutton Crescent and Great South Road, for public open space and recreational use
  • Continuing free adult entry to swimming pools to secure important social and public health benefits, paid for again this year by a targeted rate
  • Advocating for Colin Dale Park to be recognised as a key regional motorsport facility and to become a regional park, with past development debt taken over regionally.  I am delighted that the governing body has agreed with this advocacy.

Our ongoing support for the health and well-being of our communities remains strong.  We will maintain our local facilities, libraries and parks as well as possible and we will continue our successful grants programme.  We will build on the success of our first diversity festival, held at Hayman Park in 2018, to develop the event into a major Auckland festival over future years.

We are confident this draft plan will make Ōtara-Papatoetoe a better place to live, work, study, play and visit.

Lotu Fuli

Chair Ōtara-Papatoetoe Local Board

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Ōtara-Papatoetoe Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

About this area

The Ōtara-Papatoetoe Local Board area includes the suburbs of Ōtara, East Tāmaki, Papatoetoe, Middlemore, Puhinui and Manukau.  In June 2017 our population was estimated to be 87,800, up 7,500 since 2013.

It is an area with diverse and vibrant ethnic communities, with strong community networks. Ōtara and Papatoetoe residents live in established residential areas with local shopping centres in Ōtara town centre, Old Papatoetoe and Hunters Corner.

Manukau centre has good access to the main motorways to the north, south and west regions, and commuter rail.  It is a major shopping hub, with good dining and entertainment options, including Rainbows End family theme park.

Local Board Plan outcomes

The Ōtara-Papatoetoe Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Ōtara-Papatoetoe Local Board Plan are:

Outcome 1: Manukau transformation

Manukau metropolitan centre becomes the thriving heart of our area, an attractive visitor destination, business centre and place to shop, live, learn, work and play.

Outcome 2: Revitalising town centres

Revitalised town centres in Ōtara, Old Papatoetoe and Hunters Corner will reinforce their place at the core of our communities.

Outcome 3: Parks and facilities that meet people’s needs

Our communities have access to parks and facilities to help build a sense of identity and belonging, boost participation in community activities, and promote healthy lifestyles.

Outcome 4: Healthy natural environment

We enjoy attractive natural environments that are healthy and free from pests, litter and pollution.

Outcome 5: Empowered, inclusive and prosperous communities

People in Ōtara-Papatoetoe are proud of their area, feel welcome and safe, support each other and have better access to transport.

Outcome 6: Honouring youth and seniors

Youth and seniors are valued and can participate in work and community activities.

Outcome 7: It’s easy to get around

Everyone can easily get around on foot, cycle, bus, train and car.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

The board will work with mana whenua and mataawaka to meet shared aspirations. There are ongoing discussions to develop the ‘Māori input into local board decision making project’, that evaluates and progresses opportunities for Māori to contribute to local board decision-making. This is a shared initiative with other southern local boards and we are positive it will enhance relationships between mana whenua and local boards by developing a collaborative governance model.

The board has programmes that contribute to Māori development, including a substantial commitment to develop a marae and multi-sport complex at Ngati Ōtara Park.  We will continue to support the idea of developing a national marae at Colin Dale Park.

We will continue to support mana whenua in their customary kaitiaki role. We will support Māori priorities for protecting and restoring sites of cultural significance, the Manukau Harbour, the Tamaki Estuary and other waterways. We will work with mana whenua in naming new council-owned facilities, roads and parks to reflect our local cultural heritage.  

Ōtara-Papatoetoe Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Ōtara-Papatoetoe local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $14.1 million and capital investment of $6.4 million.

The key initiatives we have planned for 2018/2019 include:

  • Funding to deliver programmes and activities at the Ōtara Music and Arts Centre
  • Develop and deliver the Diversity Festival at Hayman Park
  • Ongoing operations and exhibitions at the Fresh Gallery, Otara
  • Capacity building for seniors, including access to facilities, resources, opportunities and activities
  • Teaching people at four teaching gardens about how to grow their own food
  • Improve amenity, landscape, biodiversity, and shade through a parks tree planting programme.

The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Ōtara-Papatoetoe Local Board Plan:

  • Parks and facilities that meet people's needs
  • Healthy natural environment
  • Empowered, inclusive and prosperous communities
  • Honouring youth and seniors.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.55

0.56

0.56

The number of visits to library facilities (million)

0.77

0.76

0.70

Percentage of customers satisfied with the quality of library service delivery

75%

75%

85%

We fund, enable and deliver community events and experiences that enhance identify and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

70%

The number of attendees at Council-led community events

 N/A

 New measure

        2,200

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

25%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 62%

Day: 81%

Day: 62%

Night: 17%

Night: 21%

Night: 17%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

273,192

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

33%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

71%

75%

71%

The customers' Net Promoter Score for Pool and Leisure Centres

57

15

57

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

67%

75%

70%

The percentage of residents who visited a local park in the last 12 months

76%

85%

76%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

15%

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $1.1 million.

The key initiatives we have planned for 2018/2019 include:

  • Provide financial support for our business associations at Ōtara, Hunters Corner and Old Papatoetoe to build capacity, improve safety, develop economically, and for place-making of town centres
  • Develop a plan for the refresh of the Manukau Sports Bowl facilities based on sport and recreation needs
  • Support business sustainability and young enterprise initiatives.

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcomes in the Ōtara-Papatoetoe Local Board Plan:

  • Manukau transformation
  • Revitalising town centres
  • Parks and facilities that meet people's needs
  • Empowered, inclusive and prosperous communities.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $162,000.

The key initiatives we have planned for 2018/2019 include:

  • Support community groups to care for and restore local streams through the Adopt a Spot programme
  • Continue work towards positive environmental outcomes for the Ōtara Lake and waterways 
  • Deliver a Neat Streets project to promote neighbourhood action on litter, combined with Neighbours Day
  • Increase awareness of the Manukau Harbour, and improve water quality through the Manukau Harbour Forum.

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcomes in the Ōtara-Papatoetoe Local Board Plan:

  • Healthy natural environment
  • Empowered, inclusive and prosperous communities.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

100%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $950,000.

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 6.4M
By category
  • Renewals: 4.7M
  • Improvements: 1.1M
  • Growth: 678.1K
Key projects
  • Parks - Asset renewals: 4.6M
  • Local Board discretionary capex: 1.1M
  • Parks - General park development: 500.0K
  • Parks and Sport Recreation - Multi-sport facility (Ngati Otara Park): 150.0K
  • Parks and Sport Recreation - Sport development: 90.0K

Operating spend

By activity area
  • Local Community Services: 14.1M
  • Local Planning: 1.1M
  • Local Environment Services: 162.0K
  • Local Governance: 949.6K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

14,546

12,936

Targeted rates

1,569

1,630

Subsidies and grants for operating purposes

960

1,067

Fees and charges

1,760

2,611

Local authorities fuel tax, fines, infringement fees and other receipts

1,186

219

Total operating funding

20,022

18,463

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

15,764

15,217

Finance costs

1,427

830

Internal charges and overheads applied

2,725

2,173

Other operating funding applications

0

0

Total applications of operating funding

19,916

18,220

 

 

 

Surplus (deficit) of operating funding

106

243

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

6,262

6,196

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

6,262

6,196

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

1,053

678

- to improve the level of service

1,113

1,059

- to replace existing assets

4,203

4,702

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

6,368

6,439

 

 

 

Surplus (deficit) of capital funding

(106)

(243)

 

 

 

Funding balance

0

0

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Fit for purpose sports fields and community facilities

Seek funding to upgrade our local sports (sand-carpet, artificial or hybrid) fields and lights at Papatoetoe Recreational Reserve, Rongomai Reserve and Ngati Otara Park, and the development, renewals and/or refurbishment of:

  • Ngati Otara Multi Sport Complex
  • Papatoetoe Town Hall and Chambers
  • East Tāmaki Community Centre
  • Te Puke o Tara Sports Park new changing room / toilet block
  • Roof renewals, Tui room, Fresh Gallery Otara Library and Tupu Library 
  • Hayman Park – new playground (Stage 2)
  • Acquire and redevelop Sutton Crescent land for public open space and Kolmar use
  • Manukau Sports Bowl – redevelop in accordance with new master plan 
  • Cooper Park refresh (Cooper Crescent)

Museum and Art facility (new facility).

Governing Body

Colin Dale Park

  • Advocating for Colin Dale Park to become a regional park, recognising it is a key regional motorsport facility with regional benefit.

Governing Body

Reduce alcohol harm

  • Advocate for the local alcohol policy to be made operative as soon as possible
  • Advocate to make Otara-Papatoetoe a ‘Dry Area’ around local schools and dairies
  • Support community groups to build their capacity to participate in District Licensing Committee hearings
  • Advocate to reduce the barriers to community participation in District Licensing Committee hearings, including District Licensing Committee hearing procedures
  • District Licensing Committee membership should reflect the diversity and values of community it serves
  • Continue to advocate to strengthen the Sale and Supply of Alcohol Act.

Governing Body, Central Government, Community

Reducing gambling outlets

Continued support of the ‘sinking lid’ policy and building capacity of community groups that support gambling addiction initiatives.

Governing Body

Target  2025 to be Smokefree

Continue to implement Smokefree conditions on all events and grants from the board.  Support community groups and programmes that encourage a Smokefree environment.

Community groups

Manage the impact of street prostitution

On-going advocacy to mitigate the neighbourhood effects, and for review of government and council policies.  On-going advocacy to social services to support vulnerable people.

Governing Body, Police, Central Government

Improve water quality of the harbours and waterways

Advocate for funding for remediation of the Ōtara Lake, and streams flowing into the lake, including through the Water Quality targeted rate to improve water quality of the Puhinui Stream and Tamaki Estuary as well as Manukau Harbour.

Governing Body, Central Government, Panuku

Improve regional Waste Management

Higher waste disposal levy, a concentration on commercial waste streams construction and demolition waste, organic waste and plastic waste, which contribute 80 per cent of Auckland waste. More resources put towards Illegal dumping. Advocate for product stewardship as well as elimination of single use plastics. Progress Resource Recovery Centre in the south and explore alternative methods of rubbish disposal- clean burning.

Governing Body, Central Government

Support the inclusion of social, affordable and well insulated housing in the local area

Work with potential developers, council, central government and mana whenua with a focus on achieving a better urban design, as well as providing affordable, well insulated housing within the development mix.  Advocate for solutions to homelessness including overnight shelters and emergency housing.

Governing Body, Central Government

Improve development, employment and training opportunities for young people and encourage entrepreneurship 

Seek/leverage opportunities for youth especially those classified as NEET (people not in employment, education or training.) Advocate for TSI (the Southern Initiative) and other council departments to work together to find funding opportunities within council as well as externally, including education providers in the area:  Manukau Institute of Technology, AUT University, and private training establishments (PTE). Support Youth Connections. Encourage youth leadership development opportunities through groups like TOPS (The Otara-Papatoetoe Squad) 

Governing Body, Central Government

Safer roads and connectivity within our local area

Advocate for prioritisation of route protection, design and construction of:

  • Light rail from Auckland Airport to Puhinui Station through State Highway 20B to Manukau and to Botany, before considering any other corridors
  • Redevelopment of Puhinui Station
  • Development of the Southern Spur rail line.

Intersection upgrades:

  • Ormiston Rd/Preston Rd/East Tamaki Rd
  • Realignment – Portage Rd/Gray Ave/Station Rd
  • Realignment – St George/Kolmar Rd/Wallace Rd
  • Continued implementation of Greenways plan (better cycling and walking tracks)
  • Ensuring our local transport network is accessible and safe for people of all communities especially disabled and school students in high risk area (Papatoetoe North).

Auckland Transport, Governing Body, Central Government

Promote Transform Manukau and other potential unlock locations

Promote the Transform Manukau project to create an exciting and vibrant lifestyle, academic hub and business centre. Continue to advocate for Te Papa Manukau in Hayman Park.  Advocate to the Governing Body that funds generated within the transform area should stay within the local board area in which it resides. Advocate to the Governing Body for Otara Town Centre to become an Unlock location.

Panuku, Auckland Transport, Governing Body

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Your Ōtara-Papatoetoe Local Board Members

Lotu Fuli - Chairperson

Phone: 021 242 3713

lotu.fuli@aucklandcouncil.govt.nz

 

Ross Robertson - Deputy Chairperson

Phone: 027 492 3245

ross.robertson@aucklandcouncil.govt.nz

 

Apulu Reece Autagavaia

Phone: 021 723 146

reece.autagavaia@aucklandcouncil.govt.nz

 

Ashraf Choudhary

Phone: 021 799 573

ashraf.choudhary@aucklandcouncil.govt.nz

Mary Gush

Phone: 021 287 8800

mary.gush@aucklandcouncil.govt.nz

 

Donna Lee

Phone: 021 285 6611

donna.lee@aucklandcouncil.govt.nz

 

Dawn Trenberth

Phone: 021 729 302

dawn.trenberth@aucklandcouncil.govt.nz

 

 

The board can be contacted at the address below:

Level 1,

Manukau Civic Building,

31 Manukau Station Road

Manukau 2104

 

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.14 Papakura Local Board

Message from the Chair

It is my pleasure to present the Papakura Local Board’s 2018/2019 Local Board Agreement. I would like to thank everyone who provided feedback on our draft proposals. After considering your views, the local board has adopted this Agreement.

Growth is happening at a great rate in and around Papakura.  One of the key challenges will continue to be ensuring that this growth is well-planned. It is important that the needed infrastructure is provided at the right time and that we are creating communities where people have access to the services and facilities they need.

You have told us that transport and congestion on our roads continues to be a key concern. One of our key priorities and advocacy to Auckland Transport has been to build a park and ride facility at the Papakura train station and the grade separation of the Takanini east-west links.

We are working in partnership with key stakeholders and the community to revitalise our town centre, create a safe environment, and maximise the opportunities created by our metropolitan zoning status in the Unitary Plan.

We are also working with the community to co-design the concept plans for Smiths Avenue and Keri Downs Reserves. 

It is important that our sports parks and community facilities are fit for purpose.  The Takanini Community Hub and Library and the development of Opaheke Park will continue.  We will be working with the community and sports organisations to implement the recommendations in the Sports Needs Assessment and will ensure the renewal programme is targeting the right local park facilities.

Auckland Council funding only goes so far, we would like to acknowledge the great contribution that our volunteers and active community groups make. We are looking forward to continuing working with you in the forthcoming year to carry on making Papakura a great place to live, work and play.

 

Brent Catchpole

Chair, Papakura Local Board

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Papakura Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

The Papakura area takes in the inlets and foreshores of the Manukau Harbour, flowing to fertile plains and rolling hills that lead out into the nearby Hunua Ranges. The Great South Road runs through Drury, Papakura metropolitan centre, and Takanini, providing a busy thoroughfare that attracts both retail and commercial activity. Papakura is one of the busiest rail stations on the Auckland passenger network. Significant residential growth is planned for the area, with a current population of 45,633; projected to increase to 70,200 by 2033. At the 2013 census, more than a quarter of Papakura’s residents identified as Māori. The Pacific population was about 14 per cent, and the Asian population around 13 percent. Although the number of people aged 65 years and over rose in the last seven years, nearly a quarter of the population is now aged 14 years and under.

 

Local Board Plan outcomes

The Papakura Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Papakura Local Board Plan are:

Outcome 1: A vibrant and prosperous metropolitan centre

Our town centre is a great place to shop, relax and enjoy the company of family and friends.

Outcome 2: People in Papakura lead active, healthy and connected lives

We have great parks and places to play and do the things that we enjoy.

Outcome 3: A strong local economy

Papakura businesses prosper, creating employment opportunities for local people.

Outcome 4: Papakura is well-connected and easy to move around

Our roads should be free from congestion, public transport convenient and reliable, walkways and cycleways safe and connected.

Outcome 5: Treasured for its environment and heritage

We value our natural environment and heritage, protecting and nourishing it for future generations.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

 

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for the Papakura Local Board. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

As part of this commitment, the Papakura Local Board will continue to build its working relationships with mana whenua. The board is keen to work in partnership, to jointly develop initiatives that respond to Māori aspirations and recognise their position as mana whenua and role as kaitiaki (guardians). 

Work is already underway with regards to a Joint Management Committee overseeing the care and use of Pukekiwiriki Paa historic reserve. The Papakura Local Board has also endorsed the resolutions of the joint mana whenua and local board members working party for Māori input into board decision-making.

Apart from the initiatives above, our local board plan also includes initiatives of relevance to mana whenua and mataawaka. These include support for Māori businesses, training and skills programmes for Māori youth, protection and enhancement of the Manukau Harbour, improvement of water quality in catchment streams, and the identification and protection of wāhi tapu in and around Papakura. To date the board has met with five mana whenua groups ‘rangatira ki te rangatira’ and will keep actively building relationships, learning each other’s priorities, and looking for opportunities to collaborate.

  

Papakura Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Papakura local board area, are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $8.8 million and capital investment of $6.0 million.

The key initiatives we have planned for 2018/2019 include:

  • The delivery of town centre initiatives
  • Local community grants
  • Local events
  • Arts programmes.

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Papakura Local Board Plan:

  • Outcome 1: A vibrant and prosperous metropolitan centre
  • Outcome 2: People in Papakura lead active, healthy and connected lives
  • Outcome 5: Treasured for its environment and heritage.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.11

0.12

0.12

The number of visits to library facilities (million)

0.23

0.23

0.23

Percentage of customers satisfied with the quality of library service delivery

79%

80%

80%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

The number of attendees at Council-led community events

 N/A

 New measure

        1,400

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

75%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 61%

Day: 64%

Day: 61%

Night: 32%

Night: 19%

Night: 35%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

194,347

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

18%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

82%

75%

82%

The customers' Net Promoter Score for Pool and Leisure Centres

7

15

7

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

51%

75%

51%

The percentage of residents who visited a local park in the last 12 months

85%

85%

85%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

16.6%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $370,000.

The key initiatives we have planned for 2018/2019 include:

  • Continuation of the work with the Papakura Commercial Project Group to support the transition of the Papakura town centre
  • Working with the Papakura and Takanini BIDs to improve the local economy.
  • The development of a concept plan for a heritage trail.

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Papakura Local Board Plan:

  • Outcome 1: A vibrant and prosperous metropolitan centre
  • Outcome 3: A strong local economy.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $73,000.

The key initiatives we have planned for 2018/2019 include:

  • Support the Manukau Harbour Forum
  • Wai Care schools programme
  • Invest in community waste minimisation initiatives
  • Papakura stream restoration project.

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Papakura Local Board Plan:

  • Outcome 2: People in Papakura lead active, healthy and connected lives
  • Outcome 5: Treasured for its environment and heritage.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $907,000. 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.  

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 6.0M
By category
  • Renewals: 2.8M
  • Improvements: 773.0K
  • Growth: 2.4M
Key projects
  • Parks - Sport development: 1.9M
  • Multi-purpose facility (Takanini): 1.5M
  • Local Board discretionary capex: 1.3M
  • Parks - Asset renewals: 1.2M
  • Parks - General park development: 70.0K

Operating spend

By activity area
  • Local Community Services: 8.8M
  • Local Planning: 370.0K
  • Local Environment Services: 73.0K
  • Local Governance: 906.5K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

11,316

11,121

Targeted rates

163

250

Subsidies and grants for operating purposes

10

9

Fees and charges

275

311

Local authorities fuel tax, fines, infringement fees and other receipts

83

9

Total operating funding

11,846

11,700

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

9,249

9,469

Finance costs

969

651

Internal charges and overheads applied

1,618

1,556

Other operating funding applications

0

0

Total applications of operating funding

11,836

11,676

 

 

 

Surplus (deficit) of operating funding

10

24

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

2,948

5,976

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

2,948

5,976

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

984

2,380

- to improve the level of service

23

773

- to replace existing assets

1,952

2,846

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

2,958

6,000

 

 

 

Surplus (deficit) of capital funding

(10)

(24)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Development of a Park & Ride at the Papakura train station

(key advocacy project)

As a board, we would like to offer alternative transport routes to free up our local roads from congestion. Hence our advocacy to the Governing Body to fund a shortfall, to build a multi-storey park-and-ride facility at the Papakura train station. This project is widely supported by the community and will encourage more people to use public transport.

Auckland Transport

New Zealand Transport Agency

 

Governing Body

Regional fund for erosion control

With its 3,702 kilometres long coastline, Auckland has waterways in all directions. Despite the beauty of that, due to its geography Auckland is also prone to erosion. With climate change happening and more severe weather events and sea level rise to be expected, erosion control becomes increasingly important. The Papakura Local Board is of the view that a regional fund to address this issue is required and should be set aside within the Long-term Plan to deal with this matter. 

Governing Body

Resource recovery centre for the South

To protect our environment for future generations, we must reduce our waste and recycle. The Papakura Local Board is supportive of the establishment of a network of community resource recovery centres that will make it easy, affordable and convenient for people to reuse and recycle unwanted goods. The board would like to see one established and providing services in the South. 

Governing Body

Investing equally in water quality improvement initiatives

The Papakura Local Board, as a member board of the Manukau Harbour Forum, is of the view that all harbours in the Auckland region need to be recognised equally in terms of addressing water quality issues, which should be reflected in the distribution of funding.

Governing Body (through the Manukau Harbour Forum)

 

Central Government

Increase of the Local Board Transport Capital Fund

The board supports the proposed increase in the Local Board Transport Capital fund of $10 million as it enables local boards to undertake local placemaking initiatives.

Governing Body

 

Auckland Transport

Acknowledgement of the Papakura town centre’s metropolitan status and the Integrated Area Plan (Manurewa/Takanini/Papakura) area

Papakura is identified in the Unitary Plan as a future metropolitan centre, which means it will overtime develop into a larger commercial and retail centre to support residential growth in the surrounding area. 

The board is keen for that transition to happen and to support it, has established the Papakura Commercial Project Group. The board has been advocating for Papakura to become an ‘unlock’ area and for the Papakura town centre to feature in Panuku Development Auckland’s work programme.

Work has also been undertaken with regards to the development of an Integrated Area Plan. Looking at the various centres alongside the Great South Road and how they can complement each other rather than compete. A plan has been developed and resources now need to be put into implementing the recommendations out of the plan.

Governing Body

 

Panuku Development Auckland

Infrastructure to be in place before development happens

Papakura faces significant levels of growth due to a number of large new developments in and around the local board area that will continue to put an increased pressure on our current infrastructure.

Without a coordinated approach between all the infrastructure providers, council-controlled organisations, Central Government and developers, there is a risk that development will occur in an ad hoc manner.

 

Governing Body

Auckland Transport

Panuku Development Auckland

Watercare/Veolia

Developers

Central Government

Alleviation of traffic congestion through improving east-west links through grade separation

Several major transport works are being planned (Mill Road) with some projects already underway, such as the Takanini interchange upgrade. However, the pace at which the population is growing is faster than the delivery of those key infrastructure networks.  

The local community, in the various community consultation processes the board and the wider organisation have undertaken recently, identifies traffic congestion as one of the major concerns.

Two major projects have therefore been identified by the Papakura Local Board to address this matter:

  • The development of a multi-story (future proofed) park and ride at the Papakura train station
  • The grade separation of the Takanini east-west routes.

Auckland Transport

 

Governing Body

 

Central Government

Bruce Pulman Park to be acknowledged as a regional facility

Keeping active is important for long-term health. Many Papakura residents are involved in sports and Bruce Pulman Park is one of the great facilities in the local board area.

The Park, run by a trust, does not only host regional, national and international teams and events, but also provides for a valuable green open space that will help and accommodate the surrounding area to further develop in the coming years.

The Papakura Local Board would like this facility to be recognised appropriately for the many roles and functions it plays in Papakura. 

Governing Body

Further improve and upgrade the Massey Park outdoor pool

Many of the Papakura sports facilities already host regional and national events which helps to boost the local economy and provides an opportunity to showcase local talent.

The Massey Park pool has received recent investment to improve the interior and upgrade the indoor swimming pool. The Papakura Local Board is planning further investment to extend the hours of use by installing solar panels to heat the pool.

The Board would like to see the outdoor pool also being upgraded to an eight lane facility so it meets the standards for national and international events to take place.

Governing Body

Continue with the development of the community hub and library at Takanini

Planning is well underway for a new community hub and library at Takanini. The Papakura Local Board wants to ensure that this new community facility is easily accessible, safe and suited to a variety of purposes. 

Governing Body

The development of the Southern Structure Plan in such a manner that ensures the centres along the Great South Road are being developed in a holistic manner

The Papakura Local Board is supportive of development of the Southern Structure Plan. However, the plan will need to take into account the impact of any proposed centres on the already established centres along the Great South Road (Papakura and Takanini) to ensure the vitality of these economical centres is being safeguarded. 

Governing Body

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Brent Catchpole (Chairperson)

Papakura Local Board

35 Coles Crescent

Papakura

Auckland 2110

 

Ph:(021) 390 430

E: brent.catchpole@aucklandcouncil.govt.nz

Felicity Auva’a (Deputy Chairperson)

Papakura Local Board

35 Coles Crescent

Papakura

Auckland 2110

 

Ph:(021) 526 941

E: felicity.auvaa@aucklandcouncil.govt.nz

George Hawkins

Papakura Local Board

35 Coles Crescent

Papakura

Auckland 2110

 

Ph: (021) 969 444

E: george.hawkins@aucklandcouncil.govt.nz

Michael Turner

Papakura Local Board

35 Coles Crescent

Papakura

Auckland 2110

 

Ph:(021) 287 9922

E: michael.turner@aucklandcouncil.govt.nz

Bill McEntee

Papakura Local Board

35 Coles Crescent

Papakura

Auckland 2110

 

Ph: (021) 831 639

E: bill.mcentee@aucklandcouncil.govt.nz

Katrina Winn

Papakura Local Board

35 Coles Crescent

Papakura

Auckland 2110

 

Ph: (021) 572 217

E:katrina.winn@aucklandcouncil.govt.nz

 

The Papakura Local Board can be contacted at the address below:

Papakura Local Board

35 Coles Crescent

Papakura

Auckland 2110

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.15 Puketāpapa Local Board

Message from the Chair

We appreciate the feedback people gave us about our priorities, which were set out in the draft 10-year Budget 2018-2028.

We received strong support for the work we are doing with young people and to foster pride in our cultural diversity. Also well supported were the planned works at the Waikowhai Coast, major sports parks, and Te Auaunga / Oakley Creek. We will continue that work.

I would like to highlight the restoration of the Manukau Harbour and Waikowhai Coast as one of the board’s key priorities, alongside the environmental and social initiatives to restore Te Auaunga / Oakley Creek.

It is our responsibility as local governors to progress the work, but we cannot do it alone. We are grateful for the support we get from mana whenua, community groups, individuals and our neighbouring local boards in partnering with us. Our goal is for the harbour, coast and awa to be cherished as taonga.

We are fortunate to live in one of the most ethnically diverse areas in Auckland. To respond to that, we need to ensure facilities are available to cater for the unique needs of our people. It’s also important to hear the voices of the different communities of Puketāpapa. Our representative children and youth groups, monthly Community Forum and translated consultation documents are just some of the ways we hope to achieve this.

The intensification of housing across Puketāpapa, and the development in the Three Kings quarry, will need to be well-designed with appropriate transport links, so we can keep our communities connected. Public transport and walking or cycling routes are particularly important. The provision of affordable housing options for our aging population is also crucial.  We need to ensure that there is a collaborative effort to improve the area’s town centres, including Mt Roskill Village and Three Kings.

We look forward to working with our communities to make this happen.

 

Harry Doig

Puketāpapa Local Board Chair

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Puketāpapa Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

About 60,000 people live in the Puketāpapa Local Board area, one of the most ethnically diverse in Tāmaki Makaurau / Auckland. Almost half of our residents (44 per cent) identify as Asian, which includes Indian, Chinese, Sri Lankan, Filipino, and Korean communities.

The board area borders the Manukau Harbour and three other local board areas (Whau, Albert-Eden and Maungakiekie-Tāmaki). It includes the suburbs of Three Kings, Hillsborough, Waikowhai, Lynfield, Mt Roskill, Roskill South and Wesley.

The area has always been of great significance to Māori. It incorporates two volcanic cones, Puketāpapa-Pukewiwi-Mt Roskill and Te Tātua a Riukiuta-Three Kings, and Te Auaunga / Oakley Creek, Auckland’s largest urban stream.

Puketāpapa has an extensive network of open spaces. The maunga and coast, together with a network of parks, such as Monte Cecilia Park / Pah Homestead and Keith Hay Park, provide a range of open spaces that can be used for connection with nature, recreation and active transport links.

European settlement brought major changes to the area. Te Auaunga / Oakley Creek has been degraded significantly and work is underway to return it to its natural state. From the 1930s, the district became the site of extensive state housing developments and much of that housing stock remains today, offering significant redevelopment opportunities.

State Highway 20 now bisects the local board area. It services the manufacturing and industrial areas of Stoddard and Carr roads and provides a range of transport links for the area. The small retail centres in the area, Mt Roskill Village and Three Kings, will need to respond to surrounding housing and transport developments.

 

Local Board Plan outcomes

The Puketāpapa Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Puketāpapa Local Board Plan are:

Outcome: Connected communities with a sense of belonging

People will feel connected to each other and this place. Our diversity can be celebrated as a unifying force, and barriers overcome so everyone can be included and contribute.

Outcome: Improved wellbeing and safety

Puketāpapa communities will have a sense of wellbeing and feel happy, healthy, connected and safe.

Outcome: Thriving local economy and good job opportunities

Puketāpapa will enjoy the benefits of a strong local economy that provides better employment opportunities for everyone.

Outcome: Transport choices meet our varied travel needs

Our community will have easy and accessible transport choices for moving around Puketāpapa and connecting with the rest of Auckland. A range of options will support people’s decisions to change their ways of travelling.

Outcome: Urban development meets community needs

New housing will develop in harmony with established neighbourhoods. Residents will enjoy healthier homes, better community links and enlivened town centres.

Outcome: Vibrant and popular parks and facilities

Our range of open spaces will provide something for everyone. Not just lovely to look at, they will support physical and mental wellbeing, from hosting sports to being quiet spots for relaxing.

Outcome: Treasured and enhanced natural environment

People will enjoy cleaner water in urban streams and the Manukau Harbour. On land, more resources will be reused or recycled, and Puketāpapa will reap environmental benefits from reducing fuel use and waste.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi by enabling and supporting mana whenua and mataawaka aspirations and providing opportunities for Māori to contribute to the future of Auckland. This is a priority for the Puketāpapa Local Board.

To formalise that commitment, the council has affirmed the Māori Responsiveness Framework, which sets out two key areas - understanding the rights and interests of Māori,and acting on the needs and aspirations of Māori.

As part of the commitment, the Puketāpapa Local Board will continue to strengthen and formalise its relationship with mana whenua and mataawaka. Key initiatives this year include:

  • Signing a Relationship Agreement with the Ngāti Tamaoho Trust
  • Discuss possible Relationship Agreements with other mana whenua groups
  • Continue to work with mana whenua on strategic initiatives to restore the upper catchment of Te Auaunga  /Oakley Creek -  applications of the tohu along the awa
  • Work with mana whenua to source appropriate Māori names for different parks and reserves
  • Increasing the visibility of Māori culture by including designs or stories from mana whenua as part of key projects.

 

Puketāpapa Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Puketāpapa local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $7.5 million and capital investment of $4.3 million.

The key initiatives we have planned for 2018/2019 include:

  • Establish the Puketapapa Youth Board and support it to deliver key projects
  • Development of a Healthy Puketapapa Action Plan
  • Progress the Waikowhai boardwalk – from Bamfield Reserve to Taylors Bay
  • Ongoing upgrade to Keith Hay Park and Harold Long / Fearon parks
  • Develop concept plans for Mt Roskill War Memorial, Waikōwhai and Margaret Griffen Parks
  • Investigating how leasing agreements can be optimised to support the shared use of community space.

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Puketāpapa Local Board Plan:

  • Outcome: Connected communities with a sense of belonging
  • Outcome: Improved wellbeing and safety
  • Outcome: Vibrant and popular parks and facilities
  • Outcome: Treasured and enhanced natural environment.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.15

0.14

0.14

The number of visits to library facilities (million)

0.28

0.28

0.27

Percentage of customers satisfied with the quality of library service delivery

77%

84%

85%

We fund, enable and deliver community events and experiences that enhance identify and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

70%

The number of attendees at Council-led community events

 N/A

 New measure

        2,700

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

70%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 83%

Day: 85%

Day: 83%

Night: 33%

Night: 37%

Night: 33%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

400,000

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

17%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

82%

75%

82%

The customers' Net Promoter Score for Pool and Leisure Centres

17

15

17

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

80%

75%

80%

The percentage of residents who visited a local park in the last 12 months

90%

85%

90%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

5.4%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $46,000.

The key initiatives we have planned for 2018/2019 include:

  • Mt Roskill village revitalisation (pending Dominion Road light rail decisions)
  • Scoping centre planning for Three Kings town centre
  • Puketāpapa business engagement project.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Puketāpapa Local Board Plan:

  • Outcome: Thriving local economy and good job opportunities
  • Outcome: Transport choices meet our varied travel needs
  • Outcome: Urban development meets community needs.

 

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $125,000.

The key initiatives we have planned for 2018/2019 include:

  • Development of strategy for the Western Springs-Meola-Three Kings Aquifer (in collaboration with neighboring boards)
  • Development of local Low Carbon Network
  • Keith Hay Park stream naturalisation
  • Naturalisation of Te Auaunga / Oakley Creek.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Puketāpapa Local Board Plan:

  • Outcome: Treasured and enhanced natural environment.

 

Levels of Service

We measure our performance against the following measures for each local priority.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

80%

90%

90%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $955,000.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset-based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

 

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 4.3M
By category
  • Renewals: 1.8M
  • Improvements: 1.7M
  • Growth: 846.7K
Key projects
  • Parks and Sport Recreation - Sport development: 1.5M
  • Parks - Asset renewals: 1.0M
  • Fearon Park-Harold Long Reserve: 620.0K
  • Pah Homestead air conditioning: 590.0K
  • Local Board discretionary capex: 401.9K

Operating spend

By activity area
  • Local Community Services: 7.5M
  • Local Planning: 46.0K
  • Local Environment Services: 125.2K
  • Local Governance: 955.1K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

9,232

9,782

Targeted rates

0

0

Subsidies and grants for operating purposes

13

11

Fees and charges

446

408

Local authorities fuel tax, fines, infringement fees and other receipts

62

59

Total operating funding

9,753

10,260

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

7,608

8,203

Finance costs

693

434

Internal charges and overheads applied

1,450

1,615

Other operating funding applications

0

0

Total applications of operating funding

9,751

10,252

 

 

 

Surplus (deficit) of operating funding

2

8

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

3,676

4,253

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

3,676

4,253

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

360

847

- to improve the level of service

1,884

1,657

- to replace existing assets

1,434

1,757

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

3,678

4,261

 

 

 

Surplus (deficit) of capital funding

(2)

(8)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy project for this local board is:

Initiative

Description

Advocating to

The retention of Liston retirement village

The board is seeking that, once Auckland Council owns the Liston retirement village in its entirety, it retains seniors’ housing on the site but also allows for the entrance to Monte Cecilia Park to be expanded

Governing Body

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

 

Harry Doig (Chair)

Auckland Council

Puketāpapa Local Board

560 Mt Albert Rd

Three Kings

Auckland 1042

Ph: (09) 367 4301 or (021) 627 811

E: harry.doig@aucklandcouncil.govt.nz

 

Julie Fairey (Deputy Chair)

Auckland Council

Puketāpapa Local Board

560 Mt Albert Rd

Three Kings

Auckland 1042

Ph: (09) 367 4301 or (021) 287 9900

E: julie.fairey@aucklandcouncil.govt.nz

 

Anne-Marie Coury

Auckland Council

Puketāpapa Local Board

560 Mt Albert Rd

Three Kings

Auckland 1042

Ph: (09) 367 4301 or (021) 504 339

E: anne-marie.coury@aucklandcouncil.govt.nz

 

David Holm

Auckland Council

Puketāpapa Local Board

560 Mt Albert Rd

Three Kings

Auckland 1042

Ph: (09) 367 4301 or (021) 628 504

E: david.holm@aucklandcouncil.govt.nz

Ella Kumar

Auckland Council

Puketāpapa Local Board

560 Mt Albert Rd

Three Kings

Auckland 1042

Ph: (09) 367 4301 or (021) 285 2999

E: ella.kumar@aucklandcouncil.govt.nz

 

Shail Kaushal

Auckland Council

Puketāpapa Local Board

560 Mt Albert Rd

Three Kings

Auckland 1042

Ph: (09) 367 4301 or (021) 0662 555

E: shail.kaushal@aucklandcouncil.govt.nz

 

The Local Board can be contacted at the address below:

Auckland Council

Puketāpapa Local Board

560 Mt Albert Rd

Three Kings

Auckland 1042

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.16 Rodney Local Board

Message from the Chairperson

This year the direction in this agreement is set by the recently adopted Rodney Local Board Plan 2017, which gives the board even greater impetus to continue to make real progress on the ground, effect change and deliver faster results.

We are putting resource into significant projects for Rodney, such as the design and build of an indoor courts facility in Huapai, the design of the multisport facility at Warkworth Showgrounds, and the planning required to activate the future reserve at Green Road in Dairy Flat. These are large, multi-year projects that Rodney residents have been waiting years to see started.

We are continuing to focus on a significant investment in our town centres. Last year that focus allowed the community of Huapai to design and start to build the Huapai Hub, a community gathering place in the centre of town.

This year we will continue to focus on community-led processes to identify what needs to be done in Warkworth and Helensville, followed by Wellsford and Kumeu-Huapai. By partnering with the community we can lift the standard of our town centres and improve the way they look, feel and function.

We know that transport is the number one issue for Rodney, so we continue to advocate on your behalf for better transport solutions. In order to bring forward specific transport projects we have confirmed a targeted rate and this will be closely monitored with regular accountability reporting.

As well as the initiatives set out in the plan, the local board continues to fund and do the many smaller projects and works that make Rodney a great place to live.

That includes funding Anzac services and other community-led events, working with communities to build their capacity to deliver local place-making initiatives, and contributing funding for community-led projects.

Our hardworking and passionate communities are what makes Rodney such a great place and we look forward to working with our communities to achieve the outcomes in this agreement.   

 

Beth Houlbrooke

Rodney Local Board Chair

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Rodney Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

The Rodney Local Board area makes up 46 per cent of Auckland’s geographical land mass and is under significant growth pressure, particularly in Kumeu-Huapai and Warkworth. Rodney is home to an estimated 65,000 people, and the population is expected to grow steadily to 85,900 by 2033.

Planning for growth is essential along with completion of existing projects and upgrading existing assets. We also need new infrastructure and facilities, such as sports and recreation facilities, to accommodate that growth.

There are 37 towns and villages in Rodney, with the larger towns being Wellsford, Warkworth and Matakana in the east, and Kumeu-Huapai and Helensville in the west. According to Auckland Council research in 2016, the vast majority of residents (89 per cent) agree that Rodney is a great place to live.

Local Board Plan outcomes

The Rodney Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Rodney Local Board Plan are:

Outcome: We can get around easily and safely

Our transport infrastructure keeps pace with the needs of our communities. Our growing townships have the same choices for quality public transport as the rest of Auckland. Communities have access to walkways, bridleways and cycleways.  Our roads are well maintained.

Outcome: Communities are influential and empowered

Our communities influence local decision-making. They are empowered and enabled to act and take the lead on community projects and in the planning for their areas. Community groups and residents partner with the council and others to identify and deliver what is best for them.

Outcome: Parks and sports facilities that everyone can enjoy

Our local parks and sports facilities cater to a wide range of sporting and recreational interests. They are easily accessible, connecting our towns, villages and growth areas. Our parks are enjoyable places to visit and relax or be active in

Outcome: Our harbours, waterways and environment are cared for, protected and healthy

Our harbours and the rivers and streams that feed them are healthy and thriving natural marine environments. Our stormwater and wastewater services are reliable, well maintained and environmentally friendly, minimising downstream environmental impacts. There is minimal sediment and silt flowing into our waterways from new developments and earthworks.

Outcome: Arts and culture is vibrant and strong

Local facilities are the heart of our communities. They are well used and cared for by communities that manage them. The diverse range of activities run by our communities creates a rich and accessible arts and culture scene.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

The Auckland Plan transformational shift to “significantly lift Māori social and economic well-being” is woven through the outcomes of the local board plan. Hui take place with iwi to share information and work together and the priority areas of importance to iwi and the wider community are being progressed.

 

 

Rodney Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Rodney local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $11.5 million and capital investment of $10.1 million.

The key initiatives we have planned for 2018/2019 include:

  • progressing a business case to construct a local indoor courts facility at Huapai domain
  • starting the masterplan (concept plan) for the future reserve at Green Road, Dairy Flat
  • contributing $150,000 to the design of the future multisport building at Warkworth Showgrounds
  • beginning work on an Open Space Omnibus Plan to address the needs and future uses of Rodney’s reserves and open space
  • funding Rodney’s conservation volunteers in our public spaces, including community planting programmes, plant and animal pest control, and providing materials and green waste disposal
  • progressing the design of priority greenways links that have completed feasibility assessments.
  • funding the investigation and detailed design of town centre improvements in Warkworth and Helensville, followed by Wellsford and Kumeu-Huapai.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Rodney Local Board Plan:

  • Parks and sports facilities that everyone can enjoy
  • Communities are influential and empowered
  • We can get around easily and safely
  • Our harbours, waterways and environment are cared for, protected and healthy.
 
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.23

0.23

0.23

The number of visits to library facilities (million)

0.42

0.41

0.38

Percentage of customers satisfied with the quality of library service delivery

86%

87%

85%

We fund, enable and deliver community events and experiences that enhance identify and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

95%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

50%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

50%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 92%

Day: 92%

Day: 92%

Night: 42%

Night: 53%

Night: 42%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

88,949

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

64%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

70%

75%

70%

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

69%

75%

69%

The percentage of residents who visited a local park in the last 12 months

83%

85%

83%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

3%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $180,000.

The key initiatives we have planned for 2018/2019 include:

  • supporting and partnering with the NorthWest District Business Improvement District on local economic and town centre initiatives.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Rodney Local Board Plan:

  • Communities are influential and empowered.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $368,000.

The key initiatives we have planned for 2018/2019 include:

  • continued funding of our healthy harbours fund, to provide landowners and community groups with financial assistance to protect and restore the riparian margins of our waterways
  • maintenance and improvements of stormwater infrastructure in rural drainage areas of Okahukura, Te Arai and Glorit, to prevent flooding.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Rodney Local Board Plan:

  • Our harbours, waterways and environment are cared for, protected and healthy.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $1 million.

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 10.1M
By category
  • Renewals: 8.3M
  • Improvements: 1.0M
  • Growth: 745.9K
Key projects
  • Parks - Asset renewals: 6.6M
  • Parks - Coastal asset renewals: 2.1M
  • Local Board discretionary capex: 675.9K
  • Sport development: 472.0K
  • Local Indoor Court Facility: 80.0K

Operating spend

By activity area
  • Local Community Services: 11.6M
  • Local Planning: 180.0K
  • Local Environment Services: 368.2K
  • Local Governance: 1.0M

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

13,532

15,243

Targeted rates

178

181

Subsidies and grants for operating purposes

12

5

Fees and charges

199

132

Local authorities fuel tax, fines, infringement fees and other receipts

25

7

Total operating funding

13,946

15,568

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

10,396

11,771

Finance costs

1,409

966

Internal charges and overheads applied

2,174

2,452

Other operating funding applications

0

0

Total applications of operating funding

13,979

15,189

 

 

 

Surplus (deficit) of operating funding

(32)

379

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

6,411

9,675

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

6,411

9,675

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

371

746

- to improve the level of service

624

1,024

- to replace existing assets

5,384

8,284

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

6,379

10,054

 

 

 

Surplus (deficit) of capital funding

32

(379)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Local Indoor Courts Facility – Huapai

(key advocacy project)

Request a local indoor courts facility on Huapai Domain; noting that this is the Rodney Local Board’s key advocacy project

Governing Body

Growth funding for Greenways Paths

Request that the Governing Body prioritise the allocation of growth funding towards the construction of Greenways paths in the Rodney Local Board area which is an area of high population growth

Governing Body

Equitable funding across the region

Request equitable funding for local facilities region wide, such as operational funding for arts centres and community facilities to bring them in line with similar facilities in other local board areas

Governing Body

Increased resource for compliance and enforcement

Request that more funding and resource be made available for compliance monitoring and enforcement, particularly in rural areas

Governing Body

Additional funding for drainage districts

Request additional funding for drainage districts in Rodney to address historic underfunding and lack of maintenance in these areas

Governing Body

Review planning controls for clean and managed fills

Advocate for a review of the Auckland Unitary Plan controls for clean and managed fills to determine the effectiveness (or otherwise) of these in managing the adverse effects on the transport network

Governing Body

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Beth Houlbrooke - Chairperson

Phone: 021 839 413

E:beth.houlbrooke@aucklandcouncil.govt.nz

Phelan Pirrie - Deputy Chairperson

Phone: 021 837 167

E:phelan.pirrie@aucklandcouncil.govt.nz

Brent Bailey

Phone: 021 730 892

E:brent.bailey@aucklandcouncil.govt.nz

Tessa Berger

Phone: 021 518 470

E:tessa.berger@aucklandcouncil.govt.nz

Cameron Brewer

Phone: 021 828 016

E:cameron.brewer@aucklandcouncil.govt.nz

Louise Johnston

Phone: 021 729 739

E:louise.johnston@aucklandcouncil.govt.nz

Allison Roe

Phone: 021 608 888

E:allison.roe@aucklandcouncil.govt.nz

Colin Smith

Phone: 021 731 051

E:colin.smith@aucklandcouncil.govt.nz

Brenda Steele

Phone: 021 283 5835

E:brenda.steele@aucklandcouncil.govt.nz

The local board can be contacted at the address below:

Orewa Service Centre,
50 Centreway Road, Orewa
Auckland 0931

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.17 Upper Harbour Local Board

Message from the Chair

The 2018/2019 year will see major roading projects and parks modifications in our area.

The Northern Corridor Improvement (NCI) Project construction will commence, which on completion in 2020, will provide significant improvements to travel times on the northern motorway. As part of this project, the extension of the busway from Constellation Drive to Albany will be a bonus for bus users.

The long awaited construction of the link from Gills Road to Oteha Valley Road is scheduled to commence mid-2019.  This will provide improved travel options for local residents to the Albany Centre.

An upgrade to Dairy Flat Highway, to two lanes in each direction between Gills Road and Stevenson Crescent, with signalisation at The Avenue intersection, and the replacement of the current bridge over Lucas Creek to a 4 lane bridge, has been a project the Upper Harbour Local Board has advocated for since the inception of Auckland Council. Construction is planned to commence in 2019.

The development of the Wainoni Equestrian Centre will be completed during 2018-2019. This will provide long term security of tenure for the current Rosedale, Greenhithe and Whenuapai Pony Clubs, together with Riding for the Disabled. This has been necessitated by North Harbour Hockey’s move to the site historically used by Rosedale Pony Club, due to the NCI project. North Harbour BMX’s new facility adjacent to the Albany Tennis Centre, will provide a world class facility, in what is becoming the sporting precinct in Upper Harbour.

The Hobsonville area continues to develop rapidly.  The board has prioritised the meeting of the residents’ community and recreation needs.

The board welcomes residents’ input to local board matters and projects, and invites you to present to the board at our meetings or to contact local board members at any time.

 

Margaret Miles

Chairperson

 

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019, which has been agreed with Auckland Council’s governing body.   

The Upper Harbour Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

Upper Harbour’s population is one of the fastest growing in Auckland, because of the extensive and exciting developments now underway at Hobsonville, Whenuapai and Scott Point.  Based on the most recent census data, 53,670 people call Upper Harbour home, about a 25 per cent increase from the 2006 census.

Upper Harbour is a vibrant area with a sports precinct that is home to QBE Stadium, the Tennis Centre and Albany Stadium Pool.  We are fortunate to have world-class sports training opportunities at the AUT Millennium Institute of Sport and Health, as well as international standard softball and hockey facilities in Rosedale Park.

Students come from all over the world for the excellent tertiary education on offer at Massey University and AUT, all features that make Upper Harbour one of the best places in Auckland to live and work.

Local Board Plan outcomes

The Upper Harbour Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Upper Harbour Local Board Plan are:

Outcome 1: Empowered, engaged and connected Upper Harbour communities

People living in Upper Harbour are able to influence what happens in their neighbourhoods.

Outcome 2: Efficient and effective transport links

A well-connected and accessible network that provides a variety of transport options.

Outcome 3: Healthy and active communities

Our residents have access to open space and a wide variety of sports and recreation opportunities.

Outcome 4: A thriving local economy

A prosperous and innovative local economy, with job opportunities for local residents to work close to home.

Outcome 5: Our environment is valued, protected and enhanced

Communities are actively engaged in enjoying, preserving and restoring our natural areas.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body, in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

As part of this commitment, our local board will continue to build and formalise its relationship with mana whenua. Engaging rangatira ki te rangatira or ‘chief to chief’ is the mechanism by which we will work and share information.

In particular, we will work in partnership with mana whenua with interests in the area to deliver on treaty settlement outcomes.

   

Upper Harbour Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Upper Harbour Local Board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $9.7 million and capital investment of $4.6 million.

The key initiatives we have planned for 2018/2019 include:

  • The development of omnibus Upper Harbour Open Space Management Plans
  • Conducting Third Party Facility Sport and Recreation Service Assessments
  • Reviewing of the Greenways Plan Service Assessment
  • Contributing to Auckland's Ngahere (Urban Forest) Strategy
  • Contributing to community-led placemaking initiatives.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcomes in the Upper Harbour Local Board Plan:

Outcome 1: Empowered, engaged and connected Upper Harbour communities

People living in Upper Harbour are able to influence what happens in their neighbourhoods.

Outcome 3: Healthy and active communities

Our residents have access to open space and a wide variety of sports and recreation opportunities.

Outcome 5: Our environment is valued, protected and enhanced

Communities are actively engaged in enjoying, preserving and restoring our natural areas.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.07

0.07

0.07

The number of visits to library facilities (million)

0.16

0.17

0.16

Percentage of customers satisfied with the quality of library service delivery

78%

79%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

The number of attendees at Council-led community events

 N/A

 New measure

        2,000

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 87%

Day: 89%

Day: 87%

Night: 48%

Night: 49%

Night: 48%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

70,182

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

25%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

70%

75%

70%

The customers' Net Promoter Score for Pool and Leisure Centres

0

20

20

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

72%

75%

72%

The percentage of residents who visited a local park in the last 12 months

79%

85%

79%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

5.1%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $803,000.

The key initiatives we have planned for 2018/2019 include:

  • Supporting the Young Enterprise Scheme
  • Supporting a pop-up business school.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome in the Upper Harbour Local Board Plan:

  • Outcome 4: A thriving local economy A prosperous and innovative local economy, with job opportunities for local residents to work close to home
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

 
Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $264,000.

The key initiatives we have planned for 2018/2019 include:

  • Continuation of the Sustainable Schools Project – ‘Our local streams’
  • Continued support for the Upper Harbour North-West Wildlink Assistance Programme
  • An Industrial Pollution Prevention Programme Waste Minimisation in Rosedale/Albany
  • Initiation of the Small Building Sites Ambassador Programme.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome in the Upper Harbour Local Board Plan:

  • Outcome 5: Our environment is valued, protected and enhanced Communities are actively engaged in enjoying, preserving and restoring our natural areas.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $825,000.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards, who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

 

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 4.6M
By category
  • Renewals: 1.7M
  • Improvements: 2.5M
  • Growth: 426.2K
Key projects
  • Parks - Asset renewals: 1.5M
  • Local Board discretionary capex: 1.1M
  • General park development: 1.0M
  • Community house development (Hobsonville Point): 549.4K
  • Sport development: 300.0K

Operating spend

By activity area
  • Local Community Services: 9.8M
  • Local Planning: 803.1K
  • Local Environment Services: 263.6K
  • Local Governance: 824.9K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

11,097

10,454

Targeted rates

661

686

Subsidies and grants for operating purposes

12

16

Fees and charges

2,422

2,459

Local authorities fuel tax, fines, infringement fees and other receipts

32

4

Total operating funding

14,224

13,619

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

10,983

10,844

Finance costs

1,212

536

Internal charges and overheads applied

1,972

1,960

Other operating funding applications

0

0

Total applications of operating funding

14,167

13,340

 

 

 

Surplus (deficit) of operating funding

57

279

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

5,780

4,311

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

5,780

4,311

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

428

426

- to improve the level of service

3,129

2,488

- to replace existing assets

2,280

1,676

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

5,837

4,590

 

 

 

Surplus (deficit) of capital funding

(57)

(279)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Sub-regional multi-use multi-sport indoor facility

(key advocacy project)

Provision of a sub-regional multi-use multi-sport indoor facility in Whenuapai, to address recognised shortfalls in the Auckland-North region

Governing Body

Ferry Services at Hobsonville Point

Increased ferry services be commissioned (together with integrated local bus services) for Hobsonville Point and Hobsonville Marina

Auckland Transport

Rosedale Bus Station

That local road and public transport prioritisation improvements are undertaken to support the success of the Rosedale Busway Station

Auckland Transport

Parking provision at Northern Bus Stations

Increased investment in park and ride facilities at the Northern Busway Stations.  That the new northern network feeder bus system be reviewed 6 to 12 months after implementation to allow for it to be refined

Auckland Transport

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Margaret Miles QSM JP (Chair)

Ph: (021) 587 111

E: margaret.miles@aucklandcouncil.govt.nz

Lisa Whyte (Deputy Chair)

Ph: (021) 287 6655

E: lisa.whyte@aucklandcouncil.govt.nz

Uzra Casuri Balouch JP

Ph: (021) 503 279

E: uzra.balouch@aucklandcouncil.govt.nz

John McLean

Ph: (021) 114 9092

E: john.mclean @aucklandcouncil.govt.nz

Nicholas Mayne

Ph: (022) 066 2963

E: nicholas.mayne@aucklandcouncil.govt.nz

Brian Neeson JP

 

Ph: (021) 283 9922

E: brian.neeson@aucklandcouncil.govt.nz

The board can be contacted at the address below:

Kell Drive

Albany Village

Auckland

Email address:  UpperHarbourLocalBoard@aucklandcouncil.govt.nz

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.18 Waiheke Local Board

Message from the Chair   

This is the first financial year of the Waiheke Local Board Plan 2017 and the council’s 10-year Budget 2018-2028. 

This local board agreement outlines our proposed budget allocation for local projects and other activities within the board’s decision-making responsibility.   It does not cover the larger budgets for the board catchment held by Auckland Transport, Healthy Waters and other CCOs and council departments.  These include a significant number of projects that are underway and in the planning pipeline for which the board’s role is as an advocate and increasingly as a collaborator. In the case of the Matiatia redevelopment with Auckland Transport the Waiheke Local Board acknowledges the support of the Governing Body for recently delegating its decision–making authority for that project. 

We appreciate the feedback people gave us about our priorities, which were set out in the draft 2018/2019 Local Board Agreement. You told us what is important to you, and we will continue to work on those priorities.

One of those was local governance and the importance of local decision-making.  As a result of the council’s Governance Framework Review in 2016 a pilot programme is underway that seeks to provide an increased level of local decision-making. Waiheke is the chosen pilot site for Auckland Council.  This is already showing evidence of greater flexibility on matters such as transport and place-making projects, and will provide an opportunity for local policy areas to be explored.

You also highlighted the importance of the principles of Essentially Waiheke. The council has acknowledged that, and considers the content of that formative document as the most efficient way to inform planning work over the next year or so when aligning a new Area Plan for Waiheke and other Hauraki Islands with the Auckland Unitary Plan.

We will continue to advocate strongly to the Governing Body and the CCOs to invest in our roads, footpaths and cycleways. Flooding, stormwater management and water quality continue to be a high priority for council’s investment. 

We will build on the success of our community partnership programmes. The investment made in pest control and wetland restoration continues to pay off thanks to your enthusiasm and hands-on support for our islands’ volunteer and education programmes. 

You have told us tourism needs to benefit Waiheke without compromising local lifestyle or the environment. We will continue to advocate for the necessary budgets to protect and enhance what makes Waiheke and the Gulf Islands so special, which includes supporting our thriving arts and crafts sector and our many small businesses.

Ensuring our community has healthy, safe and affordable housing options is also a priority.

Many thanks for your continued contribution and we look forward to working with all those groups and individuals in the community who contribute to Waiheke Island being a richly diverse community and a very special natural environment. 

Cath Handley

Chairperson, Waiheke Local Board

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Waiheke Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

The Waiheke Local Board area covers Waiheke and Rakino islands as well as other islands within the Hauraki Gulf Marine Park area, such as Ponui, Pakatoa, Rotoroa, Rangitoto, Motutapu, Motuihe, Motokorea, Karamuramu, Pakihi and other smaller islands. Waiheke is the largest island in the group and has around 40 kilometers of beaches, with the eastern part of the island predominantly forest, farmland, vineyards and a regional park.

The board area boasts a diverse community. Over the summer, the population on many of the islands swells because of visitors and tourists seeking to make use of the open space, walking and cycling trails and sandy beaches, while enjoying our local art, boutique restaurants and vineyards.

Local Board Plan outcomes

The Waiheke Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Waiheke Local Board Plan are:

Outcome 1: Inclusive planning and placemaking

Using Essentially Waiheke, we will work to ensure our unique character is protected and enhanced. This community‑approved strategy, which provides a framework for achieving sustainable development and environmental outcomes, will be at the forefront of our decision-making.

Outcome 2: A sustainable economy and positive visitor experience

Our unique assets mean Waiheke is now one of the world’s most desirable tourist destinations, bringing both opportunities and challenges. In order to preserve what makes this place special, we will continue to investigate new sources of revenue to support increased services, infrastructure maintenance or improvement projects.

Outcome 3: Waiheke's environment is treasured

Our natural environment defines us, and we will restore and protect it in partnership with the community. Academic and citizen science programmes will help us understand and support the health of our aquatic environment, and we will support the development of an environmental and marine education centre.

Outcome 4: Thriving, strong and engaged communities

We celebrate that Waiheke residents have a strong sense of identity, and that we remain a diverse, close-knit community where our differences are valued. We will work with community networks to forge a way forward together, and encourage all people to be involved and active in local issues.

Outcome 5: Vibrant places for people

We will develop reserve management plans to ensure park use and development aligns with our values and aspirations. Our parks, reserves and beaches are some of our greatest assets, and well-used and accessible parks and open spaces remain a key goal.

Outcome 6: Transport and infrastructure

We need transport solutions that benefit our community and enhance our environment. Well-designed, connected transport routes between our beaches, schools, recreation hubs and villages are critical. We will develop walking, cycling and horse‑riding networks while advocating with Auckland Transport for safe and accessible connections to key amenities and services.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori. This has been strengthened by the adoption of the Māori Responsiveness Framework.

The Waiheke Local Board values the Te Ao Māori world view, the essence of which is relationships. We respect the traditional cultural and spiritual values of mana whenua and we are committed to fostering a productive relationship. The Waiheke Local Board Plan describes some of the ways we would like to work in partnership with mana whenua, including kaitiaki and the guardianship of our environment and special places. It also means we would like to support Māori organisations to be part of providing for the social and cultural needs of our community. We will recognise and provide for the unique cultural heritage of wāhi tapu and iwi participation will be a priority when planning future projects to ensure we are working towards shared goals. 

Waiheke Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Waiheke Local Board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

 

Local Community Services

Local community services is a broad activity area, which includes:

  • supporting local arts, culture, events and sport and recreation
  • providing grants and partnering with local organisations to deliver community services
  • maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $3.9 million and capital investment of $2.7 million

The key initiatives we have planned for 2018/2019 include:

  • progressing plans for a community swimming pool
  • developing a Waiheke Open Space Management Plan
  • implementing the Little Oneroa Concept Plan including renewing playground facilities, dune protection, coastal and stream planting and improving access to the reserve
  • developing a Housing Strategy and progressing key actions which meet identified housing community needs
  • providing grants for community groups to provide activities, projects, programmes, initiatives and events that make a positive contribution to our community
  • creating a youth space in collaboration with our local schools and youth representatives.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Waiheke Local Board Plan:

  • Outcome 5: Vibrant places for people
  • Outcome 4: Thriving, strong and engaged communities.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.11

0.10

0.10

The number of visits to library facilities (million)

0.17

0.16

0.17

Percentage of customers satisfied with the quality of library service delivery

90%

90%

85%

We fund, enable and deliver community events and experiences that enhance identify and connect people

The number of attendees at Council-led community events

 N/A

 New measure

        1,100

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day:97%

Day: 95%

Day: 97%

Night: 81%

Night: 83%

Night: 81%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

84,551

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

40%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

63%

75%

63%

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

64%

75%

64%

The percentage of residents who visited a local park in the last 12 months

92%

85%

92%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

10%

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $15,000.

The key initiatives we have planned for 2018/2019 include:

  • progressing the Matiatia Strategic Plan
  • developing a Lightscape Management Plan.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Waiheke Local Board Plan:

  • Outcome 1: Inclusive planning and placemaking
  • Outcome 2: A sustainable economy and positive visitor experience.
 
Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $119,000.

The key initiatives we have planned for 2018/2019 include:

  • partnering with our community to develop and begin implementing a Waiheke Island pest-free plan
  • continuing ecological restoration programmes in partnership with our community
  • supporting Giant kōkopu protection at Awaawaroa wetland.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Waiheke Local Board Plan:

  • Outcome 3: Waiheke's environment is treasured
  • Outcome 5: Vibrant places for people.
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $309,000.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

 

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 2.7M
By category
  • Renewals: 2.5M
  • Improvements: 207.0K
Key projects
  • Parks - Asset renewals: 2.2M
  • Local Board discretionary capex: 495.2K

Operating spend

By activity area
  • Local Community Services: 3.9M
  • Local Planning: 15.0K
  • Local Environment Services: 119.4K
  • Local Governance: 309.1K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

5,554

5,054

Targeted rates

0

0

Subsidies and grants for operating purposes

4

1

Fees and charges

30

14

Local authorities fuel tax, fines, infringement fees and other receipts

187

7

Total operating funding

5,775

5,076

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

4,421

3,885

Finance costs

285

261

Internal charges and overheads applied

944

780

Other operating funding applications

0

0

Total applications of operating funding

5,651

4,926

 

 

 

Surplus (deficit) of operating funding

124

150

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

1,511

2,583

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

1,511

2,583

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

150

0

- to improve the level of service

50

207

- to replace existing assets

1,435

2,526

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

1,635

2,733

 

 

 

Surplus (deficit) of capital funding

(124)

(150)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Matiatia Strategic Plan

(key advocacy project)

 

The board is progressing a strategic plan for council-owned land at Matiatia and requests that any future development  is guided by this plan and appropriate funding is allocated within the Long-term Plan 2018-2028 (LTP) for both transport and non-transport infrastructure related priorities.

Governing Body

Auckland Transport

 

Quality roading and infrastructure that supports Waiheke’s character and water management needs

The board requests appropriate funding to deliver quality roading, footpaths and a cycling network to a standard consistent with the rest of Auckland (taking into account Waiheke character).  This includes effective water management using water sensitive design techniques. 

Governing Body

Auckland Transport

Catchment management planning

 

Funding for the development and implementation of Watershed / Catchment managements plans and progressive upgrade of stormwater infrastructure is essential.  This includes flooding and stormwater management, ensuring there is adequate water supply within the aquifer, monitoring of the drainage network and appropriate maintenance and infrastructure development using low impact design. 

Governing Body

 

Visitor Impact

The board seeks funding for increased services, infrastructure maintenance and improvement projects which address the impact of tourism while also providing local benefit.

This could include implementing a visitor levy or advocating to the Governing Body for visitor growth funding.

Governing Body

Community Swimming Pool

The board requests provision for funding of a community swimming pool within the Long-term Plan 2018-2028 (LTP) as this is a local priority and an identified gap within the Community Facilities Network Plan.

Governing Body

Marine protected areas

The board supports the creation of a network of marine reserves and other protected areas linking the islands in its area of jurisdiction. 

Governing Body

Department of Conservation

Devolution of decision-making to local boards

The board acknowledges the support of the Governing Body for the implementation of the Waiheke Pilot which includes the delegation of decision-making responsibility for Matiatia’s development. 

The board seeks ongoing support from the Governing Body, Auckland Transport and Panuku to provide an increased level of decision-making and greater flexibility on matters such as transport and place-shaping projects; particularly for decisions within the roading corridor and with regards to local acquisition and divestment of Panuku property in the local area, such as Ostend.  The pilot will also provide an opportunity for local policy and planning issues to be advanced and for increased local operations leadership.  

Governing Body

Auckland Transport

Panuku Development Auckland 

 

Greenways

The board wishes to secure a regional capital fund to further develop a world-class destination greenway network on Waiheke.

Governing Body

Ecological restoration and environmental programmes

Waiheke has many unique natural environments that have been neglected over time. Local budgets will not sufficiently enable the continuation of staged ecological restoration and weed management programmes. There needs to be an integrated approach to these programmes across the council, community groups and private landowners.

Governing Body

 

(Animal) Pest Free Waiheke

Development of a tailored animal pest management programme involving the community could result in the island becoming free of animal pests by 2023 (with stouts the priority) and see kiwi released within that time.

Governing Body

 

Plant pest management

Invasive weeds are a major threat to Waiheke and other islands’ ecosystems. There needs to be greater support for community/council programmes and partnerships aimed at eradicating moth plant, rhamnus and pampas grass from the island, and controlling pest plants on land buffering Whakanewha Regional Park and other ecologically significant sites such as Te Matuku and Motukaha.

Governing Body

 

Pest Plant management in road corridors 

Road corridors are major pathways for weeds and failure to manage this issue creates a disincentive for adjoining landowners to manage pest plants on their properties. Auckland Council needs to set an example of good management practice using a ‘minimum herbicide’ approach and working with volunteers and adjoining landowners.

Governing Body

 

Senior and community housing

The number of Waiheke residents aged 65-plus has increased by 53.7 per cent since 2006 and there is a lack of residential care and respite facilities to meet the needs of this aging population. There is also a lack of community housing options. The board are investigating utilising non-service council property at Belgium Street and Waitai Road (managed by Panuku) for that purpose.

Governing Body

Panuku Development Auckland 

 

Rangihoua / Onetangi Sports Park

The board is determined to see a Reserve Management Plan developed for Rangihoua / Onetangi Sports Park with urgency that will be either developed as a part of a new island-wide open space omnibus plan, or have its own, or as a part of the Regional Parks omnibus management plan.  Irrespective, regional funding will be required to enable regional and local outcomes for conservation, sport and recreation.

Governing Body

 

Artworks complex upgrade

The Artworks complex provides a valuable arts and culture facility for the community and visitors to the island.   The Artworks Needs Assessment report identified a number of areas requiring attention, including building condition issues. Governing Body support is required to progress future upgrades. 

The board also requests the Governing Body to address the inequity of legacy funding for art galleries and develop a policy framework for determining the funding of asset-based services that includes community art galleries as a priority.

Governing Body

 

Sustainable safe transport options including development of cycleways

Safe active transport options such as pedestrian, cycling and bridle path networks are a priority because many Waiheke roads are steep, narrow and not well-suited to walking and cycling.  Investment will provide low impact tourism options, support an active lifestyle and provide safe options for our community and school children.

Auckland Transport

Wharf tax

Wharf tax collected from Waiheke ferry services should be transparently allocated to Waiheke facilities.

Auckland Transport

Waste management

That as part of the Waiheke Local Board pilot project, delegations be provided to the board to give effect to The Tikapa-Moana Hauraki Gulf Islands Draft Waste Plan (WMMP) to ensure on-island control of the full waste stream with community participation, including the development of on-island Community Resource Recovery Park within the next tier of funding, a Zero Waste Waiheke strategy and a visitor impact strategy. Commercial waste management, including construction and road-building waste is now recognised as a region-wide challenge and is also a focus for Waiheke Island.

 

Governing Body

 

 

Ongoing advocacy areas:

Initiative

Advocate to

Acquisition of more park land to extend the regional network and to provide additional camping facilities for visitors to Waiheke Island.

Governing Body

Support local contractors for council projects on the island to improve the community’s capacity, and assist with the health, resilience and sustainability of the local economy.

Governing Body

Development of catchment management plans for all catchments on Waiheke, with Little Oneroa, Tawaipereira and Blackpool being the first priorities.

Governing Body

Septic tanks retrofit scheme – expansion to the rest of the island.

Governing Body

Ensure that both Matiatia and Kennedy Point are preserved as transport terminals hubs.

Auckland Transport

Prioritise safe walking and cycling to schools and supporting the Travelwise programme for Waiheke’s schools.

Auckland Transport

Development of cycleways on Waiheke and support for the New Zealand Cycle Trail.

Auckland Transport

Waiheke accessible transport plan is developed and implemented.

Auckland Transport

Consult, review and advocate to Auckland Transport for implementation of changes to ensure The Esplanade is a useable space which meets community and tourist aspirations.

Auckland Transport

Optimise bus routes, including more bus routes and more frequent bus services, as per the high frequency networks on the isthmus, with Park and Ride facilities at Onetangi, Rocky Bay, and Ostend and Surfdale, and a bus shuttle from Matiatia to Oneroa via Owhanake carpark.

Auckland Transport

Advocate to Auckland Transport to support modern and more environmentally-friendly and accessible buses and bus stops, including kneeling buses and capacity to carry bikes, wheelchairs, pushchairs and luggage.

Auckland Transport

Implement an integrated ticketing system for Waiheke ferry and bus services, a subsidy or equity on routes, and to maintain off-island bus travel for Fullers monthly pass holders at no additional cost.

Auckland Transport

Auckland Transport to support ferries from both wharves being incorporated into the Public Transport Operation Model (PTOM) system.

Auckland Transport

Ensure any regional cycle training programmes/initiatives are to be included on Waiheke.

Auckland Transport

Auckland Transport to support a Rakino and inner island ferry from Matiatia.

Auckland Transport

Ensure the board are provided with all roading projects and footpath design plans and projects, containing sufficient detail and with enough time to provide for meaningful consultation to prioritise the safety of our active transport users and the protection of our waterways.

Auckland Transport

Install more scooter / motorbike parking, including charging stations for electric bikes at Matiatia and tyre inflation facilities.

Auckland Transport

Install a covered bike shelter and more parking for bikes at Matiatia.

Auckland Transport

Advocate for marine sewerage pump out facilities at Matiatia, Kennedy Point and Half Moon Bay.

Auckland Transport

Investigate contouring at the Owhanake carpark to ensure maximum capacity is achieved.

Auckland Transport

Ensure the board receives prior notification of roading projects on Waiheke, detailing the proposed works, the rationale for these works, the timeframe and consideration of such issues as “low impact” solutions rather than kerb and channelling.

Auckland Transport

Improved ferry passenger facilities, in terms of comfort, safety and flow, to meet demands of visitors, commuters and occasional users including those with accessibility issues.  This includes enclosed gangways on the Matiatia wharf.

Auckland Transport

Panuku Development Auckland 

Ensure continued accessibility and connectivity from lower Queen Street and Quay Street to the Central Area Wharves, including during major events, with a primary emphasis on seamless connectivity for ferry users to Hospitals and the airport.

Auckland Transport

Panuku Development Auckland 

ATEED

Work with local businesses and community groups to encourage visitors in the shoulder and low seasons.

ATEED

Ensure that council owned properties are utilised as effectively as possible by the community.

Governing Body 

Panuku Development Auckland 

 

 

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

 

Cath Handley - Chairperson

Phone: 021 194 1787

cath.handley@aucklandcouncil.govt.nz 

 

Paul Walden – Deputy Chairperson

Phone: 09 980 5328 

paul.walden@aucklandcouncil.govt.nz 

Shirin Brown

Phone: 021 242 3310

shirin.brown@aucklandcouncil.govt.nz 

John Meeuwsen

Phone: 021 242 4925

john.meeuwsen@aucklandcouncil.govt.nz 

Bob Upchurch

Phone: 027 630 1884

bob.upchurch@aucklandcouncil.govt.nz 

 

 

The board can be contacted at the address below:

Waiheke Local Board Office
Service Centre
10 Belgium Street
Ostend
Waiheke Island

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.19 Waitākere Ranges Local Board

Message from the Chair

Improving our environment and water quality are key regional issues in the 10-year Budget and are particularly important to our area.

While we continue to experience benefits from council and communities collaborating to address local issues, for example weed buffer zones and the ‘My Backyard’ climbing asparagus eradication project, kauri dieback is a clear and present threat.

Overall funding levels for Auckland’s environment clearly remain a pressing concern for many local people, especially the question of ‘how much’ for the Waitākere Ranges Heritage Area.

As expected, the 2018 Waitākere Ranges Heritage Area Monitoring Report highlights ongoing challenges for the area, and we will reflect on making the best impact on those challenges with our local budgets over the coming year.

We support the regional proposal to significantly increase the environmental budget (although at a greater level than what was proposed) and would still like a significant amount to be reallocated back into local board decision-making control.

We have made a funding proposal for developing the Glen Eden urban design framework and implementation plan. The outcome of that is unclear at this point, but what is clear from both our board plan and the annual budget consultations, is that reinvigorating Glen Eden is important to you. It remains equally as important to the board. Whatever the outcome, we plan to make changes to the town centre over the next few years using our existing budgets.

Greg Presland

Chair Waitākere Ranges Local Board

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Waitākere Ranges Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

The first thing you see when you approach West Auckland is the Waitākere Ranges, which form a natural backdrop to the western skyline and are protected by the Waitākere Ranges Heritage Area Act 2008. 

This local board area, full of natural and cultural features, yet close to metropolitan Auckland and subject to pressure from the urban environment, is unique in New Zealand. 

Te Kawerau a Maki and Ngāti Whātua are mana whenua in the Waitākere Ranges. Hoani Waititi Marae is a local urban marae.

Our largest and only town centre is Glen Eden, surrounded by the suburban areas of Glen Eden, Kaurilands, Parrs Park and Sunnyvale.

Laingholm, Oratia and Waitākere are in different settings, and long-established rural communities are clustered around Huia, Parau, Piha, Karekare and Bethells Beach.

Titirangi and Swanson are established small villages with strong local characteristics. Titirangi hosts Te Uru Waitākere Contemporary Gallery and is an established centre for the arts. Swanson is a small village that is expanding rapidly. 

In the 2013 census 48,339 people were living in this area, an increase of 6 per cent from 2006. Labour force participation is above the Auckland average and, at $79,700 median household incomes are higher than the Auckland average of $76,500, though there are significant differences between more and less affluent areas.

Residents have access to council libraries at Titirangi and Glen Eden, two community houses, venues for hire at Ceramco Park and Titirangi Hall, a variety of halls run by community groups, and sports fields such as those at Parrs Park.

 

Local Board Plan outcomes

The Waitākere Ranges Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Waitākere Ranges Local Board Plan are:

Outcome 1: People actively protect the Waitākere Ranges Heritage Area

The Waitākere Ranges Heritage Area is recognised as a taonga for the people of Auckland.

Outcome 2: Our unique natural habitats are protected and enhanced

Local communities and the council work together to live sustainably and look after our environment.

Outcome 3: Local communities feel good about where they live

Our communities celebrate their distinct identities and live, work and play together.

Outcome 4: People experience local arts and culture, and recognise our heritage

We celebrate what makes us unique.

Outcome 5: Our urban centres are enjoyable places to be

Our urban environments are attractive and look towards the future.

Outcome 6: Our community spaces, parks, sports and recreation facilities meet local needs and are easy to get to

Local parks, facilities and walkway connections provide attractive places for people to come together.

 

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

Waitākere Ranges Local Board will focus on building strong and meaningful relationships with local Māori and key Māori organisations to ensure that Māori needs and aspirations are understood. The local board sees mutual interests relating to environmental management, youth, community development and place-making, and looks forward to developing a partnership of mutual respect and openness.

We have initiatives that are specifically focused on partnering with Māori – ongoing support for Hoani Waititi Marae programmes, and inclusion and diversity programmes targeting Māori communities.

 

 

Waitākere Ranges Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Waitākere Ranges local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measure and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $7.5 million and capital investment of $3.1 million.

The key initiatives we have planned for 2018/2019 include:

  • Support arts and culture through funding to Te Uru Waitakere Contemporary Gallery, and other arts partners
  • Progress planning for Glen Eden town centre improvements
  • Deliver community-led initiatives in small parks around Glen Eden
  • Deliver parks activation project encouraging physical activity
  • Deliver a programme of community capacity building and place-making projects.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Waitākere Ranges Local Board Plan:

  • Outcome 3: Local communities feel good about where they live Our communities celebrate their distinct identities and live, work and play together
  • Outcome 6: Our community spaces, parks, sports and recreation facilities meet local needs and are easy to get to Local parks, facilities and walkway connections provide attractive places for people to come together.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.15

0.14

0.14

The number of visits to library facilities (million)

0.33

0.28

0.27

Percentage of customers satisfied with the quality of library service delivery

81%

80%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

70%

The number of attendees at Council-led community events

 N/A

 New measure

      2,100

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 76%

Day: 84%

Day: 76%

Night: 26%

Night: 34%

Night: 26%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

300,849

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

86%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

73%

75%

73%

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

73%

75%

73%

The percentage of residents who visited a local park in the last 12 months

86%

85%

86%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

8.0%

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $349,000.

The key initiatives we have planned for 2018/2019 include:

  • Deliver the Glen Eden town investment attraction project with the Glen Eden Business Association.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Waitākere Ranges Local Board Plan:

Outcome 3: Local communities feel good about where they live

Our communities celebrate their distinct identities and live, work and play together.

Outcome 4: People experience local arts and culture, and recognise our heritage

We celebrate what makes us unique.

Outcome 5: Our urban centres are enjoyable places to be

Our urban environments are attractive and look towards the future.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

 
Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $980,000.

The key initiatives we have planned for 2018/2019 include:

  • Stage delivery of the Waitākere weed action project for Piha, Huia and Karekare
  • Continue to fund the local response to kauri dieback
  • Deliver a suite of community sustainability projects via community partners.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Waitākere Ranges Local Board Plan:

Outcome 1: People actively protect the Waitākere Ranges Heritage Area

The Waitākere Ranges Heritage Area is recognised as a taonga for the people of Auckland.

Outcome 2: Our unique natural habitats are protected and enhanced

Local communities and the council work together to live sustainably and look after our environment.

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

90%

90%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $845,000.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

 

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 3.1M
By category
  • Renewals: 2.4M
  • Improvements: 608.3K
  • Growth: 36.4K
Key projects
  • Parks - Asset renewals: 1.5M
  • Local Board discretionary capex: 1.3M
  • Glen Eden Town Centre Implementation Plan (OLI): 100.0K
  • Parks - Sport development: 50.0K
  • Town centre plan (Glen Eden): 50.0K

Operating spend

By activity area
  • Local Community Services: 7.5M
  • Local Planning: 349.0K
  • Local Environment Services: 979.6K
  • Local Governance: 844.7K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

9,710

10,890

Targeted rates

92

167

Subsidies and grants for operating purposes

10

6

Fees and charges

86

78

Local authorities fuel tax, fines, infringement fees and other receipts

57

343

Total operating funding

9,956

11,484

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

7,958

9,396

Finance costs

599

307

Internal charges and overheads applied

1,386

1,764

Other operating funding applications

0

0

Total applications of operating funding

9,944

11,467

 

 

 

Surplus (deficit) of operating funding

12

17

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

2,434

3,059

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

2,434

3,059

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

0

36

- to improve the level of service

5

608

- to replace existing assets

2,442

2,431

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

2,447

3,076

 

 

 

Surplus (deficit) of capital funding

(12)

(17)

 

 

 

Funding balance

0

0

 

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Advocating for the Glen Eden Urban Design Framework and Implementation Plan to be fully funded in the 10-year Budget 2018-2028

 

This is a key advocacy project of the local board as we recognise it has been more than a decade since any investment has been made in the public realm elements of the Glen Eden town centre – the largest centre in the board area.

Governing Body

Continuing advocacy to seek a return to historic levels of funding to be made available for heritage area programmes under the local board’s decision-making

Seek a return to legacy levels of funding to deliver a specific programme of activities to respond to the Waitakere Ranges Heritage Area Act 2008.

Governing Body

Funding to deliver aspects of Waitākere Ranges ‘greenways’ plan’

Deliver on an identified network of local walking and cycling connections to reduce reliance on cars.

Auckland Transport

Funding to progress the now closed Te Henga Quarry to become either a regional or local park

Seek funding for the Te Henga Quarry, which closed for commercial operations in 2014. A rudimentary remediation has been undertaken by the operators, and a community and financial commitment was undertaken by the Waitakere City Council to develop the site into a space for community use. However, since closing and receiving the asset back from Panuku Development Auckland, council staff have not been resourced to develop a plan for future use and no allocation appears in the 10-year Budget 2018-2028.

Governing Body

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

 

Greg Presland - Chairperson

39 Glenmall Place
Glen Eden

Auckland 0604    

Ph: (09) 813 9150 or 021 285 3666

E: greg.presland@aucklandcouncil.govt.nz

Saffron Toms - Deputy Chairperson

39 Glenmall Place
Glen Eden

Auckland 0604    

Ph: (09) 813 9150 or 021 904 896

E: saffron.toms@aucklandcouncil.govt.nz

Sandra Coney QSO

39 Glenmall Place
Glen Eden

Auckland 0604    

Ph: (09) 813 9150 or 021 446 370

E: sandra.coney@aucklandcouncil.govt.nz

Neil Henderson

39 Glenmall Place
Glen Eden

Auckland 0604

Ph: (09) 813 9150 or 021 286 5666

E: neil.henderson@aucklandcouncil.govt.nz

Steve Tollestrup

39 Glenmall Place
Glen Eden

Auckland 0604    

Ph: (09) 813 9150 or 021 043 3686

E: steve.tollestrup@aucklandcouncil.govt.nz

Ken Turner

39 Glenmall Place
Glen Eden

Auckland 0604

Ph: (09) 813 9150 or 021 193 4569

E: ken.turner@aucklandcouncil.govt.n

 

 

The board can be contacted at the address below:

39 Glenmall Place
Glen Eden

Auckland 0604

Phone: 09 813 9150

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

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2.20 Waitematā Local Board

Message from the Chair

Our Waitematā Local Board Agreement sets out what we plan to deliver and advocate for in the year ahead.  The 2018/2019 agreement responds to the feedback received by the Board as part of the 10-year Budget and local board priorities ‘Have your Say’ consultation.

We received almost 1500 submissions from a wide range of organisations and residents.  The feedback confirmed strong support for the direction we are heading in, but also highlighted community concerns.

You have told us that you want to see Council operating as efficiently as possible with our existing facilities and parks well-maintained.

254 Ponsonby Road remains the Board’s major advocacy project.  This long overdue civic space is well supported and we hope to see the community’s considerable effort rewarded with tangible progress.

The Board will also continue to advocate for changes our community has told us they wish to such as adequate funding for public art and the Auckland Art Gallery, and targeted rates to clean our waterways and protect our environment.  We will respond to the serious issue of homelessness by improving access to our community facilities and advocating for the Housing First model.  We will fund extending weekend opening hours of the Central City Library.

Our environmental initiatives include continuing to invest in improving our local waterways, such as Waipapa and Newmarket Streams, and expanding the programme to include Waiparuru Stream in Grafton Gully and the Three Kings / Western Springs Aquifer.  These local initiatives align to the regional programme to create healthier waterways.  We are implementing agrichemical-free maintenance of our parks starting with Myers Park and Albert Park.

Your feedback has told us that separated and safe walking and cycling paths are important.  We will use our transport budget to fund initiatives that deliver great streets, with a focus on quality infrastructure that provides an attractive pedestrian environment.  We will continue to work with Auckland Transport to complete a connected cycle network and progress the greenway through the old Parnell railway tunnel.  We will support measures designed to make our roads safer for all users.

We will continue our programme of providing better playgrounds and improving our parks and sport and recreation facilities.

Pippa Coom

Waitematā Local Board Chair 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Waitematā Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

About this area

Waitematā is made up of diverse communities, significant business districts, historic places and high-quality education, arts and cultural facilities. It includes the communities of Parnell, Newmarket, City Centre, Grafton, Newton, Eden Terrace, Freemans Bay, Arch Hill, St Marys Bay, Ponsonby, Herne Bay, Grey Lynn, and Westmere.

The Waitematā Local Board area is experiencing rapid growth.  Between 2016 and 2017 our estimated population increased by 6800 people to 108,500, with 74 per cent of that growth occurring in the city centre.  We had the highest percentage growth (6.7 per cent in a single year) of any local board area, with 16 per cent of Auckland’s total population growth.

The Waitematā area is Auckland’s primary employment and commerce hub, and is the financial and retail powerhouse of the region and country. We also accommodate a number of education facilities including the University of Auckland, Auckland University of Technology and many language schools.

In recent years, the city centre has become a thriving residential centre, enabled and encouraged by the development of higher density housing and a growth in overseas students.

At the 2013 census, almost two-thirds of Waitematā’s residents identified as European (63.4 per cent) compared with 59.3 per cent across Auckland. More than half of our city centre population identified with an Asian ethnicity (53.3 per cent).  A recent Statistics NZ ethnic projection identifies the local board area as having an Asian ethnic group population of 44,200 - up from 24,000 in 2013.

We are likely to continue experiencing relatively high growth. Statistics NZ projects our population to increase to 156,000 by 2033, with significant growth expected in Wynyard Quarter, the City Centre, Newton, Newmarket and Arch Hill. This growth brings diversity and interest to the area but also places pressure on resources, infrastructure and our environment.

 

Local Board Plan outcomes

The Waitematā Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Waitematā Local Board Plan are:

Outcome 1: Inclusive communities that are vibrant, healthy and connected

Our diverse communities are connected, safe and engaged in local matters. People are empowered to do things for themselves through community-led initiatives. Our facilities and local events are accessible and welcoming to all, from children to older adults

Outcome 2: Attractive and versatile public places that meet our communities’ needs

Our parks, plazas, leisure centres and community facilities have adapted to the needs of our growing and changing communities. Our public spaces support well-being and bring people together to socialise, learn, relax, exercise and have fun

Outcome 3: The natural environment is valued, protected and enhanced

The health of our environment is enhanced, our waterways are healthy, and our urban forest cover has increased. People have adopted low carbon lifestyles and live sustainably. Caring for our environment is part of who we are.

Outcome 4: A high-quality built environment that embraces our heritage

Our unique heritage buildings and places are protected and valued for the stories they tell. We have embraced “density done well” through well-designed and sustainable developments that respect the character of our distinctive neighbourhoods.

Outcome 5: An accessible, connected and safe transport network with well-designed streets

Our transport network is integrated and gives people options for moving about, with accessible, sustainable and reliable public transport and safe, pleasant walking and cycling routes. Our pedestrian-friendly streets are great public spaces.

Outcome 6: An innovative, productive and resilient local economy

Waitematā’s local economy is thriving and benefits from growth and change. Empowered local businesses, social enterprises and start-ups drive growth and local economic development.

 

The local board agreement set out in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

 

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for the Waitematā Local Board. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori. 

We acknowledge the long association mana whenua have with the Waitematā area and we undertake to work in a genuine partnership with all iwi and hapu with an interest in Waitematā.

Building on the last two terms, we will engage with iwi at the inception of our projects to understand the issues of significance to Māori and empower mana whenua and matawaaka to meaningfully contribute to our initiatives and plans.

We will work with mana whenua on naming local roads, parks and council-owned facilities to reflect our rich cultural history and ensure iwi have a voice in heritage projects to tell their stories of Waitematā. We will take opportunities to increase the use of Te Reo Māori in our signage.

We acknowledge the five marae in Waitematā and their importance as a focal point for Māori to maintain and sustain connections and traditions.  As well as our active work with mana whenua, we also want to respond to the needs and views of matawaaka.

We recognise the cultural and spiritual values of mana whenua and their role as kaitiaki over their ancestral lands and sites of significance. We will partner with mana whenua on projects aimed at reviving the mauri of our waterways, particularly those that impact biodiversity and water quality in our streams and the Waitematā Harbour.

As part of this commitment, our local board will continue to build and formalise its relationship with mana whenua. Engaging rangatira ki te rangatira or chief to chief, is the mechanism by which we propose to share information and work together.

 

 

Waitematā Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Waitematā local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $14.6 million and capital investment of $3.8 million.

The key initiatives we have planned for 2018/2019 include:

  • Funding community groups to deliver events and activities via local grants
  • Improving and activating our local parks, such as Heard Park and Basque Park,  upgrading onsite facilities such as Grey Lynn Park changing rooms and the Salisbury Reserve entrance and implementing actions from our local park development plans
  • Undertaking comprehensive renewals of Parnell Baths and Point Erin Pool
  • Delivering popular community events such as the Parnell Festival of Roses and Myers Park Medley
  • Extending the weekend opening hours of the Central City Library
  • Continuing the delivery of our Greenways including the route through Coxs Bay Reserve connecting West End Road with Jervois Road.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Waitematā Local Board Plan:

  • Outcome 1: Inclusive communities that are vibrant, healthy and connected
  • Outcome 2: Attractive and versatile public places that meet our communities’ needs
  • Outcome 5: An accessible, connected and safe transport network with well-designed streets. 
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

1.43

1.48

1.75

The number of visits to library facilities (million)

1.44

1.35

1.27

Percentage of customers satisfied with the quality of library service delivery

80%

78%

85%

We fund, enable and deliver community events and experiences that enhance identify and connect people

The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

The number of attendees at Council-led community events

 N/A

 New measure

        5,500

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community-led

N/A

New measure

75%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 76%

Day: 84%

Day: 84%

Night: 26%

Night: 34%

Night: 41%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

447,475

The percentage of art facilities, community centres and hire venues network that is community-led

N/A

New measure

50%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

82%

75%

82%

The customers' Net Promoter Score for Pool and Leisure Centres

31

15

31

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

79%

75%

79%

The percentage of residents who visited a local park in the last 12 months

78%

85%

78%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

5.6%

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual operating budget to deliver these activities is $8.3 million.

The key initiatives we have planned for 2018/2019 include:

  • Funding city centre facilities such as drinking fountains and showers and improving access to public toilets
  • Finalise the Parnell Plan
  • Completing the final stage of the Myers Park redevelopment, including the entrance artwork
  • Delivering the priority initiatives of the Auckland’s City Fringe Economic Development Action Plan.

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Waitematā Local Board Plan:

  • Outcome 1: Inclusive communities that are vibrant, healthy and connected
  • Outcome 4: A high-quality built environment that embraces our heritage
  • Outcome 6: An innovative, productive and resilient local economy.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $183,000.

The key initiatives we have planned for 2018/2019 include:

  • Restoring Waiparuru, Waipapa and Newmarket Streams in collaboration with community groups, iwi and other local boards
  • Eliminating agrichemical spraying in at least Albert Park and Myers Park
  • Delivering the Western Springs Native Bush Restoration project
  • Developing a Waitematā Urban Ngahere Forest Action Plan to increase tree cover in the local board area
  • Continuing to deliver the Waitematā Local Carbon Action Plan initiatives.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Waitematā Local Board Plan:

  • Outcome 3: The natural environment is valued, protected and enhanced
  • Outcome 6: An innovative, productive and resilient local economy
Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

 80%

90%

100%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $833,000.

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 3.8M
By category
  • Renewals: 2.9M
  • Improvements: 606.9K
  • Growth: 331.3K
Key projects
  • Parks - Asset renewals: 2.6M
  • Local Board discretionary capex: 826.5K
  • Parks and Sport Recreation - Sport development: 200.0K
  • Ponsonby Park (OLI): 100.0K
  • Parks - Coastal asset renewals: 90.0K

Operating spend

By activity area
  • Local Community Services: 14.6M
  • Local Planning: 8.3M
  • Local Environment Services: 183.0K
  • Local Governance: 833.0K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

20,031

15,277

Targeted rates

7,810

8,265

Subsidies and grants for operating purposes

15

20

Fees and charges

2,885

2,687

Local authorities fuel tax, fines, infringement fees and other receipts

1,437

131

Total operating funding

32,178

26,380

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

25,891

22,955

Finance costs

2,215

867

Internal charges and overheads applied

4,055

2,463

Other operating funding applications

0

0

Total applications of operating funding

32,161

26,285

 

 

 

Surplus (deficit) of operating funding

18

95

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

8,927

3,742

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

8,927

3,742

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

1,238

331

- to improve the level of service

2,500

607

- to replace existing assets

5,207

2,899

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

8,944

3,837

 

 

 

Surplus (deficit) of capital funding

(18)

(95)

 

 

 

Funding balance

0

0

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for the Waitematā Local Board include:

The following is the priority unfunded capital project for the local board:

Initiative

Description

Advocating to

Ponsonby Park - 254 Ponsonby Road

 

Secure funding, resource and support to deliver the community’s agreed vision and chosen design for Ponsonby Park - 254 Ponsonby Road.

Stage 1 – To deliver a civic and green space, repurpose the existing canopy structure for markets and events and develop public toilet facilities.

 

Stage 2- To repurpose the existing building and improve the adjoining streetscape.  Potential funding options for stage 2 include the local board’s Auckland Transport capex fund and other alternative funding sources.

Governing Body

 

The following are priority advocacy areas for the local board:

 

Initiative

Description

Advocating to

Affordable Housing

Ensure Auckland Council actively builds or enables others to provide affordable housing through appropriate mechanisms and tools

 

Auckland Council should be actively building or enabling others to provide affordable and fully accessible housing that meet universal design criteria on its own land, including building more intensified affordable housing on its existing and new pensioner housing complexes.

Council should also prioritise, support and partner affordable housing to be provided by iwi, community housing associations and providers through advice, bonds, guaranteeing loans, and resource and building consents.

Governing Body

Panuku Development Auckland

Housing solution for homeless people

Deliver short and medium-term housing solutions to address homelessness

 

The Governing Body to partner with the Waitematā Local Board to enhance provision of city centre public facilities, such as toilets, showers and lockers

The Governing Body to financially support the development of City Mission’s HomeGround initiative and to increase funding to support Housing First Auckland.

Governing Body

Work towards eliminating agrichemical use

Secure a budget to eliminate agrichemical spray and embrace the commitment to minimise agrichemical use 

Ask the Governing Body to allocate funds to conduct extensive non-chemical weed control, and to increase the overall maintenance budget for parks, open spaces and the road corridor to enable the elimination of agrichemicals.

Governing Body and Auckland Transport

Reduce wastewater flows into waterways and the Waitematā Harbour

To increase funding for water quality improvements to accelerate the delivery of cleaner harbours, beaches and streams and support the delivery of localised solutions for all four catchments (Meola Reef, Grey Lynn, City Centre and Parnell/ Newmarket)

Our harbours, beaches and streams are being polluted by overflows from ageing sewerage and stormwater systems that can’t cope with heavy rainfall and contaminants washed into natural waterways. 

Support accelerating the water quality programme over 10 years to deliver the required infrastructure to provide a major and early reduction in the volume and frequency of wastewater overflows and contaminants entering waterways and the Waitematā Harbour.

Governing Body and Watercare

Ensure Auckland’s regional arts and cultural institutions and programmes are financially sustainable

To secure appropriate funding to ensure the financial sustainability of projects, facilities, venues and events including the delivery of the free entertainment programme currently delivered by Regional Facilities Auckland

Auckland is fortunate to host a range of significant art and cultural institutions and collections that provide rich cultural opportunities.  We support ensuring those institutions, including TAPAC, and the regional programme of events are strengthened and made financially sustainable.

Auckland Art Gallery is a major cultural centre for Auckland for visual art, both historic and contemporary.  We support increasing funding to the Art Gallery by $20m over the next 10 years as part of the 2018-2028 Long-term Plan.

Governing Body

 

The following are other advocacy areas for Waitematā Local Board:

Initiative

Advocating to

Open and Closed Cemetery Maintenance Budget - Secure a regional maintenance budget to maintain a base service level for open and closed cemeteries. There is currently no budget for specialist conservator services to deal with the repair and maintenance and specialist graffiti removal on monuments.

Governing Body

Parnell Station – Parnell Station opened in early 2017 to limited services. The Board wants to ensure the station is fully operational and accessible to all users at the earliest opportunity. This station has the potential to be the fourth busiest on the network and will be an essential connection for the University of Auckland, Parnell, the Domain, Stanley Street and Beach Road.

Auckland Transport

Parnell Train Station Pedestrian and Cycling Connections - Provide accessible pedestrian and cycling connections to Parnell Station. Open the Greenways route from the Strand through the old Parnell tunnel and create an accessible pedestrian connection from Parnell Station to the Domain, The Strand and Parnell.

Auckland Transport

Auckland Domain Capital Improvements Budget – Secure adequate capital funds to progress the Auckland Domain Master Plan.

Governing Body

Central Community Recycling Centre Drop Off sites - Secure the acquisition of a second drop-off facility and the completion of a main processing site which, together with the site being developed on Great North Road, will comprise a regional waste management network that will service the needs of Waitematā, Albert-Eden and Puketāpapa local boards. This is part of council’s adopted Waste Management and Minimisation Plan forward work programme and the resource recovery network which underpins part of this work.

Governing Body

Pt Erin Pool Redevelopment Initiative - Prioritise Pt Erin Pool for redevelopment according to the recommendations endorsed by the Waitematā Local Board in 2013 in relation to two potential development concepts.

Governing Body

Auckland is an Age and Child and Youth Friendly City - Continue to put older persons, children and young people first so Auckland can become an age, child and youth friendly city that is fit for all. The Board advocates for a city where the voices, needs, priorities and rights of children are an integral part of public policies, programmes and decisions. An age, child and youth friendly city can help build social and economic conditions for strong families and connected communities and help achieve a city that is fit for all.

Governing Body

Auckland Cycle Network - Completion of the Auckland Cycle Network. The completion of the Auckland cycling network will provide improved cycle infrastructure through safe, connected, dedicated cycle ways. The Auckland Plan includes a target of completing the Auckland Cycle Network by 2030.

Governing Body, Auckland Transport

City of Peace - to support the development of a regional policy that prohibits the promotion, marketing and sales of weapons of war in council facilities including facilities managed by council-controlled organisations.

Governing Body

Regional Facilities Auckland

Ponsonby Road Arts Precinct - support the creation of an arts precinct at 1-3 Ponsonby Road through transferring 3 Ponsonby Road from a commercial lease to a community arts facility, subject to the outcome of a business case and / or needs analysis.

Governing Body

Carlile House - ensure the restoration and protection of Carlile House and consider acquisition if necessary.

Governing Body

Built Heritage Acquisition Fund – support an effective built heritage acquisition fund to help save at risk buildings or other built features that have heritage merit from destruction by neglect, by purchase, short term hold or sale

Governing Body

Broadway and Station Square Access - improve access between Broadway and Station Square in Newmarket and link to the Newmarket Laneways Plan.

Governing Body, Auckland Transport

Restoration and protection of the St James Theatre - council provides support to the Auckland Notable Properties Trust in the restoration and protection of St James Theatre.

Governing Body

Auckland Council Living Wage - ensure that there is budget provision of a ‘living wage’ for council employees and progressively for contractor employees.

Governing Body

CCO Low Carbon Targets - advocate to the Governing Body for council-controlled organisations to include low carbon targets in their Statements of Intent.

Governing Body, CCOs

Single Use Plastic- support mechanisms to reduce single use plastic and eliminate single use plastic bags.

Governing Body

Full Council ownership of Ports of Auckland - ensure Ports of Auckland Limited remains in full council ownership.

Governing Body

Investment Policy - follow a policy of social and environmentally responsible investment.

Governing Body

Light Rail - build light rail within the isthmus.

Governing Body, Auckland Transport

Victoria Quarter – take action to progress the City Centre Master Plan objectives for the Victoria Quarter area including Nelson Street to deliver a quality urban neighbourhood that enhances the area’s historic character and where the safety of pedestrians is prioritised.  

Governing Body

NZTA

Auckland Transport

Safer Streets - Auckland Transport to adopt a target of zero serious injuries or deaths on our roads as part of a comprehensive safe systems approach to road safety, including safe road design, enforcement, safer speeds and driver education.

Auckland Transport

Residential Slow Speed Zone – Support the default speed being reduced to 40 km per hour in residential areas.

Auckland Transport

City Centre 30 kilometre hour Zone - Auckland Transport to implement the city centre 30 kilometre per hour speed zone (as described in the City Centre Masterplan).

Governing Body, Panuku Development Auckland

Maximise Renewal and Maintenance Opportunities - Consider how every renewal and maintenance project can be leveraged to improve the road design for all users including layouts that include bus lanes, greenways, and cycle lanes, remove cycle pinch points and add better pedestrian crossings and street trees.

Auckland Transport

Improved Safety and Amenity for Pedestrians - Auckland Transport to improve intersections with substantial foot traffic for pedestrians and developing solutions to improve safety and amenity for pedestrians. This includes: all intersections with left-slip lanes and no pedestrian facility; intersections with long pedestrian crossing delays undertaking route optimisation for pedestrians in the city centre including automatics pedestrian phases on one-way streets.

Auckland Transport

Change Give Way Rule - Auckland Transport to advocate for a change of the give way rule requiring motorists to give way to pedestrians crossing parallel to the priority (main) road at intersections.

Auckland Transport, central government

Residential Parking Schemes - Auckland Transport to continue implementing residential parking schemes to manage commuter parking in central Auckland suburbs following consultation with residents.

Auckland Transport

Consultation on the Footpath Renewal Plan -Auckland Transport to develop the 2018/2019 foot path renewal programme in consultation with the Waitematā Local Board.

Auckland Transport

Greenways Prioritised Routes - Auckland Transport to work with Auckland Council to deliver the Waitematā Local Board Greenways prioritised routes.

Auckland Transport

Other Waitematā Local Board Plan priorities - Council-controlled organisations (CCOs) to support other Waitematā Local Board Plan priorities including:

  • support the introduction of low impact storm water solutions in the local board area
  • support delivery of green walls, roofs and community gardens on CCO assets such as car parking buildings
  • implementation of the Waitematā Local board’s Low Carbon Action Plan
  • Implementation of Auckland’s City Fringe Economic Development Action Plan
  • Increase in street trees.

CCOs

Street trees and greenery – Auckland Transport to provide opportunities for greenery in every streetscape improvement and renewal and Auckland Council to meet the consequential operational expenditure for maintenance.

Governing Body and Auckland Transport

Implementation of the Smoke Free Policy - Auckland Council to continue to deliver on the vision and outcomes of the council’s Smokefree Policy 2017 – 2025 by extending smokefree public areas to plazas, civic squares shared spaces, urban centres, alfresco dining areas and beaches

Governing Body

MOTAT Redevelopment – support the redevelopment of MOTAT that achieves the dual outcomes of continuing the long-term preservation of its collections and providing high quality recording and presentation of the history of transport and technology in Auckland and New Zealand.

Governing Body

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

Pippa Coom - Chair

Portfolios: Transport (Lead), Planning and Heritage

Ph: 021 926 618

E: pippa.coom@aucklandcouncil.govt.nz

Shale Chambers - Deputy Chair

Portfolios: Parks, Sports and Recreation (Lead), Arts, Culture and Events

Ph: 021 286 7111

E: shale.chambers@aucklandcouncil.govt.nz

 

Adriana Christie

Portfolios: Economic Development (Lead), Parks, Sports and Recreation

Ph: 022 460 3951

E: adriana.a.christie@aucklandcouncil.govt.nz

Richard Northey

Portfolios: Arts, Culture and Events (Lead), Community Development

Ph: 021 534 546

E: richard.northey@aucklandcouncil.govt.nz

Denise Roche

Portfolios: Community Development (Lead), Environment and Infrastructure

Ph: 021 548 774

E:

denise.roche@aucklandcouncil.govt.nz

Vernon Tava

Portfolios: Planning and Heritage (Lead), Transport

Ph: 021 0232 4292

E:  vernon.tava@aucklandcouncil.govt.nz

 

Rob Thomas

Portfolios: Environment and Infrastructure (Lead), Economic Development

Ph: 021 704 423

E: rob.thomas@aucklandcouncil.govt.nz

 

 

 

The board can be contacted at the address below:

Ground Floor
52 Swanson St
Auckland Central

09 353 9654

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

2.21 Whau Local Board

Message from the Chair

It is my pleasure to present the Whau Local Board’s 2018/2019 Local Board Agreement, which outlines the board’s intentions for the period.

The feedback from the community in recent times has been useful in informing the board that we have kept pace with public expectations on where our priorities should lie.

With your support we have undertaken to:

  • Continue to work with the Governing Body and Auckland Council’s Panuku Development Auckland, as well as the community, to move forward the process to deliver a pool and recreation facility in the area
  • Seek increased care and protection for our significant trees and urban forests
  • Work closely with Business Improvement Districts to foster quality town centre development and improvements to local transport centres
  • Explore new projects that move Whau to “lower carbon” living
  • Strengthen and connect our diverse communities and delivering on our ethnic peoples plan
  • Seek Auckland Tourism, Events and Economic Development’s (ATEED) support to divert international investment into Auckland town centres as well as the central business district.

The board continues to work with various council departments and external organisations to enable a healthy, safe and inclusive environment in our town centres, parks and open spaces for all of us to enjoy.

Our principle as elected members is to be the voice of Whau’s respective communities and we remain committed to making that voice heard by the Mayor and Auckland Council’s Governing Body.   We remain steadfast in putting the Whau front and centre of council business.

 

Tracy Mulholland

Whau Local Board Chair

 

Introduction

Auckland Council’s shared governance model means local boards are responsible for decision-making on local issues, activities and services and providing input into regional strategies, policies and plans. The local board agreement sets out the local board’s budget, funding for activities, levels of service, performance measures and targets for the financial year 2018/2019 which has been agreed with Auckland Council’s governing body.   

The Whau Local Board Plan 2017 is a three year strategic document that guides local board activity, funding and investment decisions. A key role of the local board plan is to provide a basis for development of the annual local board agreement for each financial year, this is set out below. Each local board also develops annual work programmes alongside adoption of their local board agreement.

Local boards also provide input to the governing body on larger scale investments, regional programmes and policy issues such as rates proposals, which are outside local board decision-making responsibilities. A list of key advocacy areas is set out as appendix A. 

 

About this area

Wrapped around the Whau river are the communities of New Lynn, Avondale, Rosebank, Kelston and New Windsor, and on the ridges above the river looking across the Manukau are Blockhouse Bay and Green Bay. More than 72,000 people live in the area. Our community is culturally diverse, with people from Europe, India, Asia and the Pacific cultures calling Whau home. We are continuing to experience fast growth, particularly around our bigger centres and along our major roads. Whau is fortunate to generally have good core infrastructure such as water and stormwater services, highly regarded libraries, community facilities, parks, sports fields, rail and road transport. Our challenge is to maintain those assets, fill the gaps in recreation and aquatic services, and expand them as we grow.

 

Local Board Plan outcomes

The Whau Local Board Plan 2017 sets out the aspirations the local board has for the area. The outcomes in the Devonport-Takapuna Local Board Plan are:

Outcome 1: Well-planned towns, facilities and housing

The Whau is growing due to its location, access to public transport and housing development. Our towns will need to accommodate more people of greater diversity, and require matching community facilities and sound infrastructure.

Outcome 2: Great neighbourhoods with strong community connections, capacity and voices

Our vision is that no matter where you come from or how old you are, there is a place for everyone in the Whau.

Outcome 3: It’s 20 minutes to all we need by walking, cycling and public transport

We are well serviced with rail and feeder bus routes linking our communities and the Whau to the rest of Auckland. Our bus services and cycle paths are starting to criss-cross the Whau, linking our towns and facilities. The City Rail Link is estimated to reduce travel time between New Lynn and Britomart to less than 30 minutes.

Outcome 4: Enhanced natural environment

Our vision is that our communities help to protect and enhance our environment. To create a healthy and liveable environment, our greenhouse gas emissions must be reduced. This can be achieved through changing our lifestyle choices, paying attention to how and where we redevelop, our infrastructure choices, and restoring and enhancing our natural ecosystems.

Outcome 5: Strong local businesses and more quality local jobs

The local board’s vision is for successful and resilient businesses in Rosebank, New Lynn, Kelston and Avondale, working together to attract new markets and innovate. We want to see more people with higher education achievements gaining well-paid employment and working locally.

Outcome 6: Celebrating our creative edge in our streets, neighbourhoods and communities

Our vision is for our diversity and creativity to enrich our lives. We celebrate our arts and cultures across the Whau and are recognised as a creative community.

Outcome 7: Our heritage is known, protected and our stories are shared

Our vision is for a strong foundation of knowledge available to the wider community. We will work with others to support the preservation of our heritage as much as possible. We will seek innovative ways to work with owners and developers to preserve or acknowledge our built and/or natural heritage.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2018/2019 financial year. In addition, each local board carries out responsibilities delegated by the Governing Body in accordance with the delegated power, and with the general priorities and preferences in the local board plan.

 

Working with Māori

Delivering on Auckland Council’s commitment to Māori at a local level is a priority for local boards. The council is committed to meeting its responsibilities under Te Tiriti o Waitangi / the Treaty of Waitangi and its broader statutory obligations to Māori.

Our local board plan provides the framework for engaging rangatira ki te rangatira or chief to chief, to share information and work together. As part of our commitment to Tiriti o Waitangi/the Treaty of Waitangi, the Whau Local Board continues to aim for a close working relationship with mana whenua to reinforce their position of partners and kaitiaki (guardians) of the environment in this area.  The Whau Local Board Plan ambition to improve economic and social well-being will have a positive impact on mana whenua and mataawaka living and working in the Whau and its neighbouring areas. The Whau will support Auckland Council’s promotion of a Māori identity as Auckland’s point of difference in the world.

 

Whau Local Board Agreement 2018/2019

Priorities by activity area

Auckland Council’s 2018/2019 funding priorities for local activities which contribute to key community outcomes in the Whau local board area are set out below under each local activity.

Levels of service, performance measures and targets are also set out below under each local activity. Note that some of the descriptions of our levels of service, performance measures and targets have changed from how they are described in the 2017/2018 local board agreements. This is to better explain our local activities and to align the descriptions to those used in other strategic plans. Our actual levels of service (the activities that we as a Council perform in each local board area) have not changed.

 

Local Community Services

Local community services is a broad activity area, which includes:

  • Supporting local arts, culture, events and sport and recreation
  • Providing grants and partnering with local organisations to deliver community services
  • Maintaining facilities, including local parks, libraries and halls.

Our annual budget to deliver these activities includes operating costs of $10.2 million and capital investment of $5.8 million.

The key initiatives we have planned for 2018/2019 include:

  • Libraries: continued additional funding provision to ensure extended hours and additional programme deliveries in the Whau’s three libraries
  • Planning for a replacement Avondale community facility in the town centre
  • Whau Community Arts Co-ordinator: continued provision of an advisor to support community art enablement
  • Community Centres and Community Hubs: increased support to deliver locally based activities and community leadership
  • Community Grants: enable delivery of projects, activities and services that benefit our community
  • Local Parks Sports and Recreation: Continued improvement of parks, walkways and buildings for example the Holly Street to Heron Park Walkway, Ken Maunder sports park and Whau drinking fountains.

 

The local community services and key initiatives outlined above contribute towards achieving the following outcome/s in the Whau Local Board Plan:

  • Outcome 1: Well-planned towns, facilities and housing
  • Outcome 2: Great neighbourhoods with strong community connections, capacity and voices
  • Outcome 3: It’s 20 minutes to all we need by walking, cycling and public transport
  • Outcome 6: Celebrating our creative edge in our streets, neighbourhoods and communities.

 

Levels of Service

We measure our performance against the following measures for each local activity

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We provide library services and programmes that support Aucklanders with reading and literacy, and opportunities to participate in community and civic life

The number of internet session at libraries (unique sessions over public computing or public WIFI networks) (million)

0.40

0.41

0.53

The number of visits to library facilities (million)

0.68

0.69

0.68

Percentage of customers satisfied with the quality of library service delivery

77%

77%

85%

We fund, enable and deliver community events and experiences that enhance identity and connect people

 The percentage of attendees satisfied with a nominated local community event

N/A

New measure

75%

The number of attendees at Council-led community events

N/A

 New measure

        2,000

We fund, enable and deliver arts and culture experiences that enhance identity and connect people

The percentage of arts and culture programmes, grants and activities that are community led

N/A

New measure

85%

Utilising the Empowered Communities Approach we support Aucklanders to create thriving, connected and inclusive communities

The percentage of Empowered Communities activities that are community led

N/A

New measure

35%

The percentage of Empowered Communities activities that build capacity and capability

N/A

New measure

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities

Percentage of Aucklanders that feel their local town centre is safe

Day: 74%

Day: 80%

Day: 74%

Night : 26%

Night: 29%

Night: 26%

We provide art facilities, community centres and hire venues that enable Aucklanders to run locally responsive activities, promoting participation, inclusion and connection

The number of participants in activities at art facilities, community centres and hire venues

N/A

New measure

389,632

The percentage of art facilities, community centres and hire venues network that is community led

N/A

New measure

67%

We provide recreation programmes, opportunities and facilities to get Aucklanders more active, more often

The percentage of park visitors who are satisfied with the overall quality of sportsfields

76%

75%

76%

We provide safe and accessible parks, reserves and beaches

The percentage of users who are satisfied with the overall quality of local parks

77%

75%

77%

The percentage of residents who visited a local park in the last 12 months

77%

85%

77%

We showcase Auckland's Māori identity and vibrant Māori culture

The percentage of local programmes, grants and activities that respond to Māori aspirations

N/A

New measure

7.2%

 

Local Planning and Development

This group of activities covers improvements to town centres, the local street environment as well as local environment and heritage protection. These activities also include working with business and community associations to improve local economic development and employment initiatives. 

Our annual budget to deliver these activities includes operating costs of $1.1 million and capital investment of $2.5 million.

The key initiatives we have planned for 2018/2019 include:

  • Local Economic Development Work Programme: focus on developing  access to high-quality local employment
  • Young Enterprise Scheme: students learn key work and life skills and business knowledge
  • Economic Development Action Plan: update the old plan to meet current economic environmental expectations
  • Heritage activations: support the community to bring attention to, or to access information of significant historical value
  • Ethnic Identity: Complete and progress delivery of an Ethnic Peoples Plan; strengthen and connect diverse communities through neighbourhood activities and events
  • Quality town centre developments and local transport centres: foster quality town centre development and improvements to local transport centres; support place-making projects that foster community identity and encourage shared action. 

 

The local planning and development activity, including the key initiatives outlined above contribute towards achieving the following outcome/s in the Whau Local Board Plan:

 

  • Outcome 2: Great neighbourhoods with strong community connections, capacity and voices
  • Outcome 5: Strong local businesses and more quality local jobs
  • Outcome 7: Our heritage is known, protected and our stories are shared.

 

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We help attract investment, businesses and a skilled workforce to Auckland

The percentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local boards work in partnership with local communities and iwi to deliver projects and programmes to improve local environments. Our focus is on indigenous biodiversity, healthy waterways and sustainable living.

These activities include stream restoration, waste minimisation programmes, supporting environmental volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual operating budget to deliver these activities is $236,000.

The key initiatives we have planned for 2018/2019 include:

  • Industry Pollution Prevention: our educational programme aims to inform urban industries and businesses about impacts their activities may be having on local waterways
  • Whau River environmental activities: increased funding to deliver improvements in the Whau catchment areas
  • Household and Communities Engagement - Ethnic Communities Engagement: support ethnic or faith-based communities within the board area to develop skills, knowledge and resources to act to support environmental improvement
  • Home Energy Advice: This project will enable improved home health and comfort through improved energy use behaviours in low income or ethnically diverse residents
  • Sustainability Hub:  enable skills, knowledge and resources to make positive choices for sustainable living and reduction of our ecological footprint
  • Low Carbon: Look at new projects that move Whau to “lower carbon” living.

 

The local environmental management activity and key initiatives outlined above contribute towards achieving the following outcome/s in the Whau Local Board Plan:

  • Outcome 2: Great neighbourhoods with strong community connections, capacity and voices
  • Outcome 4: Enhanced natural environment.

 

Levels of Service

We measure our performance against the following measures for each local activity.

Level of service Performance measure

Actual 2016/17

Annual Plan Target 2017/18

 LTP Target 2018/19

We manage Auckland's natural environment

The proportion of local programmes that deliver intended environmental actions and/or outcomes

93%

90%

90%

Local Governance

Activities in this group support our 21 local boards to engage with and represent their communities, and make decisions on local activities. This support includes providing strategic advice, leadership of the preparation of Local Board Plans, support in developing Local Board Agreements, community engagement including relationships with mana whenua and Māori communities, and democracy and administrative support.

The measures for this group of activities are covered under the Regional Governance group of activities in the Long-term Plan 2018-2028 which determine participation with Auckland Council decision-making in general. This includes local decision-making. There are no significant changes to the measures or targets for 2018/2019.

Our annual operating budget to deliver these activities is $975,000.

 

Local Funding

Auckland Council has a shared governance model for making decisions on local activities.  Under the Local Board Funding Policy adopted in August 2014, funding is allocated to local boards to deliver local services, through the following methods:

1.     Asset based services - the governing body allocates funds to deliver local activities based on decisions about region-wide service levels. This includes allocation of funds for local asset based services, such as building a new swimming pool or library. 

2.     Locally driven initiatives – an allocation is based on a formula applied to each local board, with the exception of Great Barrier and Waiheke Local Boards who agree funding requirements with the governing body on an annual basis. This includes both operational and capital funds.

3.     Governance services – an allocation is based on the number of elected members and associated administrative costs for each local board.

 

 

Funding priorities for local activities

Capital spend

By activity area
  • Local Community Services: 5.8M
  • Local Planning: 2.6M
By category
  • Renewals: 2.5M
  • Improvements: 1.9M
  • Growth: 3.9M
Key projects
  • Stormwater pond (Crown Lynn precinct): 2.6M
  • Local Board discretionary capex Whau: 1.9M
  • Sport development - growth: 1.4M
  • Parks - Asset renewals: 1.1M
  • Parks - Greenway and walkway development: 500.0K

Operating spend

By activity area
  • Local Community Services: 10.2M
  • Local Planning: 1.1M
  • Local Environment Services: 236.0K
  • Local Governance: 974.7K

Funding Impact Statement

This prospective funding impact statement has been prepared to meet the requirements of Section 21 (5) of the Local Government (Auckland Council) Act 2009. It covers the year from 1 July 2018 to 30 June 2019 and outlines the council's sources of funding for local activities in this local board area and our plan to apply them.

$000
Financial year ending 30 June

Annual Plan 2017/18

Annual Plan 2018/19

Sources of operating funding:

 

 

General rates, UAGCs, rates penalties

10,508

13,234

Targeted rates

733

800

Subsidies and grants for operating purposes

10

16

Fees and charges

167

175

Local authorities fuel tax, fines, infringement fees and other receipts

93

34

Total operating funding

11,511

14,259

 

 

 

Applications of operating funding:

 

 

Payment to staff and suppliers

8,012

11,195

Finance costs

1,872

1,160

Internal charges and overheads applied

1,609

1,831

Other operating funding applications

0

0

Total applications of operating funding

11,493

14,186

 

 

 

Surplus (deficit) of operating funding

18

73

 

 

 

 

 

 

Sources of capital funding:

 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,948

8,274

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,948

8,274

 

 

 

Application of capital funding:

 

 

Capital expenditure:

 

 

- to meet additional demand

4,247

3,947

- to improve the level of service

1,571

1,900

- to replace existing assets

2,148

2,500

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,966

8,347

 

 

 

Surplus (deficit) of capital funding

(18)

(73)

 

 

 

Funding balance

0

0

 

 

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for in this 10-year Budget, but recognise the value it will add to the local community.

Key advocacy areas for this local board include:

Initiative

Description

Advocating to

Whau Pool and community facilities

(key advocacy project)

Advocate for a new pool and recreation centre in the Whau to be funded in the first five years of Auckland Council’s 10 year budget to enable:

a) the securing of the location before suitably sized sites become unavailable

b) exploration of public/private partnerships with major urban developers in the Whau.

Governing Body

Council-controlled Organisations (CCOs)

Review of local board Locally Driven Initiative budget policy

Advocate for a review of local board funding levels as soon as possible to enable the Board to :

increase support to community partners facing increased costs

respond to regional strategies and frameworks e.g. Urban Ngahere/Forest

deliver better on new Board roles and duties  e.g. local economic development.

 

Governing Body

Funding for Te Whau pathway project

Advocate for funding for Te Whau pathway to be included in the Auckland Transport capital programme as part of the adopted Regional Land Transport Programme and for council to continue to support and resource the project.

Governing Body

Auckland Transport

Development of an Avondale Urban Plan and implementation planning

Advocate for the development of an urban plan for wider Avondale that will include Panuku’s High level Project Plan and Community Facilities’ planning

Governing Body

Panuku Development Auckland

 

Appendix B: How to contact your Local Board

Local boards have been established to enable local representation and decision-making on behalf of local communities. You are encouraged to contact your elected members to have your say on matters that are important to your community.

 

Tracy Mulholland (Chair)

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 021 287 2296

E: tracy.mulholland@aucklandcouncil.govt.nz

Susan Zhu (Deputy Chair)

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 021 546 880

E: susan.zhu@aucklandcouncil.govt.nz

 

Derek Battersby

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 021 599 672

E: derek.battersby@aucklandcouncil.govt.nz

Catherine Farmer

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 021 284 2842

E: catherine.farmer@aucklandcouncil.govt.nz

 

Duncan MacDonald

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 027 468 8109

E: duncan.macdonald@aucklandcouncil.govt.nz

Ulalemamae Te'evā Matāfai

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 021 730 182

E: teeva.matafai@aucklandcouncil.govt.nz

 

David Whitley

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 021 730 594

E: david.whitley@aucklandcouncil.govt.nz

 

 

 

The board can be contacted at the address below:

31 Totara Avenue

New Lynn

Auckland

 

For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

Local board meetings, agendas and minutes are available on the Auckland Council website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas

> Back to contents list

3.1 Glossary of terms

Term

Definition

Activity

The goods or services the council provides

Annual Plan (Also known as Annual Budget)

The plan that sets out what the council will be working to achieve in a financial year, how it will spend its money, the level of service to be provided, and the level of rates and other revenue required to fund that spending

Asset

An item of value, usually of a physical nature, that has a useful life of more than 12 months and has future economic benefits over a period of time. Infrastructural assets provide the basic facilities, services and installations needed for a community or society to function, such as stormwater drainage pipes. Non-infrastructural assets are the organisation’s other assets that provide either administrative or operational functions, such as computer software

AT

Auckland Transport

ATAP

The Auckland Transport Alignment Project, a collaborative project between Auckland Council and Central Government to align strategic transport priorities for the Auckland region.

ATEED

Auckland Tourism, Events and Economic Development

Auckland Council or the council

The local government of Auckland established on 1 November 2010. The council is made up of the governing body, 21 local boards, and the council organisation (operational staff)

BID

Business improvement district

Centres

Localities identified as urban centres which include the city centre and fringe, metropolitan centres, town centres and local centres. Centres are typically higher density, compact mixed-use environments with high quality public transport links and provide a wide range of community, recreational, social and other activities

CRL

The City Rail Link project

CRL Limited

The separate legal entity that will deliver the CRL

COMET

COMET Auckland (Community and Education Trust)

Commercial activities

Retail, information and communication, finance and insurance, and other service sectors. These sectors typically can afford relatively higher land prices/rents, and locate well in town centres

Council-controlled organisation (CCO)

A company or other entity under the control of local authorities through their shareholding of 50 per cent or more, voting rights of 50 per cent or more, or right to appoint 50 per cent or more of the directors. Some organisations may meet this definition but are exempted as council-controlled organisations

Depreciation

The charge representing consumption or use of an asset, assessed by spreading the asset’s value over its estimated economic life. Depreciation includes amortisation of intangible assets unless otherwise stated

FULSS

The Future Urban Land Supply Strategy

Development contributions

Contributions from developers, collected to help fund new infrastructure required by growth, as set out in the Local Government Act 2002. This can be a financial contribution or provision of services or an asset of the same value

Governing Body

The governing body is made up of the mayor and 20 councillors. It shares its responsibility for decision-making with the local boards. The governing body focuses on the big picture and on Auckland-wide strategic decisions. Because each ward may vary in population, some wards have more than one councillor

Grants and subsidies

Revenue received from an external agency to help fund an activity or service that the council provides

Gross operating expenditure

Total without deductions of depreciation and finance costs

Hapū

Kinship group, clan, tribe, sub tribe - section of a large kinship group

Household

One or more people usually resident in the same dwelling, who share living facilities.  A household can contain one or more families or no families at all. A household that does not contain a family nucleus could contain unrelated people, related people, or could simply be a person living alone

Infrastructure

The fixed, long-lived structures that facilitate the production of goods and services and underpin many aspects of quality of life. Infrastructure refers to physical networks, principally transport, water, energy, and communications

Iwi

Groups of whānau or hapū related through a common ancestor

Kaitiaki

Guardians of the environment

Kaitiakitanga

Guardianship including stewardship; processes and practices for looking after the environment, guardianship that is rooted in tradition

Local boards

There are 21 local boards which share responsibility for decision-making with the governing body. They represent their local communities and make decisions on local issues, activities and facilities

Local Board Agreement

An annual agreement between the governing body and each local board, setting out how the council will, in that year, reflect the priorities and preferences in its local board plan for the year in respect of various things, including the local activities to be provided in the local board area

Local Board Plan

A plan that reflects the priorities and preferences of the communities within the local board area in respect of the level and nature of local activities to be provided by the council over the next three years

Local Government Act 2002 (LGA 2002)

Legislation that defines the powers and responsibilities of territorial local authorities such as Auckland Council

Local Government (Rating) Act 2002 (LGRA)

Defines how territorial local authorities such as Auckland Council can set, assess and collect rates

Long-term Plan or the LTP (Also known as the 10-year budget)

This document sets out the council’s vision, activities, projects, policies, and budgets for a 10-year period. Also commonly referred to as the LTP, the 10-year budget

Mana whenua

Iwi, the people of the land who have mana or customary authority. Their historical, cultural and genealogical heritage are attached to the land and sea

Mataawaka

Māori who live in Auckland but do not whakapapa to mana whenua

Mātauranga Māori

Māori wisdom. In a traditional context, this means the knowledge, comprehension or understanding of everything visible or invisible that exists across the universe

Maunga

Mountain, mount, peak; Auckland’s volcanic cones

Mauri

Mauri is the pure state of an object or substance. Sometimes referred to as the 'life force’, mauri is contingent upon all things being in balance or in harmony

New Zealand Transport Agency (NZTA)

Plans and delivers sustainable transport networks across New Zealand, In Auckland and has responsibility for maintaining the state highway network roads

One Local Initiative

As part of the 10-year Budget, each of our 21 Local Boards has identified a project that they believe to be the most important for their local community

Fortified Māori settlements, villages and towns

Papakāinga

A location including meeting facilities, homes, vegetable gardens, a cemetery and other things required to sustain a whānau, hapū or iwi. Known previously as unfortified Māori settlements, villages and towns

Papakāinga housing

Housing development within a papakāinga framework

Penlink

Penlink is a proposed alternative route between the Whangaparaoa Peninsula and State Highway 1 (SH1) at Redvale

Rangatahi

Younger generation, youth

Rangatira

Chief

Rangatiratanga

Chiefly authority. A state of being. It is expressed in who we are, and how we do things; ability to make decisions for the benefit of their people and the community in general; confers not only status but also responsibility to ensure that the natural world and its resources are maintained into the future; recognises iwi and hapū right to manage resources or kaitiakitanga over the ancestral lands and waters. The Māori version of article 2 of the Treaty uses the word 'rangātiratanga' in promising to uphold the authority that tribes had always had over their lands and taonga

Rates

A charge against the property to help fund services and assets that the council provides

Rūnanga

Assembly or council in an iwi context

RLTP

The Regional Land Transport Plan provides the blue print for Transport in Auckland over the next decade.

RFT

Regional Fuel Tax

RPMP

Regional Pest Management Plan

Taonga

A treasured item, which may be tangible or intangible

Tāmaki Makaurau

The Māori name for Auckland

Tangata Whenua

Indigenous peoples of the land

Targeted rates

A targeted rate is a rate set to fund activities where greater transparency in funding is desired or where the council considers the cost should be met by particular groups of ratepayers, as they will be the prime beneficiaries of the activity

Te Tiriti o Waitangi / The Treaty of Waitangi

The written principles on which the British and Māori agreed to found a nation state and build a government

Te Toa Takitini

A top-down council group approach to better enable the council group to identify, invest, and track progress on activities that deliver on the Auckland Plan, transform the organisation and deliver Aucklanders great value for money. It derives from the whakatauki (proverb): Ehara taku toa i te toa takitahi, engari he toa takitini, Success is not determined by me alone, it is the sum of the contribution of many

The Auckland Plan 2050

Our long-term spatial plan for Auckland looks ahead to 2050.
It considers how we will address our key challenges of high population growth, shared prosperity, and environmental degradation

Tikanga

Customary lore and practice

UAGC

Uniform Annual General Charge – a fixed rate set uniformly across all properties regardless of property value or category, applied to every separately used or inhabited part of a rating unit (e.g. a dwelling on a section, a shop in a mall, or a granny flat)

Unitary Plan

The Auckland Unitary Plan is the planning rule book that sets out what can be built and where. It is essential for protecting what makes our city special, while unlocking housing and economic growth and strengthening our community.

Waka

Canoe, vehicle, conveyance

Waste

Any matter, whether liquid, gas or solid, which is discharged, unwanted or discarded by the current generator or owner as having little or no economic value, and which may include materials that can be reused, recycled or recovered

Watercare

Watercare Services Limited

WMMP

Waste Management and Minimisation Plan, the first Auckland-wide plan, aiming at an aspirational goal of Zero Waste, helping people to minimise their waste and create economic opportunities in doing so