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Tahua a-Tau 2017/2018
Annual Budget 2017/2018
Volume 2: Local Board Agreements

How this Annual Budget 2017/2018 is arranged

This is Auckland Council's plan for delivering services and building infrastructure during the 2017/2018 financial year, the third year of the council's 10-year budget (Long-term Plan 2015-2025 or LTP).

This plan was adopted by the Governing Body on 29 June 2017 following public consultation in February and March 2017.

An annual plan is produced for each year in between long-term plans, which are prepared every three years. It provides an opportunity to refresh the information for the coming year and consult with the community on any changes that are proposed.

Finding your way around the volumes

Volume 1: Our plan for 2017/2018

Part 1 provides context and background to the plan including a message from the Mayor. It outlines what we will be doing in 2017/2018.

Part 2 outlines the activities and services of Auckland Council.

Part 3 contains our financial overview, prospective financial statements for 2017/2018, prospective funding impact statement and other key financial information.

Part 4 contains the summary of the Tūpuna Maunga Authority Operational Plan 2017/2018.

Part 5 contains the structure of and contact information for the council, a glossary of terms and key word index.

Volume 2: Local Board information and agreements

Part 1 provides information on local boards and a summary of planned expenditure for 2017/2018.

Part 2 contains specific information for each of the 21 local boards, including a local board agreement (outlining local activity initiatives and budgets for 2017/2018), and an introductory section that provides context for each agreement.

Part 3 contains the Allocation of Decision-Making policy for non-regulatory activities.

Part 4 contains a glossary of terms and key word index.

Rārangi Kōrero

Contents

Wahanga 1: He Whakarāpopoto Mō Ngā Poari Ā-Rohe

PART 1: LOCAL BOARD OVERVIEW

Introduction

Local activities

Developing local priorities

Funding

Wahanga 2 : Ngā Pārongo Me Ngā Whakaetanga O Ngā Poari Ā-Rohe

PART 2: LOCAL BOARD INFORMATION AND AGREEMENTS

Albert-Eden Local Board

Devonport-Takapuna Local Board

Franklin Local Board

Great Barrier Local Board

Henderson-Massey Local Board

Hibiscus and Bays Local Board

Howick Local Board

Kaipātiki Local Board

Māngere-Ōtāhuhu Local Board

Manurewa Local Board

Maungakiekie-Tāmaki Local Board

Orākei Local Board

Ōtara-Papatoetoe Local Board

Papakura Local Board

Puketāpapa Local Board

Rodney Local Board

Upper Harbour Local Board

Waiheke Local Board

Waitākere Ranges Local Board

Waitematā Local Board

Whau Local Board

Wahanga 3: Te Tuku I Te Mana Whakatau-Mahi Tikanga Here-Kore

PART 3: ALLOCATION OF DECISION-MAKING RESPONSIBILITY FOR NON-REGULATORY ACTIVITIES

Wahanga 1: He Whakarāpopoto Mō Ngā Poari Ā-Rohe

Part 1: Local board overview

Introduction

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. Together, this is a shared governance model where decisions can be made regionally and locally, and both big picture regional views and local views are an important part of the decision-making process.

Local boards are able to make decisions based on 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 - 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 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.

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Local activities

Local board responsibilities provided for directly in legislation, or allocated to boards, have been summarised into the following themes and supporting groups of activities.

Theme Group of activities
Parks, Community and LifestyleLocal Parks, Sport and Recreation
 Local Community Services
Auckland DevelopmentLocal Planning and Development
Environmental Management and RegulationLocal Environmental Management
Governance and supportLocal Governance

Local activities measured regionally

Some measures of local activity are better measured regionally. There are two main drivers for this:

  • either the number of projects (plans or programmes) for a particular Local Board is low, so a percentage achieved will move greatly. For instance if there were two projects in a Local Board area, the result will either be 0 per cent, 50 per cent or 100 per cent
  • or a local board may not have projects (plans or programmes) consistently each year, making a trend meaningless.

In either case aggregating all local boards results into one regional figure allows better measurement of the activity delivery.

Levels of service

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Facilitate large transformation projects and Implement strategies for enhancing the city centrePercentage of transformation and City Centre Masterplan projects delivered on time and within budget

62%

90%

90%

 Percentage of city transformation projects contributing to Māori outcomes

100%

100%

100%

Develop local business precincts and town centres as great places to do businessPercentage of local economic development action plans developed and reviewed annually

70%

80%

80%

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of environmental programmes led or supported, with Māori participation

30%

15%

15%

Ensure communities can easily engage in Council decision making and have access to informationPercentage of residents who feel they can participate in Auckland Council decision making

28%

50%

50%

 Percentage of Māori residents who feel they can participate in Auckland council decision making

34%

50%

50%

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Developing local priorities

To inform the 10 year long-term plan and guide decisions that local boards make, a local board plan is developed every three years for each local board area. It captures community priorities and aspirations and may also capture local interests and preferences on regional strategies and plans.

Then, each 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.

Local Board Agreements for 2017/2018 have been adopted by local boards and agreed by the Governing Body.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the 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 2017/2018 by local board

$000
Financial year ending 30 June

Long-term plan 2016/17

Long-term plan 2017/18

Annual plan 201718

GROSS CAPITAL SPEND

blank

blank

blank

Albert-Eden

2,825

3,345

12,171

Devonport-Takapuna

2,608

5,903

9,667

Franklin

4,500

2,695

10,966

Great Barrier

291

303

296

Henderson-Massey

16,270

11,918

37,387

Hibiscus and bays

4,108

5,063

6,781

Howick

12,281

30,934

15,082

Kaipātiki

2,770

3,336

7,756

Mangere-Ōtāhuhu

3,269

4,402

8,309

Manurewa

1,898

1,466

3,652

Maungakiekie-Tamaki

3,092

6,742

7,535

Ōrākei

3,018

2,189

7,074

Otara-Papatoetoe

3,884

5,344

6,368

Papakura

1,197

3,713

2,958

Puketāpapa

2,161

2,737

3,678

Rodney

6,071

2,868

6,379

Upper Harbour

3,055

429

5,837

Waiheke

1,280

1,354

1,635

Waitakere Ranges

1,316

1,565

2,447

Waitematā

3,870

4,721

8,944

Whau

6,233

17,129

7,966

blank

85,997

118,157

172,888

 

$000
Financial year ending 30 June

Long-term plan 2016/17

Long-term plan 2017/18

Annual plan 201718

GROSS OPERATING EXPENDITURE

blank

blank

blank

Albert-Eden

14,894

16,104

13,469

Devonport-Takapuna

14,844

15,801

11,928

Franklin

13,621

14,470

12,880

Great Barrier

2,515

2,637

2,387

Henderson-Massey

29,302

31,554

23,331

Hibiscus and bays

18,394

19,656

15,396

Howick

25,207

27,146

22,683

Kaipātiki

18,451

19,475

15,791

Mangere-Ōtāhuhu

19,331

20,277

18,062

Manurewa

14,477

15,168

14,354

Maungakiekie-Tamaki

17,038

18,123

13,410

Ōrākei

14,621

15,785

12,051

Otara-Papatoetoe

17,776

18,674

17,366

Papakura

10,969

11,564

10,251

Puketāpapa

9,289

9,900

8,293

Rodney

14,653

15,858

11,835

Upper Harbour

14,017

14,907

12,314

Waiheke

6,146

5,924

4,893

Waitakere Ranges

10,253

10,667

8,581

Waitematā

34,196

36,333

28,209

Whau

12,100

12,975

9,960

blank

332,093

353,001

287,444

 

Budgets include inflation and depreciation, and exclude corporate overhead allocations.

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Albert-Eden Local Board

Message from the Chair

We would like to thank our communities for letting us know what is important to them. The local board is proud to represent such an informed and engaged community and pleased to receive solid support in general for its proposals.

In developing this local board agreement, we carefully considered the 482 submissions on the Annual Budget 2017/2018, alongside the priorities and key initiatives highlighted in our local board plan. Your feedback enables us to:

  • continue our renewal programme of existing assets, such as community facilities, playgrounds, paths and park furniture
  • support our local community groups to provide initiatives and programmes that seek to improve safety in our neighbourhoods and town centres, create vibrant community networks and promote inclusiveness for our migrant communities.

In anueant arts culture, leading environmental and sustainability initiatives, supporting active and healthy lifestyles, assisting economic development in our town centres and providing events that bring residents together and which 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 strategic planning and funding for any large scale development in the central isthmus area. We will also advocate for projects that bring transformational change to our area, such as light rail, to be prioritised by the Governing Body and Auckland Transport.

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 make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

The Albert-Eden Local Board area comprises a number of inner-city suburbs and blends well-established residential areas with a diversifying population, thriving communities, vibrant town centres and beautiful parks and open spaces. The local board area is generally bounded by the Waitematā Harbour to the west, state highways 16 and 1 to the north and east and traverses along Greenwoods Corner, Sandringham and Owairaka to the south.

Albert-Eden is an area of villages and town centres, each with their own unique and special identity. The area includes the culturally diverse Mt Albert, Sandringham and Balmoral, while just five minutes east historic villas line the streets of Epsom, Greenwoods Corner, Greenlane and Mt Eden. Boutique retail and cafes in Kingsland, Eden Terrace and Eden Valley are providing new retail spaces for people to enjoy, Morningside offers another dimension of diversity with its hub of light industry. The established areas of Point Chevalier, Waterview and Owairaka are currently experiencing change due to the State Highway 16/20 connection and multiple large scale housing developments occurring in these communities.

Our area is characterised by 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, which are managed by Tūpuna Maunga o Tāmaki Makaurau Authority) and the local board's network of high-quality parks and open spaces. Two urban streams, Te Auaunga/Oakley Creek and Waititiko/Meola Creek, flow through our area and out to the Waitematā Harbour. All these places provide opportunities for people to lead healthy, active lifestyles and provide tranquil settings within the urban environment. The area also plays a critical role in the transport network as thousands of people use our major arterials (such as Dominion, Mt Eden, Great North and New North roads) every day to commute to and from the city.

This area has a proud history of caring for its community, its environment and 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 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level. The Albert-Eden Local Board Plan outcomes are:

  • Proud, connected and secure communities - our people are connected to their communities, have a sense of belonging and are involved in the future of our area.
  • A bigger and better range of recreational experiences - creating great opportunities for all to enjoy our parks and community facilities.
  • Thriving town centres and a growing local economy - our centres are well supported by local people and are attractive destinations for all visitors. Our business areas play a key role in growing the local economy.
  • A community that values its environment - our community leads Auckland with innovative approaches to sustainable living and takes an active role in caring for our natural resources.
  • Our heritage is cherished and protected - we understand, appreciate and record our rich natural history and built heritage.
  • People can move safely and easily around Albert-Eden - we have access to well-connected and safe transport choices.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

Auckland 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:

  • Developing a Local Māori Responsiveness Action Plan which includes key aspirations and priorities for Māori in the area, opportunities to work together and a plan for building strong relationships and sharing information with Māori.
  • 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.

Albert-Eden Local Board Agreement 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Albert-Eden local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include programme delivery, physical works and large scale projects. Programmes are delivered which aim to increase participation and access to sport and recreation, at the swimming pool and leisure centre as well as in our local parks. A number of physical works will be completed including upgrades to local parks, playing fields and their facilities. Open space planning and development of Chamberlain Park will continue.

Our annual budget to deliver these activities includes operating costs of $6,337,000 and capital investment of $8,285,000.

The key initiatives we have planned for 2017/2018 include:

  • funding agreements for facility operators at Mt Albert Aquatic Centre and Mt Albert Community and Leisure Centre to deliver programmes that meet the needs of the local community
  • developing a coastal boardwalk in Motu Manawa Marine Reserve, connecting Heron Park to Howlett Esplanade
  • upgrades to local parks including Centennial Park, Coyle Park, Gribblehirst Park, Harwood Reserve, Anderson Park and Nicholson Park
  • upgrades to playing fields including Phyllis Reserve, Walker Park, and Fowlds Park.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

70%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

89%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

71%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

20%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders.

Key activities in this area include locally delivered libraries and information, community centres and the programmes they deliver, community facilities and their maintenance and renewal, local events, funding through community grants, arts and culture projects and activation, and a series of community empowerment programmes.

Our annual budget to deliver these activities includes operating costs of $4,603,000 and capital investment of $645,000.

The key initiatives we have planned for 2017/2018 include:

  • supporting the Epsom, Mt Albert and Point Chevalier libraries to provide high quality programming that meet the needs of the local community
  • ensuring our community facilities are well-maintained spaces through our renewals programme, and our community centres meet community needs and are fit-for-purpose
  • delivering a series of events which bring the community together, including ANZAC Day services, a Christmas event at Potters Park, Movies in Parks, Albert-Eden Schools Cultural Festival as well as partnering with community led events to develop signature events for the area
  • building capacity and providing networking opportunities by delivering programmes that assist mana whenua, migrant communities and older people to develop an increased sense of connection to their area
  • providing funding, support and advice to local community groups and organisations which assist them to deliver a range of projects, initiatives and events
  • working with Albert-Eden Youth Board to deliver youth focused initiatives.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)

2.9

1.5

3.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

5.7

5

5.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

90%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

79%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

62%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities

No result

85%

85%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

41%

72%

42%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

74%

85%

85%

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%
Night: 33%

Day: 86%
Night: 39%

Day: 87%
Night: 40%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 31%
Off peak: 9%

Peak: 37%
Off peak: 19%

Peak: 34%
Off peak: 11%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

15%

20%

10%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

480,681

452,488

451,113

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

Improvements to Sandringham, Point Chevalier and Greenwoods Corner town centres are current priorities. We have an active business community driving local economic development activity, and we want to build on our existing relationships with business associations and business improvement districts (BIDs) in the area.

Our annual budget to deliver these activities includes operating costs of $1,155,000 and capital investment of $3,240,000.

The key initiatives we have planned for 2017/2018 include:

  • completing Mt Albert town centre renewal, to revitalise the town centre and bring a refreshed sense of vibrancy to Mt Albert
  • town centre planning for Sandringham, Point Chevalier and Greenwoods Corner
  • heritage projects, including improvements to identified heritage rock walls and the completion of heritage brochures
  • Albert-Eden Business Awards, to showcase and celebrate the outstanding contributions our local businesses make to grow our local economy
  • strategic grants to support and develop business associations and business improvement districts (BIDs) capacity, which will enable them to create vibrant town centres and villages.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

67%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities focus on our key environmental priorities of protecting our coastal areas, addressing water quality issues in our waterways, increasing biodiversity and maintaining ecological corridors. We will encourage a collaborative community-led approach in addressing environmental matters, including the ongoing management of pest plants and animals.

Our annual budget to deliver these activities includes operating costs of $85,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • completing the final year of a five-year ecological restoration plan to restore the Almorah rock forest, a rare ecological area
  • supporting community restoration, management and enhancement of Te Auaunga/Oakley and Waititiko/Meola Creeks
  • supporting residents to live more sustainably by reducing energy demand and carbon emissions, while also helping to create strong, resilient neighbourhoods through sustainability initiatives such as Eco-neighbourhoods
  • working with other local boards to complete the development of a Central Community Recycling Centre at a site on Great North Road
  • continuing to work with other local boards to address stormwater issues in Te Auaunga/Oakley Creek catchment area.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritage Proportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,123,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $645,000
  • Local Parks, Sports and Recreation - $8.3 million
  • Local Planning and Development - $3.2 million

Capital spend by category:

  • Renewals - $6.4 million
  • Improving Services - $2.8 million
  • Growth - $3 million

Key projects:

  • Sport development - $3.8 million
  • Town centre renewal (Mt Albert) - $1.8 million
  • Town centre transformation - $1.4 million
  • Parks Asset renewals - $1.3 million
  • LDI funded local board initiatives - $1.2 million

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:

blank

blank

General rates, UAGCs, rates penalties

13,391

13,412

Targeted rates

476

481

Subsidies and grants for operating purposes

15

15

Fees and charges

434

486

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

1,114

1,123

Total operating funding

15,430

15,517

blank

blank

blank

Applications of operating funding:

blank

blank

Payment to staff and suppliers

11,904

11,532

Finance costs

1,433

1,892

Internal charges and overheads applied

2,118

2,142

Other operating funding applications

0

0

Total applications of operating funding

15,455

15,566

blank

blank

blank

Surplus (deficit) of operating funding

(25)

(49)

blank

blank

blank

Sources of capital funding:

blank

blank

Subsidies and grants for capital expenditure

63

0

Development and financial contributions*

0

0

Increase (decrease) in debt

8,804

12,219

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

8,866

12,219

blank

blank

blank

Application of capital funding: blank blank
Capital expenditure:

blank

blank

- to meet additional demand

0

2,977

- to improve the level of service

2,771

2,781

- to replace existing assets

6,070

6,413

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

8,841

12,171

blank

blank

 

Surplus (deficit) of capital funding

25

49

blank

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Continue to implement the Chamberlain Park Masterplan Proposal:Requests that the Governing Body considers the appropriate funding to reconfigure Chamberlain Park into a high-quality nine-hole golf course.

Overview of initiative:

The local board has adopted a master plan which proposes to re-develop the existing site to create active and passive recreation spaces (e.g. a local park, sports fields and a reconfigured golf course) at Chamberlain Park.

Currently council staff are in the process of a number of sub-projects in order to progress the master plan, including:

  • financial modelling and feasibility of the redeveloped golf course
  • shared path network feasibility and rationalisation study
  • stream restoration engineering concept design
  • sports fields initial engineering design
  • local park design including relocation of 3 golf holes.

At present the local board has allocated funding for the development of a local park to be delivered in 2017/2018. Funding has been proposed for the sports fields, but this is yet to be confirmed.

The local board is advocating to the Governing Body for funding for the development of a high-quality nine-hole golf course to replace the current 18-hole course, which will allow room for other planned facilities.

It is intended to develop a full business case to support this advocacy once the feasibility studies are completed and costings known. The amount of funding sought by the local board is still being determined.

Governing Body
Aquatic facilities in Mt AlbertAdvocate 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 4 - 7 years.Governing Body
Land acquisition for open spaceAdvocate for a budget for land acquisition in the central isthmus area for open space.Governing Body
Light rail as mass transit solution for central isthmusAdvocate for light rail as the mass transit solution for the central isthmus and bring the funding and construction timing forward.Governing Body and Auckland Transport
Opportunity to develop public open space at Unitec Mt Albert campusAdvocate for planning and funding for the future use of land made available for open space due to the transformation of the Unitec Mt Albert campus.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

Lee Corrick

135 Dominion Road

Mt Eden

Auckland 1024

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

E: lee.corrick@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

Jessica Rose

135 Dominion Road

Mt Eden

Auckland 1024

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

E: jessica.rose@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

 Graeme Easte

71a Martin Avenue

Mt Albert

Auckland 1025

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

E: graeme.easte@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

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

Devonport-Takapuna Local Board

Message from the Chair

It is my pleasure to present the Devonport-Takapuna Local Board's 2017/2018 Local Board Agreement, which covers the third year of our local board plan.

In developing this local board agreement, we carefully considered all submissions on the Annual Budget 2017/2018, 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 continuing our parks development programme, which includes projects such as improvements to Takapuna Beach Reserve and a development plan for Barry's Point Reserve. Your feedback also enables us to:

  • undertake a centre plan for Sunnynook; and continue to implement the Milford and Takapuna centre plans; and
  • partner with our three business associations to undertake 'Shore Coast Tourism' which will provide a range of economic development initiatives to benefit Milford, Takapuna and Devonport.

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.

Grant Gillon

Chair, Devonport-Takapuna Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

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 has been earmarked for transformational change and is set to become an iconic seaside suburb. 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 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Devonport-Takapuna Local Board Plan outcomes are:

  • Our heritage and environment is cherished and looked after - we will ensure that our environment is healthy and our history valued so that future generations can enjoy it as much as we do.
  • Open space that allows us to live - We will ensure that our beaches, parks, sportsfield and general open space are places people want to be, enabling everyone to relax, play, and connect with nature.
  • Active, connected and supported neighbourhoods. We will engage regularly with all of our communities to ensure they feel valued and able to make a difference. We will encourage activity that connects people to each other to strengthen our communities.
  • Facilities that enable community well-being. We will ensure that our facilities contribute towards making our communities vibrant, connected and safe.
  • Increased opportunities for local new business development and economic growth We will encourage new business and support existing business activity that significantly improves the local economy and provides job opportunities for local people.
  • Easy safe and reliable journeys that reduce congestion - We will advocate for and promote travel options that are safe and reliable and reduce congestion from door to destination.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

The Devonport-Takapuna Local Board acknowledges the overall importance of the Auckland Council's commitment to meeting its statutory obligations and responsibilities under Te Tiriti o Waitangi/Treaty of Waitangi to respective mana whenua iwi groups and to Māori of the local board area. The board will work to achieve these obligations by way of engaging in partnership with mana whenua and Māori on community projects of common interest, to seek advice and direction on the importance of kaitiakitanga of the whenua, moana and natural surrounding environment.

The Devonport-Takapuna Local Board also recognises the rich historical connection of mana whenua to the area. The board will ensure it works in partnership with mana whenua wherever possible to improve the community's knowledge of the historical relationship between mana whenua and the local area.

Devonport-Takapuna Local Board Agreement 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Devonport-Takapuna local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include both the planning (i.e. needs assessments and development plans) and delivery of a number of parks and open space projects in the local board area.

Our annual budget to deliver these activities includes operating costs of $5,430,000 and capital investment of $5,374,000.

The key initiatives we have planned for 2017/2018 include:

  • supporting our local parks volunteers
  • undertaking a development plans at Barry's Point Reserve
  • implementing improvements to Takapuna Beach Reserve
  • creating new and welcoming spaces at Sunnynook Park.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

79%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

92%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

78%

75%

75%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

18%

15%

15%

Note to table: The local board has subsidised parks maintenance services ($13,000) to retain frequency of street garden maintenance.

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Our annual budget to deliver these activities includes operating costs of $4,387,000 and capital investment of $1,227,000.

The key initiatives we have planned for 2017/2018 include:

  • providing a full-time strategic broker who will work alongside, connect and provide new opportunities for our communities
  • supporting Younite, our youth board
  • funding for additional library hours
  • supporting our key community groups and organisations who provide a range of services and programmes across the local board area
  • providing a community grants programme that meets the needs of our community, arts, culture and sporting organisations.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

5.0

4.0

4.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

11.5

8.0

8.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

92%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

91%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

69%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

55%

77%

48%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

95%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 95%
Night: 65%

Day: 93%
Night: 45%

Day: 93%
Night: 46%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 10%
Off peak: 5%

Peak: 8%
Off peak: 7%

Peak: 9%
Off peak: 6%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

16%

20%

18%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

135,317

125,388

 

126,617

Note to table: The local board has subsidised library hours ($73,000).

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities include providing local economic development initiatives, future planning for areas that will experience population growth and implementing current centre plans.

Our annual budget to deliver these activities includes operating costs of $1,067,000 and capital investment of $3,066,000.

The key initiatives we have planned for 2017/2018 include:

  • developing a centre plan for Sunnynook
  • implementing the Milford and Takapuna centre plans
  • partnering with our three business improvement districts (BIDs) to undertake 'Shore Coast Tourism' which will provide a range of economic development initiatives to benefit Milford, Takapuna and Devonport
  • funding the three BIDs so that they have continued access and benefit from Marketview, a platform that helps them understand consumer behaviour in their areas.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

67%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities include community-led restoration programmes, supporting volunteers and partnering with schools to provide a range of environmental initiatives.

Our annual budget to deliver these activities includes operating costs of $50,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Northwest Wildlink
  • Water sensitive design projects for schools.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,022,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $1.2 million
  • Local Parks, Sports and Recreation - $5.4 million
  • Local Planning and Development - $3.1 million.

Capital spend by category:

  • Renewals - $4.3 million
  • Improving Services - $3.7 million
  • Growth - $1.8 million.

Key projects:

  • Road revitalisation (Takapuna Centre - Hurstmere) - $3.1 million
  • Parks Asset renewals - $2.1 million
  • Sport development - $1.8 million
  • Locally driven initiatives (LDI Capex) - $858,000
  • Local library renewals - $665,000.

Operating spend by activity area:

  • Local Community Services - $4.4 million
  • Local Parks, Sports and Recreation - $5.4 million
  • Local Environment Development - $50,000
  • Local Planning and Development - $1.1 million
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

12,472

11,294

Targeted rates

619

646

Subsidies and grants for operating purposes

362

210

Fees and charges

1,373

1,322

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

211

217

Total operating funding

15,036

13,689

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

11,540

10,601

Finance costs

1,619

1,247

Internal charges and overheads applied

1,869

1,848

Other operating funding applications

0

0

Total applications of operating funding

15,028

13,697

 

blank

 

Surplus (deficit) of operating funding

9

(8)

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

5,231

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

5,231

9,675

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

921

1,751

- to improve the level of service

255

3,649

- to replace existing assets

4,064

4,266

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

5,240

9,667

 

blank

 

Surplus (deficit) of capital funding

(9)

8

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Lake Road upgrade - budget prioritisation

Local advocacy initiative

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. The importance of the road is reflected in the Auckland Transport Alignment Project, where it has been identified as a 'primary arterial road' in the proposed future strategic road network.

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 significantly due to factors such as:

  • the Unitary Plan permitting greater intensification in the area
  • major infrastructure developments such as the Ryman Retirement village and Ngati Whatua landholdings in Bayswater.
  • population growth projections.

In 2016, AT undertook a Corridor Management Plan (CMP), a 30 year strategic document for the management of the road and is currently preparing an Indicative Business Case to fund the project. Following the completion of the business case, the local board urge AT to budget, prioritise and deliver the outputs in the CMP.

The importance of this project was recently highlighted in the 2017/2018 Annual Plan public consultation, where 25 percent of all submissions referenced the need to upgrade Lake Road.

Auckland Transport

Governing Body

New Bayswater Ferry Terminal 

Local advocacy initiative

Proposal

Request that AT bring forward 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.

Since the adoption of the plan, a number of significant developments (as noted in the previous advocacy initiative) will result in greater demand than what was originally proposed. The local board believe that these aspects should trigger a review of the plan's existing priorities, and inform budget reallocation towards a new ferry 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.

Auckland Transport

Governing Body

Ongoing investment and provision for new open spaces

Sub-regional / regional advocacy initiative

Proposal

Request that the Governing Body ensure there is ongoing investment and provision for new open spaces across the North Shore, and greater Auckland Region.

Overview of initiative

It is critical that the Governing Body continues to invest and acquire new open spaces in both new and existing areas to meet population growth and greater intensification across the North Shore and greater Auckland. In addition, the scope of this work should include other mechanisms / approaches to land acquisition, such as:

  • repurposing existing land managed by council or CCOs (e.g. road ends managed by Auckland Transport) as local parks
  • upgrading existing, and investing in new sports fields and playing surfaces
  • providing innovative and flexible open spaces in metropolitan and village centers.
Governing Body
Pest and weed management

Sub-regional / regional advocacy initiative

Proposal

Request that the Governing Body consider funding local boards to enable locally-delivered approaches to pest and weed management.

Overview of initiative

The current Auckland Regional Pest Management Strategy (2007-2012) is outdated and a number of local boards have identified an opportunity to take a community-led approach to minimizing, and eliminating pest and weeds in their area. Funding a locally-delivered approach will enable local boards to focus on their priority areas, while linking and aligning to council's strategic objectives for weeds and pests.

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.

Dr Grant Gillon (Chair / Deputy Chair)

027 476 4679

grant.gillon@aucklandcouncil.govt.nz

Mike Cohen, QSM, JP

027 290 4942

mike.cohen@aucklandcouncil.govt.nz

Jan O'Connor

021 286 4488

jan.oconnor@aucklandcouncil.govt.nz

George Wood, CNZM (Deputy Chair / Chair)

021 0822 0925

george.wood@aucklandcouncil.govt.nz

Jennifer McKenzie

021 531 578

jennifer.mckenzie@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 the Auckland Council website

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

Franklin Local Board

Message from the Chair

I am very pleased to present the Franklin Local Board Agreement for 2017/2018. Thank you to all those who shared their views with us; your high level of support has shown that we are heading in the right direction.

As Franklin continues to grow quickly, our key challenge remains ensuring that growth is well-planned and infrastructure provided at the right time to support new housing and businesses. It is important that we keep up with the growth and make sure our communities are provided with the services and facilities they need. We're committed to ensuring that this special rural part of Auckland remains a great place to live, work and invest and that our outstanding natural environment and elite soils are protected from development.

Since we adopted our Local Board Plan in 2014, we have worked towards achieving many of the initiatives included in the plan, and we will continue to do so in 2017/2018 by delivering initiatives which will build on the work already under way, as well as seeking to respond to new opportunities. We are comfortable with the progress we're making and have continued to put emphasis on finishing projects that have already begun, before we start anything new. We want to do more with what we've already got; making effective use of our existing assets so we can create and maintain the best possible service to all our diverse communities.

The board values the contributions made by volunteers to Franklin and supports the council's 'Enabling Communities' philosophy. Through the activities of volunteers and community groups, a sense of belonging, social connection and civic involvement can be achieved.

We look forward to continuing our work with our communities and local businesses to achieve the outcomes in this local board agreement.

Angela Fulljames

Chair of Franklin Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

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 and the Kentish Hotel in Waiuku lays claim to being the oldest continuously licensed pub in New Zealand.

Local Board Plan outcomes

The Franklin Local Board Plan sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Franklin Local Board Plan outcomes are:

  • Cherished natural environment - Franklin's forest, open countryside and waterways are healthy, and local parks are cared for and well used for a variety of leisure activities.
  • Thriving local economy - Franklin has a strong economy and attracts people to live and work locally and visit its attractions.
  • Excellent transport connections and infrastructure - Franklin is well connected by frequent public transport services, including rail, bus and ferry, and has safe roads that make it easy to get around.
  • Growth in the right place, at the right time - Growth is well planned to protect rural production and activities, contain urban sprawl and provide infrastructure at the right time.
  • Proud, safe and healthy communities - Those who live here are proud of the area, and feel safe and part of the community.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

The Franklin Local Board Plan 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.

Franklin Local Board Agreement 2017/2017

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Franklin local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include developing the network of paths and trails; quality improvements to parks and reserves; coastal planting; and events and activities in parks.

Our annual budget to deliver these activities includes operating costs of $6,715,000 and capital investment of $10,779,000.

The key initiatives we have planned for 2017/2018 include:

  • implementation of actions from trails plans
  • improvements to facilities at Sunkist Bay Reserve
  • concept plans to improve and develop reserves
  • upgrades to car parks at Centennial Park in Waiuku, Franklin Road Recreation Centre in Pukekohe, Clarks Beach Recreation Reserve, Karaka Sports Park and Rosa Birch Park
  • renewals of the seawall at Sandspit Reserve and the wharf at Tamakae Reserve.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

62%

75%

63%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

85%

90%

86%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

62%

75%

63%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

-6%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Locally significant activities in Franklin local board area include a community arts programme; support for youth employment initiatives; community led place-making initiatives; support for local events; and grant funding to community organisations.

Our annual budget to deliver these activities includes operating costs of $4,041,000 and capital investment of $187,000.

The key initiatives we have planned for 2017/2018 include:

  • continuation of the Community Arts Programme
  • rural halls support and advice
  • Movies in Halls
  • youth employment initiatives
  • community-led heritage and identity projects.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

2.0

1

2.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

4.7

4.5

4.8

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

87%

85%

88%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

88%

85%

89%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

57%

76%

53%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

No result

85%

85%

 Percentage of Aucklanders that feel connected to their neighbourhood and local community

43%

74%

44%

 Percentage of attendees satisfied with council delivered and funded local events

89%

85%

90%

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%
Night: 26%

Day: 79%
Night: 32%

Day: 88%
Night: 27%

 Facility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 18%
Off peak: 5%

Peak: 14%
Off peak: 8%

Peak: 19%
Off peak: 6%

 Percentage of community facilities bookings used for health and wellbeing related activity

8%

20%

9%

 Number of visitors to community centres and venues for hire

353,582

287,005

326,477

Note: The local board has subsidised hire fee charges ($34,000).

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities include structure planning for major growth areas at Pukekohe-Paerata and Drury-Opaheke; support for innovation and the promotion of key local employment sectors; support for youth skills development; and research on employment and tourism opportunities.

Our annual budget to deliver these activities includes operating costs of $694,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • research on the value of the rural sector in Franklin
  • a refresh of the Franklin Local Economic Development Action Plan
  • support for the production of the Pukekohe Business Association prospectus
  • continued development of the concept for the Hunua cycle trail
  • support for the Youth Enterprise Scheme.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

50%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities include biodiversity management; funding of fencing and planting to improve water quality; planning for river restoration projects; and support for the Manukau Harbour Forum.

Our annual budget to deliver these activities includes operating costs of $74,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Wairoa River Action Plan coordination
  • continuation of water quality monitoring at Waiuku
  • restoration of waterways on Māori land at Awhitu
  • Waterways Protection Fund - Mauku Stream catchment
  • implementation of actions from Biodiversity Management Plans in selected reserves.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

Target 2016/17

AP

Target 2017/18

Provide leadership and support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

80%

100%

81%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,166,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $187,000
  • Local Parks, Sports and Recreation - $10.8 million

Capital spend by category:

  • Renewals - $9.2 million
  • Improving Services - $383,000
  • Growth - $1.4 million.

Key projects:

  • Parks - Coastal asset renewals - $3.5 million
  • Parks Asset renewals - $3.4 million
  • Locally driven initiatives (LDI Capex) - $1.2 million
  • Sports park (Waiuku) - $1.2 million
  • Leisure facility building renewals - $887,000.

Operating spend by activity area:

  • Local Community Services - $1.2 million
  • Local Parks, Sports and Recreation - $6.7 million
  • Local Environment Development - $74,000
  • Local Planning and Development - $694,000
  • Local Governance - $1.2 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

13,841

13,802

Targeted rates

512

562

Subsidies and grants for operating purposes

7

7

Fees and charges

252

265

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

105

108

Total operating funding

14,718

14,744

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

11,626

11,494

Finance costs

1,182

1,344

Internal charges and overheads applied

1,902

1,900

Other operating funding applications

0

0

Total applications of operating funding

14,710

14,738

 

blank

 

Surplus (deficit) of operating funding

8

6

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,827

10,959

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,827

10,959

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

1,536

1,381

- to improve the level of service

2,512

383

- to replace existing assets

3,787

9,201

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,835

10,966

 

blank

 

Surplus (deficit) of capital funding

(8)

(6)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Funding growthIt is important that growth in Franklin is well-planned and funding is provided for the necessary infrastructure. A regional planning programme is required to enable growth to be well-planned across Franklin. There is currently a perception that the benefits of development contributions are not directly seen in areas they are collected.

To fund future transport infrastructure, user-pays funding methods are supported. They are more equitable for rural residents and businesses, ensuring that the burden of funding the transport programme falls more with frequent users of major roads.

The retention of the regional transport levy is supported. A review of the levy would be timely, and should include the consideration of central government match funding. The levy is more equitable than a regional fuel tax, which places an unfair burden on members of rural communities who are infrequent users.

The introduction of tolls for major road users in the Auckland region is also supported. Tolling encourages car-pooling, fuel saving and travelling at off peak times which helps ease congestion.

Governing Body

 

Auckland Transport

Coastal erosionManagement of coastal erosion should be dealt with on a regional basis, rather than individually by local boards. This would provide a consistent regional approach and cost savings.

Implementation of the regional Coastal Management Strategic Plan with associated regional funding should be a priority to ensure erosion issues are dealt with in a consistent and timely way across the region.

Governing Body
Fit for purpose and safe roadsIncreased levels of traffic caused by growth and projected future growth require 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 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 trailsMore investment is required to implement the paths and trails across the region. Paths are not solely for the use of those living in a particular local board area; they are a regional network and need to be considered as such.

Regional partnerships with external organisations, such as the Walking Access Commission, local businesses and service clubs would help facilitate the development of the paths network. It would also help to ensure that links to national initiatives, such as the Te Araroa Walkway, are made.

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 Fulljames - Chairperson

Phone: 021 923 278

angela.fulljames@aucklandcouncil.govt.nz

Malcolm Bell

Phone: 021 916 381

malcolm.bell@aucklandcouncil.govt.nz

Brendon Crompton

Phone: 021 224 9708

brendon.crompton@aucklandcouncil.govt.nz

Amanda Hopkins

Phone: 021 713 853

amanda.j.hopkins@aucklandcouncil.govt.nz

Niko Kloeten

Phone: 021 715 139

niko.kloeten@aucklandcouncil.govt.nz

Andy Baker - Deputy Chairperson

Phone: 021 283 2222

andrew.baker@aucklandcouncil.govt.nz

Alan Cole

Phone: 021 923 719

alan.cole@aucklandcouncil.govt.nz

Sharlene Druyven

Phone: 021 536 177

sharlene.druyven@aucklandcouncil.govt.nz

Murray Kay

Phone: 021 286 4222

murray.kay@aucklandcouncil.govt.nz

The board can be contacted at the address below:

Private Bag 92300

Victoria Street West

Auckland 1142

For general enquiries, assistance and information, phone 09 301 0101 any time or visit the Auckland Council website.

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

Great Barrier Local Board

Message from the Chair

We had some pretty good wins last year with Glenfern Sanctuary becoming a new regional park, our Station Rock Road and Harataonga tracks being completed in time for the summer and the Ecology Conversation project delivering a community ecology vision.

There were also a number of projects that got off the ground with the resource recovery trial, in the form of AoteaOra's Tip Stop Shop being open for the summer months, the creation of an Aotea Learning Hub and the island's Dark Sky Sanctuary application being submitted in March.

This is the first annual budget for the new board and thanks to everyone who sent in their thoughts and ideas during the consultation process. There are some new projects that we will be focusing on such as a board funded part time island based biodiversity officer, a life long learning strategy and a feasibility study for an emergency water supply. We will also continue with existing projects such as cemetery investigations and community grants.

Auckland Council will be rolling out a new procurement model for its maintenance contracts by cutting out the middle man and working directly with island based suppliers. We look forward to this initiative progressing as smoothly as possible.

One of the main themes for our draft Local Board Plan is for the island to be sustainable and resilient. We will be continuing to advocate for funding and support to become a community which lives sustainably, and 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 make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

Aotea / Great Barrier is a remote island community of less than 1,000 people, half an hour's plane ride and four to five hours by ferry from Auckland. Over 60 per cent of the island is under the management of the Department of Conservation, with most of this 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 to send their teenagers to boarding school or leave 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 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Aotea Great Barrier Local Board Plan outcomes are:

  • The environment is at its best here - Our native wildlife and forests flourish, our streams run clean, and our coastal waters are full of life. We waste very little and our homes, businesses and cars run on renewable energy.
  • Infrastructure that fits with our environment - As our island attracts more people and visitors, we will ensure new buildings, communications, and our transport network don't compromise the special things that bring people here.
  • We have more residents and visitors but we won't lose our way of life - We want to attract more people to our island to create more jobs and opportunities and make our lives better. At the same time we must protect the special things we have and promote these as the reason to come here.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

The Great Barrier Local Board and mana whenua Ngāti Rehua Ngatiwai 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.

The development of a robust working agreement and adequate resourcing between the Great Barrier Local Board and the Ngāti Rehua Ngatiwai ki Aotea Trust Board is important to support this relationship.

Great Barrier Local Board Agreement 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Great Barrier local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include developing and maintaining the network of paths and trails, quality improvements to parks and reserves, playgrounds, public toilets and coastal planting.

Our annual budget to deliver these activities includes operating costs of $371,000 and capital investment of $296,000.

The key initiatives we have planned for 2017/2018 include:

  • reprinting of visitor maps
  • Viewshaft extension.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

74%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

85%

90%

90%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

These activities include grant funding to community organisations and the work of the Great Barrier Strategic Broker to empower communities in furthering their projects, goals and aspirations.

Our annual budget to deliver these activities includes operating costs of $822,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • grants for community groups
  • development of an online skills database
  • development of a life long learning strategy
  • funding to support iwi responsiveness.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

6.8

2

6.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

13.6

9

11.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

94%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

82%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

87%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

80%

82%

84%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

No result

85%

85%

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: 89%
Night: 86%

Day: 90%
Night: 77%

Day: 90%
Night: 77%

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection. These activities include infrastructure planning and research on employment and tourism opportunities.

Our annual budget to deliver these activities includes operating costs of $98,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • feasibility study on emergency water supply
  • development of a visitor strategy
  • review of the island's key entry points
  • investigation of cemetery sites
  • review of the island's current connectivity.
Levels of Service

There are no performance measures for this activity.

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities include protecting our coastal areas, addressing water quality issues in our waterways, increasing biodiversity and maintaining biosecurity programmes.

Our annual budget to deliver these activities includes operating costs of $181,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • funding for a part time island based biodiversity officer
  • next steps for the Ecology Vision
  • funding for water quality projects
  • continued funding for biosecurity initiatives such as rabbit and argentine ant control and the pest co-ordinator role
  • supporting marine protection for the island's coastline.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

86%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $909,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Parks, Sports and Recreation - $296,000

Capital spend by category:

  • Renewals - $100,000
  • Growth - $196,000.

Key projects:

  • Local improvement projects (LIPS) - $196,000
  • Parks Asset renewals - $85,000
  • Locally driven initiatives (LDI Capex) - $15,000
  • Local library renewals - $665,000.

Operating spend by activity area:

  • Local Community Services - $822,000
  • Local Parks, Sports and Recreation - $371,000
  • Local Environment Development - $181,000
  • Local Planning and Development - $98,000
  • Local Governance - $909,000.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

2,950

2,723

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

2,952

2,725

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

2,453

2,244

Finance costs

87

75

Internal charges and overheads applied

412

406

Other operating funding applications

0

0

Total applications of operating funding

2,952

2,725

 

blank

 

Surplus (deficit) of operating funding

(0)

0

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

287

296

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

287

296

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

191

196

- to improve the level of service

0

0

- to replace existing assets

95

100

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

287

296

 

blank

 

Surplus (deficit) of capital funding

0

(0)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
All our main communities will have cell phone and internet coverage within five yearsWe have spent over $600,000 of our LDI to install new cellphone facilities in Medlands and Okiwi. We are seeking support for investigations into extending cellphone coverage to communities without adequate or any service.Governing Body
Retrofit all council buildings to run on alternative energy

Investigate the feasibility of a solar powered electric vehicle charging station

Over time, replace the council's vehicle fleet with electrical vehicles

We request that council lead the way in operating in a more sustainable way both regionally and on island, by:
  • Installing alternative energy systems for its council buildings.
  • Investigating electric vehicle infrastructure for an on island fleet.
Governing Body
Fund courses to upskill our community We request assistance to advocate to the Ministry of Education for an on island Learning Hub that can be used for the correspondence school children and for adult upskilling classes.Governing Body
Lead the Auckland region on ecological enhancement, sustainability, and renewable energy useWe are currently funding extra costs of mechanical weed management in parks and seek Governing Body and Auckland Transport support for moving towards herbicide free weed management practises island wide.Governing Body

Auckland Transport

Increase regional road seal budgets so key roads can get sealed

Investigate environmentally friendly products for our unsealed residential roads to reduce dust nuisance

We seek more budget towards road sealing on Great Barrier and an interim solution with dust suppression.Governing Body

Auckland Transport

Our ferry and air services will meet our communities' needsWe request that Auckland Transport begin a full review of the current and future needs of our wharves.Auckland Transport
Our ferry and air services will meet our communities' needsWe are seeking that Great Barrier and Waiheke LDI budgets be adjusted annually for inflation as unlike the other 19 boards we don't get population increase adjustments.Governing Body
Our ferry and air services will meet our communities' needsThe empowered communities' overhead has added $57,230 to our limited LDI opex budget. Great Barrier & Waiheke have fixed LDI which don't change as populations grow unlike the other 19 boards so are disadvantaged by this. We seek additional LDI funding to offset these costs.Governing Body
Retrofit all council buildings to run on alternative energy

Investigate the feasibility of a solar powered electric vehicle charging station

Over time, replace the council's vehicle fleet with electrical vehicles

The key priority advocacy area for the organisation to work on is around advancing off the grid, alternative energy and sustainability initiatives for the island which it will be advocating for support and funding for in the 2017/18 annual budget and subsequent 10 year budget.  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

Jeff Cleave

81 Hector Sanderson Road

Claris

Great Barrier Island

Ph: 021 816 047

E: jeff.cleave@aucklandcouncil.govt.nz

Shirley Johnson

81 Hector Sanderson Road

Claris

Great Barrier Island

Ph: 021 729 684

E: shirley.johnson@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

Sue Daly

81 Hector Sanderson Road

Claris

Great Barrier Island

Ph: 021 286 8811

E: susan.daly@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

Henderson-Massey Local Board

Message from the Chair

It is my pleasure to present the Henderson-Massey Local Board's 2017/2018 Local Board Agreement, covering the third year of delivery against the local board plan.

We have sought feedback on our 2017/2018 priorities, and we are encouraged by your solid support. We understand that support for residential development and growth in Henderson hinges upon high quality urban design. We agree, and we see Henderson as an excellent opportunity for smart growth supporting a town centre where people can live, work and have fun.

You have told us you want to know more about plans for an open space management plan for Harbourview-Orangihina Park in Te Atatu Peninsula. We are committed to working with the community on the future of our park. Planning will begin shortly, and I can't wait to engage with you on this work.

New initiatives for 2017/2018 include Nga Puna Manaaki Inanga Project - a community led project to identify and restore potential inanga spawning habitat within the Henderson-Massey area streams; an older person's plan that focuses on activities to strengthen social connections and participation, and developing a management plan for Harbourview-Orangihina Park.

We will keep working to provide accessible parks and community facilities that meet local residents' needs. The new communities that will grow in the Massey and Westgate areas in particular will need high quality community spaces planned and built. High quality urban living also means getting local people into local jobs and we want to help our young people to be equipped to contribute to the local economy.

We will continue to advocate for a swimming pool, sports fields and local community facilities in the Northwest and enough resources for Panuku Development Auckland to effectively work for regeneration and residential growth in Henderson. (See appendix A)

I encourage you to contact any member of our board if you have a concern or idea. It's our job to be the voice of communities in Henderson-Massey and we are committed to making that voice heard by the Mayor and Auckland Council's Governing Body.

Shane Henderson

Chairperson, Henderson-Massey Local Board Chair

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

The Henderson-Massey Local Board area is located at the western end of the Waitematā Harbour and includes the Henderson and Westgate metropolitan centres. The local board area also includes the suburbs of Te Atatu Peninsula, Te Atatu South, Glendene, Sunnyvale, Massey, Ranui and West Harbour. The area is expecting significant growth at Westgate and the steady redevelopment of Henderson. Henderson-Massey 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 median income which is lower than the average for the Auckland region so community issues are important. However the west is known for its community cohesiveness and this is an important asset for the area.

Local Board Plan outcomes

The Henderson-Massey Local Board Plan sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Henderson-Massey Local Board Plan outcomes are:

  • Growth that is extraordinarily liveable - Henderson and Westgate are metropolitan centres where people love to live. Our area offers a range of lifestyle choices and people of all ethnicities mostly settle here because it is still possible to afford a house and raise a family.
  • A vital business sector that creates valued local employment opportunities - The extensive new enterprise area at Westgate will have attracted large scale businesses and high-value employers. The board has re-awakened the eco-city brand and businesses are using this to create opportunities in our area.
  • A community where we know our neighbours, work together on issues and value diversity - All people in Henderson-Massey has access to affordable safe and healthy homes. From Te Atatu Peninsula to our newest community in Westgate we know our neighbours and feel safe. Our community organisations get involved at street level and work to meet the needs of local communities.
  • A good life for young and old - Henderson-Massey is a place where our children can get the best possible start in life. Our young people smoothly transition from school to work, and have plenty of fun things to do along the way. Henderson is the top urban retirement destination in Auckland.
  • We are an eco-city - We are living and working in a more sustainable manner, Henderson-Massey has reclaimed the eco-city. Community and business are caring for local streams and protecting our precious costal environments. Our parks offer the variety of experiences necessary for living in a sustainable, compact city.
  • Real choices between walking, cycling, public transport and cars - An integrated walking and cycling network , convenient and cost effective public transport, safe walkable neighbourhood and town centres and roads that move goods and people around swiftly and safely.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

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.

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

  1. Working with local mana whenua as kaitiaki on a Pā Harakeke environmental project. Various sites in the Henderson-Massey area have been selected in collaboration with local 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 kai moana gathering as a way to reconnect rangatahi to their culture and families.
  3. Supporting Te Whanau o Waipareira's Waitangi Day celebrations at Hoani Waititi Marae.
  4. Supporting 'Māori Enterprise', a programme designed in partnership with Maori, identifying opportunities for young Māori in the existing economy. Workshops provide the participants with tools and techniques for creative thinking, collaboration, leadership, and entrepreneurial logic which they can put into action to achieve their goals.

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 Henderson-Massey.

Henderson-Massey Local Board Agreement 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities which have contributed to key community outcomes in the Henderson-Massey local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

Local recreation includes swimming pools and leisure centres serving communities in the Henderson-Massey area. It also includes parks maintenance and upgrades, supporting volunteers doing environmental restoration programmes and delivering events in parks.

Our annual budget to deliver these activities includes operating costs of $11,896,000 and capital investment of $22,143,000.

The key initiatives we have planned for 2017/2018 include:

  • preparing a management plan for Harbourview-Orangihina Park
  • continued investigation into providing suitable space for equestrian activities
  • assessing options for relocation of the Te Atatu waka ama club
  • assessing the potential for an upgrade of Opanuku Park as part of the wider Henderson town centre development.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

66%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

88%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

69%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

16%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Funding agreements with community organisations and leases and licences to occupy for community centres and houses are included in this activity.

Our annual budget to deliver these activities includes operating costs of $8,117,000 and capital investment of $64,000.

The key initiatives we have planned for 2017/2018 include:

  • Nga Kawa o Tangaroa Tikanga - a youth development programme using diving training and kai moana collecting to strengthen whanau ties and improve youth self esteem
  • Youth voice - youth-led initiatives
  • local older peoples activities to strengthen social connections and participation
  • governance support programmes to promote robust management of community organisations
  • locally led community activities to increase neighbourhood pride and ownership.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

4.1

2

4.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

7.0

6

7.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

91%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

86%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

54%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

34%

79%

30%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

79%

85%

85%

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: 68%
Night: 16%

Day: 81%
Night: 24%

Day: 82%
Night: 26%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 41%
Off peak: 12%

Peak: 31%
Off peak: 11%

Peak: 41%
Off peak: 12%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

33%

20%

27%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

468,382

176,349

369,000

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities also include economic development and employment initiatives in partnership with business and community organisations.

Our annual budget to deliver these activities includes operating costs of $1,541,000 and capital investment of $15,180,000.

The key initiatives we have planned for 2017/2018 include:

  • Māori Enterprise - a programme involving Māori youth, industry mentors and community leaders to identify opportunities for young Māori in the existing economy
  • Henderson Urban Eco Centre - a project to attract economic and residential interest by promoting Henderson as a unique eco-friendly urban centre
  • Young Enterprise Scheme - a programme for year 12 and 13 students to develop creative ideas into actual businesses, complete with products and services and experience profit and loss scenarios.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

Our annual budget to deliver these activities includes operating costs of $350,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Nga Puna Manaaki Inanga Project - a community led project to identify and restore potential inanga spawning habitat within the Henderson-Massey area
  • Environmental Action Plan - to identify what council, community and stakeholders can do to increase environmental action and assist the board to prioritise funding support
  • Industry Pollution Prevention Programme - providing pollution prevention advice to local businesses that could have the greatest impact on stream health.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,127,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $64,000
  • Local Parks, Sports and Recreation - $22.4 million
  • Local Planning and Development - $15.2 million.

Capital spend by activity area:

  • Renewals - $5.1 million
  • Improving Services - $1.9 million
  • Growth - $30.3 million.

Key projects:

  • Multi-purpose community facility (Westgate) - $16 million
  • Open spaces (Massey North) - $6.5 million
  • Stormwater PC14 (Waiarohia ponds) - $4.8 million
  • Stormwater PC15 (Totara ponds) - $3.9 million
  • Parks - Asset renewals - $2.8 million.

Operating spend by activity area:

  • Local Community Services - $8.1 million
  • Local Parks, Sports and Recreation - $11.9 million
  • Local Environment Development - $350,000
  • Local Planning and Development - $1.5 million
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

22,472

20,942

Targeted rates

82

93

Subsidies and grants for operating purposes

130

156

Fees and charges

5,945

5,294

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

170

89

Total operating funding

28,799

26,573

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

21,752

19,355

Finance costs

3,255

3,866

Internal charges and overheads applied

3,784

3,723

Other operating funding applications

0

0

Total applications of operating funding

28,791

26,944

 

blank

 

Surplus (deficit) of operating funding

8

(370)

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

9

0

Development and financial contributions*

0

0

Increase (decrease) in debt

36,274

37,757

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

36,283

37,757

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

28,969

30,316

- to improve the level of service

3,442

1,924

- to replace existing assets

3,880

5,147

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

36,291

37,387

 

blank

 

Surplus (deficit) of capital funding

(8)

370

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Strategic land purchase for recreation purposesAdvocate to ensure provision of a swimming pool, sports fields and local community facilities to service the rapidly expanding Northwest area including Red Hills.Governing Body
More people living in Henderson Resource Panuku to effectively work in partnership with appropriate Council departments and external stakeholders for regeneration and successful residential growth in Henderson. 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.

Shane Henderson - Chairperson

Phone: 021 839 935

45 Coniston Avenue

Te Atatu South

shane.henderson@aucklandcouncil.govt.nz

Peter Chan, JP - Deputy Chairperson

Phone: 021 286 5533

20 Piriti Drive

Te Atatu Peninsula

peter.chan@aucklandcouncil.govt.nz

Paula Bold-Wilson

Phone: 021 518 629

6 Henderson Valley Road

Henderson 0612

paula.bold-wilson@aucklandcouncil.govt.nz

Brenda Brady, JP

Phone: 027 564 0566

PO Box 121 456

Henderson

brenda.brady@aucklandcouncil.govt.nz

Warren Flaunty, QSM

Phone: 021 287 1555

86 Red Hills Road

Massey

warren.flaunty@aucklandcouncil.govt.nz

 Will Flavell

Phone: 021 804 064

6 Henderson Valley Road

Henderson 0612

will.flavell@aucklandcouncil.govt.nz

Matt Grey

Phone: 021 536 214

10 Talavera Place

Te Atatu South

matt.grey@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

Hibiscus and Bays Local Board

Message from the Chairperson

Thank you for taking the time and effort recently to give feedback on our local proposals during the Annual Budget 2017/2018 consultation. Hearing from you is important to us as it helps the local board understand the community's views during its decision-making.

Transport-related issues were a common topic for many of you and the local board continues to advocate at every opportunity for an earlier delivery of Penlink. We are continuing to work closely with other parties to explore opportunities including alternative funding models to accelerate progress on this important project.

Our environmental initiatives are also close to the hearts of many and we are pleased to be able to continue important work in the local area, with your help.

New maintenance contracts, beginning on 1 July 2017, also provide an opportunity for the local board to respond to community views by working with the new contractors to minimise chemical spraying and to use mechanical means instead. We will also be urging the use of local suppliers where possible and a focus on youth in transition programmes to give our young people meaningful opportunities to work and learn new skills.

We are excited to be able to begin scoping some of the projects from our recently adopted town centre plans for Silverdale, Orewa and Browns Bay, which will help bring improvements to these centres. It will take time, many years in fact, to deliver the majority of projects identified, but small steps achieved each year will bring change.

We appreciate your continued support and look forward to meeting with you again as we consult on our local board plan to set our strategic direction for the next three years and beyond.

Julia Parfitt

Chairperson, Hibiscus and Bays Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chairperson and key advocacy areas.

About this area

Hibiscus and Bays Local Board continues to experience significant growth particularly in the Silverdale, Orewa and Long Bay areas. This presents lots of challenges to provide for our growing population together with identifying opportunities to explore new ways of working with the community and other partners to achieve success and get things done.

Local Board Plan outcomes

The Hibiscus and Bays Local Board Plan sets out the aspirations the local board has for the area and how the local board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Hibiscus and Bays Local Board Plan 2014 outcomes are:

  • A great place to live because we planned for growth - Our area accommodates a growing population, while protecting and preserving local character, the environment and our communities.
  • A strong local economy with skilled jobs - Our area is an attractive place to set up and run a business and our residents have access to skilled jobs close to home.
  • Connected communities with excellent transport choices - Our communities are well connected to each other and the city centre via public transport, walkways, cycleways and efficient roads including Penlink.
  • Easy access to recreation choices and open space - Our quality network of open spaces and recreation facilities support a balanced and healthy lifestyle for residents.
  • Safe and supported communities - Our residents have access to a range of community facilities and services that support a sense of well-being, safety and connection to others.
  • A protected and enhanced environment - Our waterways, harbours, coastline, parks, reserves and heritage are protected and enhanced for future generations to enjoy.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

The Hibiscus and Bays Local Board continues to work with mana whenua and mataawaka acknowledging their views and ideas on local board projects in our area. We are committed to working closely to strengthen our iwi relationships in the future on initiatives that achieve a shared vision and outcomes.

Hibiscus and Bays Local Board Agreement 2017/2017

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Hibiscus and Bays local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include providing a network of quality open spaces and recreation facilities to support a balanced and healthy lifestyle for our residents.

Our annual budget to deliver these activities includes operating costs of $8,986,000 and capital investment of $6,117,000.

The key initiatives we have planned for 2017/2018 include:

  • prioritise options for implementation of the Mairangi Bay Reserves Concept Plan
  • review and update reserve management plans within the Hibiscus and Bays Local Board area
  • support volunteer groups to carry out ecological restoration and environmental programmes in local parks
  • deliver sun smart projects and play equipment improvements in our playgrounds
  • construction of a toilet at Sherwood Reserve.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

75%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

88%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

70%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

45%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

These activities include ensuring our residents have access to a range of community facilities and services that support a sense of well-being, safety and connection to others.

Our annual budget to deliver these activities includes operating costs of $4,368,000 and capital investment of $664,000.

The key initiatives we have planned for 2017/2018 include:

  • continue to support ANZAC services and parades within the local board area
  • provide support for local community groups through a contestable grant funding process aligned to the outcomes in the Hibiscus and Bay Local Board Plan
  • fund local signature events through partnerships with key groups
  • continue to build the capacity and capability of community organisations within in the local board area by supporting community-led planning and place-making projects
  • continue to support community programmes ensuring they meet the needs of local communities.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

2.6

1.4

2.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

8.4

8.0

8.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

92%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

88%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

70%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

No result

85%

85%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

49%

79%

49%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

80%

85%

85%

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: 96%
Night: 52%

Day: 94%
Night: 44%

Day: 95%
Night: 45%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities  Facility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 23%
Off peak: 19%

Peak: 27%
Off peak: 26%

Peak: 23%
Off peak: 19%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities  Percentage of community facilities bookings used for health and wellbeing related activity

24%

20%

21%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities  Number of visitors to community centres and venues for hire

135,691

59,308

121,083

Note to table: The local board provides a service level top up to Estuary Arts Centre Trust ($50,000) to ensure that both its arts centres receive more equitable funding.

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities contribute to providing an attractive place to set up and run a business and ensure our residents have access to skilled jobs close to home. The activity also relates to enhancing underlying character, heritage and vitality of certain areas.

Our annual budget to deliver these activities includes operating costs of $783,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • develop an Eco - tourism strategy and identify actions
  • complete investigations to advance priority projects from the Silverdale, Orewa and Browns Bay Centre Plans.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

75%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities contribute to ensuring our waterways, harbours, coastline, parks, reserves and natural heritage areas are protected and enhanced for future generations to enjoy.

Our annual budget to deliver these activities includes operating costs of $120,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • increase awareness and action around the North-West Wildlink by building stronger relationships and networks across Hibiscus and Bays community groups and individual landowners
  • implement a water sensitive design project for schools by improving understanding of the impact of stormwater pollution on receiving environments including our treasured harbours and coastlines, and the importance of water conservation
  • undertake an Industrial Pollution Prevention Project in Browns Bay to help raise awareness by businesses in the area on best practice for waste minimisation and that waterways are protected from pollution.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,102,000. There is no capital investment of $0. 

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $664,000
  • Local Parks, Sports and Recreation - $6.1 million.

Capital spend by activity area:

  • Renewals - $4.6 million
  • Improving Services - $549,000
  • Growth - $1.6 million.

Key projects:

  • General park development - $1.6 million
  • Parks - Asset renewals - $1.2 million
  • Locally driven initiatives (LDI Capex) - $1.1 million
  • Parks - Sportsfields renewals - $810,000
  • Parks - Coastal asset renewals - $770,000.

Operating spend by activity area:

  • Local Community Services - $4.4 million
  • Local Parks, Sports and Recreation - $9 million
  • Local Environment Development - $120,000
  • Local Planning and Development - $783,000
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

16,553

14,534

Targeted rates

428

446

Subsidies and grants for operating purposes

380

522

Fees and charges

2,879

2,490

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

24

25

Total operating funding

20,263

18,016

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

15,619

13,785

Finance costs

1,863

1,433

Internal charges and overheads applied

2,709

2,675

Other operating funding applications

0

0

Total applications of operating funding

20,191

17,894

 

blank

 

Surplus (deficit) of operating funding

72

122

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

9,454

6,658

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

9,454

6,658

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

3,039

1,646

- to improve the level of service

1,534

549

- to replace existing assets

4,953

4,586

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

9,525

6,781

 

blank

 

Surplus (deficit) of capital funding

(72)

(122)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Orewa Beach Esplanade Enhancement ProjectImplementation of the Orewa Beach Esplanade Enhancement Project (OBEEP) has been on the local board's advocacy list for the last five years. Following severe storm damage in September 2013 the need to address some of the priority work has become urgent.Governing Body
Deliver Penlink earlierAuckland Transport (AT) has completed the route designation and has all the necessary resource consents to progress with the Penlink project. Penlink is a 7km long road to link the Whangaparaoa Peninsula to State Highway 1 at Redvale. The four-lane toll road, which includes facilities for cyclists and pedestrians, will result in a 12-18 minutes faster journey for drivers who use the road. Penlink will provide transport options for an area which currently only has one way in and out. Penlink will unlock the economic advantages of the wider area; this is a vital project.Governing Body
Realignment of the East Coast Road/Lonely Track/Glenvar Roads IntersectionOn East Coast Road, the Glenvar /Lonely Track intersection requires realignment to improve safety immediately following the construction of Glenvar Ridge Road.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.

Julia Parfitt, JP - Chairperson

East Coast Bays Subdivision

Phone: 021 287 1999

julia.parfitt@aucklandcouncil.govt.nz

David Cooper

East Coast Bays Subdivision

Phone: 021 285 7333

david.cooper@aucklandcouncil.govt.nz

Caitlin Watson

Hibiscus Coast Subdivision

Phone: 021 531 632

caitlin.watson@aucklandcouncil.govt.nz

Vicki Watson

Hibiscus Coast Subdivision

Phone: 021 795 989

vicki.watson.hibiscus@aucklandcouncil.govt.nz

Janet Fitzgerald, JP - Deputy Chairperson

Hibiscus Coast Subdivision

Phone: 021 242 7504

janet.fitzgerald@aucklandcouncil.govt.nz 

Christina Bettany

East Coast Bays Subdivision

Phone: 021 531 934

christina.bettany@aucklandcouncil.govt.nz

Gary Holmes

East Coast Bays Subdivision

Phone: 027 496 6283

gary.holmes@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 the Auckland Council website.

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

Howick Local Board

Message from the Chair

It is my pleasure to present the Howick Local Board's 2017/2018 Local Board Agreement. This is the third year of delivery of a budget based on the Long Term Plan 2015-2025 and a platform set by the Local Board Plan 2014-2017.

We have sought feedback on our 2017/2018 priorities as part of the consultation for the Annual Budget 2017/2018. Overall there was a lot of support from the community for local initiatives with few opposing.

Transport continues to be a key issue and we will be advocating strongly to Auckland Transport to accelerate the AMETI project and to build on the benefits provided by the introduction (in the 2016/2017 year) of the new bus network and the new transport hub and improved ferry pier at Half Moon Bay.

Whilst our capital programme continues to be dominated by the Flat Bush area we are continuing to develop greenways, walkway and cycle paths across the ward and we are looking at ways to optimise the use of our existing assets. We will also be looking to finalise the Howick Village Centre Plan and develop a masterplan for the proposed urban forest park on the former Greenmount landfill site.

We have identified two primary issues that we will actively advocate for this year. We are collaborating with a number of Local Boards across Auckland seeking resources to address the erosion of Auckland's coastline and we will be working to ensure that there is enough funding to progress full development of the multi-use community facility and library and the future proposed aquatic centre at Flat Bush.

Thank you for taking the time to help us shape our plan. We will continue to 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 make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

The Howick Local Board represents the greater Howick area which includes Pakuranga, Howick and Botany. A further residential area continues to develop at Flat Bush. The main business centres are located along Ti Rakau Drive, Botany Town Centre, East Tamaki and in the business park at Highbrook.

Howick is the fifth largest urban area in New Zealand and our population was estimated at 142,700 in June 2015 and is predicted to increase to 176,350 by 2033 (Statistics New Zealand) - a 30.6 per cent increase on the 2013 census.

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

Local Board Plan outcomes

The current Howick Local Board Plan 2014-2017 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Howick Local Board Plan 2014-2017 outcomes are:

  • 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.
  • 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.
  • Valuing our cultural diversity - We are culturally diverse and have great facilities for creative activities including music and dance, theatre and visual arts.
  • A treasured environment - We will keep our wonderful environment and admired coastline clean and safe for all to use.
  • 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.
  • 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 2017/2018 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.

Māori transformational shift outcomes

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 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Howick local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include addressing maintenance and development of the Mangemangeroa walkway, the local parks Ecological Volunteers programme and the progression of the Howick Gymsports project amongst others.

Our annual budget to deliver these activities includes operating costs of $11,950,000 and capital investment of $10,730,000.

The key initiatives we have planned for 2017/2018 include:

  • continued development of the former Greenmount Landfill site
  • Master Plan development for Barry Curtis and Lloyd Elsmore Parks
  • Facilities Partnership funding
  • greenway, walkway and general park development
  • sportsfield development at 187 Flat Bush School Road (Ostrich Farm).
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

80%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

88%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

70%

75%

70%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

43%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders.

Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services such as continuing to administer funding agreements with the City of Manukau Pipes and Drums and the Howick Children's and Youth Theatre and holding popular local events like the Tamaki River Festival. The Howick Local Board also supports community empowerment by building local organisations' capacity to develop and deliver local projects.

Our annual budget to deliver these activities includes operating costs of $8,110,000 and capital investment of $592,000.

The key initiatives we have planned for 2017/2018 include:

  • continue to fund extended hours for libraries
  • undertake a stocktake of all community facilities
  • events and arts programmes
  • contestable community grants
  • continue to provide rental support to a number of community facilities.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

4.1

3.0

4.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

7.9

8.0

8.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

88%

88%

88%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

83%

88%

88%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

82%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

39%

80%

45%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

78%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 88%
Night: 50%

Day: 84%
Night: 44%

Day: 85%
Night: 45%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 37%
Off peak: 5%

Peak: 33%
Off peak: 18%

Peak: 34%
Off peak: 5%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

42%

20%

30%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

158,853

133,939

140,000

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities include economic, environmental, heritage and spatial projects, and enable, plan for and deliver great local places.

Our annual budget to deliver these activities includes operating costs of $1,189,000 and capital investment of $3,760,000.

The key initiatives we have planned for 2017/2018 include:

  • Howick Village Centre Plan
  • continued implementation of the Howick Heritage Plan
  • funding for local Business Improvement Districts (Howick Village Business Association and Greater East Tamaki Business Association).
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

Our annual budget to deliver these activities includes operating costs of $103,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • weed and pest eradication
  • Adopt a Spot - engage community or business groups to adopt and care for their local creek
  • small building sites ambassador
  • Flat Bush water quality ponds.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

67%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,155,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $592,000
  • Local Parks, Sports and Recreation - $10.7 million
  • Local Planning and Development - $3.8 million.

Capital spend by activity area:

  • Renewals - $6.6 million
  • Improving Services - $3.4 million
  • Growth - $5.1 million.

Key projects:

  • SWEI Flat bush water quality ponds - $3.8 million
  • Master plan (Barry Curtis Park) - $2.2 million
  • Parks - Asset renewals - $2.2 million
  • Locally driven initiatives (LDI Capex) - $2.1 million
  • Parks - Coastal asset renewals - $969,000.

Operating spend by activity area:

  • Local Community Services - $8.1 million
  • Local Parks, Sports and Recreation - $12 million
  • Local Environment Development - $103,000
  • Local Planning and Development - $1.2 million
  • Local Governance - $1.2 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:   
General rates, UAGCs, rates penalties

23,057

20,307

Targeted rates

402

406

Subsidies and grants for operating purposes

516

1,647

Fees and charges

3,794

3,278

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

431

58

Total operating funding

28,202

25,697

  

 

Applications of operating funding: 

 

Payment to staff and suppliers

20,300

18,339

Finance costs

4,578

4,219

Internal charges and overheads applied

3,299

3,258

Other operating funding applications

0

0

Total applications of operating funding

28,177

25,815

  

 

Surplus (deficit) of operating funding

25

(118)

  

 

Sources of capital funding: 

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

14,504

15,200

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

14,504

15,200

  

 

Application of capital funding: 

 

Capital expenditure: 

 

- to meet additional demand

3,984

5,079

- to improve the level of service

4,400

3,411

- to replace existing assets

6,144

6,592

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

14,528

15,082

  

 

Surplus (deficit) of capital funding

(25)

118

  

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Continued development of the multi-use community facility and library at Flat BushFlat Bush has been comprehensively planned as a new community with the town centre forming the “heart and soul” of this rapidly expanding area. Its location next to Barry Curtis Park and the proposed town square forms a strategically critical element of the masterplan which plays a key role in the place-making of this emerging town centre.

The facilities are included in the Community Facilities Network Plan as a priority. Feedback from the community on the LTP shows that Howick residents see the multiuse community facility and library as a focal point for the community to come together.

Governing Body
Budget in the Long-term Plan 2015-2025 (LTP) for the aquatic facility (at Ormiston Town Centre, Flat Bush) to be brought forward from FY2021 to FY2018So design concept work can begin and allow for public consultation; and that the budget is staged over three years from FY2018. Governing Body
Development of a consistent regional funding approach in response to managing coastal erosion and beach replenishmentEnsure 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

Garry Boles

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 242 4665

E: garry.boles@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

Adele White

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 284 3843

E: adele.white@aucklandcouncil.govt.nz

Peter Young

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 027 587 4888

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

Katrina Bungard (Deputy Chair)

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 022 37626

E: katrina.bungard@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

Mike Turinsky

Shop S447, 1 Aylesbury Street
Pakuranga

Auckland 2010

Ph: (09) 572 0148 or 021 804 742

E: mike.turinsky@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

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 the Auckland Council website..

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

Kaipātiki Local Board

Message from the Chair

Thank you for taking an interest in the issues that face Aucklanders and local projects planned for delivery in 2017/2018.

This local board agreement covers the last financial year of the current iteration of Council's 10 year budget. Kaipātiki Local Board is committed to continuing delivery on those key initiatives you've told us are important to you. In developing this agreement, consideration has been given to the 316 submissions received through the Annual Plan 2017/2018 consultation from Kaipātiki residents.

We look forward to commencing development of the Northcote town centre by working with Panuku Development Auckland Limited and Homes, Land and Community (HLC). We will see more of our walking and cycling network being developed through the delivery of the Kaipātiki Connections Network Plan. We also anticipate numerous pest-free activities as this community-led initiative begins implementing key actions of the Pest free Kaipātiki strategy.

We will continue to advocate to Auckland Council's Governing Body for:

  • provision for quality public realm and community facilities investment in Northcote;
  • continued investment into the implementation of the Kaipātiki Connections Network Plan;
  • supporting the implementation of the Pest Free Kaipātiki strategy;
  • appropriate funding for our community facilities, and
  • ensuring community satisfaction in our libraries is maintained.

In addition to delivering initiatives that meet the outcomes and aspirations as outlined in our current local board plan, we hope to engage with you as we develop the next iteration of the local board plan to be adopted by October 2017.

Danielle Grant

Chairperson, Kaipātiki Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

The Kaipātiki 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's suburbs are well established. Northcote and Birkenhead Points are renowned for their built heritage. There are also a number of heritage sites important to Māori, such as the pa at Stokes Point. The area has 530 hectares of reserves and walkways.

Kaipātiki has three main town centres - Birkenhead, Glenfield and Northcote - complemented by smaller local centres. Twenty nine percent of the population work within the board boundary with the Wairau Valley commercial industrial area being one centre of employment. The North Shore campus of AUT University is located on Akoranga Drive, Northcote. Major leisure venues include the North Shore Events Centre and the Netball North Harbour complex. The Chelsea Estate Heritage Park and Sugar Refinery along with Shoal Bay provide stunning coastal views and prospects of central Auckland.

Local Board Plan outcomes

The Kaipātiki Local Board Plan sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Kaipātiki Local Board Plan outcomes are:

  • Proud, positive communities that embrace the diversity of Kaipātiki - Our people have a sense of belonging, are connected to one another and are proud to live in Kaipātiki.
  • Green open spaces and environments that enable active and healthy lifestyles and protect our natural heritage - Our parks and reserves are protected and enhanced, enabling our people to enjoy the outdoors and stay active, while conserving and growing our natural heritage in partnership with mana whenua.
  • A connected Kaipātiki through a range of transport links, both within and beyond our area - Our communities are able to move around Kaipātiki and beyond through walking and cycling connections, enhanced public transport and an efficient road system.
  • Vibrant town and village centres and a thriving local economy - Birkenhead, Northcote, Glenfield, Beach Haven and our smaller centres grow, develop and thrive, while protecting their unique personalities and heritage character through quality design. The economic importance of the Wairau Valley is recognised and strengthened, and actively grows the contribution of Kaipātiki to Auckland's economy.
  • Community facilities, assets and services that are high quality, well managed and meet our communities' needs - Our people continue to enjoy our existing network of community facilities and services which are easy to access and managed to a high standard.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

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 the numbers of plant and animal pests.

Kaipātiki Local Board Agreement 2017/2017

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Kaipātiki local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include the provision and maintenance of our sports fields, walking tracks and gardens, undertaking project feasibility and planning, and support for our parks volunteers.

Our annual budget to deliver these activities includes operating costs of $8,384,000 and capital investment of $6,982,000.

The key initiatives we have planned for 2017/2018 include:

  • renewal of our parks assets
  • support for our parks volunteers
  • developing a master plan for Birkenhead War Memorial Park
  • funding equitable access to sport
  • undertaking project feasibility and planning, such as Fernglen.

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

Levels of Service
Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

76%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

86%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

71%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

23%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services. The implementation of the empowered community approach is a key consideration as part of this activity and is evident in the relationships the local board has with its community partners.

Our annual budget to deliver these activities includes operating costs of $5,511,000 and capital investment of $775,000.

The key initiatives we have planned for 2017/2018 include:

  • topping up the operational grants for our community houses and centres
  • partnering with the Kaipātiki Community Facilities Trust to deliver events and community development services.
  • providing funding to community groups through our contestable grants rounds
  • supporting local events that are delivered by our community organisations, such as the Christmas parades and Eco Fest, or by Council, such as ANZAC Day commemorations.
  • responding to the needs of our community groups, such as governance training, Māori responsiveness planning or capacity building.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)

3.7

2

3.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

7.5

7.5

7.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

91%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

82%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

55%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

No result

85%

85%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

44%

77%

45%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

68%

85%

85%

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%
Night: 33%

Day: 87%
Night: 37%

Day: 87%
Night: 39%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 15%
Off peak: 6%

Peak: 11%
Off peak: 3%

Peak: 12%
Off peak: 4%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

29%

20%

25%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

120,923

123,211

124,419

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities include working alongside our business improvement districts to undertake initiatives that will result in an economic uplift to the area.

Our annual budget to deliver these activities includes operating costs of $795,000 and capital investment of $950,000.

The key initiatives we have planned for 2017/2018 include:

  • supporting initiatives that help our town centres to succeed
  • contributing to the Sunnynook centre plan.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

50%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities include environmental programmes and initiatives focused on pest management.

Our annual budget to deliver these activities includes operating costs of $181,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • 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 programme.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,100,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $775,000
  • Local Parks, Sports and Recreation - $7 million
  • Local Planning and Development - $950,000.

Capital spend by activity area:

  • Renewals - $5.4 million
  • Improving Services - $2.5 million
  • Growth - $721,000.

Key projects:

  • Parks Asset renewals - $3.1 million
  • Locally driven initiatives (LDI Capex) - $1.1 million
  • Network plan connections - $1.1 million
  • Central area upgrade (Northcote) - $950,000
  • Greenway and walkway development - $535,000.

Operating spend by activity area:

  • Local Community Services - $5.5 million
  • Local Parks, Sports and Recreation - $8.4 million
  • Local Environment Development - $181,000
  • Local Planning and Development - $795,000
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

13,217

12,120

Targeted rates

307

306

Subsidies and grants for operating purposes

894

865

Fees and charges

4,675

4,759

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

335

347

Total operating funding

19,428

18,397

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

15,065

14,039

Finance costs

1,424

1,433

Internal charges and overheads applied

2,862

2,802

Other operating funding applications

0

0

Total applications of operating funding

19,351

18,274

 

blank

 

Surplus (deficit) of operating funding

76

123

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,381

7,634

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,381

7,634

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

1,334

626

- to improve the level of service

2,740

1,693

- to replace existing assets

3,384

5,438

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,458

7,756

 

blank

 

Surplus (deficit) of capital funding

(76)

(123)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Northcote DevelopmentProvision for quality public realm, public art and community facilities investment in Northcote to support and complement the Panuku Development Auckland Limited and Homes, Land and Community's planned investments to make Northcote an exemplar for urban renewal.Governing Body
Kaipātiki Connections Network PlanContinued investment into the implementation of the Kaipātiki Connections Network Plan (2016), including an emphasis connections to schools, local urban centres and along the coast.Governing Body
Pest Free Kaipātiki Support the implementation of the Pest Free Kaipātiki strategy (2016) by resourcing the components which 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 facilitiesEnsure 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
Library satisfactionEnsure the 'fit for future' initiative doesn't negatively impact the community satisfaction with libraries in Kaipātiki.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.

Danielle Grant (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

Kay McIntyre

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 287 8844

E: kay.mcintyre@aucklandcouncil.govt.nz

Adrian Tyler

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 535 841

E: adrian.tyler@aucklandcouncil.govt.nz

John Gillon (Deputy Chair)

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 286 2288

E: john.gillon@aucklandcouncil.govt.nz

Ann Hartley

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 027 490 6909

E: ann.hartley@aucklandcouncil.govt.nz

Anne-Elise Smithson

90 Bentley Avenue

Glenfield

Auckland 0629

Ph: 021 729 577

E: anne-elise.smithson@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 the Auckland Council website..

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

Māngere-Ōtāhuhu Local Board

Message from the Chair

Talofa lava and greetings,

It is my pleasure to present the Māngere-Ōtāhuhu Local Board's annual agreement 2017/18 to deliver on the six outcomes set out in the three-year local board plan. This agreement is based on the third year of the Long-term Plan 2015-2025 (LTP).

Thank you for your submissions that we received and then considered.

Improving Manukau Harbour and its coastline remains important for us. Employment opportunities for young people through Youth Connections are a priority.

We continue to focus on the outcome of Māngere-Ōtāhuhu as the heart of Maori and Pasifika art and culture and we will fund programmes for arts brokering, exhibitions and shows and support local talents.

We will support events and activities to encourage local participation, neighbourhood connections and community safety in town centres. We continue our work, together with you, in shaping a healthy local environment that is smoke-free, alcohol and drug-free. Improvements to street connections around Ōtāhuhu town centre will gain momentum.

It is our intention that local library hours and services are maintained. We will invest in local parks and community facilities to maintain quality standards. We will fund projects to support active lifestyles and encourage use of local paths and walkways.

Our relationships and collaboration with mana whenua are focused on shared interests and support co-management of natural heritage sites in their kaitiaki role, e.g. Pukaki Crater.

Māngere East area is our big focus, improvement of current facilities and future growth. Strong advocacy with Auckland Council and council controlled organisations remains high on our agenda and will help joined up thinking and investment.

Once again, thank you for the ongoing support to make Māngere-Ōtāhuhu communities stronger and prosperous.

Faafetai tele,

Lemauga Lydia Sosene

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

The Māngere-Ōtāhuhu area includes the coastal township of Māngere Bridge, the Māngere and Ōtāhuhu town centres, as well as the Favona and Māngere East suburbs. Our communities are increasingly diverse and hold a distinct Māori and Pacific identity that gives the area a wealth of cultural vibrancy. One fifth of Auckland's Pacific people live here and we have the most youthful population in the city.

There is growth in the area as more people make Māngere-Ōtāhuhu their home, along with transport infrastructure development. 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 which provide jobs for our communities as well as the wider Auckland region.

Local Board Plan outcomes

The Māngere-Ōtāhuhu Local Board Plan sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Māngere-Ōtāhuhu Local Board Plan outcomes are:

  • A strong local economy - Our area attracts and supports businesses and our community has a range of opportunities to gain skills and employment locally.
  • Māngere-Ōtāhuhu is the heart of Māori and Pasifika arts and culture - Our cultural diversity and distinct Māori and Pasifika identities are reflected in, and enhance, the everyday life of our community. We celebrate, showcase and share our many cultures and attract visitors to our area.
  • A place where environment and heritage are protected, enhanced and preserved - 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.
  • A well-connected area - Māngere-Ōtāhuhu is well connected by public transport, cycleways and walkways. A range of transport options makes it easy for everyone to get around.
  • A range of facilities to meet diverse needs - Our community spaces are first-class and can be used in many different ways. They are popular community gathering places and encourage people to take part in local activities.
  • A place where communities thrive and belong - Our communities live in safe and healthy neighbourhoods. 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 2017/2018 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.

The six outcomes will be further developed in a new local board plan to be published in the second half of 2017.

Māori transformational shift outcomes

Māngere-Ōtāhuhu board is committed to meeting responsibilities under Te Tiriti o Waitangi and in line with the Auckland Plan. The board will continue to strengthen its relationship with mana whenua and recognises the long term nature of some projects. A project of significance the board supports, together with other southern local boards, is 'Māori input into local board decision making '. The project evaluates and progresses opportunities for Māori to contribute to local board decision making by developing a collaborative governance model.

We will support Māori priorities for protecting and restoring sites of cultural significance, Manukau Harbour, Tamaki Estuary and other waterways. We will continue to support mana whenua in their customary kaitiaki (guardianship) role for Māngere Mountain and Pukaki Crater. We will actively support co-management of natural heritage sites and sites of significance in local heritage plans. Our board places importance on working with mana whenua in developing signage or naming new council-owned facilities, roads and parks to reflect our local heritage.

The local projects for parks, pools, leisure centres, libraries, environment, community grants and events are of benefit to Māori who live locally and comprise 16 per cent of the population. The board invests in initiatives that address Māori development outcomes, such as an annual grant to the Māngere Mountain Education Trust, Healthy rentals, and planting to increase indigenous biodiversity.

Māngere-Ōtāhuhu Local Board Agreement 2017/2017

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Māngere-Ōtāhuhu local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

Local recreation includes swimming pools and leisure centres servicing communities in the local area - Moana-nui-ā-kiwa and leisure facilities and pools in Tōia.

Our annual budget to deliver these activities includes operating costs of $6,730,000 and capital investment of $5,027,000.

The key initiatives we have planned for 2017/2018 include:

  • Boggust park - pathway and toilets
  • Norana esplanade walkway development
  • facility partnership grants
  • mangrove management and removal
  • tree planting programme.

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

Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

51%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

74%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

59%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

48%

20%

20%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Our annual budget to deliver these activities includes operating costs of $8,142,000 and capital investment of $940,000.

The key initiatives we have planned for 2017/2018 include:

  • funding additional opening hours in local libraries
  • Youth Connections (for youth employment)
  • local community grants and events
  • civic events (ANZAC and citizenship ceremonies)
  • safety initiatives around local town centres.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)

7.5

4

8.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

9.8

8.5

10.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

85%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

80%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

74%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

No result

85%

70%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

30%

79%

48%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

63%

85%

70%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 66%
Night: 14%

Day: 74%
Night: 24%

Day: 75%
Night: 25%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 50%
Off peak: 18%

Peak: 38%
Off peak: 22%

Peak: 45%
Off peak: 19%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

23%

20%

21%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

285,549

388,198

336,273

Note to table: The local board has subsidised library hours ($75,000).

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

Our annual budget to deliver these activities includes operating costs of $1,743,000 and capital investment of $2,343,000.

The key initiatives we have planned for 2017/2018 include:

  • Ōtāhuhu town centre improvements - streetscapes, signage and connections
  • 24 Hours South - web based tourism promotion to local destinations
  • Heritage Survey - implement actions 
  • Local economic development plan refresh.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

60%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

Our annual budget to deliver these activities includes operating costs of $160,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • community education on waste reduction
  • support the Manukau Harbour Forum
  • Industry Pollution Prevention Programme
  • restoration planting and weed control in Oruarangi awa
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,065,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $940,000
  • Local Parks, Sports and Recreation - $5 million
  • Local Planning and Development - $2.3 million.

Capital spend by activity area:

  • Renewals - $6.1 million
  • Improving Services - $552,000
  • Growth - $1.7 million.

Key projects:

  • Town centre revitalisation - $2.3 million
  • Greenway and walkway development - $2 million
  • Parks - Assets renewals - $1.5 million
  • Locally driven initiatives (LDI Capex) - $1.1 million
  • ACE - Leases renewals - $450,000.

Operating spend by activity area:

  • Local Community Services - $8.1 million
  • Local Parks, Sports and Recreation - $6.7 million
  • Local Environment Development - $160,000
  • Local Planning and Development - $1.7 million
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

18,129

17,535

Targeted rates

1,506

1,495

Subsidies and grants for operating purposes

71

38

Fees and charges

1,359

1,382

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

128

36

Total operating funding

21,193

20,487

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

17,385

16,227

Finance costs

1,078

1,473

Internal charges and overheads applied

2,697

2,654

Other operating funding applications

0

0

Total applications of operating funding

21,160

20,354

 

blank

 

Surplus (deficit) of operating funding

33

133

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

3,581

8,176

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

3,581

8,176

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

31

1,656

- to improve the level of service

0

552

- to replace existing assets

3,583

6,101

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

3,614

8,309

 

blank

 

Surplus (deficit) of capital funding

(33)

(133)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Māngere East Precinct: A priority focus and initiatives to enhance this centre as a thriving, liveable communityThe Māngere East area requires coordinated investment for planning and implementation. The local community facilities are rundown, old or not fit for use. A community facility needs assessment was completed in 2015 and next steps need to be progressed. For this, coordinated planning and investment is vital to shape a high-quality built area for a liveable community. The local board requests the Governing Body commit to capital funding through the next review of the Long-term Plan (LTP) for delivery of the Community Facilities Network Plan.

Further to coordinate work through Panuku Development Auckland and Auckland Transport to focus on Māngere East area to develop this centre as a liveable community.

Governing Body

Panuku Development Auckland

Auckland Transport

Heavy rail link as the preferred option, and include light rail for central city (CBD) to airport under the Rapid Rail modelThe airport to CBD rapid transit project has long-term strategic importance for Auckland's future commuter and freight.

The current selection for 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 served by the current plans for industry.

The board would like that the Rapid Rail to support heavy and light rail link to the airport option is reconsidered and requests Governing body and Auckland Transport investigate into the heavy rail option.

Governing Body

Auckland Transport

New Zealand Transport Authority

Waste management and our environmentThe city's waste-minimisation plan implementation requires that communities are prepared, equipped and supported to reach waste reduction targets.

There is a need to get communities ready for change and finding opportunities in the way waste will be managed.

Proactive support at this stage of the roll-out of changes in how council manages waste is important. This needs to be for multiple actions - 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 the siting of various regional resource recovery centres and support for local community recycling centres.

Governing Body

 

Boarding houses and high quality neighbourhoodsThe Māngere-Ōtāhuhu local board area has seen gradual proliferation of boarding houses and council's investigation has confirmed very poor standards and breaches of the building code on these sites.

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 monitoring for the environmental impacts - traffic, noise- as there is also an “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 better improve boarding house conditions for the tenants. Council must ensure that building code standards and a decent standard of living are maintained.

Governing Body
Development of an Auckland gateway programmeLeverage 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.

Their longer term plans to be a major hub connecting Asia and South America over the next 30 years, second runway offer opportunities for partnerships and attracting tourism. Council's investment in the Otāhuhu-Middlemore Spatial Priority Area, Greenways and Local Paths can be leveraged for economic and community outcomes by aligning efforts 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 “Ōtāhuhu Portage Crossing” project - narrowest part of the North Island.

The board request Auckland Tourism, Events and Economic Development (ATEED) to prioritise a gateway 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 work stream of the Otāhuhu-Middlemore Spatial Priority Area, however no funding has been prioritised for this project. The board advocates that this project is funded in the next LTP budget, including exploring funds from council departments that are involved in this spatial priority area's work streams.

Governing Body
Alcohol harm minimisation initiatives: Supporting community voice and empowermentReducing harm from alcohol in the local communities is of high priority for 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 local communities to have their say through the hearings processes afforded them by the recent legislation.

There are challenges for the community in responding to issues surrounding reducing harm from alcohol. Inaccessible language used by the District License Committee (DLC), inconsistency in decisions across the region and limited integration to address signage inconsistencies between by-laws, district plans and those resulting through DLC decisions are key examples. The board will continue to voice their concerns to ensure that these issues are identified and addressed as 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

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

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

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

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

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

Tafafuna'i Tasi Lauese, 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

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 Auckland Council website.

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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Manurewa Local Board

Message from the Chair

It is my pleasure to present the Manurewa Local Board's 2017/2018 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 third year of delivery against the local board plan, we remain committed to finishing what we started. We are proud to have completed some key projects in the last 12 months, and are in progress with several others. As a board we remain concerned about the impact of population growth and intensification on the Manurewa area and its residents and want to see improvement of the delivery of hard and soft infrastructure.

We would like to contribute to meeting this growth through improving access to public transport networks including Te Mahia train station, continuing the town centre revitalisation project, increasing community use of multi-purpose shared spaces and enhancing our local parks, with a particular focus on War Memorial Park. We will do this in partnership with others.

We will continue to extend the coastal walkways, and progress the development of a greenways plan to provide safe cycling and walking connections. We will also increase our focus on the many natural treasures that make our local environment including restoration of the Puhinui stream.

You told us safety is a big issue for you. We will look at further ways to improve community safety working with the New Zealand Police and others. We will also continue our support for local events, community led initiatives and the provision of community grants supporting local community activities.

And in response to your feedback, we will also increase our advocacy for improved waste management and recycling processes and the activation of the Southern resource recovery centre.

Angela Dalton

Chair

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

Manurewa is home to a diverse population, many of who have strong loyalties to the area and have lived here a long time. 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 new white water facility), the historic Nathan Homestead, Totara 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 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Manurewa Local Board Plan outcomes are:

  • Manurewa has an attractive, prosperous town centre - Manurewa is easy to get to and a great place for shopping and relaxing with friends.
  • People move easily around Manurewa - Our walkways, cycle ways, roads and public transport connect us to where we want to go.
  • Spaces and places that people use and enjoy - We have lots of opportunities for sporting, leisure, creative and community activities on our doorstep.
  • All people are valued and encouraged - People feel welcome and safe here. They enjoy being part of our community, helping and supporting each other, resulting in enhanced well-being for all.
  • Our natural heritage and resources are preserved and nurtured for future generations - We enjoy attractive bush, stream and harbour environments that are healthy and free from litter and pollution.
  • A healthy local economy - The Manurewa area supports a range of new and established businesses that provide employment opportunities for local people.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

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 Māori Input to Local Board Decision Making project, an increased focus on environmental protection, the introduction of a higher grant priority of events and activities that target improved Māori outcomes, and a new senior scholarship initiative that specifically references kuia and kaumatua. The local board has also committed funding to supporting projects that benefit matawaaka and align to local board priorities.

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 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities which will contribute to key community outcomes in the Manurewa local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation. Local recreation includes swimming pools and leisure centres servicing communities in the local area.

We have a particular focus on War Memorial Park this year using a community led approach. We also want to ensure activities, services and programmes are accessible to more people including seniors. Other activities include educational and recreational events, ecological volunteers, teaching gardens, custodian services, capacity building and the completion of the Totara Park masterplan.

Our annual budget to deliver these activities includes operating costs of $7,404,000 and capital investment of $3,282,000.

Key initiatives we have planned for 2017/2018 include:

  • War Memorial Park
  • Ecological volunteers and environmental programme
  • Manurewa Community Facilities Charitable Trust
  • programmes and events
  • Nathan Park Reserve management plan.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

75%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

85%

90%

90%

Provide sports fields that are fit for purpose and cater for community needsPercentage of residents satisfied with the provision (quality, location and distribution) of sports fields

76%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

24%

15%

25%

 

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for community learning and recreation and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services. Informed by the council's new empowered communities approach, other activities include local community placemaking, capacity building, supporting local events, Māori responsiveness and youth employment. We have introduced a new seniors scholarships initiative and we will continue our support for the Manurewa Youth Council.

Our annual budget to deliver these activities includes operating costs of $4,594,000 and capital investment of $370,000.

Key initiatives we have planned for 2017/2018 include:

  • community placemaking
  • local events
  • youth council and youth scholarships
  • local community grants
  • capacity building.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

2.6

1.8

1.8

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

5.3

6.5

6.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

90%

85%

90%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

82%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

80%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities

100%

90%

90%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

43%

77%

80%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

78%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 63%
Night: 7%

Day: 58%
Night: 15%

Day: 65%
Night: 17%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 37%
Off peak: 6%

Peak: 33%
Off peak: 17%

Peak: 33%
Off peak: 18%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

3%

20%

20%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

102,912

145,572

147,000

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection. Our activity focus for this next 12 months is to continue the revitalisation of the Manurewa town centre and its associated environs. Since the last local board agreement significant work has commenced on developing an integrated area plan for Manurewa-Takanini-Papakura. This will contribute to the revitalisation of the town centre.

Our annual budget to deliver this activity includes operating costs of $1,016,000. There is no capital investment.

The key initiative we have planned for 2017/2018 is:

  • town centre revitalisation.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and the economy.

This year sees a stronger focus on the Puhinui stream and its restoration. Activities also include opportunities for more children to attend hands-on education for sustainability experiences, continuing waste minimisation and resource recovery initiatives, and supporting the Manukau Harbour Forum in its endeavour to ensure the harbour is enhanced and protected.

Our annual budget to deliver these activities includes operating costs of $75,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Puhinui stream restoration
  • waste minimisation
  • Manukau Harbour - Improvement projects
  • sustainability.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,101,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $370,000
  • Local Parks, Sports and Recreation - $3.3 million.

Capital spend by activity area:

  • Renewals - $3 million
  • Improving Services - $301,000
  • Growth - $339,000.

Key projects:

  • Parks Asset renewals - $1.8 million
  • Locally driven initiatives (LDI Capex) - $610,000
  • Maritime recreational fund development - $565,000
  • ACE - Leases renewals - $200,000
  • Leisure facility building renewals - $153,000.

Operating spend by activity area:

  • Local Community Services - $4.6 million
  • Local Parks, Sports and Recreation - $7.4 million
  • Local Environment Development - $75,000
  • Local Planning and Development - $1 million
  • Local Governance - $1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

12,530

12,167

Targeted rates

359

803

Subsidies and grants for operating purposes

865

763

Fees and charges

2,443

2,526

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

319

290

Total operating funding

16,516

16,549

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

13,096

13,208

Finance costs

1,056

1,005

Internal charges and overheads applied

2,310

2,250

Other operating funding applications

0

0

Total applications of operating funding

16,463

16,463

 

blank

 

Surplus (deficit) of operating funding

54

86

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

2,486

3,566

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

2,486

3,566

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

300

339

- to improve the level of service

300

301

- to replace existing assets

1,939

3,012

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

2,539

3,652

 

blank

 

Surplus (deficit) of capital funding

(54)

(86)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. The key advocacy area for this local board is:

InitiativeDescriptionAdvocating to
Creating, Building and Sustaining PartnershipsManurewa faces significant levels of intensification and population growth which drives an increased need for services, facilities and amenities that are fit for purpose.The council group cannot do everything, and by partnering with others more can be achieved to meet both current and future demands.

The local board has built a number of key partnerships and the ground work is done. There are pre-existing project steering groups on a range of initiatives. As a result an opportunity presents itself to not only plan and build for the future but to achieve multiple outcomes at the same time, while increasing community ownership, pride and belonging.

Four current partnership projects that have been identified as ready for further action are:

  • Investing in Te Mahia train station
  • Enabling Manu Tukatuku (Randwick Park) to thrive using a community-led approach
  • Creating a multi-use shared space at War Memorial Park
  • Progressing the development of the Manurewa town centre.

The council's new empowered communities approach is at the heart of placemaking and developing community capability to instigate and sustain activities. Importantly the community has a voice and a real sense of empowerment, where everyone can be proud of what has been achieved. 

Governing Body

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.

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

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

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

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

Simeon Brown

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 301 0101 or 021 272 4242

E: simeon.brown@aucklandcouncil.govt.nz

Sarah Colcord

Shop 3-5, 7 Hill Road

Manurewa 2102

Ph: (09) 262 5403 or 021 725 408

E:sarah.colcord@aucklandcoucil.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

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

Maungakiekie-Tāmaki Local Board

Message from the Chair

Kia ora and Talofa

Maungakiekie-Tāmaki will undergo significant growth due to the redevelopment programmes in Tāmaki and Onehunga. Population numbers will change as will the number of housing. This presents challenges as well as opportunities. We will work to ensure the infrastructure is of a standard more than capable to deal with growth. We will work with partners such as Tāmaki Regeneration Company and Panuku Development to leverage these opportunities and find ways to get the best outcome for our local communities.  In Tāmaki we will work to enhance the cluster of community facilities at Maybury and Ruapotaka Reserves. We are committed to supporting the upgrade of Ruapotaka marae given the role it plays in the community as an urban marae. We will work with partners to enhance the Onehunga mainstreet area and surrounds and will continue to advocate for good outcomes for our local community from the proposed East West Link such as working with Transpower to underground the high voltage transmission lines in Onehunga.

We will work to implement existing concept/master plans for parks and reserves in the area. We have planned a coordinated approach to our environmental initiatives especially around water quality. Some aspirational ideas we have heard from the community and which we will be scoping this year includes a skatepark at Onehunga Bay Lagoon. Ideas which we currently do not have funds for but will be actively looking for ways to make it happen includes the proposal for nature coastal walk in Wai o Taiki Bay once coastal erosion issues are addressed.

Our local board is committed to developing strategic partnerships to achieve community aspirations such as those in the Safety and Alcohol action plan. We would like to do some planning around our community facilities this year so we can better understand what the needs and gaps are at each of our centres.

Thank you for your work (mahi) and your love for Maungakiekie-Tāmaki.

Josephine Bartley

Chair, Maungakiekie-Tāmaki Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

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 over 70,000 people and is a culturally rich and diverse community. It is an economic hub, with over 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 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Maungakiekie-Tāmaki Local Board Plan 2014 outcomes are:

  • Strong and thriving communities that are enabled to participate, celebrate and contribute - our diverse communities are connected to one another, proud to live in Maungakiekie-Tāmaki and involved in the community.
  • Transport that meets our communities' and businesses' needs - safe, accessible and efficient transport choices that meet the needs of our community and business.
  • Successful businesses and good jobs for our people - our businesses and industries flourish and provide high-quality jobs.
  • A built environment that strengthens our communities and reinforces our heritage and local character - our urban environment contributes to the quality of life of our people through sustainable developments, which bring communities and businesses together, and reinforces our heritage and local character.
  • A healthy natural environment enjoyed by our communities - our natural environment is ecologically healthy, valued and protected by our communities and businesses.
  • Parks, sport and recreational facilities that promote healthy lifestyles and enhance well-being - our sports and recreational facilities respond to the demands of our diverse and changing communities and promote physical activity, play, relaxation and enjoyment.

This local board agreement reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

The local board recognises that at least 13 per cent of people in the Maungakiekie-Tāmaki Local Board area identify as Māori, and will undertake ongoing and meaningful engagement with mana whenua and mataawaka. It acknowledges its obligations under Te Tiriti o Waitangi/ The Treaty of Waitangi and will work to ensure that these principles underpin all areas of its decision-making.

The Maungakiekie-Tāmaki Local Board area has rich natural and cultural heritage, and the local board has made a strong commitment to continue working with mana whenua and mataawaka to preserve and recognise these taonga.

The local board has a strong relationship with Ruapotaka Marae and will continue to work closely with the Marae as a key partner in the delivery of our initiatives within our local board area. This year, we will also be working with the Marae to secure the resources they need for the planned marae upgrade.

Maungakiekie-Tāmaki Local Board Agreement 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Maungakiekie-Tāmaki local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation. These activities include swimming pools and leisure centres servicing communities in the local area.

Our annual budget to deliver these activities includes operating costs of $6,492,000 and capital investment of $6,401,000

The key initiatives we have planned for 2017/2018 include:

  • scoping and development of a skatepark at Onehunga Bay Reserve
  • Parks response fund
  • Panmure Wharf Renewal
  • Onehunga War Memorial Pool comprehensive renewal.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

67%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

87%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

70%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

27%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Our annual budget to deliver these activities includes operating costs of $4,524,000 and capital investment of $1,134,000.

The key initiatives we have planned for 2017/2018 include:

  • Youth led initiatives including a local Youth Connections programme
  • implementing safety and alcohol harm reduction plans
  • Ruapotaka Marae upgrade scoping project
  • Community partnership fund and Local community grants
  • Local events fund and Local civic functions.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

5.6

2.5

2.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

7.1

6.5

6.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

92%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

84%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

39%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

77%

85%

85%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

29%

75%

41%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

64%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 77%
Night: 26%

Day: 76%
Night: 25%

Day: 77%
Night: 27%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 25%
Off peak: 9%

Peak: 27%
Off peak: 16%

Peak: 25%
Off peak: 9%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

14%

20%

14%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

358,133

335,941

339,235

 

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

Our annual budget to deliver these activities includes operating costs of $1,103,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Waikaraka master plan implementation
  • Maybury and Ruapotaka Reserves precinct implementation
  • review of existing concept plans/masterplan.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

Our annual budget to deliver these activities includes operating costs of $165,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Maungakiekie waterways water quality improvement projects
  • Tāmaki waterways water quality improvement projects
  • community stocktake.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,064,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $1.1 million
  • Local Parks, Sports and Recreation - $6.4 million

Capital spend by activity area:

  • Renewals - $4.8 million
  • Improving Services - $623,000
  • Growth - $2.1 million.

Key projects:

  • Greenway and walkway development - $1.5 million
  • Parks - Asset renewals - $1.1 million
  • Locally driven initiatives (LDI Capex) - $998,000
  • General park development - $950,000
  • Parks - Coastal asset renewals - $780,000.

Operating spend by activity area:

  • Local Community Services - $4.5 million
  • Local Parks, Sports and Recreation - $6.5 million
  • Local Environment Development - $165,000
  • Local Planning and Development - $1.1 million
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

14,570

13,985

Targeted rates

994

1,007

Subsidies and grants for operating purposes

39

19

Fees and charges

448

415

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

89

92

Total operating funding

16,140

15,519

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

12,590

12,171

Finance costs

1,362

1,174

Internal charges and overheads applied

2,172

2,156

Other operating funding applications

0

0

Total applications of operating funding

16,124

15,501

 

blank

 

Surplus (deficit) of operating funding

16

18

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

3,895

7,517

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

3,895

7,517

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

894

2,125

- to improve the level of service

0

623

- to replace existing assets

3,017

4,788

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

3,911

7,535

 

blank

 

Surplus (deficit) of capital funding

(16)

(18)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Retention of Onehunga port in public ownership as a local assetAcquire the Port of Onehunga following the anticipated East West Link construction and investigate the potential for retaining and managing this as a local asset. Advice is being sought on potential options for revenue generation from a future port development that will directly benefit the local board and local communities. The local board would also like to seek, through discussions between Governing Body and NZTA/Central government, the gifting of the port as part of a mitigation package for the East West Link.Governing Body, NZTA/Central Government
Ruapotaka and Maybury Reserves masterplan implementationSecure investments and improvements to the cluster of community buildings in Ruapotaka Reserve and Maybury Reserve.Governing Body, Tāmaki Regeneration Company
Addressing coastal erosionPut in place coastal protection measures in some of the local coastal areas that are experiencing coastal erosion with a focus on prioritising action at Pt England, Wai-o Taiki Bay and Dunkirk Reserve.Governing Body
Undergrounding of Transpower transmission lines in OnehungaAdvocate to Transpower Ltd for the burial of transmission lines and removal of pylons in and around the Onehunga foreshore.Governing Body

Transpower Ltd, NZTA

 

 

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.

Josephine Bartley - Chair

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (021) 287 5599 or (09) 570 3840 

E: josephine.bartley@ aucklandcouncil.govt.nz

Chris Makoare

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

Nerissa Henry

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (021) 729 422 or (09) 570 3840 or

E: nerissa.henry@ aucklandcouncil.govt.nz

Don Allan - Deputy Chairperson

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

Bernie Diver

7-13 Pilkington Road,
Panmure

Auckland 1142

Ph: (021) 537 337 or (09) 570 3840

E: bernie.diver@ aucklandcouncil.govt.nz

The board can be contacted at the address below:

7-13 Pilkington Road,
Panmure

Auckland 1142

For general enquiries, assistance and information, phone 09 301 0101 any time or visit the Auckland Council website.

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

Ōrākei Local Board

Message from the Chairman

I am pleased to present the Ōrākei Local Board's 2017/2018 Local Board Agreement, which has been developed following careful consideration of the 397 submissions received from Ōrākei residents and ratepayers. This is the third year of delivery of a budget based on the Long-term Plan 2015-2025 and the priorities and preferences in the Local Board Plan 2014-2017.

The previous Ōrākei Local Board achieved a lot for our communities during the six years of the last two political terms. For the next financial year, the Board will continue to deliver and complete projects our communities have identified. Many of these have already been started and some are outlined below in the Ōrākei Local Board Agreement.

We are making decisions in a fiscally constrained environment with rapid population growth and extensive regional investment to meet infrastructure demands. Despite the constrained environment, we will continue to advocate strongly to the Governing Body and Auckland Transport for funding, such as the suburban connections to the Glen Innes to Tāmaki Drive shared path. We will be making the strongest possible case for the necessary funding - to do otherwise would be to fail our legal responsibilities.

The Ōrākei Local Board area contributes significantly to the Council's and council-controlled organisations' revenue through our rates and we are entitled to have a fair share invested back into our area.

Thank you for taking the time to help us shape our plan for 2017/2018. We will continue to keep you informed about what we are doing and we look forward to engaging with you over the coming months during the development of our new Local Board Plan for 2017-2020.

Colin Davis

Chairman, Ōrākei Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chairman and key advocacy areas.

About this area

The Ōrākei Local Board area includes the suburbs of Ōrākei, Mission Bay, Kohimarama, St Heliers, Glendowie, St Johns, Meadowbank, Remuera, Stonefields and most of Ellerslie. Business activity is concentrated in Remuera, St Heliers, Mission Bay and Ellerslie. At the last census, the resident population in the Ōrākei Local Board area was around 80,000, or 5.6 per cent of Auckland's total population.

Local Board Plan outcomes

The 2014-2017 Orākei Local Board Plan sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level. The board is currently consulting with our residents and ratepayers on the draft 2017-2020 Ōrākei Local Board Plan and the final 2017-2020 Ōrākei Local Board Plan outcomes may be different to those listed below.

The 2014-2017 Ōrākei Local Board Plan outcomes are:

  • A world-class Tāmaki Drive precinct - Ōrākei contains an internationally regarded coastal access way.
  • Balanced use of road space and public transport that is frequent and easy to access - Ōrākei is a place that's easy to get around and visit, with real transport choices.
  • Quality parks, reserves and places to be active - Ōrākei has an active community and provides its residents with a wide range of parks and facilities to play sport, keep healthy, and enjoy the outdoors.
  • Well-built community centres, enhanced libraries and well-designed neighbourhoods shaped by the community - Ōrākei is a community that is safe and welcoming, with great community facilities that meet the needs of our people.
  • Pollution-free waterways, tree-lined suburbs, protected built and natural heritage - Ōrākei is a community that values, protects and makes the most of its natural environment and built heritage.
  • Fairer rates and better council services for all of our ratepayers - Ōrākei continues to be an important contributor to the region, while receiving a fair share of its investment back into our community.
  • Distinctive, people-centred town centres and a thriving local economy - Ōrākei is a strong local economy, with thriving businesses and distinct local centres that serve our residents' everyday needs and attract visitors.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

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 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Ōrākei local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include both the planning (i.e. needs assessments and development plans) and delivery of a number of parks and open space projects in the local board area.

Our annual budget to deliver these activities includes operating costs of $7,170,000 and capital investment of $6,743,000.

The key initiatives we have planned for 2017/2018 include:

  • 'Tinana' Walkway planning for a pathway to connect existing paths together
  • ecological volunteer support
  • planning for a new boat ramp at The Landing, Okahu Bay
  • Colin Maiden Park Master Plan implementation planning
  • Kepa Bush Management Plan scoping.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

74%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

89%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

75%

75%

75%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

18%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

These activities will be developed through investment via local community grants, community empowerment programmes and various events including Carols on the Green, ANZAC events and a Movies in Parks event.

Our annual budget to deliver these activities includes operating costs of $2,856,000 and capital investment of $331,000.

The key initiatives we have planned for 2017/2018 include:

  • Local Board contestable grants programme
  • Local community empowerment programmes
  • Christmas event with carols on Vellenoweth Green
  • ANZAC Day event funding
  • a Movies in Parks event.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)

1.7

0.9

2.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

6.6

5.5

5.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

91%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

87%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

64%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

48%

77%

36%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

63%

85%

85%

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%
Night: 50%

Day: 85%
Night: 40%

Day: 86%
Night: 41%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 38%
Off peak: 16%

Peak: 30%
Off peak: 19%

Peak: 38%
Off peak: 16%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

26%

20%

28%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

386,892

389,510

346,267

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

Our annual budget to deliver these activities includes operating costs of $552,000.

The key initiatives we have planned for 2017/2018 include:

  • research into the impacts of events on our area
  • Young enterprise scheme.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

0%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities include a range of ecological programmes to support restoration, healthy waters and heritage improvements.

Our annual budget to deliver these activities includes operating costs of $301,000.

The key initiatives we have planned for 2017/2018 include:

  • ecological restoration projects
  • mangrove removal in Hobson Bay and Tahuna Torea
  • healthy waters projects
  • heritage improvements to searchlight emplacements
  • Ōrākei Basin improvements.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,067,000.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $331,000
  • Local Parks, Sports and Recreation - $6.7 million

Capital spend by activity area:

  • Renewals - $2.8 million
  • Improving Services - $1.1 million
  • Growth - $3.2 million.

Key projects:

  • Sport development - $3.2 million
  • Parks Asset renewals - $1 million
  • Locally driven initiatives (LDI Capex) - $930,000
  • Open space redevelopment (Stonefields) - $735,000
  • LDI funded local board initiatives - $315,000.

Operating spend by activity area:

  • Local Community Services - $2.8 million
  • Local Parks, Sports and Recreation - $7.2 million
  • Local Environment Development - $301,000
  • Local Planning and Development - $552,000
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

13,402

13,243

Targeted rates

525

527

Subsidies and grants for operating purposes

15

15

Fees and charges

243

182

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

826

197

Total operating funding

15,011

14,164

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

11,754

10,798

Finance costs

1,262

1,313

Internal charges and overheads applied

2,012

2,040

Other operating funding applications

0

0

Total applications of operating funding

15,028

14,150

 

blank

 

Surplus (deficit) of operating funding

(17)

14

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,309

7,060

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,309

7,060

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

1,571

3,187

- to improve the level of service

2,826

1,132

- to replace existing assets

2,896

2,754

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,293

7,074

 

blank

 

Surplus (deficit) of capital funding

17

(14)

 

blank

 

Funding balance

0

0

Appendix A: Advocacy initiative

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 this annual plan, but recognise the value it will add to the local community. The number one advocacy initiative for this local board is:

InitiativeDescriptionAdvocating to
Shared path connection between Gowing Drive and the Ōrākei SpinePurpose:

The number one advocacy initiative of the Ōrākei Local Board is to develop a cycling and pedestrian feeder link from the Gowing Drive area to the Glen Innes to Tāmaki Drive Shared Path (the Shared Path). The main purpose of this connection is to provide a safe and direct transport connection between the Gowing Drive area and the Kohimarama area by crossing the Shared Path.

The Board is advocating to the Governing Body to recognise the substantial contribution (up to $2 million) the Ōrākei Local Board is making and to join in partnership to assist in constructing the Gowing Drive feeder link.

Commissioners' Recommendation:

One of the recommendations of the Commissioners following the hearing of the Notice of Requirement (NZTA) August 2016 was that the Requiring Authority (NZTA in this case) needed to provide additional connections to both sides of the Shared Path. They strongly supported a statement by a submitter that the Gowing Drive connection was necessary for the fulfilment of the objectives of the project.

The Hearing Report states... "The Commissioners endorse this point and strongly recommend that the Requiring Authority continue to investigate (and then assist in the funding) of linkages across the Pourewa Valley..."

Background:

The Shared Path currently has one of four sections complete, with the stage from St John's Road to Ōrākei Basin currently in detail design.

For the last two years, the Shared Path and Gowing Drive connection have been the two most heavily commented upon items in the Ōrākei Local Board Annual Budget feedback with near unanimous support for these projects.

There are three other main feeder links that are confirmed for the Shared Path - from John Rymer Place, Kepa Bush and Tahapa Reserve connections. The Gowing Drive connection will enable a nearly direct transport mode across the Shared Path to local schools, shopping and community facilities. Currently most school pupils who live in the St Johns/Meadowbank area get to and from school by car. This involves a circuitous route driving up through the suburban streets then entering the traffic flow along St Johns Road then into Kohimarama Road. This route becomes severely congested on weekdays between 8-9 am and 3-6pm. Links to the pathway from both the Kohimarama and St Johns/Meadowbank sides of the pathway are necessary to make walking to and from school for local students via the pathway a safe and realistic proposition. A direct connection between both sides of the Shared Path will assist greatly at peak time in getting cars off the St Johns/ Kohimarama arterial roads.

Strategy:

Given that the section of the Shared Path that this Gowing Drive connection will attach to is now in detailed design, there is urgency to confirm funding so that the connection can be added to the design.

The Local Board sees this project as having local, sub-regional and regional significance which can realise the co-benefits of active transport and connecting communities. Due to the wider than local benefits of this link, the Board is seeking partnership between the Governing Body, NZTA and Auckland Transport with the Local Board.

The Ōrākei Local Board is prepared to commit up to $2 million of discretionary local board funding for this feeder link and is inviting the other bodies to collaborate with us in funding this significant connection to realise the benefits of the Shared Path, noting that without other parties contributing funding, this project cannot go ahead. Pending further feasibility studies, the current best estimates of the connection are between $3-6 million depending which connection option - underpass or overbridge, is deemed most feasible.

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.

Colin Davis (Chairman)

Shop 25, Meadowbank Shopping Centre,

35 St Johns Road,

Meadowbank

Auckland 1024

Ph: (09) 575 5265

E: colin.davis@aucklandcouncil.govt.nz

Carmel Claridge

Shop 25, Meadowbank Shopping Centre,

35 St Johns Road,

Meadowbank

Auckland 1024

Ph: (021) 701 062

E: carmel.claridge@aucklandcouncil.govt.nz

Toni Millar

Shop 25, Meadowbank Shopping Centre,

35 St Johns Road,

Meadowbank

Auckland 1024

Ph: (021) 727 948

E: toni.millar@aucklandcouncil.govt.nz

David Wong

Shop 25, Meadowbank Shopping Centre,

35 St Johns Road,

Meadowbank

Auckland 1024

Ph: (021) 723 846

E: david.o.wong@aucklandcouncil.govt.nz

Kit Parkinson (Deputy Chairman)

Shop 25, Meadowbank Shopping Centre,

35 St Johns Road,

Meadowbank

Auckland 1024

Ph: (027) 274 9688

E: kit.parkinson@aucklandcouncil.govt.nz

Troy Churton

Shop 25, Meadowbank Shopping Centre,

35 St Johns Road,

Meadowbank

Auckland 1024

Ph: (021) 042 1110

E: troy.churton@aucklandcouncil.govt.nz

Rosalind Rundle

Shop 25, Meadowbank Shopping Centre,

35 St Johns Road,

Meadowbank

Auckland 1024

Ph: (021) 522 147

E: rosalind.rundle@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

Shop 25, Meadowbank Shopping Centre,

35 St Johns Road,

Meadowbank
Auckland 1024

For general enquiries, assistance and information, phone 09 301 0101 any time or visit the Auckland Council website.

 

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

Ōtara-Papatoetoe Local Board

Message from the Chair

It is my pleasure to present the Ōtara-Papatoetoe Local Board's 2017/2018 Local Board Agreement. This document was agreed by the board after considering feedback that our communities gave us on our draft proposals.

The board's priorities in 2017/2018 are to continue to support our town centres, youth employment initiatives, the Ōtara Lake clean-up, local events, and arts and cultural programmes. We also want to continue to make community grants supporting local community activities.

We will progress the Ngati Ōtara Park Multisport Complex and Marae project this year. We will continue to provide free adult entry to our local pools, funded through a targeted rate.

New for 2017/2018 are programmes for migrant business support, an expanded industrial pollution prevention programme covering solid waste, and starting to build the Greenways Plan priority paths.

In partnership with Panuku Development Auckland, we are working to transform Manukau into a more attractive visitor destination, business centre, tertiary education centre, and place to live, work and play.

The board will continue to advocate on issues of concern to our communities. These include advocating for limits on gambling venues, and alcohol outlets near schools and residential areas. A key advocacy item this year is to seek a review of the board's ongoing liability for debt servicing in relation to Colin Dale Park.  Our updated list of advocacy issues is in Appendix A.

Above all, we will continue to engage and develop good relationships with our diverse communities, working together to achieve the great things that we want for our area.

Lotu Fuli

Chair, Ōtara-Papatoetoe Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

The Ōtara-Papatoetoe Local Board area includes the suburbs of Ōtara, East Tāmaki, Papatoetoe, Middlemore, Puhinui and Manukau.  In June 2016 our population was estimated to be 86,300, up 6,000 on the 2013 Census population estimates.

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 is home to a major shopping hub, with good eating and entertainment options, including the newly opened Wero Whitewater Park, which complement existing attractions like Rainbows End family theme park.

Local Board Plan outcomes

The Ōtara-Papatoetoe Local Board Plan 2014 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

  • A heart for Manukau - 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.
  • Town centre vitality - The revitalisation of town centres in Ōtara, Old Papatoetoe and Hunters Corner reinforces their place at the core of our communities.
  • Parks and facilities that meet people's needs - Our communities have access to parks and recreational facilities that build a sense of identity and belonging, boost participation in sport and promote healthy, active lifestyles.
  • Healthy harbours and waterways - Our harbours, foreshore and waterways are accessible, attractive, and safe places for our community to enjoy for relaxation and recreation.
  • Thriving communities - Our communities work together to improve community safety and neighbourhood amenity, promote leisure activities and the arts, and celebrate heritage and cultural diversity.
  • Age-friendly communities - Everyone is valued and can participate in work and community activities.
  • Good transport connections - Everyone can easily get around Ōtara-Papatoetoe on foot, cycle, car, bus and train.

These outcomes will be further developed in a new local board plan to be published in the second half of 2017.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

We are committed to meeting responsibilities under Te Tiriti o Waitangi. As part of this commitment, our local board will continue to build and formalise its relationship with mana whenua in accordance with Te Tiriti o Waitangi, and commitment through the Auckland Plan.

The board will work with mana whenua and mataawaka to meet shared aspirations. Many of these projects are long-term and the board is committed to seeing these through.

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 better relationships with mana whenua and local boards by developing a collaborative governance model.

The board has programmes that contribute to Māori development, including a substantial commitment ($3.7 million) to develop a marae and multi-sport complex at Ngati Ōtara Park.  We will continue to advocate for other developments such as Puhinui Reserve, which includes a site to develop a national marae.

The community grants programme provides funding to a wide range of community groups, including groups that deliver Māori development. Most local board programmes (parks, pools, leisure centres, libraries, arts, events, environment etc.) benefit Māori along with other communities.

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, Manukau Harbour, 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 2017/2017

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Ōtara-Papatoetoe local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

Local recreation includes swimming pools and leisure centres servicing communities in the local area.

Our annual budget to deliver these activities includes operating costs of $8,277,000 and capital investment of $4,369,000.

The key initiatives we have planned for 2017/2018 include:

  • build new multi-sport/marae facility at Ngati Ōtara Park
  • Te Puke O Tara Community Centre refurbishment
  • Allenby Park Skate Park renewal
  • update Hayman Park and Manukau Sports Bowl master plans
  • Colin Dale Park capital consequential opex.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

54%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

82%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

65%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

53%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Our annual budget to deliver these activities includes operating costs of $6,218,000 and capital investment of $1,999,000.

The key initiatives we have planned for 2017/2018 include:

  • support programmes for youth and seniors
  • Skill Shed operations
  • community grants
  • Youth Connections (youth employment initiatives).
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)

6.5

4.5

7.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

10.4

9.5

10.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

87%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

87%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

75%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

No result

90%

90%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

24%

77%

42%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

49%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 62%
Night: 18%

Day: 80%
Night: 20%

Day: 81%
Night: 21%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 41%
Off peak: 17%

Peak: 21%
Off peak: 14%

Peak: 41%
Off peak: 17%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

16%

20%

16%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

267,723

106,885

250,044

Note: The local board has agreed to subsidise the revenue shortfall in a previously leased facility in Clover Park, for the operation of its Skills Shed ($27,000).

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities include economic development and public safety initiatives in partnership with town centre business associations.

Our annual budget to deliver these activities includes operating costs of $1,098,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • assisting local town centre business associations with public safety and economic development initiatives
  • migrant business support programme
  • Young Enterprise Scheme.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

80%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities include promotion of the Ōtara Lake and waterways Vision, alongside the Ōtara Waterways and Lakes Trust, as responses to industrial pollution and solid waste issues.

Our annual budget to deliver these activities includes operating costs of $110,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • industrial pollution prevention programmes covering liquid and solid waste
  • Ōtara Lake and Waterways Vision promotion
  • waste minimisation and recycling.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,392,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $2 million
  • Local Parks, Sports and Recreation - $4.4 million

Capital spend by activity area:

  • Renewals - $4.2 million
  • Improving Services - $1.1 million
  • Growth - $1.1 million.

Key projects:

  • Parks Asset renewals - $1.7 million
  • Community facility upgrade - $1.1 million
  • Locally driven initiatives (LDI Capex) - $1 million
  • General park development - $1 million
  • ACE - Community house and centre renewals - $500,000.

Operating spend by activity area:

  • Local Community Services - $6.2 million
  • Local Parks, Sports and Recreation - $8.3 million
  • Local Environment Development - $110,000
  • Local Planning and Development - $1.1 million
  • Local Governance - $1.4 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

15,080

14,546

Targeted rates

1,319

1,569

Subsidies and grants for operating purposes

1,108

960

Fees and charges

2,491

1,760

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

598

1,186

Total operating funding

20,595

20,022

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

16,563

15,764

Finance costs

1,116

1,427

Internal charges and overheads applied

2,805

2,725

Other operating funding applications

0

0

Total applications of operating funding

20,484

19,916

 

blank

 

Surplus (deficit) of operating funding

111

106

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

3,815

6,262

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

3,815

6,262

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

426

1,053

- to improve the level of service

985

1,113

- to replace existing assets

2,515

4,203

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

3,926

6,368

 

blank

 

Surplus (deficit) of capital funding

(111)

(106)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Discontinue paying interest on borrowing for Colin Dale ParkReview the ongoing liability of $280k pa for debt servicing, because it is an unfair burden on the board (16% LDI), reducing the board's place making and community programmes, and the rest of Auckland should be contributing.Discuss with the Governing Body what funding or alternative options are available to support
Refurbish and Renewal of community and sports facilities
  • Kingswood Reserve - new changing room/toilet block
  • Hayman Park - new playground
  • Papatoetoe Recreation Reserve - new artificial surface playing field
  • Papatoetoe Town Hall and Chambers, East Tāmaki Community Centre.
  • Manukau Sports Bowl - development for athletics
  • Rongomai Reserve - sand carpet for playing fields
  • Te Puke o Tara Sports Park - new changing room/toilet block
  • Complete the renewal of the Ōtara Creek footbridge.
  • Museum and Arts Facility
Governing Body through the 10 year Budget that aligns with the Community Facilities Network Plan principles and Sports Code Facility Plans
Promote Transform ManukauPromote the Transform Manukau project to create an exciting and vibrant lifestyle and business.Panuku Development Auckland
Request policy reviews to the district licensing committee modelThe District Licensing Committee (DLC) model is not improving the alcohol fuelled harm in the local area. Request policy reviews to the district licensing committee model. The board will continue to support the community in the alcohol objectives hearings.The Governing Body to review the DLC model
Support Smokefree programmes and policies that limit Pokies, Psychoactive substances shopsThe board will continue to provide input into relevant policies, and continue to advocate for 'Sinking Lid' policies. Co-funding agreements with Health providers, and other groups that support minimising Pokie machines and Psychoactive shops; support Smokefree ProgrammesGoverning Body and also co-funding agreements with Health providers, and other groups that support these issues
Manage the impact of street prostitutionOn-going advocacy. No funding required at this stage, as this policy needs to be reviewed after the Local Bill was rejected.  Advocate to Governing Body for a policy review and be made a priority
Improve water quality of the harbours and improve the regional Waste Management Ask Governing Body to prioritise the remediation of Ōtara Lake, and improve the water quality of the lake, and streams flowing into the lake. Also ask Governing Body to improve the regional Waste Management and Watercare programmes in this local board areaProposal to the Governing Body to request planning /research funds
Support the inclusion of affordable housing in the local area and respond to homelessnessWork with potential developers and council with a focus on achieving a better urban design, as well as providing affordable housing within the development mix. The growing issue of homelessness needs to be addressed.The Governing Body and Central Government
Improve youth employment and training opportunities for young peopleTo promote and secure funding, for all young people under 25 to be engaged in appropriate education and training. Maintain current funding partners, and seek Governing Body input to scope opportunities for more funding and within the council familySeek Governing Body input to scope opportunities for

more funding and within council family

Better local road intersections and other transport issuesAdvocacy and submissions through the statutory transport planning documents and long term plan:
  • Intersection upgrade - Ormiston Road/Preston Road/East Tamaki Road
  • Realignment - Portage Road/ Gray Ave/ Station Road
  • Realignment - St. George/Kolmar Road/Wallace Road
  • Park and Ride - Puhinui.
Continue discussions with Auckland Transport to prioritise in the Regional Land Transport Plan.

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

Apulu Reece Autagavaia

Phone: 021 723 146

reece.autagavaia@aucklandcouncil.govt.nz

Mary Gush

Phone: 021 287 8800

mary.gush@aucklandcouncil.govt.nz

Dawn Trenberth

Phone: 021 729 302

dawn.trenberth@aucklandcouncil.govt.nz

Ross Robertson - Deputy Chairperson

Phone: 027 492 3245

ross.robertson@aucklandcouncil.govt.nz

Ashraf Choudhary

Phone: 021 799 573

ashraf.choudhary@aucklandcouncil.govt.nz

Donna Lee

Phone: 021 285 6611

donna.lee@aucklandcouncil.govt.nz

The board can be contacted at the address below:

Level 2,

Manukau Civic Building,

31 Manukau Station Road

Manukau 2104

For general enquiries, assistance and information, phone 09 301 0101 any time or visit the Auckland Council website.

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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Papakura Local Board

Message from the Chair

It is my pleasure to present the Papakura Local Board's 2017/2018 Local Board Agreement. I would like to take this opportunity to thank all of you who provided feedback on our draft proposals. This Agreement, after considering your views, has been adopted by the local board. 

Papakura continues to grow quickly; as a result one of the key challenges is to ensure that this growth is well planned. It is important that we ensure 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 specifically the congestion on our roads is a key concern. We are strongly advocating to Auckland Transport to address this issue through the grade separation of the Takanini east-west links and the build of a park and ride facility at the Papakura train station.

The board will continue to focus on revitalising the Papakura town centre in partnership with key stakeholders and the community, taking full advantage of the opportunities created by its metropolitan status in the Unitary Plan. We have therefore established a Papakura Commercial Project Group which will explore opportunities for new businesses, possibilities for redevelopment of older or vacant sites and the creation of new public spaces to showcase local artists and our strong Māori heritage.

Auckland Council funding only goes so far, so as a board we would like to acknowledge the great contribution that our volunteers and active community groups make to our area. 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 make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

The Papakura area takes in the inlets and foreshores of the Manukau Harbour, flowing to fertile plains and rolling hills which 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 the third busiest rail station on the Auckland passenger network. Significant residential growth is planned for the area, and there has been steady population growth, with 45,633 people living here in 2013; an increase of nearly 10 per cent since 2006. At the 2013 census, over a quarter of Papakura's residents were Māori. The Pacific population is approximately 14 per cent and the Asian population around 13 percent. Although the number of people aged 65 years and over has risen 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 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level. The Papakura Local Board Plan outcomes are:

  • A vibrant metropolitan centre - it's great that Papakura meets our needs for shopping, leisure, arts and culture and we don't need to travel elsewhere for these things.
  • A skilled workforce for local jobs - we have lots of local job opportunities and it's easy for us to get training and learn new skills.
  • A sports and recreation hub - we have excellent sports facilities that we all use and enjoy. We are proud that Papakura is the place of choice for high-class sporting events.
  • Well-connected and easy to move around - we like to live in Papakura because it is so well connected by road, rail and bus and has lots of safe cycling and walking links.
  • Treasured for its environment and heritage - we value and protect the land of our ancestors and the shores of Pahurehure. We love our well designed streets and buildings.
  • Strong, safe and healthy communities - we have good places for communities to meet and great places to play. Our young people get a great start in life and we value the wisdom and experience of our older people.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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 as set out in the local board plan.

Māori transformational shift outcomes

Delivering on Auckland Council's commitment to Māori at a local level is a priority for the Papakura Local Board. As part of this commitment, the Papakura Local Board will continue to build its working relationships with local Māori. Work is already happening 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 local board decision-making.

Apart from the initiatives named above the Local Board Plan also includes initiatives of particular 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 wahi tapu in and around Papakura. So far we've met with five mana whenua groups 'rangatira ki te rangatira' and we'll keep actively building relationships, learning each other's priorities and looking for opportunities to collaborate.

Papakura Local Board Agreement 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Papakura local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation. Local recreation includes swimming pools and leisure centres servicing communities in the local area.

Initiatives in this area include: working together with mana whenua on the maintenance and development of the Pukekiwiriki Paa and working with volunteer groups on ecological restoration programmes.

Our annual budget to deliver these activities includes operating costs of $5,318,000 and capital investment of $1,926,000.

The key initiatives we have planned for 2017/2018 include:

  • mangrove removal at the Pahurehure Inlet and Conifer Grove area
  • provision of sports programmes through Counties Manukau Sport
  • ecological volunteers and environmental programme
  • Out and About event programme
  • removal of mangrove juveniles.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

58%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

80%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

77%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

6%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

This year we particularly focus on the revitalisation of Smiths Avenue Reserve, working with community groups and residents, to develop a concept plan. Informed by the empowered communities approach, other activities include local community place making, capacity building, supporting local events, Māori responsiveness and youth employment initiatives. Planning is also underway for the build of a community hub and library in Takanini. Our annual budget to deliver these activities includes operating costs of $3,425,000 and capital investment of $1,032,000.

The key initiatives we have planned for 2017/2018 include:

  • delivery of town centre initiatives
  • local events
  • local community grants
  • arts programmes
  • youth scholarships.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

2.1

1.0

2.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

4.7

4.5

4.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

83%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

81%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

68%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

93%

90%

90%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

28%

75%

35%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

No result

85%

85%

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: 52%
Night: 11%

Day: 63%
Night: 17%

Day: 64%
Night: 19%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 15%
Off peak: 3%

Peak: 15%
Off peak: 11%

Peak: 15%
Off peak: 12%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

12%

20%

20%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

73,686

100,700

74,068

Note: The local board has allocated funding to subsidise hire fee charges ($6,000).

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

The key focus in this area is the revitalisation of the Papakura town centre and surrounding areas. Significant work has been undertaken on the development of an integrated area plan for Papakura, Takanini and Manurewa town centres. This will, once adopted, help to inform the activities undertaken in this area. 

Our annual budget to deliver these activities includes operating costs of $314,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • revitalisation of the Papakura town centre.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities include supporting and advocating via the Manukau Harbour Forum to enhance and protect the harbour, working with schools on environmental education programmes and supporting volunteers with ecological restoration programmes.

Our annual budget to deliver these activities includes operating costs of $73,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Healthy rentals project
  • Industry Pollution Prevention Programme
  • Wai Care schools programme
  • support the Manukau Harbour Forum.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,021,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $1 million
  • Local Parks, Sports and Recreation - $1.9 million.

Capital spend by activity area:

  • Renewals - $2 million
  • Improving Services - $23,000
  • Growth - $984,000.

Key projects:

  • Parks Asset renewals - $966,000
  • Multi-Purpose facility (Takanini) - $916,000
  • Locally driven initiatives (LDI Capex) - $635,000
  • Parks - Sportsfields renewals - $200,000
  • ACE - Community house and centre renewals - $106,000.

Operating spend by activity area:

  • Local Community Services - $3.4 million
  • Local Parks, Sports and Recreation - $5.3 million
  • Local Environment Development - $73,000
  • Local Planning and Development - $314,000
  • Local Governance - $1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

11,387

11,316

Targeted rates

174

163

Subsidies and grants for operating purposes

10

10

Fees and charges

264

275

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

81

83

Total operating funding

11,916

11,846

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

9,337

9,249

Finance costs

943

969

Internal charges and overheads applied

1,628

1,618

Other operating funding applications

0

0

Total applications of operating funding

11,908

11,836

 

blank

 

Surplus (deficit) of operating funding

8

10

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

2,839

2,948

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

2,839

2,948

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

406

984

- to improve the level of service

0

23

- to replace existing assets

2,441

1,952

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

2,846

2,958

 

blank

 

Surplus (deficit) of capital funding

(8)

(10)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Alleviation of traffic congestion through building transport infrastructure before intensification Papakura faces significant levels of growth due to a number of large new developments in and around the local board area, which will continue to put an increased pressure on an already overloaded transport system.

Several major works are being planned (Mill Road) with some projects already underway like 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

New Zealand Transport Agency

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 (Chair)

35 Coles Cres

Papakura

Auckland 2110

Ph: (09) 295 1375 or (021) 390 430

E: brent.catchpole@aucklandcouncil.govt.nz

The Hon George Hawkins

35 Coles Cres

Papakura

Auckland 2110

Ph: (021) 969 444

E: george.hawkins@aucklandcouncil.govt.nz

Bill McEntee

35 Coles Cres

Papakura

Auckland 2110

Ph: (021) 831 639

E: bill.mcentee@aucklandcouncil.govt.nz

Felicity Auva'a (Deputy Chair)

35 Coles Cres

Papakura

Auckland 2110

 (021) 526 941

E: felicity.auvaa@aucklandcouncil.govt.nz

Michael Turner

35 Coles Cres

Papakura

Auckland 2110

Ph: (021) 287 9922

E: michael.turner@aucklandcouncil.govt.nz

Katrina Winn

35 Coles Cres

Papakura

Auckland 2110

Ph (021) 572 217

E: katrina.winn@aucklandcouncil.govt.nz

 

The Papakura Local Board can be contacted at the address below:

35 Coles Cres

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

Puketāpapa Local Board

Message from the Chair

Thank you for your feedback on our proposals for the coming year, which you generally supported, and which were set out in our Annual Budget consultation document.

The board continues to invest in a greenways network that provides a safe and active transport option. Some important cycle links have been recently developed in Mt Roskill, and in the Wesley area, and these are supported by innovations such as the bike kitchen at the Wesley Community Centre.

The first section of the Waikowhai Coast Boardwalk now connects Onehunga with Bamfield Street, and planning work for the second section is underway. The restoration of the Manukau Harbour and its beautiful Waikowhai Coast is one of the board's key priorities.

Work continues on other important environmental and social initiatives around Te Auaunga/Oakley Creek. We aim to see that this awa is no longer seen simply as a drain. The board is working with two neighbouring local boards to develop a tohu (marker) that will to help identify this awa from source to sea.

Our neighbourhoods are some of the most ethnically diverse in Auckland. We celebrate this, and continue to try and hear the voices of the different cultures and communities of Puketāpapa. Our Children's Panels, monthly Community Forum and translated consultation documents are some of the ways we hope to achieve this.

The provision of affordable housing options for our aging population is also crucial. The board would like council's social housing portfolio to include properties in the Puketāpapa area. Therefore the board's key advocacy to the Governing Body is that the Liston Village is purchased, as planned, but used for the purpose of affordable housing for seniors.

We want to recognise the huge amount of work that our volunteers and community groups do to help Puketāpapa be the vibrant place that it is - we look forward to continuing our work with you.

Harry Doig

Chair, Puketāpapa Local Board

Introduction

Auckland Council's shared governance model means Local Boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local Boards develop a three-year Local Board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local Boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the Local Board.

It outlines a Local Board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

The Puketāpapa Local Board area borders the Manukau Harbour and includes the suburbs of Three Kings, Hillsborough, Waikowhai, Lynfield, Mt Roskill, Roskill South and Wesley. It incorporates two volcanic cones, Puketapapa-Pukewiwi-Mt Roskill and Te Tātua a Riukiuta-Three Kings, which, together with local parks and reserves such as Keith Hay Park, Monte Cecilia Park and the Manukau Harbour foreshore, provide  a range of open spaces and recreational opportunities for residents along coastlines, streams and rolling hills.

The area is home to the most ethnically diverse population in the Auckland region, with half of the area's residents being born overseas.

Historically, the area was of great significance to Māori before European settlement. From the 1930s, the district became the site of extensive large-lot state housing developments and much of this housing stock remains today, offering significant redevelopment opportunities. The area has a large amount of business land. Major transport projects already underway or planned should foster business growth around Stoddard Road, Carr Road and Three Kings. The area currently has a relatively good network of off-road cycling infrastructure with pathways around Keith Hay Park, along State Highway 20, and through Walmsley and Underwood Parks. Significant storm water projects are underway along Te Auaunga/ Oakley Creek, ameliorating flooding problems historically associated with the area, which will result in greatly improved amenity including restored stream sections and re-invigorated parks.

There is a need to ensure that community facilities are conveniently located and provide appropriate programmes to cater for the needs of residents. Considerable collaborative effort between agencies and private owners will be required to improve the amenity and urban environment of the area's town centres of Roskill Village and Three Kings town centre in particular. The development of new housing areas across Puketāpapa and the intended development in the Three Kings quarry, all provide opportunities to ensure that sufficient infrastructure, good design and connectivity become the hall mark of improving Puketāpapa and its liveability.

Local Board Plan outcomes

The Puketāpapa Local Board Plan sets out the aspirations the Local Board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Puketāpapa Local Board Plan outcomes are:

  • People with a voice who can make a contribution - our diverse peoples are enabled to participate in community life regardless of socio-economic circumstances. People in the community play a key part in shaping Puketāpapa.
  • Thriving local economy, good local jobs - employment and business opportunities are stimulated, created and retained at a local level. Our town centres become more attractive, lively, well-designed and safe places.
  • Real transport choices and connectivity - people are enabled to move around in ways that suit their lifestyles and our environment.
  • Vibrant popular parks and treasured natural environment - a network of green spaces made up of volcanic cones, bush, coastline, streams and a range of parks and places which meets the needs of the whole community. Biodiversity is valued and enhanced and our parks and reserves are alive and well maintained.
  • Healthy, safe people and places - strong neighbourhoods where people feel connected and safe at all times. A more affordable, liveable place where people feel cared for and valued.
  • A strong sense of belonging and local identity - increased local pride and sense of place through understanding and celebrating our connections to Puketāpapa and each other.

The Local Board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

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.

To formalise this 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 this commitment, the Puketāpapa Local Board will continue to strengthen and formalise its relationship with mana whenua and mataawaka. Some key initiatives this year include:

  • the implementation of strategic initiatives that were developed in partnership with mana whenua to provide for the restoration of the upper catchment of Te Auaunga/Oakley Creek
  • seeking mana whenua views on development projects, such as walkways and park improvements
  • increasing the visibility of Māori culture through inclusion of designs from mana whenua as part of key projects.

Puketāpapa Local Board Agreement 2017/2017

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Puketāpapa Local Board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include leisure centres serving communities in the Puketapapa area. It also includes parks maintenance and upgrades, supporting volunteers doing environmental restoration and pest eradication programmes in parks.

Our annual budget to deliver these activities includes operating costs of $3,972,000 and capital investment of $1,765,000.

The key initiatives we have planned for 2017/2018 include:

  • Waikowhai boardwalk - Stage Two, from Bamfield Reserve to Taylors Bay
  • Waikowhai coastal reserves - weed removal (including pine trees) and pest management
  • Te Auaunga/ Oakley Creek - Owairaka footbridge construction (in collaboration with Albert-Eden Local Board) and placemaking projects on the awa
  • Harold Long/Fearon Reserve - ongoing development to improve the connection between the two parks.

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

Levels of Service
Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

78%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

83%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

81%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

22%

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Funding agreements with community organisations are included in this activity.

Our annual budget to deliver these activities includes operating costs of $3,105,000 and capital investment of $1,438,000.

The key initiatives we have planned for 2017/2018 include:

  • Local events
  • Youth development
  • Children's development
  • Contestable grants funding for community and strategic partners
  • Feasibility study for the restoration of 'The Whare' on Monte Cecilia Park.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)

2.5

1.5

2.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

4.9

4

4.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

83%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

77%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

44%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

26%

73%

35%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

64%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 82%
Night: 35%

Day: 84%
Night: 36%

Day: 85%
Night: 37%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 30%
Off peak: 13%

Peak: 36%
Off peak: 25%

Peak: 30%
Off peak: 13%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

9%

20%

10%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

299,683

327,218

304,000

Note: The local board has subsidised library hours ($10,000).

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities also include economic development initiatives with business and community organisations.

Our annual budget to deliver these activities includes operating costs of $42,000 and capital investment of $475,000.

The key initiatives we have planned for 2017/2018 include:

  • continued implementation of the Puketapapa Local Economic Development action plan
  • Mt Roskill village revitalisation.
Levels of Service

There are no performance measures for this activity.

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

Our annual budget to deliver these activities includes operating costs of $106,000 and capital investment of $0.

The key initiatives we have planned for 2017/2018 include:

  • development of a Low Carbon Plan
  • Te Auaunga/Oakley Creek stream restoration and pollution prevention projects
  • continuation of Healthy homes project.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

89%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,022,000. There is no capital investment.

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.
  3. Governance services - an allocation is based on the number of elected members and associated administrative costs for each Local Board.

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for Local Boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $1.4 million
  • Local Parks, Sports and Recreation - $1.8 million
  • Local Planning and Development - $475,000.

Capital spend by activity area:

  • Renewals - $1.4 million
  • Improving Services - $1.9 million
  • Growth - $360,000.

Key projects:

  • Climate control system upgrade (Pah Homestead) - $1 million
  • Locally driven initiatives (LDI Capex) - $600,000
  • Parks - Asset renewals - $514,000
  • Sport development - $480,000
  • Village Centre Upgrade (Mt Roskill / Dominion Road) - $475,000.

Operating spend by activity area:

  • Local Community Services - $3.1 million
  • Local Parks, Sports and Recreation - $4 million
  • Local Environment Development - $106,000
  • Local Planning and Development - $42,000
  • Local Governance - $1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

9,894

9,232

Targeted rates

0

0

Subsidies and grants for operating purposes

38

13

Fees and charges

360

446

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

11

62

Total operating funding

10,303

9,753

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

8,170

7,608

Finance costs

686

693

Internal charges and overheads applied

1,451

1,450

Other operating funding applications

0

0

Total applications of operating funding

10,307

9,751

 

blank

 

Surplus (deficit) of operating funding

(4)

2

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

3,512

3,676

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

3,512

3,676

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

0

360

- to improve the level of service

284

1,884

- to replace existing assets

3,225

1,434

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

3,509

3,678

 

blank

 

Surplus (deficit) of capital funding

4

(2)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this Local Board include:

InitiativeDescriptionAdvocating to
Opportunities for affordable social housing at Liston VillageAdvocate for affordable social housing to remain at Liston Village.Governing Body
Restoration / protection of the Manukau Harbour and further development of its coastal tracks

 

Advocate for increased regional recognition of the Manukau Harbour, with a particular focus on:
  • The collaboration between nine local boards to support integrated management of the harbour through the Manukau Harbour Forum. Resources, including officer input and budget, are required to support the delivery of a Marine Spatial Plan
  • Support on-going investment in the continued development of the Manukau Harbour/Waikowhai coastal tracks, which will contribute to recreation, tourism, transport and environmental benefits for the wider region
  • Removal of the high voltage transmission power pylons within the coastal environment
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

Private Bag 92300

Victoria Street West

Auckland 1142

Ph: (09) 367 4301 or (021) 627 811

E: harry.doig@aucklandcouncil.govt.nz

Anne-Marie Coury

Auckland Council

Puketāpapa Local Board

Private Bag 92300

Victoria Street West

Auckland 1142

Ph: (09) 367 4301 or (021) 504 339

E: anne-marie.coury@aucklandcouncil.govt.nz

Ella Kumar

Auckland Council

Puketāpapa Local Board

Private Bag 92300

Victoria Street West

Auckland 1142

Ph: (09) 367 4301 or (021) 285 2999

E: ella.kumar@aucklandcouncil.govt.nz

Julie Fairey (Deputy Chair)

Auckland Council

Puketāpapa Local Board

Private Bag 92300

Victoria Street West

Auckland 1142

Ph: (09) 367 4301 or (021) 287 9900

E: julie.fairey@aucklandcouncil.govt.nz

David Holm

Auckland Council

Puketāpapa Local Board

Private Bag 92300

Victoria Street West

Auckland 1142

Ph: (09) 367 4301 or (021) 628 504

E: david.holm@aucklandcouncil.govt.nz

Shail Kaushal

Auckland Council

Puketāpapa Local Board

Private Bag 92300

Victoria Street West

Auckland 1142

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

Private Bag 92300

Victoria Street West

Auckland 1142

For general enquiries, assistance and information, phone 09 301 0101 any time or visit the Auckland Council website.

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

Rodney Local Board

Message from the Chairperson

We know you want to see real progress on the ground in Rodney so this year the local board is redoubling its efforts in areas where we can effect real change and deliver results, faster.

We are creating larger, more substantive community grants to enable community groups and organisations to get out there and really start to make things happen. By making more money available for things like riparian planting, the detailed design for our walkways, cycleways and bridleways so they will be ready for construction, and a fund to help purchase play or exercise equipment for our parks, this will allow community groups to apply for enough funding to get going on their larger projects and make a real difference in their community.

A major focus this year is the significant investment of the local board's funding into revitalising our town centres. By using community-led processes to identify what needs to be done, the Rodney Local Board aims to partner with the community to help lift our town centres and improve the way they look, feel and function.

We've had a lot of community feedback on the need for structure planning and transport improvements in our growth areas to address the substantial amounts of growth and change we're experiencing. These continue to be key issues for the local board so we are advocating for these and other matters that need more attention at a regional level.

Thank you to everyone who provided feedback. You have collectively steered the direction of local projects and budgets this year. 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 local board agreement.

Beth Houlbrooke

Chairperson, Rodney Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

Rodney Local Board makes up to 46 per cent of Auckland and is under significant growth pressure particularly in Kumeu/Huapai and Warkworth. At 30 June 2015, Rodney was home to an estimated 60,000 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 this 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 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Rodney Local Board Plan outcomes are:

  • Roads, paths and public transport enable us to get around easily and safely - Our communities will be well connected by transport links and have a range of transport options available to them.
  • Parks and sports facilities are easy to access and enjoy - Our communities, young and old, will have increased access to a wide range of recreation opportunities for health, well-being and enjoyment.
  • Communities are empowered and plan for their own futures - Our communities know what they want for their futures. Communities are empowered by council to work together to make projects happen. Local people will plan for their own areas and determine what is important.
  • Our environment is healthy, cared for and enjoyed - Local community groups take ownership of the quality of their environment. River and stream water quality will be improving, pest species reduced and waste minimised. Our wastewater servicing will be reliable and environmentally friendly.
  • Local halls and libraries are familiar, valued and well used community spaces - Our halls and libraries meet the needs of local communities. They are highly valued, welcoming, friendly spaces in which local residents take pride and have a sense of ownership.
  • Local economies are strong and growing - Our local economy will strengthen and businesses will thrive through working together.
  • Arts, culture and events enhance our communities and express who we are - Our communities will celebrate, learn and grow through arts, culture, events and a variety of community-led initiatives. These activities will strengthen communities, provide opportunities for people to connect with each other and build a sense of pride.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

The Auckland Plan transformational shift to “significantly lift Maori 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 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities which will contribute to key community outcomes in the Rodney local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space, and recreation activities for both passive and active recreation. These activities include the provision of sport fields and hard courts, playgrounds, and public toilets, servicing communities in the local area.

Our annual budget to deliver these activities includes operating costs of $6,635,000 and capital investment of $5,962,000.

The key initiatives we have planned for 2017/2018 include:

  • grants for community groups to allow them to investigate the next stage of feasibility or design of walkways, bridleways and cycleways
  • grants for community groups to build small scale improvements in active spaces and parks, or to facilitate the planning process for local active space projects for future initiatives
  • funding Rodney's conservation volunteers, including community planting programmes, plant and animal pest control, and providing materials and green waste disposal
  • completing a greenways plan for future walkways, cycleways and bridleways in Coatesville/Dairy Flat and Helensville/Kaukapakapa
  • completing assessments and preparing a business case for indoor sports in the Kumeu/Huapai/Helensville area
  • identifying methods to address coastal erosion at Whangateau Harbour.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

68%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

80%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

81%

75%

80%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services. This area also includes the work of the Rodney strategic broker, to work with and empower communities to further their projects, goals and aspirations for their local area.

Our annual budget to deliver these activities includes operating costs of $3,464,000 and capital investment of $417,000.

The key initiatives we have planned for 2017/2018 include:

  • support community led place making and town centre developments in Kumeu-Huapai, Helensville and Warkworth
  • support for local events, including grants for community run events and funding local civic functions and ANZAC ceremonies
  • operational support for Rodney's art facilities in Kumeu-Huapai and Helensville
  • support community engagement and partnering to support the progress of community initiatives, including working with youth, iwi, and developing community capability for running community recycling centres in Snells Beach and Wellsford
  • community and library facility renewals, such as the Helensville library roof and exterior refurbishment of the Old Masonic Hall, Warkworth.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

3.6

1.8

3.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

7.2

8.5

7.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

92%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

85%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

52%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

59%

82%

63%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

87%

85%

85%

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%
Night: 54%

Day: 92%
Night: 52%

Day: 92%
Night: 53%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities  Facility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 14%
Off peak: 8%

Peak: 15%
Off peak: 8%

Peak: 14%
Off peak: 8%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities  Percentage of community facilities bookings used for health and wellbeing related activity

26%

20%

26%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communities  Number of visitors to community centres and venues for hire

72,922

41,443

43,092

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

Our annual budget to deliver these activities includes operating costs of $280,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • funding the investigation and detailed design of town centre improvements in Kumeu-Huapai, Helensville and Warkworth
  • working with the NorthWest District Business Improvement District on local economic and town centre initiatives.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities include community grants and ecological programmes to help the community improve our environment, in particular our harbours and waterways.

Our annual budget to deliver these activities includes operating costs of $362,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • establish a healthy harbour riparian restoration fund to provide landowners and community groups with financial assistance to protect and restore the riparian margins of our waterways
  • support the Mahurangi River Restoration Trust dredging project
  • maintenance and improvements within the Rodney drainage districts in Okahukura, Te Arai and Glorit, including developing new local stakeholder groups in each district to identify and address local issues.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,113,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $417,000
  • Local Parks, Sports and Recreation - $6 million.

Capital spend by activity area:

  • Renewals - $5.4 million
  • Improving Services - $624,000
  • Growth - $371,000.

Key projects:

  • Parks Asset renewals - $2.3 million
  • Parks - Coastal asset renewals - $1.7 million
  • Locally driven initiatives (LDI Capex) - $932,000
  • LDI funded local board initiatives - $500,00
  • Sport development - $495,000.

Operating spend by activity area:

  • Local Community Services - $3.5 million
  • Local Parks, Sports and Recreation - $6.7 million
  • Local Environment Development - $362,000
  • Local Planning and Development - $280,000
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

15,091

13,532

Targeted rates

180

178

Subsidies and grants for operating purposes

12

12

Fees and charges

158

199

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

25

25

Total operating funding

15,466

13,946

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

11,823

10,396

Finance costs

1,632

1,409

Internal charges and overheads applied

2,152

2,174

Other operating funding applications

0

0

Total applications of operating funding

15,607

13,979

 

blank

 

Surplus (deficit) of operating funding

(141)

(32)

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,601

6,411

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,601

6,411

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

2,609

371

- to improve the level of service

950

624

- to replace existing assets

3,901

5,384

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,460

6,379

 

blank

 

Surplus (deficit) of capital funding

141

32

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Parks and sports facilities are easy to access and enjoyRequest that residents and sports clubs in Kumeu-Huapai have access to local indoor sports facilitiesGoverning Body
Walkways and cycleways are a healthy and safe alternative Request that national and Auckland Transport funding for walkways and cycleways is extended to peri-urban environments e.g. the proposed connection between Warkworth and Snells Beach.Governing Body / Auckland Transport
Everyone can take part in arts and culture activities from local arts hubsLegacy levels of operational funding for arts facilities should be reflected in Asset Based Services budgets. This means a minimum of $20k for Rodney.Governing Body
Communities lead the planning for their own futuresRequest that structure plans for future urban zoned land in Kumeu-Huapai and Warkworth be brought forward and commenced in the 2017/2018 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.

Beth Houlbrooke - Chairperson

Phone: 021 839 413

E:beth.houlbrooke@aucklandcouncil.govt.nz

Brent Bailey

Phone: 021 730 892

E:brent.bailey@aucklandcouncil.govt.nz

Cameron Brewer

Phone: 021 828 016

E:cameron.brewer@aucklandcouncil.govt.nz

Allison Roe

Phone: 021 608 888

E:allison.roe@aucklandcouncil.govt.nz

Brenda Steele

Phone: 021 283 5835

E:brenda.steele@aucklandcouncil.govt.nz

Phelan Pirrie - Deputy Chairperson

Phone: 021 837 167

E:phelan.pirrie@aucklandcouncil.govt.nz

Tessa Berger

Phone: 021 518 470

E:tessa.berger@aucklandcouncil.govt.nz

Louise Johnston

Phone: 021 729 739

E:louise.johnston@aucklandcouncil.govt.nz

Colin Smith

Phone: 021 731 051

E:colin.smith@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

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Upper Harbour Local Board

Message from the Chair

The coming year will see the long awaited opening of our Albany Community Hub, and the refit of the headquarters building for community purposes at Hobsonville Point. These facilities will help plug a gap in the network of facilities for hire in Upper Harbour and the wider region.

We will also see the installation of some exciting public art at the Albany Stadium Pool. This will add something special to the landscape around the facility, which we hope will inspire and delight the tens of thousands of visitors we get to the pool and gym each month.

We will continue to contribute funding to assist delivery of events that help shape our place, including the Tennis Nationals, Albany Lakes run/walk series, Anzac services, Movies in Parks, and many community initiatives via our grants programme. To the extent that our limited funding allows, we believe in enabling and empowering our highly valued sporting, environmental and community groups to do what they do best.

We are committed to funding local community development via partnerships with our trusts in Albany, Greenhithe and Hobsonville, and supporting our community houses in Meadowood and Greenhithe. We are pleased to support a growing volunteer network around Upper Harbour.

Upper Harbour is geographically and ethnically diverse. We have a majority of residents who were born elsewhere, more than 50 per cent outside of New Zealand, according to the last census, and we know that our population has grown significantly since then. This adds to the challenges we face in a rapidly changing environment, and our goal is to be as inclusive as practicable, to ensure our residents feel well served. We have challenges in the transport space and we will continue to advocate for solutions with our wider council family.

Our door is open, and your ideas are welcomed at our monthly community forums or directly to board members via the contact details provided.

Lisa Whyte

Chair, Upper Harbour Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

Upper Harbour's population is one of the fastest growing in Auckland, due to the extensive and exciting new developments that are well underway at Hobsonville, Whenuapai and Scott Point. Based on the most recent census data, 53,670 people call Upper Harbour home, which is roughly a 25.2 per cent increase from the 2006 census figure.

Upper Harbour is a vibrant area with a sports precinct that is home to the 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. We feel that all of this makes Upper Harbour one of the best places in Auckland to live and work.

Local Board Plan outcomes

The Upper Harbour Local Board Plan sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Upper Harbour Local Board Plan outcomes are:

  • An attractive built environment - we have well-developed neighbourhoods that are connected to education facilities, transport networks, business parks and quality community and sports amenities. Our access to well-designed suburbs such as Hobsonville Point, shops and businesses, creates a sense of belonging and makes Upper Harbour the best place in Auckland to live and work.
  • A healthy, active community that values its sport and recreation facilities - we have well-maintained, high-quality sports and recreation facilities at Rosedale and the QBE Stadium. Our facilities provide us with opportunities to participate in a range of activities to keep us active and healthy.
  • An expansive business environment - Upper Harbour enjoys strong economic growth. Our businesses are able to prosper and create job opportunities.
  • A protected natural environment - we have easy access to safe and beautiful reserves, parks and beaches, where we can relax and enjoy ourselves.
  • A well-connected and accessible Upper Harbour - we have a well-designed road network with connected bus services, walkways and cycleways across the North Shore. We are well connected to Westgate in the west and our central city, giving us choices as to where we work, study and play.
  • Accountable and transparent reporting - we are honest, open and careful about how and where we spend our money.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

Auckland 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 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Upper Harbour local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include swimming pools and leisure centres servicing communities in the local area.

Our annual budget to deliver these activities includes operating costs of $7,386,000 and capital investment of $2,690,000.

The key initiatives we have planned for 2017/2018 include:

  • concept and feasibility study for Rosedale Closed Landfill
  • concept and feasibility study for Hosking Reserve
  • volunteer support
  • maintenance of artwork in reserves
  • additional maintenance of reserve planting.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

67%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

73%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

70%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

No result

20%

20%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Our annual budget to deliver these activities includes operating costs of $3,353,000 and capital investment of $3,147,000.

The key initiatives we have planned for 2017/2018 include:

  • community led placemaking
  • youth programmes
  • local discretionary community grants.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

1.2

0.7

1.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

2.6

2.5

2.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

87%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

87%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

85%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

No result

85%

85%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

41%

77%

41%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

83%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 78%
Night: 42%

Day: 89%
Night: 48%

Day: 89%
Night: 49%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 26%
Off peak: 3%

Peak: 20%
Off peak: 10%

Peak: 20%
Off peak: 10%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

31%

20%

20%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

46,105

47,968

60,093

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres, and local environment and heritage protection. 

These activities include economic, environmental, heritage and spatial projects, and enable, plan for and deliver great local places.

Our annual budget to deliver these activities includes operating costs of $808,000 and capital investment of $0.

The key initiatives we have planned for 2017/2018 include:

  • local economic planning and development
  • Young Enterprise scheme
  • support for international education providers.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

Our annual budget to deliver these activities includes operating costs of $195,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Sustainable Schools project - local streams
  • North-West Wildlink Assistance programme
  • Industrial Pollution Prevention programme waste minimisation (Albany / Rosedale).
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

50%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,065,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $3.1 million
  • Local Parks, Sports and Recreation - $2.7 million.

Capital spend by activity area:

  • Renewals - $2.3 million
  • Improving Services - $3.1 million
  • Growth - $428,000.

Key projects:

  • Community house development (Hobsonville Point) - $1.9 million
  • Parks - Asset renewals - $1.4 million
  • Community hub (Albany) - $1.1 million
  • Locally driven initiatives (LDI Capex) - $460,000
  • General park development - $450,000.

Operating spend by activity area:

  • Local Community Services - $3.4 million
  • Local Parks, Sports and Recreation - $7.4 million
  • Local Environment Development - $195,000
  • Local Planning and Development - $808,00
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

11,865

11,097

Targeted rates

626

661

Subsidies and grants for operating purposes

1,281

2,422

Fees and charges

0

12

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

31

32

Total operating funding

13,803

14,224

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

10,460

10,983

Finance costs

1,367

1,212

Internal charges and overheads applied

1,984

1,972

Other operating funding applications

0

0

Total applications of operating funding

13,811

14,167

 

blank

 

Surplus (deficit) of operating funding

(8)

57

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

14,754

5,780

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

14,754

5,780

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

5,696

428

- to improve the level of service

7,986

3,129

- to replace existing assets

1,064

2,280

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

14,746

5,837

 

blank

 

Surplus (deficit) of capital funding

8

(57)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Indoor multi-sport facilityProvision of indoor multi-sport facilities to address recognised short-falls in the Auckland-North region, e.g. Hobsonville Point and AlbanyGoverning Body
Open space and community facility provisionSecure adequate provision of open space and community facilities, e.g. securing a long-term library in Albany and enhancing greenway connectionsGoverning Body
Adequate roading and water infrastructure provisionEnsure adequate roading and 'three water' (stormwater, wastewater, and drinking water) infrastructure is in place to cater for growth and intensification, e.g. The Avenue intersection, Gills Road pedestrian bridge and footpath, capacity improvements at Albany Park and Ride, and water quality in Lucas and Brighams CreekGoverning 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.

How to contact your local Board members:
Lisa Whyte (Chair)

Kell Drive

Albany Village

Auckland

Ph: (021) 287 6655

E: lisa.whyte@aucklandcouncil.govt.nz

Uzra Casuri Balouch

Kell Drive

Albany Village

Auckland

Ph: (021) 503 279

E: uzra.balouch@aucklandcouncil.govt.nz

Nicholas Mayne

Kell Drive

Albany Village

Auckland

Ph: (022) 066 2963

E: nicholas.mayne@aucklandcouncil.govt.nz

Margaret Miles (Deputy Chair)

Kell Drive

Albany Village

Auckland

Ph: (021) 587 111

E: margaret.miles@aucklandcouncil.govt.nz

John McLean

Kell Drive

Albany Village

Auckland

Ph: (021) 114 9092

E: john.mclean@aucklandcouncil.govt.nz

Brian Neeson

Kell Drive

Albany Village

Auckland

Ph: (021) 283 9922

E: brian.neeson@aucklandcouncil.govt.nz

The board can be contacted at the address below:

Kell Drive

Albany Village

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

Waiheke Local Board

Message from the Chair

We are now in the third year of the Long-term Plan 2015-2025, and we continue to work hard to deliver the outcomes and vision that we all share for our environment and our community, as outlined within our Local Board Plan 2014. Over the next 12 months we plan to continue to deliver projects you've said are a priority for you.

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 support and enthusiasm for our volunteer and education programmes.

We will continue to support our community groups and social support volunteers who provide assistance to those in our community who need it most.

Your feedback confirms developing a swimming pool, housing and planning at Matiatia are still priorities so we will continue to progress these projects on your behalf.

You have told us that tourism needs to benefit the island 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.

This includes investment in our roads and footpaths, and flooding and stormwater management.

Many thanks for your continued contribution and we look forward to working with all those groups and individuals in the community who make Waiheke special.

Paul Walden

Chairperson, Waiheke Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

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 a number of smaller islands. Waiheke is the largest island in this grouping. The island has around 40 km of beaches and the eastern part of the island is predominantly forest, farmland, vineyards and a regional park.

The Waiheke Local Board area boasts a diverse community. Over the summer, the population on many of the islands swells due to 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 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Waiheke Local Board Plan outcomes are:

  • Treasured islands, coastlines, wetlands and marine areas - we will work to protect, maintain and enhance our magical islands, land, coastline, wetland and marine environments for Auckland's future generations.
  • A sustainable and prosperous local economy - our Waiheke community has a strong, independent, entrepreneurial spirit and our natural assets provide many economic and lifestyle opportunities. We will support the local economy to flourish.
  • Thriving, strong and engaged communities - Waiheke residents have a strong sense of identity and wellbeing which is enhanced through active community participation.
  • Connected, healthy and environmentally-friendly transport options - we have environmentally-friendly, safe and integrated transport options that encourage walking, cycling and horse riding.
  • Vibrant places for people that reflect the character of the island - our parks, reserves and beaches are cared for by residents and visitors who enjoy the sport, recreation and leisure opportunities they provide. People also love to use our range of community, arts and cultural facilities.
  • Matiatia, gateway to Waiheke - our gateway to Waiheke is protected and enhanced.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

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 Te Ao Māori world view, the essence of which is about 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. This includes 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 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Waiheke local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include the provision and maintenance of sport fields and hard courts, walking tracks, playgrounds, and public toilets.

Our annual budget to deliver these activities includes operating costs of $2,317,000 and capital investment of $1,365,000.

The key initiatives we have planned for 2017/2018 include:

  • delivering ongoing upgrades to local parks, reserves, walkways and playgrounds
  • completing the Pathways (Greenways) plan and development and promotion of our walkways and cycleways
  • continuing to progress the development of a community swimming pool
  • ecological restoration in partnership with the community
  • progressing initiatives identified within the Matiatia strategic plan.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

76%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

94%

90%

90%

Provide sports fields that are fit for purpose and cater for community needsPercentage of residents satisfied with the provision (quality, location and distribution) of sports fields

62%

75%

80%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

This area also includes the work of the Waiheke Strategic Broker, to work with and empower communities to further their projects, goals and aspirations for our local board area.

Our annual budget to deliver these activities includes operating costs of $1,513,000 and capital investment of $270,000.

The key initiatives we have planned for 2017/2018 include:

  • grants for community groups to provide activities, projects, programmes, initiatives and events that make a positive contribution to our community
  • progressing community facility renewals
  • completing an Artworks complex needs assessment
  • supporting community economic development and social enterprise
  • delivering Waiheke Christmas events.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

13.9

2.5

2.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

19.3

10

10.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

94%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

94%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

43%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

68%

82%

84%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

77%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 92%
Night: 81%

Day: 94%
Night: 82%

Day: 95%
Night: 83%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 10%
Off peak: 5%

Peak: 14%
Off peak: 8%

Peak: 14%
Off peak: 9%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

15%

20%

20%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

14,279

28,002

28,277

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection. There is no annual budget for this activity.

Levels of Service

There are no performance measures for this activity.

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities include community grants and ecological programmes to help the community improve our environment.

Our annual budget to deliver these activities includes operating costs of $92,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • progressing outcomes identified in the Little Oneroa action plan, including enhancing water quality in the stream and lagoon and improving the natural character and amenity of the stream catchment
  • continuing to progress marine protection and waterway research
  • supporting community pest management initiatives and networks.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $918,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $270,000
  • Local Parks, Sports and Recreation - $1.4 million.

Capital spend by activity area:

  • Renewals - $1.4 million
  • Improving Services - $50,000
  • Growth - $150,000.

Key projects:

  • Parks Asset renewals - $800,000
  • Locally driven initiatives (LDI Capex) - $357,000
  • ACE - Art facility renewals - $270,000
  • Sport development - $200,000
  • Parks - Sportsfield renewals - $7,000.

Operating spend by activity area:

  • Local Community Services - $1.5 million
  • Local Parks, Sports and Recreation - $2.3 million
  • Local Environment Development - $92,000
  • Local Governance - $918,000.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

6,548

5,554

Targeted rates

0

0

Subsidies and grants for operating purposes

4

4

Fees and charges

28

30

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

182

187

Total operating funding

6,763

5,775

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

5,772

4,421

Finance costs

309

285

Internal charges and overheads applied

948

944

Other operating funding applications

0

0

Total applications of operating funding

7,029

5,651

 

blank

 

Surplus (deficit) of operating funding

(266)

124

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

2,253

1,511

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

2,253

1,511

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

0

150

- to improve the level of service

14

50

- to replace existing assets

1,974

1,435

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

1,987

1,635

 

blank

 

Surplus (deficit) of capital funding

266

(124)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Matiatia Strategic Plan

 

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.

The board requests that as part of this plan, the Governing Body review the status of the Panuku Development Auckland managed land at Matiatia on the basis that a significant financial return on investment (at purchase) is clearly unrealistic and this status is delaying an outcome to the multitude of issues that exist at Matiatia.

Governing Body

Auckland Transport

Panuku Development Auckland

Quality roading and infrastructure that supports Waiheke's character and water management needsThe 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. 

Funding for the development and implementation of Watershed / Catchment managements plans is also essential. This includes flooding and stormwater management, monitoring of the drainage network and appropriate maintenance and infrastructure development.

Governing Body

Auckland Transport

Visitor ImpactThe 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 Council's Governing Body for visitor growth funding.

Governing Body
Community Swimming PoolThe 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 areasThe 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

Previous advocacy areas not yet resolved are considered still active.

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.

Paul Walden - Chairperson

Phone: 021 584 282

paul.walden@aucklandcouncil.govt.nz

Shirin Brown

Phone: 021 242 3310

shirin.brown@aucklandcouncil.govt.nz 

Bob Upchurch

Phone: 027 630 1884

bob.upchurch@aucklandcouncil.govt.nz

Cath Handley - Deputy Chairperson

Phone: 021 194 1787

cath.handley@aucklandcouncil.govt.nz

John Meeuwsen

Phone: 021 242 4925

john.meeuwsen@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

Waitākere Ranges Local Board

Message from the Chair

Kia ora koutou katoa.

This is the third and final year of the current local board plan, which means that our focus is now on implementing existing initiatives. Much of what is happening now is building on the foundations that this board set in our last term. The Waitākere Ranges Strategic Weed Management Plan is an example, and more recently the Glen Eden business prospectus, which has been co-designed with the Glen Eden Business Association.

Our discretionary budget for capital projects this year is $1.3 million and we will be making a significant decision about how we use that to revitalise Glen Eden. Glen Eden is our major town centre and we are excited to finally be able to give it a town square for special events and every day social gatherings. We recently completed a library courtyard makeover at the opposite end of Glen Mall and it is clearly popular with locals.

In what was a long-standing conversation, council staff and local residents have worked together to present us with a good outcome for renewal of the sea wall in Huia. This will protect Huia Domain from erosion, and provide a beach for residents and visitors, and we are looking forward to it being finished in 2017 - 2018.

The health of the Waitākere Ranges Heritage Area (WRHA) is of course a major priority, and in 2017 - 2018 the second five year monitoring report for the WRHA will be completed, which will tell us how we are doing and help us make choices about our work in the future.

The constraints of budget mean that many of our goals are long term goals, the benefits of which are being realised gradually over time.

Thank you to everyone who made submissions on the Annual Plan 2017 - 2018. 

Ngā mihi

Greg Presland

Chair, Waitākere Ranges Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

The Waitākere Ranges are renowned for their lush native rainforest, outstanding coastlines and popular beaches. People from around the region and the world enjoy tramping in the bush, admiring the breath-taking vistas, swimming in streams and waterfalls and surfing the waves of the wild west coast.

The area is home to a diversity of habitats for indigenous flora such as the kauri tree, and fauna including kauri snails, Hochstetter's frogs, a variety of birds and long-tailed bats. The Waitākere Ranges Heritage Area Act 2008 recognises the national, regional and local significance of this area including its significance to mana whenua. A continuing opportunity is the long-term protection and enhancement of the ranges and its important heritage while enabling other uses.

The Waitākere Ranges Local Board area includes the Glen Eden town centre and a number of smaller coastal, urban and rural villages, including Titirangi, Swanson, Oratia, Piha, Huia, Karekare, Laingholm, Waiatarua and Waitākere Village. Te Kawerau a Maki and Ngāti Whātua are mana whenua in the Waitākere Ranges. Hoani Waititi Marae is an important site for urban Māori in the area.

For more detailed information about the Waitākere Ranges local board area, please refer to: www.aucklandcouncil.govt.nz/waitākereranges

Local Board Plan outcomes

The 2014 Waitākere Ranges Local Board Plan sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Waitākere Ranges Local Board Plan outcomes are:

  • The Waitākere Ranges Heritage Area is protected.
  • Our unique natural environments are healthy and restored.
  • Thriving communities.
  • Revitalised town centres and urban villages.
  • Sustainable local economic activity is supported.
  • Arts and culture flourish, with Titirangi as the vibrant arts hub for the west.
  • Public transport, cycling and walking are easy, safe and connected.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

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.

Waitākere Ranges Local Board has initiatives that are specifically focused on partnering with Maori - ongoing support for Hoani Waititi Marae programmes and inclusion and diversity programmes targeting Māori communities.

Waitākere Ranges Local Board Agreement 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Waitākere Ranges local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation. It includes parks maintenance and upgrades, supporting volunteers doing environmental restoration programmes, and delivering events in parks.

Our annual budget to deliver these activities includes operating costs of $2,573,000 and capital investment of $2,022,000.

The key initiatives we have planned for 2017/2018 include:

  • coastal asset renewals - Huia Domain seawall
  • parks activation projects.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

68%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

89%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

77%

75%

80%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

In our area this includes a substantial funding agreement with Te Uru, and many smaller agreements with many community organisations such as the Going West Readers and Writers Festival and the West Auckland Pasifika Forum. Leases and licences to occupy for community centres and houses are also included in this activity.

Our annual budget to deliver these activities includes operating costs of $3,608,000 and capital investment of $424,000.

The key initiatives we have planned for 2017/2018 include:

  • Kauri Karnival
  • Waitākere Ranges Open Studios Weekend
  • Waikumete Cemetery Open Day
  • Glen Eden Safety Hub
  • A programme of community capacity building and place-making projects.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & WiFi)

3.1

1.5

3.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

6.5

5.5

6.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

93%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

85%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

59%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

No result

85%

85%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

39%

76%

53%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

76%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 69%
Night: 22%

Day: 83%
Night: 32%

Day: 84%
Night: 34%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 48%
Off peak: 14%

Peak: 31%
Off peak: 19%

Peak: 49%
Off peak: 14%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

27%

20%

28%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

157,557

121,679

160,000

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities also include economic development initiatives in partnership with business and community organisations.

Our annual budget to deliver these activities includes operating costs of $252,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Glen Eden town centre improvements
  • Glen Eden investment attraction project
  • Thrive: Waitākere Ranges Heritage Area business newsletter.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

100%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

Most of the 27,720 hectares of the Waitākere Ranges Heritage Area, sit within the local board's boundaries, the duty of care for which makes local environmental management outcomes particularly relevant in our area.

Our annual budget to deliver these activities includes operating costs of $994,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • Weed management project
  • Kauri Dieback Community Coordinator
  • On-site wastewater subsidy scheme.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

89%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,019,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $424,000
  • Local Parks, Sports and Recreation - $2 million.

Capital spend by activity area:

  • Renewals - $2.4 million
  • Improving Services - $5,000.

Key projects:

  • Locally driven initiatives (LDI Capex) - $857,000
  • Parks - Coastal asset renewals - $650,00
  • Parks - Asset renewals - $485,000
  • ACE - Leases renewals - $239,000
  • Local library renewals - $160,000.

Operating spend by activity area:

  • Local Community Services - $3.6 million
  • Local Parks, Sports and Recreation - $2.6 million
  • Local Environment Development - $994,000
  • Local Planning and Development - $252,000
  • Local Governance - $1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

11,011

9,710

Targeted rates

84

92

Subsidies and grants for operating purposes

10

10

Fees and charges

83

86

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

54

57

Total operating funding

11,241

9,956

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

9,085

7,958

Finance costs

734

599

Internal charges and overheads applied

1,419

1,386

Other operating funding applications

0

0

Total applications of operating funding

11,237

9,944

 

blank

 

Surplus (deficit) of operating funding

4

12

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

2,965

2,434

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

2,965

2,434

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

344

0

- to improve the level of service

372

5

- to replace existing assets

2,252

2,442

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

2,969

2,447

 

blank

 

Surplus (deficit) of capital funding

(4)

(12)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Waitākere Ranges Heritage Area

 

 

Governing Body to fund the Waitākere Ranges Heritage Area programme at previous levels, including an additional allowance for the writing of the Waitākere Ranges Heritage Area Monitoring Report in 2018, and each 5 years thereafter.

Auckland Council to properly identify and resource Waitākere Ranges Heritage Area objectives.

Council to prioritise financial resources to support the Waitākere Ranges Heritage Area in the long-term, particularly around environmental matters.

Governing Body
Glen EdenGlen Eden Urban Design Framework and Implementation Plan to be fully funded in the next Long-term Plan: resourcing to be included.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

Sandra Coney QSO

39 Glenmall Place
Glen Eden

Auckland 0604

Ph: (09) 813 9150 or 021 446 370

E: sandra.coney@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

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

Neil Henderson

39 Glenmall Place
Glen Eden

Auckland 0604

Ph: (09) 813 9150 or 021 286 5666

E: neil.henderson@aucklandcouncil.govt.nz

Denise Yates, JP

39 Glenmall Place
Glen Eden

Auckland 0604

Ph: (09) 813 9150 or 021 285 7999

E:  denise.yates@aucklandcouncil.govt.nz

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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Waitematā Local Board

Message from the Chair

We are pleased to present our new local board agreement. This document sets out what we plan to deliver and advocate for in the 2017/2018 financial year following consideration of the feedback we received as part of the Annual Budget consultation. The Waitematā Local Board continues to support projects and initiatives in line with what you have told us.

We will progress streetscape improvements from the Newmarket Laneways Plan, commence delivery of a multi-purpose community facility in Grey Lynn Park and soon celebrate the opening of the refurbished and restored Ellen Melville Centre. Funds will be allocated to commence scoping, design and community engagement for a youth space in Newmarket.

We will continue to look for opportunities to leverage maintenance programmes. We will prepare a plan for Western Springs Park Waiorea to be able to prioritise development in a coordinated way, and we are looking forward to the completion of the Myers Park underpass transformation following the opening of a splash pad earlier this year.

You have told us that improving cycling and walking infrastructure and pedestrian safety are important to you. We will use our local transport budget to fund initiatives that deliver on these aspirations including the Parnell Train Station pathway to Nicholls Lane and keep working with Auckland Transport to provide connected, accessible and safe transport choices.

A key role of the local board is to advocate for projects we are unable to fund. In addition to upgrading our existing parks, we are advocating to the Governing Body to secure funding and resources to deliver the community's agreed vision for Ponsonby Park at 254 Ponsonby Road as the board's priority unfunded capital project.

You have also expressed concerns about the increasing number of homeless people, a shortage of affordable housing and the use of agrichemicals in our area. Our new key advocacy areas include these two topics, as well as seeking solutions for the wastewater overflows in our local waterways and harbour. The board is looking forward to further progress on the smokefree policy implementation

In the year ahead the board will continue to support environmental restoration projects, including increased funds for the restoration of Waipapa Stream and an initiative to enhance Newmarket Stream. Through our grants programme we will also continue to support the arts, assist community groups to run their activities and events and champion community-led initiatives and placemaking.

Pippa Coom

Chair, Waitematā Local Board

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

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 2015 and 2016 our estimated population increased by 7,200 people to 101,700, and we had the highest percentage growth (7.6 per cent in a single year) of any local board area in Auckland. Sixteen per cent of Auckland's population growth occurred in our area. Seventy per cent of the estimated population growth in Waitematā between 2015 and 2016 occurred in the city centre.

The Waitematā area is the primary hub of employment and commerce in Auckland 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 high density housing and a boom in overseas students.

The contrast between the wealthiest and poorest Aucklanders is particularly marked in the city centre and includes pockets of high deprivation.

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 as a whole. The recent NZ Statistics ethnic projections identify the local board area as having the second largest increase in Asian ethnic population, up to 37,000 from 24,000 in 2013. In the city centre over half of the population identifies with an Asian ethnicity (53.3 per cent).

We are likely to continue experiencing relatively high rates of 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 increasing population brings diversity and interest to the area but also places greater pressure and demand on resources, infrastructure and our environment.

Local Board Plan outcomes

The Waitematā Local Board Plan sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

The Waitematā Local Board Plan outcomes are:

  • A distinctive, high-quality urban environment that embraces our heritage - Developments in our neighbourhoods, town centres and city centre are of high-quality and the area's character and heritage is recognised and enhanced.
  • Connected, accessible and safe transport choices - It is easy to travel into and around Waitematā with well-connected, integrated and accessible public transport choices and safe, pleasant walking and cycling routes.
  • Waitematā, the innovative economic hub of Auckland - The city centre, waterfront and city fringe form the innovative economic hub of Auckland, where people want to work, study, play and visit.
  • The natural environment is respected and enhanced - Our communities help protect and enhance Waitematā's beautiful natural environments. We are a low-carbon community.
  • Quality parks, open spaces and community facilities created for people to use and enjoy - We have high-quality and varied parks, public spaces and community facilities where people socialise, relax, learn, exercise and have fun.
  • Strong communities that are inclusive, vibrant and engaged - Our communities are safe and healthy, with a strong sense of identity and connection. Children and young people are thriving and people actively participate in Waitematā's civic, cultural and recreational life.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

Auckland 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 share information and work together.

As part of this commitment, Waitematā Local Board intends to work with mana whenua and matawaaka on a range of projects and activities included in the local board agreement, particularly on issues that are of great importance to Māori, such as improving and maintaining the natural environment.

Waitematā Local Board Agreement 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities, which have contributed to key community outcomes in the Waitematā local board area, are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include upgrading our parks, sports fields and open spaces to ensure the provision of high-quality facilities to encourage participation and access to sport and recreation. We will continue to take a comprehensive approach to planning our parks so they can respond to the diverse needs of our growing population.

Our annual budget to deliver these activities includes operating costs of $10,891,000 and capital investment of $8,855,000.

The key initiatives we have planned for 2017/2018 include:

  • deliver a multi-purpose community facility in Grey Lynn Park
  • undertake the Western Springs Park Waiorea Development Plan
  • commence scoping, design and community engagement for a youth space in Newmarket
  • continue to fund the restoration of Symonds Street Cemetery including monument conservation and repair and wayfinding signage
  • complete the Myers Park upgrade.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

82%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

87%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

80%

75%

80%

Provide programmes and facilities that ensure more Aucklanders are more active more oftenCustomers Net Promoter Score for Pool and Leisure Centres

45%

15%

15%

Note to table: The local board provides a service level top up for ecological contracts ($65,000).

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Community facilities, arts and cultural events are essential for developing an inclusive and engaged community. Ongoing investment in the maintenance and renewal of our facilities will contribute to creating great places for people to use and enjoy. We will continue to support local events, such as Parnell Festival of Roses, and community groups through direct funding and our grants programme.

Our annual budget to deliver these activities includes operating costs of $7,535,000 and capital investment of $2,131,000.

The key initiatives we have planned for 2017/2018 include:

  • deliver the Pop temporary arts programme in the local board area
  • deliver Parnell Festival of Roses and Myers Park Medley festival
  • fund community groups to deliver events and activities via local grants and accommodation grants
  • support community-led initiatives including placemaking and community gardens
  • support the activities of the Waitematā Youth Collective.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)

13.7

11

14.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

15.1

20

16.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

88%

93%

90%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

84%

91%

87%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

71%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

88%

90%

90%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

44%

76%

44%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

80%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 82%
Night: 36%

Day: 87%
Night: 36%

Day: 88%
Night: 37%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 28%
Off peak: 6%

Peak: 26%
Off peak: 10%

Peak: 28%
Off peak: 6%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

19%

20%

19%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

477,295

557,000

400,387

Note to table: The local board has subsidised library hours ($3,000) and provides a service level top up for Community Houses ($20,000)

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection. We will continue to deliver streetscape upgrade improvements from the Newmarket Laneways Plan and Ponsonby Road Plan, implement initiatives that contribute to the economic growth of the city fringe and support community-led planning initiatives.

Our annual budget to deliver these activities includes operating costs of $8,382,000 and capital investment of $1,959,000. 

The key initiatives we have planned for 2017/2018 include:

  • deliver the Teed Street upgrade in Newmarket and pedestrian improvements on Ponsonby Road
  • implement the refreshed Waitematā City Fringe Economic Development Action Plan
  • support the delivery of the Young Enterprise Scheme Enterprise Days event
  • install an interpretative signage on Te Hā o Hine Place
  • support community-led planning initiatives, such as a local plan for Grafton.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

83%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with local communities and iwi to deliver enhanced environmental outcomes with a focus on indigenous biodiversity, healthy waterways and sustainable living.

Our activities will include an increased level of support for initiatives which enhance water quality in our local board area and programmes focused on achieving our vision of becoming a low carbon community.

Our annual budget to deliver these activities includes operating costs of $102,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • continue the delivery of Waipapa Stream restoration and ecological project
  • support the implementation of the Waitematā Low Carbon Action Plan by encouraging individuals, households and businesses to lead low carbon lifestyles
  • support volunteers to enhance and restore the ecological health of Newmarket Stream.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 matawaaka 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 2015-2025 where survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,060,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $2.1 million
  • Local Parks, Sports and Recreation - $8.9 million
  • Local Planning and Development - $2 million.

Capital spend by activity area:

  • Renewals - $5.2 million
  • Improving Services - $6.5 million
  • Growth - $1.2 million.

Key projects:

  • Upgrade (Myers Park) - $4 million
  • Development (Newmarket) - $1.9 million
  • Sport development - $1.7 million
  • Library refurbishment (Central City) - $1.3 million
  • Parks - Asset renewals - $1.2 million.

Operating spend by activity area:

  • Local Community Services - $7.5 million
  • Local Parks, Sports and Recreation - $10.9 million
  • Local Environment Development - $102,000
  • Local Planning and Development - $8.4 million
  • Local Governance - $1.1 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

22,960

20,031

Targeted rates

7,432

7,810

Subsidies and grants for operating purposes

15

15

Fees and charges

2,791

2,885

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

1,460

1,437

Total operating funding

34,658

32,178

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

28,523

25,891

Finance costs

1,959

2,215

Internal charges and overheads applied

4,093

4,055

Other operating funding applications

0

0

Total applications of operating funding

34,575

32,161

 

blank

 

Surplus (deficit) of operating funding

82

18

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

0

0

Development and financial contributions*

0

0

Increase (decrease) in debt

12,499

8,927

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

12,499

8,927

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

133

1,238

- to improve the level of service

6,833

2,500

- to replace existing assets

5,615

5,207

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

12,581

8,944

 

blank

 

Surplus (deficit) of capital funding

(82)

(18)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board are:

1. The following is the priority unfunded capital project for the local board:

InitiativeDescriptionAdvocating to
Ponsonby Park at 254 Ponsonby Road

Secure funding, resource and support to deliver the community's agreed vision and chosen design for Ponsonby Park 254 Ponsonby Road.

The former Auckland City Council purchased 254 Ponsonby Road in 2006 to create an open space in the Ponsonby town centre for future communities. A community-led design process was commenced at the end of 2014. A design by LandLab has been chosen by the public who were given an opportunity to vote on fourteen designs and choose their preferred design. The Landlab design received very strong public endorsement. Funding is now required to deliver the project.Governing Body

2. The following are priority advocacy areas for the local board:

InitiativeDescriptionAdvocating to
Affordable Housing

Ensure Auckland Council actively builds or enables others to provide affordable housing through appropriate mechanisms and tools.

Auckland Council should be more actively building or enabling others to be providing affordable and fully accessible housing meeting 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 and by community housing associations and providers through advice, bonds, guaranteeing loans, and resource and building consents.Governing Body
Housing solution for homeless people

Deliver short term housing solutions for homeless people.

To provide immediate assistance to homeless people to ensure they have a shelter in the short term. The Liston House Project is a good start in the right direction, but more space needs to be made available.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.

Pt Erin Pool is an aging and tired facility in need of a major redevelopment. The two options endorsed by the Waitematā Local Board seek to retain the special character of Pt Erin Pool, increase local use and undertake comprehensive improvements to provide a wider range of aquatic activities.Governing Body
Minimise Agrichemical Use Initiative

Secure a budget to provide as a base level service the costs of minimising or eliminating when possible the use of agrichemicals in accordance with the Council's Weed Management Policy.

The Governing Body needs to allocate funds to conduct extensive non-chemical weed control and maintenance in parks, open spaces and the road corridor.

As part of the 2017 Parks and Building Maintenance Contracts, Auckland Council should include progressive reduction of chemical pest control on an annual basis

Governing Body and Auckland Transport
Reduction of wastewater flows into waterways and the Waitematā Harbour

Advocate for projects which deliver localised solutions for all four catchments (Meola Reef, Grey Lynn, City Centre and Parnell/ Newmarket) to provide a major and early reduction in the volume and frequency of wastewater entering waterways and the Harbour and take steps to improve water quality.

As a result of the historic combined stormwater and wastewater system wastewater overflows regularly enter our waterways and the Waitematā Harbour. This detrimentally impacts on the health of our waterways, Harbour and beaches and is a major concern for many of our residents. The Central and Waterfront Interceptor project should be completed at the earliest opportunity, and in the interim localised solutions, such as in St Marys Bay, to address this issue should be immediately developed, funded and delivered.Governing Body and Watercare

3. The following are other advocacy areas for this local board:

InitiativeDescriptionAdvocating to
Open and Closed Cemetery Maintenance BudgetSecure 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. Therefore a base service level at Auckland's open and closed cemeteries is not able to be maintained.Governing Body
Parnell StationParnell Station opened in early 2017 to limited services. The Board wants to ensure Parnell Train Station is operational to full services and accessible to all users at the earliest opportunity. This station has the potential to be the fourth busiest station on the network and will be an essential connection for the University of Auckland, Parnell Town Centre, the Domain, Stanley Street and Beach Rd.Auckland Transport
Parnell Train Station Pedestrian and Cycling ConnectionsProvide 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 Town Centre.Auckland Transport
Auckland Domain Capital Improvements BudgetSecure adequate capital funds to progress the Auckland Domain Master Plan.Governing Body
Central Community Recycling Centre Drop Off sitesSecure 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
Child and Youth Friendly CityContinue to put children and young people first and become a 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. A 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 NetworkCompletion 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
Ponsonby Road Arts PrecinctSupport 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.Governing Body
Local Area PlansBudget to be allocated to the development of local area plans.Governing Body
Community-led vision projectsContinue to support and provide advice for community-led local area planning and visioning.Governing Body
Carlile HouseEnsure the restoration and protection of Carlile House and consider acquisition if necessary.Governing Body
Built Heritage Acquisition FundSupport 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 saleGoverning Body
Broadway and Station Square AccessImprove 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 TheatreCouncil provides support to the Auckland Notable Properties Trust in the restoration and protection of St James Theatre.Governing Body
Housing AffordabilityPanuku Development Auckland to take a leadership role in pursuing opportunities to improve housing supply, affordability, quality and choice on Council owned land to help achieve the affordability targetPanuku Development Auckland
Auckland Council Living WageEnsure that there is budget provision of a 'living wage' for council employees and progressively for contractor employees.Governing Body
CCO Low Carbon TargetsAdvocate to the Governing Body for CCOs to include low carbon targets in their Statements of Intent.Governing Body, CCOs
Disposable PlasticSupport mechanisms to reduce or eliminate single use plastic.Governing Body
Full Council ownership of Ports of AucklandEnsure Ports of Auckland Ltd remains in full council ownership.Governing Body
Investment PolicyFollow a policy of social and environmentally responsible investment.Governing Body
Light RailDevelop light rail within the isthmus.Governing Body, Auckland Transport
Greenways Regional FundSecure a regional budget to enable the implementation of Greenways across Auckland.

Greenways provide safe, high amenity walking and cycling connections along with improved ecological and storm water outcomes, including expanded habitats, movement corridors and food sources for native fauna. They also provide the ability to increase recreational opportunities and open space facilities.

Governing Body, Auckland Transport
Safer StreetsAuckland 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 ZoneAuckland Transport to undertake a trial of a slow speed zone in a residential area and/or a town centre.Auckland Transport
City Centre 30km per hour ZoneAuckland Transport to implement the city centre 30km per hour speed zone (as described in the City Centre Masterplan) and the Wynyard Quarter slower speed zone.Governing Body, Panuku Development Auckland
Maximise Renewal and Maintenance OpportunitiesConsider 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.Auckland Transport
Improved Safety and Amenity for PedestriansAuckland 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 RuleAuckland 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 SchemesAuckland Transport to implement residential parking schemes to manage commuter parking in central Auckland suburbs following consultation with residents.Auckland Transport
Consultation on the Footpath Renewal PlanAuckland Transport to develop the 2017/2018 foot path renewal programme in consultation with the Waitematā Local Board.Auckland Transport
Greenways Prioritised RoutesAuckland Transport to work with Auckland Council to deliver the Waitematā Local Board Greenways prioritized routes.Auckland Transport
Other Waitematā Local Board Plan prioritiesCouncil 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.
CCOs
Street trees and greeneryAuckland 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 PolicyAuckland Transport continue to implement the Auckland Council smoke free policy in relation to all transport areas, including train stations, train platforms, bus stations, bus shelters and ferry terminals in the Waitematā Local Board area.Auckland Transport
Additional Auckland Harbour CrossingAuckland Transport to design the Additional Harbour Crossing incorporating dedicated rapid public transport connections.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.

Pippa Coom - Chair

Portfolios: Transport (Lead), Infrastructure and Environment

Ph: 021 926 618

E: pippa.coom@aucklandcouncil.govt.nz

Adriana Christie

Portfolios: Community Development (Lead), Parks, Sports and Recreation

Ph: 021 193 9046

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

Rob Thomas

Portfolios: Infrastructure and Environment (Lead), Economic Development

Ph: 021 704 423

E: rob.thomas@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

Mark Davey

Portfolios: Economic Development (Lead), Planning and Heritage

Ph: 021 242 8024

E: mark.davey@aucklandcouncil.govt.nz

Vernon Tava

Portfolios: Planning and Heritage (Lead), Transport

Ph: 021 0232 4292

E:  vernon.tava@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

Whau Local Board

Message from the Chair

It is my pleasure to present the Whau Local Board's 2017/2018 Local Board Agreement, covering the third year of delivery against the local board plan.

The board's priorities in 2017/2018 are to work with the Governing Body and Auckland Council's Panuku Development Auckland and Auckland Tourism, Events and Economic Development (ATEED) teams, to regenerate New Lynn and transform Avondale. We have had a measure of success by having funding put aside to develop community facilities to cater for our rapidly growing communities' needs. We continue to advocate for a speedy delivery as well as for a swimming pool facility to serve the people living in the Whau.

The board continues to work with various organisations, not least being Auckland Transport and Te Whau Pathway Project steering group, seeking sterling outcomes in our parks and public places, and also striving for ease of access between neighbourhoods and to and from public transport. A by-product will be healthier lifestyles and a sense of pride within our environmentally improved and culturally artistic communities. We will keep working to empower local groups to take the lead to activate and improve all our neighbourhoods.

I encourage you to contact any member of our board if you have a concern or idea. It is our job to be the voice of communities in the Whau and we are committed to making that voice heard by the Mayor and Auckland Council's Governing Body.

Tracy Mulholland

Whau Local Board Chair

Introduction

Auckland Council's shared governance model means local boards make decisions on local issues, activities and the use of local facilities within their decision-making allocation responsibilities. Local boards develop a three-year local board plan as the basis of their annual funding agreement with Auckland Council's Governing Body (the mayor and councillors). Local boards also advocate 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.

This document provides information on local activities that have been agreed for delivery in 2017/2018 between the Governing Body and the local board.

It outlines a local board agreement for 2017/2018 including local funding priorities, budgets and performance targets. This document also outlines supporting material to the agreement including a message from the Chair and key advocacy areas.

About this area

Wrapped around the Whau river are the communities of New Lynn, Avondale, Rosebank, Kelston and New Windsor 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 very culturally diverse, with people from Europe, Māori, India, Asia and the Pacific cultures calling the 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 storm water services, highly regarded libraries, community facilities, parks, sportsfields, rail and road transport. Its 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 sets out the aspirations the local board has for the area and how the board works towards creating the world's most liveable city (the vision of the Auckland Plan) at a local level.

  • Great local communities across the Whau - Young or old, been here a while or if you are new, there is a place for everyone around the Whau River. From New Windsor to Kelston from Rosebank to Green Bay, by the river, sea or in the hills above, Whau's neighbourhoods are great supportive places to play and live in. The strength of our neighbourhoods is in their diversity and in each place celebrating its own identity.
  • Outstanding development in New Lynn, Avondale and along our main roads - Our towns are laid out well, with great links to the city by rail and bus. Our communities are tidy and safe with more places to play and better housing.
  • Strong local businesses providing more and higher paid work - We have more high-growth businesses in Rosebank, New Lynn and Avondale and they are working together to attract new markets and innovate. More locals are in well-paid employment working locally saving money and time.
  • A healthy Whau River and valued environment - We are all protecting and restoring our natural environment and the Whau River is great to swim in and boat on and our wildlife and fish are flourishing.
  • In the Whau, it's 20 minutes by walking, cycling and public transport to everything we need - The Whau is well served by walkways, cycleways and public transport that is cheap and accessible so we can get to the key places we need to in 20 minutes.
  • Whau's local heritage, arts and cultures are cherished - Our history, design legacy, and our ethnic diversity and creativity enrich our places and our lives, we celebrate our arts and cultures and we are recognised as an outstanding creative community that cherishes its heritage.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2017/2018 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.

Māori transformational shift outcomes

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 Whau Local Board will continue to build a close working relationship with mana whenua with interests in the area and mataawaka. The Whau Local Board Plan ambition to improve economic and social well-being will have a positive impact on Māori living and working in the Whau and its neighbouring areas.

Whau Local Board Agreement 2017/2018

Priorities by activity area

Auckland Council's 2017/2018 funding priorities for local activities and which have contributed to key community outcomes in the Whau local board area are as follows under each local activity.

Local Parks, Sport and Recreation

This group of activities covers management and provision of local parks and open space and recreation activities for both passive and active recreation.

These activities include maintenance and extension of play areas, greenways and coastal, and neighbourhood connections throughout the Whau including bridges; continued partnership with Avondale College to offer additional recreational facilities; activities in local parks through the council or external partners; advanced park facilities.

Our annual budget to deliver these activities includes operating costs of $3,326,000 and capital investment of $5,273,000.

The key initiatives we have planned for 2017/2018 include:

  • planning and development of a playground on Archibald Park, which will be complemented by the Te Whau Pathway running along the river edge, an improved pontoon, and planned waka ama storage shed
  • working with mana whenua to reflect Māori identity, for example historical information on interpretative signs; investigating potential dual naming of parks that have significance to Māori cultural heritage; cultural design presence
  • progression of the Holly to Heron Park boardwalk, including ecological assessment of the area
  • progression of the Waitahurangi bridge that will connect McWhirter Place to Busby Street
  • green space provision in the Crown Lynn private housing development.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents satisfied with the provision (quality, location and distribution) of local parks and reserves

79%

75%

75%

Provide a range of recreational opportunities catering for community needs on local parks, reserves and beachesPercentage of residents who visited a local park or reserve in the last 12 months

66%

90%

90%

Provide sports fields that are fit for purpose and cater for community needs.Percentage of residents satisfied with the provision (quality, location and distribution) of sports fields

73%

75%

80%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for the community to learn and recreate and by integrating arts and culture into the everyday lives of Aucklanders. Key activities include locally delivered Libraries and Information (Libraries) and Arts, Community and Events services.

Funding and/or relationship agreements developed with various community organisations to enable targeted activities in the Whau area.

Our annual budget to deliver these activities includes operating costs of $3,706,000 and capital investment of $451,000.

The key initiatives we have planned for 2017/2018 include:

  • Libraries - additional funding provision to ensure extended hours and additional programme deliveries in the Whau's three libraries
  • Whau Community Arts Co-ordinator - continued provision of an advisor to support community art enablement
  • Community facilities:
    • New Lynn Community Centre enhancement - upgrade to meet community requirements and enable increased use.
    • Green Bay Community House - funding support to expand services currently being provided to and run by the local community.
    • Kelston Community Hub - continued support to grow and expand services provided from this neighbourhood hub.
    • Glen Avon - support the development of this community initiated community facility.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesUse of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)

4.7

2.5

5.0

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesNumber of visits to library facilities per capita

8.4

7.5

8.5

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of customers satisfied with the quality of library service delivery

90%

85%

85%

Provide safe, accessible, welcoming library facilities that support the delivery of quality learning programmes and services relevant to local communitiesPercentage of visitors satisfied with the library environment

78%

85%

85%

Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permittingPercentage of funding/grant applicants satisfied with information, assistance and advice provided

56%

76%

78%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of participants satisfied with council delivered local arts activities.

No result

85%

85%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of Aucklanders that feel connected to their neighbourhood and local community

43%

72%

40%

Deliver a variety of events, programmes and projects that improve safety, connect Aucklanders and engage them in their city and communitiesPercentage of attendees satisfied with council delivered and funded local events

63%

85%

85%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of Aucklanders that feel their local town centre is safe

Day: 77%
Night: 22%

Day: 79%
Night: 28%

Day: 90%
Night: 60%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesFacility Utilisation - utilisation at peak times and off-peak times for council managed community centres and venues for hire

Peak: 40%
Off peak: 12%

Peak: 27%
Off peak: 15%

Peak: 40%
Off peak: 12%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesPercentage of community facilities bookings used for health and wellbeing related activity

21%

20%

20%

Provide safe, reliable and accessible social infrastructure for Aucklanders that contributes to placemaking and thriving communitiesNumber of visitors to community centres and venues for hire

443,811

200,595

400,000

Note: The local board has subsidised library hours ($52,000).

Local Planning and Development

This group of activities covers local business area planning, local street environment and town centres and local environment and heritage protection.

These activities include economic development and employment initiatives in partnership with business and community organisations.

Our annual budget to deliver these activities includes operating costs of $880,000 and capital investment of $2,242,000.

The key initiatives we have planned for 2017/2018 include:

  • development of a new Economic Development Action Plan
  • youth - workshops to provide youth with tools and techniques for creative thinking, collaboration, leadership and entrepreneurial logic which can be actioned to set goals
  • closer working relationships with local business associations.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Develop local business precincts and town centres as great places to do businessPercentage of Business Associations meeting their Business Improvement District (BID) Partnership Programme obligations

50%

100%

100%

Local Environmental Management

Local environmental management activities work in partnership with locally based communities and iwi to deliver enhanced environmental outcomes (with a focus on indigenous biodiversity, healthy waterways and sustainable living) that contribute to Māori, community wellbeing and economy.

These activities aim for tangible as well as visionary outcomes. Efforts are concentrated not only on the Whau River, but the surrounding environment as a whole. Whilst the board seeks instant environmental improvements, it also recognises that to have a healthy environment in the future, we need to educate and bring the community along in the present day.

Our annual budget to deliver these activities includes operating costs of $205,000. There is no capital investment.

The key initiatives we have planned for 2017/2018 include:

  • ecological assessment and planting programmes
  • home energy advice - reduce residential energy use and associated carbon emissions and improve house living environment for tenants
  • Industrial pollution prevention programme - new initiative to improve waterways quality through a proactive programme of supporting and encouraging business to be more aware of impact on local waterways.
  • funding provision for continued education via workshops, festivals and door knocking exercises.
  • recycling education, initiatives and incentives.
Levels of Service

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

Level of servicePerformance measure

Actual 2015/16

LTP

 Target 2016/17

AP

Target 2017/18

Provide leadership & support to protect and conserve the region's natural environment, historic heritage and Māori cultural heritageProportion of local programmes that deliver intended environmental actions and/or outcomes

100%

85%

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 2015-2025 where the survey measures 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 2017/2018.

Our annual budget to deliver these activities includes operating costs of $1,538,000. There is no capital investment.

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

As part of the Long-term Plan 2015-2025, the Governing Body approved a new discretionary capital expenditure fund for local boards. This incorporates a total fund of $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 2017/2018 financial year is shown in the table on pages 8 and 9 of Volume 2: Local Board Information and Agreements.

Funding priorities for local activities

Capital spend by activity area:

  • Local Community Services - $451,000
  • Local Parks, Sports and Recreation - $5.3 million
  • Local Planning and Development - $2.2 million.

Capital spend by activity area:

  • Renewals - $2.1 million
  • Improving Services - $1.6 million
  • Growth - $4.2 million.

Key projects:

  • Stormwater pond (Crown Lynn precinct) - $2.2 million
  • Locally driven initiatives (LDI Capex) - $1.3 million
  • Greenway and walkway development - $1 million
  • Sport development - $950,000
  • Recreation centre development - $610,000.

Operating spend by activity area:

  • Local Community Services - $3.7 million
  • Local Parks, Sports and Recreation - $3.3 million
  • Local Environment Development - $205,000
  • Local Planning and Development - $880,000
  • Local Governance - $1.5 million.

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 2017 to 30 June 2018 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 2016/17

Annual Plan 2017/18

Sources of operating funding:blank 
General rates, UAGCs, rates penalties

12,018

10,508

Targeted rates

731

733

Subsidies and grants for operating purposes

31

10

Fees and charges

160

167

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

88

93

Total operating funding

13,029

11,511

 

blank

 

Applications of operating funding:

blank

 

Payment to staff and suppliers

9,943

8,012

Finance costs

1,441

1,872

Internal charges and overheads applied

1,627

1,609

Other operating funding applications

0

0

Total applications of operating funding

13,011

11,493

 

blank

 

Surplus (deficit) of operating funding

18

18

 

blank

 

Sources of capital funding:

blank

 

Subsidies and grants for capital expenditure

20

0

Development and financial contributions*

0

0

Increase (decrease) in debt

7,484

7,948

Gross proceeds from sale of assets

0

0

Lump sum contributions

0

0

Other dedicated capital funding

0

0

Total sources of capital funding

7,505

7,948

 

blank

 

Application of capital funding:

blank

 

Capital expenditure:

blank

 

- to meet additional demand

105

4,247

- to improve the level of service

3,922

1,571

- to replace existing assets

3,496

2,148

Increase (decrease) in reserves

0

0

Increase (decrease) in investments

0

0

Total applications of capital funding

7,523

7,966

 

blank

 

Surplus (deficit) of capital funding

(18)

(18)

 

blank

 

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 this annual plan, but recognise the value it will add to the local community. Key advocacy areas for this local board are:

InitiativeDescriptionAdvocating to
Funding for a Whau pool / recreation centre in next LTPPlanning for recreation and aquatic facilities is in progress. The board wishes to continue to highlight the importance of delivering this facility in a timely manner, recognising the rapidly increasing population in the Whau.Governing Body
Funding for land purchase / reorientation for better open space provisionAccess to funding for purchasing and reorientation of local open space. The Whau Open Space Network Plan has considered the regional policy in a local context and identifies under-resourced areas. There are opportunities for purchase as well as reorientation of specific sites to address low access areas, poor park connections and community safety concerns.Governing Body

 

Increased support for local economic development The Whau Economic Development Plan has identified the need for improved business and job numbers and quality in Whau's town centres and industrial areas. New Lynn has had significant infrastructural investment in recent years and this investment was premised on both residential and business/employment growth. Avondale is also experiencing intense development and alongside Rosebank should be supported to improve business opportunities.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.

Tracy Mulholland (Chair)

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 021 287 2296

E: tracy.mulholland@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

Duncan MacDonald

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 027 468 8109

E: duncan.macdonald@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

Susan Zhu (Deputy Chair)

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 021 546 880

E: susan.zhu@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

Ulalemamae Te'evā Matāfai

31 Totara Avenue

New Lynn

Auckland

Ph: (09) 826 5190 or 021 242 6472

E: teeva.matafai@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

Wahanga 3: Te Tuku I Te Mana Whakatau-Mahi Tikanga Here-Kore

Part 3: Allocation of Decision-Making Responsibility for Non-Regulatory Activities

Source of decision-making responsibilities

The governing body and local boards obtain their decision-making responsibilities from three sources:

(a)  Statutory decision-making responsibilities

The governing body and local boards have statutory responsibilities under the Local Government (Auckland Council) Act 2009 (Act).  These statutory responsibilities are not repeated in the allocation table.

Governing body: The governing body is a local authority, and hence has the power of general competence under section 12 of the Local Government Act 2002. In addition, the governing body has specific statutory decision-making responsibility for the following:

  • The regulatory activities of Auckland Council (such as Unitary Plan, consenting, and bylaws)
  • Allocation of non-regulatory activities to either local boards or the governing body
  • Any non-regulatory activities of Auckland Council that are allocated to the governing body
  • Agreeing local board agreements with local boards
  • Emergency management
  • Compliance with the financial management requirements of section 101 of the Local Government Act (including the Annual Plan, the Long-term Plan, and financial policies)
  • Acquisition and disposal of assets
  • Regional strategies and policies (such as the Auckland Plan and the Local Board Funding Policy)
  • Governance of Council-Controlled Organisations
  • Appointment of the Chief Executive and maintaining the capacity of Auckland Council to provide its services and facilities
  • Transport networks and infrastructure.

Local boards: The statutory role of local boards includes decision-making responsibility for the following:

  • Any non-regulatory activities of Auckland Council that are allocated to local boards
  • Adoption of local board plans
  • Agreement of local board agreements (with the governing body) and monitoring the implementation of local board agreements - this can include proposing a local targeted rate
  • Providing input into regional strategies, policies and plans
  • Proposing bylaws for the local area
  • Community engagement, consultation and advocacy.

Local boards are not local authorities but will act as such for specified allocated matters, or those matters set out in the Local Government (Auckland Council) Act 2009.

(b)  Delegation of decision-making responsibilities

The governing body can also delegate some of its decision-making responsibilities to local boards. To date the governing body has delegated the following decision-making responsibilities to local boards:

  • Input into notification decisions for resource consent applications
  • Authorising the destruction of wandering stock on Great Barrier Island, in accordance with the Impounding Act 1955 is delegated to the Great Barrier Local Board
  • Decision-making on operational cemeteries on Great Barrier Island is delegated to the Great Barrier Local Board.
  • Amendments to the Policy on Dogs in relation to any dog access rules in local parks, local beaches or local foreshore areas in their local board area
  • Making objections to liquor licensing applications under the Sale and Supply of Alcohol Act 2012
  • Making, amending or revoking alcohol bans, except in areas of regional significance.

The governing body and local boards can also be delegated decision-making responsibilities from Auckland Transport. There are currently no delegations in place.

(c)  Allocation of decision-making for non-regulatory activities

The governing body is required by legislation to allocate decision-making responsibility for the non-regulatory activities of Auckland Council to either the governing body or local boards, in accordance with principles contained in section 17(2) of the Act.  This provides as follows:

a)     decision-making responsibility for a non-regulatory activity of the Auckland Council should be exercised by its local boards unless paragraph (b) applies:

b)    decision-making responsibility for a non-regulatory activity of the Auckland Council should be exercised by its governing body if the nature of the activity is such that decision-making on an Auckland-wide basis will better promote the well-being of the communities across Auckland because-

  1. the impact of the decision will extend beyond a single local board area; or
  2. effective decision making will require alignment or integration with other decisions that are the responsibility of the governing body; or
  3. the benefits of a consistent or co-ordinated approach across Auckland will outweigh the benefits of reflecting the diverse needs and preferences of the communities within each local board area.

Decision-making for non-regulatory activities can only be allocated to either the governing body or to a local board.  Where more than one local board has an interest in a local activity then section 16(3) of the Act provides that:

… a local board should collaborate and co-operate with 1 or more other local boards in situations where the interests and preferences of communities within each local board area will be better served by doing so.

The non-regulatory decision-making allocation is required to be identified in the Auckland Council's Long-Term Plan and Annual Plans.

Allocation of decision-making for non-regulatory activities

The allocation of decision-making responsibility to the governing body and to local boards for the non-regulatory activities of Auckland Council is set out in the following tables.  These will apply from 1 July 2017.

ThemeLocal Board non-regulatory responsibilities

 

Local boards are allocated decision-making responsibility for the following non-regulatory activities of Auckland Council.

Governing Body non-regulatory responsibilities

The governing body is allocated decision-making responsibility for the following non-regulatory activities of Auckland Council.

Governance and supportLocal governance including:
  • decision-making and oversight of decisions on local activities
  • development of local policy positions such as determining areas in which activities may take place and local service specifications
  • submissions  to government on legislation where it specifically relates to that local board area only
  • civic duties, engagements and functions in the local area, including citizenship ceremonies and recognition of volunteers.
Regional governance including:
  • decision-making and oversight of decision on regional activities
  • submissions to government on legislation including official submissions of Auckland Council incorporating local board views
  • regional civic duties, engagements and functions.

 

 Explanatory notes: 
  • Area plans will require a high degree of involvement from local boards.
  • A local board does not have the power to make submissions or objections on matters where the council is exercising its regulatory responsibilities unless specifically delegated by the governing body.
  • Local boards have a statutory role identifying and communicating the interests and preferences of its communities in relation to policies, plans and bylaws. Processes will need to be identified that enable a local board to fulfil this role where a delegation has not been given.
Auckland DevelopmentLocal planning and development including:
  • local place-shaping activities, including local leadership to create a local identity
  • local strategic visioning, policy making and planning within parameters set by regional strategies, policies and plans
Regional planning including:
  • Auckland Plan, area plans and regional spatial priority areas focusing on growth development and key infrastructure priorities
  • regional strategies, policies and plans
  • Auckland-wide place-shaping activities, including regional leadership to create Auckland's identity.

 

 Street environment and town centres including:
  • maintenance of the local street environment and local centres, within parameters set by the governing body
  • improvements to the local street environment and town centres excluding any improvements that are integral to a transformation programme for the centres prioritised for growth as set out in the Auckland Plan
  • naming of roads pursuant to section 319(1)(j) of the Local Government Act 1974.

Business area planning including:

  • local economic development plans, projects  and initiatives (including local centre branding and marketing and local business events) within parameters set by regional strategies and policies
  • Business Improvement District (BID) programmes, including the strategic direction (in partnership with the business association), establishment of new BIDs within the parameters set by the BID policy and recommending BID targeted rates to the governing body.

 

Street environment and town centres including:
  • street environment and town centres strategy and policy, including the classification of town centres
  • transformation programmes for the centres that are prioritised for growth as set out in the Auckland Plan

Economic development including:

  • regional economic development strategy and policy, such as Auckland economic development strategy, investment framework and BID policy
  • international relationships, including entering into new relationships and ending existing relationships
  • Auckland-wide economic development programmes and initiatives, including regional business events, and branding and marketing for the central city, metropolitan centres and centres prioritised for growth as set out in the Auckland Plan.
 Explanatory notes:
  • Regional strategies and policies are not intended to be prescriptive or unduly restrict the decision-making role of local boards.  Where they relate to local activities, they provide regional parameters within which local boards then make decisions on local activities.
  • Development of the city centre waterfront is the responsibility of Waterfront Auckland / Development Auckland.
  • Auckland Transport has significant decision-making responsibilities within the street environment and town centres
  • A number of agencies will be involved in the delivery of transformation programmes.
  • Major events, tourism and visitor centres, and business attraction and development are the responsibility of ATEED
Parks, Community and Lifestyle Local community services including:

Arts and culture including:

  • the specific location, design, build and fit out of new local arts and culture facilities within budget parameters agreed with the governing body
  • the use of local arts and culture facilities, including changes of use.
  • local arts and culture projects, initiatives and events
  • local public artwork and local public art programmes
  • local community funding and grants
  • tailoring regional arts and culture programmes and events to local needs.

 

Regional community services including:

Arts and culture including:

  • any new arts and culture facilities acquired for an Auckland-wide purpose or function
  • the number and general location of all new arts and cultural facilities and the prioritisation of major upgrades to all existing arts and culture facilities
  • the use of regional arts and  culture facilities.
  • regional arts and culture strategy and policy
  • regional arts and culture programmes and events
  • regional public artwork and regional public art programmes
  • development, maintenance and access to the regional visual arts collection, including exhibitions and interpretive programmes
  • region-wide community funding and grants
  • regional arts and culture programmes, which can be tailored to local needs.
 Events including:
  • attraction, development, delivery and promotion
  • sub-regional events which are the responsibility of the local board in which the event is located, in collaboration with other affected local boards
  • local events sponsorship, funding and grants
  • tailoring regional events programmes to local needs.
Events including:
  • regional events strategy and policy, including region-wide events plan
  • coordinating regional events, including attraction, development, delivery and promotion
  • regional events sponsorship, funding and grants
  • regional events programmes, which can be tailored to local needs.
 Community development and facilities including:
  • plans, projects and initiatives specific to the local area
  • tailoring region-wide community development and safety programmes in the local area
  • facilitating community-led placemaking and development initiatives
  • community advisory services
  • local community funding and grants.
  • the specific location, design, build and fit out of new local community facilities within budget parameters agreed with the governing body
  • the use of local community facilities, including leasing and changes of use.
Community development and facilities including:
  • Auckland-wide community development strategy and policy
  • Auckland-wide community development and safety programmes which can be tailored to local needs
  • Auckland-wide community funding and grants.
  • the number and general location of all new community facilities and the prioritisation of major upgrades to all existing community facilities
  • the location design and use of any new community facilities developed for an Auckland-wide purpose
  • social housing, such as housing for the elderly.
 Libraries including:
  • the specific location, design, build and fit out of new local libraries within budget parameters agreed with the governing body
  • the design and type of community facilities within local libraries
  • the use of local libraries including local exhibitions, programmes and events within local libraries.

 

Libraries including:
  • libraries strategy and policy
  • the number and general location of all new libraries and the prioritisation of major upgrades to existing libraries
  • the libraries' collection policy and practice (including development and maintenance of all library collections)
  • regional exhibitions, programmes and events within libraries
  • the mobile library service
  • the central library, other than the ground and first floors.
 Explanatory notes:
  • Definitions of local and regional events are set out in schedule 2 in accordance with the Auckland Council Events Policy.
  • Regional events facilities and amenities are the responsibility of Regional Facilities Auckland (RFA). These include the Viaduct Events Centre, stadium management, The EDGE, Auckland Zoo and the Auckland Art Gallery.
Parks, Community and LifestyleLocal parks, sport and recreation including:

 

Recreation facilities and initiatives including:

  • the specific location, design, build and fit out of new local recreation and sports facilities within budget parameters agreed with the governing body
  • the use of local recreation facilities and initiatives including leasing and changes of use
  • local recreation and sports programmes
  • community funding and grants
  • tailoring regional recreation and sports programmes to local needs.

 

Regional parks, sport & recreation including:

 

Recreation facilities and initiatives including:

  • any new recreational facilities developed for an Auckland-wide purpose or function
  • the number and general location of all new recreation and sports facilities (including sports stadiums) and the prioritisation of major upgrades to all existing recreation and sports facilities
  • the use of regional recreation and sports facilities (including sports stadiums)
  • coordination of the use of recreation and sports facilities on a regional basis
  • regional recreation and sports strategy and policy
  • regional recreation and sports programmes, which can then be tailored to local needs
  • regional community funding and grants
 Parks including:
  • the specific location of new local parks (including the prioritisation for acquisition) within budget parameters agreed with the governing body
  • reserve management plans for local parks
  • local parks improvements and place shaping
  • the use of and activities within local parks, such as community events and community planting programmes
  • cemeteries that are no longer in regular active use and are functioning as local parks
  • naming of local parks.
Parks including:
  • any new parks acquired for an Auckland-wide purpose or function
  • regional open space strategy and policy, including open space network plan and volcanic cones strategy
  • reserve management plans for regional parks
  • the number and general location of all new parks and the prioritisation of major upgrades to existing parks (including sports fields within parks)
  • the use of and activities within regional parks
  • acquisition and divestment of all park land, including the disposal of surplus parks
  • coordination of the use of all sports fields on a regional basis
  • Open cemeteries.
 Explanatory notes:
  • Regional sports facilities (including sports stadiums) are generally the responsibility of Regional Facilities Auckland (RFA).
Environmental Management and RegulationLocal environmental services including:
  • local environmental initiatives and projects
  • facilitating community-led placemaking and development initiatives
  • local stormwater quality projects within regional frameworks
  • local waste management plans and projects within regional parameters set out in the Waste Minimisation and Management Plan
  • the Te Arai Drainage District, the Okahuhura Drainage Area and the Glorit Drainage District.  This allocation of decision-making responsibility is to the Rodney Local Board.
Solid waste and environmental services including:
  • regional environmental, heritage and urban design strategy, policy and guidelines
  • Auckland-wide environmental programmes and projects
  • waste management, including the Waste Minimisation and Management Plan
  • landfill management
  • environmental research and monitoring.

Stormwater management including:

  • the stormwater network, including catchment management plans.

 


 

 

Relevant to each group of activities/ areaLocal board non-regulatory responsibilitiesGoverning body non-regulatory responsibilities 
Fees and chargesSetting of fees and charges for local activities excluding:
  • library collections fees and charges; and
  • any fees and charges for local activities that are set on a region-wide basis by the governing body in a regional policy.
Setting of fees and charges for the governing body activities and:
  • Auckland-wide fees and charges for local activities that are set by the governing body in a regional policy
  • library collections fees and charges.
 
Service specificationsSetting of service specifications for local activities subject to any minimum service specifications that the governing body has decided, for policy reasons, to set on an Auckland-wide basis.Setting of service specifications for governing body activities and minimum service specifications for local activities where the governing body decides to do so for policy reasons. 
ProcurementProcurement for local activities excluding:
  • procurement of major service delivery contracts (such as maintenance, security and cleaning contracts) for Auckland-wide local assets and facilities on a coordinated basis.
Procurement for the governing body activities and
  • procurement of major service delivery contracts (such as maintenance, security and cleaning contracts) for Auckland-wide local assets and facilities on a coordinated basis
  • the procurement policy for Auckland Council.
 
 Explanatory notes:
  • There are significant efficiencies to be gained by the governing body procuring some contracts on a larger scale or a coordinated basis. This is likely to cover areas like parks and facilities maintenance, security and cleaning, which involve local and regional assets and facilities across Auckland. (The guidelines for procuring these types of contracts will be contained in the procurement manual. Procurement for most local activities will though, remain a local board decision-making responsibility).
  • Local boards will set the service specifications as they relate to their local area as set out in the allocation above.
 
Asset renewalMaintaining service capacity and integrity of local assets throughout their useful life in accordance with Auckland-wide parameters and standards set by the governing body.Maintaining the service capacity and integrity of regional assets throughout their useful life and setting Auckland-wide parameters and standards for all asset management planning.
 Explanatory notes:
  • The local board's asset renewal decision-making responsibility is within the framework and standards set by the governing body to ensure regional consistency
 
Other activities of Auckland Council All other non-regulatory activities of Auckland Council

 

Schedule 1- Governance of parks

1. The governing body has governance responsibility for the following regional parks and contiguous land.

Regional Parks
Auckland Council has classified the following as regional parks:
Ambury

Atiu Creek

Auckland Botanic Gardens

Awhitu

Duder

Glenfern Sanctuary

Hunua Ranges

Long Bay

Mahurangi

Muriwai (excluding Muriwai Village Green)

Mutukaroa / Hamlins Hill

Omāna

Pakiri

Puketutu Island

Scandrett

Shakespear

Tapapakanga

Tawharanui

Tawhitokino

Te Ārai

Te Muri

Te Rau Pūriri

Waharau

Waitākere Ranges

Waitawa

Wenderholm

Whakanewha

Whakatiwai

Land contiguous with Regional Parks 
Relevant Regional ParkLand to be amalgamated into adjacent Regional Park
Long BayPiripiri ParkSection 1 SO 70452
MahurangiScott Point Reserve, Te Kapa Peninsula (subject to continued 24 hour public access)Lot 15 DP 44711
Sec 216 Mahurangi Village SO 43441
Lot 14 DP 11711
MuriwaiOaia Reserve, MuriwaiLot 11 DP 58521
Te AraiTe Ārai Reserve (subject to continued 24 hour public access)Lot 1 DP 66227
Lot 1 DP 59556
Waitākere RangesMārama Plantation Reserve, Little HuiaLot 12 DP 27798
 Douglas Scenic ReserveLot 31 DP 77453
 Rāroa ParkLot 100 DP 21358
 Parkland surrounding Waitākere  Quarry Scenic ReserveLot 2 DP 193044
 Karekare ReserveLot 31 DP 40109
 Lone Kauri Road - 3 reservesLot 99 DP 42402
  Lot 106 DP 42402
  Lot 107 DP 42402
 South Piha Plantation ReserveLot 77 DP 31268
 Lake Wainamu Scenic ReserveSection 3 Block 1/Waitakere SD/
 Tasman View EsplanadeLot 90 DP 42223
 Lake Wainamu WalkwayPt Waitakere 1A (Easement over lake edge only)
 Waitoru Reserve, Bethells RdPt Allotment 5 PSH OF Waitakere

 

2. The Maunga Authority has governance decision-making responsibility for the following maunga.

Parks under the administration of the Maunga Authority
Matukutūruru (Wiri Historic Reserve)

Maungakiekie (One Tree Hill)

Maungarei (Mt Wellington)

Maungauika (North Head) (subject to agreement regarding the councils role)

Maungawhau (Mt Eden)

Ōhinerau (Mt Hobson)

Ōhuiarangi (Pigeon Mt)

Ōtāhuhu (Mt Richmond)

Mt Albert

Mt Roskill

Takarunga (Mt Victoria)

Mt St John

Māngere Mountain

Te Tātua a Ruikiuta (Big King)

 

3. Post settlement governance entities have governance responsibility for the following reserves.

Park nameGovernance entity Relevant legislation
Parakai Recreation ReserveParakai Recreation Reserves BoardNgāti Whātua o Kaipara Claims Settlement Act 2013
Whenua Rangatira Ngāti Whātua o Orākei Reserves BoardOrākei Act 1991

 

4. The Governing Body has responsibility for land contiguous to maunga governed by the Maunga Authority. The Nga Mana Whenua o Tāmaki Makaurau Redress Act 2014 provides for the transfer of administration by the Council of these lands to the Maunga Authority at the discretion of the governing body. 

Land contiguous with parks subject to Treaty of Waitangi settlement
Park subject to Treaty of Waitangi SettlementContiguous council owned land allocated to the governing body
Maungawhau (Mt Eden)Lot 1 DP 131932
Maungarei (Mt Wellington)Lot 200 DP 436081
Ōhinerau (Mt Hobson)Pt Allotment 2 SECT 11 SBRS OF Auckland
Ōhuiarangi (Pigeon Mt)Lot 182 DP 98841
 Lot 183 DP 98841
 Section 1 SO 434440
 Section 2 SO 434440
 Section 3 SO 434440
 Allotment 19 SECT 5 SM FMS NEAR Howick
Land contiguous with parks subject to Treaty of Waitangi settlement
Ōtāhuhu (Mt Richmond)Lot 1 DP 47429
Lot 2 DP 47429
Lot 3 DP 47429
Lot 4 DP 47429
Lot 5 DP 47429
Lot 6 DP 47429
Lot 7 DP 47429
Lot 8 DP 47429
Pt Lot 10 DP 47429
Mt Albert Lot 29A DP 17682
Lot 19 DP 58177
Lot 59 DP 16603
Mt St JohnLot 1 DP 334602
Lot 2 DP 413830
Lot 13 DP 20564
Lot 2 DP 35331
Te Tātua a Ruikiuta (Big King)Lot 4 DP 44196
Lot 3 DP 44196
Lot 5 DP 108794
Lot 4 DP 21107
Lot 5 DP 108794
Lot 1 DP 108794
Pt Allotment 80 SECT 10 SBRS of Auckland

5. Auckland Domain

Decision making allocation for Auckland Domain is geographically split, with the Waitemata Local Board being allocated responsibility for the playing fields areas and two community recreational leases (Auckland Bowling Club and Parnell Tennis Club), and the balance of land within Auckland Domain being allocated to the governing body.

6. Motukorea (Browns Island)

Motukorea is owned by Auckland Council and managed by the Department of Conservation. Decision making as required within the parameters of the management agreement with the Department of Conservation is allocated to the governing body.

 

Schedule 2 - Auckland Council Events Policy categories

The Events Policy identifies three categories of events, local, regional and major.

Local events - An event is considered to be a local activity governed by local boards unless it meets the criteria for a regional or major event as defined in this policy.

Regional and major events - An event must demonstrate the strategic outcomes, appeal, profile and economies of scale to be categorised a regional or major event as defined in the table below. It will have most, if not necessarily all, of the distinguishing characteristics below.

Event Category Strategic Outcomes Appeal - breadth and depth of the event Profile Regional Coordination
Regional
  • delivers regional objectives set by the governing body
  • helps deliver on Auckland-wide strategies such as for sport and recreation, arts and culture
  • offers a distinctive event proposition for the region.
  • demonstrates it draws from a regionally-distributed audience e.g. appeals to a specific demographic or interest group that is geographically dispersed across the region
  • demonstrates a size and scale that is regionally significant.
  • has region-wide and maybe national profile, demonstrated through media and wide public awareness.
  • demonstrates clear benefits of decisions being coordinated at a region-wide level only if the nature of the event is such that decision-making on an Auckland-wide basis will better promote community well-being across Auckland e.g. delivered in multiple locations across the region, ensuring regional distribution , ability to attract sponsorship, region-wide marketing and promotion.
Major
  • delivers economic development outcomes
  • delivers significant economic return on investment  provides measureable economic benefits such as significant increase in visitor nights.
  • appeals to regional, national and international audiences and participants
  • a large mass appeal social event that is distinctive to Auckland.
  • has regional, national and international profile.
 

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