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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:
- 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.
- 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.
- 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 Lifestyle | Local Parks, Sport and Recreation |
| Local Community Services |
Auckland Development | Local Planning and Development |
Environmental Management and Regulation | Local Environmental Management |
Governance and support | Local 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Facilitate large transformation projects and
Implement strategies for enhancing the city centre | Percentage 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 business | Percentage 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
heritage | Proportion 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 information | Percentage 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:
- 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.
- 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.
- 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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating 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 Albert | Advocate for the continuing provision of aquatic
facilities in the Mt Albert area to replace the Mt Albert Aquatic Centre,
which is due for replacement in 4 - 7 years. | Governing Body |
Land acquisition for open space | Advocate for a budget for land acquisition
in the central isthmus area for open space. | Governing Body |
Light rail as mass transit solution for central
isthmus | Advocate 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 campus | Advocate 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,022,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 heritage | Proportion 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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Funding growth | It 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 erosion | Management 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 roads | Increased 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 trails | More 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 service | Performance 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 | 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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
All our main communities will have cell phone
and internet coverage within five years | We 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 use | We 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'
needs | We 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'
needs | We 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'
needs | The 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.
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:
- 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.
- 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.
- Supporting Te Whanau o Waipareira's Waitangi Day celebrations at Hoani Waititi
Marae.
- 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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,127,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Strategic land purchase for recreation purposes | Advocate 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,102,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Orewa Beach Esplanade Enhancement Project | Implementation 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 earlier | Auckland 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 Intersection | On 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 | 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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Continued development of the multi-use community
facility and library at Flat Bush | Flat 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 FY2018 | So 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 replenishment | Ensure the ongoing development of a coordinated
approach to the management of coastal erosion. Feedback on the LTP shows
that there is a majority support for continuing the coastal management programme
for the area and advocating for a regional funding approach to ensure consistency
of measures and management of coastal erosion. | Governing Body |
Appendix B: How to contact your Local Board
Local boards have been established to enable local representation and decision-making
on behalf of local communities. You are encouraged to contact your elected members
to have your say on matters that are important to your community.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,100,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Northcote Development | Provision 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 Plan | Continued 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 facilities | Ensure our community and arts facilities are
'resourced for success' by providing sufficient operational funding grants
and support for capital works where required to provide an equitable level
of base funding to that provided elsewhere in the region. | Governing Body |
Library satisfaction | Ensure 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,065,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Māngere East Precinct: A priority focus and
initiatives to enhance this centre as a thriving, liveable community | The 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
model | The 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 environment | The 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 neighbourhoods | The 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 programme | Leverage key opportunities with major stakeholders
like Auckland International Airport Limited (AIAL) and utilise the unique
natural and cultural characteristics of Māngere-Ōtāhuhu to achieve economic
outcomes. The airport is New Zealand's gateway to the world.
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 empowerment | Reducing 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.
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
> Back to contents list
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 needs | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,101,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Creating, Building and Sustaining Partnerships | Manurewa 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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% | 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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Retention of Onehunga port in public ownership
as a local asset | Acquire 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 implementation | Secure investments and improvements to the
cluster of community buildings in Ruapotaka Reserve and Maybury Reserve. | Governing Body, Tāmaki Regeneration Company |
Addressing coastal erosion | Put 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 Onehunga | Advocate 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,067,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Shared path connection between Gowing Drive
and the Ōrākei Spine | Purpose: 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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,392,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Discontinue paying interest on borrowing for
Colin Dale Park | Review 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 Manukau | Promote the Transform Manukau project to create
an exciting and vibrant lifestyle and business. | Panuku Development Auckland |
Request policy reviews to the district licensing
committee model | The 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 shops | The 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 Programmes | Governing Body and also co-funding agreements
with Health providers, and other groups that support these issues |
Manage the impact of street prostitution | On-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 area | Proposal to the Governing Body to request planning
/research funds |
Support the inclusion of affordable housing
in the local area and respond to homelessness | Work 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 people | To 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 family | Seek Governing Body input to scope opportunities
for more funding and within council family |
Better local road intersections and other transport
issues | Advocacy 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.
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
> Back to contents list
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,021,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance 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 | 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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Opportunities for affordable social housing
at Liston Village | Advocate 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,113,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Parks and sports facilities are easy to access
and enjoy | Request that residents and sports clubs in
Kumeu-Huapai have access to local indoor sports facilities | Governing 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 hubs | Legacy 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
futures | Request 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.
The local board can be contacted at the address below:
Orewa Service Centre,
50 Centreway Road, Orewa
Auckland 0931
For general enquiries, assistance and information, phone 09 301 0101 any time
or visit www.aucklandcouncil.govt.nz
Local board meetings, agendas and minutes are available on the Auckland Council
website: www.aucklandcouncil.govt.nz > About council > Meetings and agendas
> Back to contents list
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 | 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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Indoor multi-sport facility | Provision of indoor multi-sport facilities
to address recognised short-falls in the Auckland-North region, e.g. Hobsonville
Point and Albany | Governing Body |
Open space and community facility provision | Secure adequate provision of open space and
community facilities, e.g. securing a long-term library in Albany and enhancing
greenway connections | Governing Body |
Adequate roading and water infrastructure provision | Ensure 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 Creek | 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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 needs | Percentage 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance 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 $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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating 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 needs | The board requests appropriate funding to deliver
quality roading, footpaths and a cycling network to a standard consistent
with the rest of Auckland (taking into account Waiheke character). This
includes effective water management using water sensitive design techniques.
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 Impact | The board seeks funding for increased services,
infrastructure maintenance and improvement projects which address the impact
of tourism while also providing local benefit. This could include implementing
a visitor levy or advocating to Council's Governing Body for visitor growth
funding. | Governing Body |
Community Swimming Pool | The board requests provision for funding of
a Community Swimming Pool within the Long-term Plan 2018-2028 (LTP) as this
is a local priority and an identified gap within the Community Facilities
Network Plan. | Governing Body |
Marine protected areas | The board supports the creation of a network
of marine reserves and other protected areas linking the islands in its
area of jurisdiction. | Governing Body Department of Conservation |
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.
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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
communities | Percentage 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 | 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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating 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 Eden | Glen 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.
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
> Back to contents list
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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 often | Customers 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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: 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating 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:
Initiative | Description | Advocating to |
Affordable Housing Ensure Auckland Council
actively builds or enables others to provide affordable housing through
appropriate mechanisms and tools. | Auckland Council should be 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:
Initiative | Description | Advocating to |
Open and Closed Cemetery Maintenance Budget | Secure a regional maintenance budget to maintain
a base service level for open and closed cemeteries. There is currently
no budget for specialist conservator services to deal with the repair and
maintenance and specialist graffiti removal on monuments. Therefore a base
service level at Auckland's open and closed cemeteries is not able to be
maintained. | Governing Body |
Parnell Station | Parnell 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
Connections | Provide accessible pedestrian and cycling connections
to Parnell Station. Open the Greenways route from the Strand through the
old Parnell tunnel and create an accessible pedestrian connection from Parnell
Station to the Domain, the Strand and Parnell Town Centre. | Auckland Transport |
Auckland Domain Capital Improvements Budget | Secure adequate capital funds to progress the
Auckland Domain Master Plan. | Governing Body |
Central Community Recycling Centre Drop Off
sites | Secure the acquisition of a second drop-off
facility and the completion of a main processing site which, together with
the site being developed on Great North Road, will comprise a regional waste
management network that will service the needs of Waitematā, Albert-Eden
and Puketāpapa local boards. This is part of council's adopted Waste Management
and Minimisation Plan forward work programme and the resource recovery network
which underpins part of this work. | Governing Body |
Child and Youth Friendly City | Continue 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 Network | Completion of the Auckland Cycle Network. The
completion of the Auckland cycling network will provide improved cycle infrastructure
through safe, connected, dedicated cycle ways. The Auckland Plan includes
a target of completing the Auckland Cycle Network by 2030. | Governing Body, Auckland Transport |
Ponsonby Road Arts Precinct | Support the creation of an arts precinct at
1-3 Ponsonby Road through transferring 3 Ponsonby Road from a commercial
lease to a community arts facility, subject to the outcome of a business
case. | Governing Body |
Local Area Plans | Budget to be allocated to the development of
local area plans. | Governing Body |
Community-led vision projects | Continue to support and provide advice for
community-led local area planning and visioning. | Governing Body |
Carlile House | Ensure the restoration and protection of Carlile
House and consider acquisition if necessary. | Governing Body |
Built Heritage Acquisition Fund | Support an effective built heritage acquisition
fund to help save at risk buildings or other built features that have heritage
merit from destruction by neglect, by purchase, short term hold or sale | Governing Body |
Broadway and Station Square Access | Improve access between Broadway and Station
Square in Newmarket and link to the Newmarket Laneways Plan. | Governing Body, Auckland Transport |
Restoration and protection of the St James
Theatre | Council provides support to the Auckland Notable
Properties Trust in the restoration and protection of St James Theatre. | Governing Body |
Housing Affordability | Panuku 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
target | Panuku Development Auckland |
Auckland Council Living Wage | Ensure that there is budget provision of a
'living wage' for council employees and progressively for contractor employees. | Governing Body |
CCO Low Carbon Targets | Advocate to the Governing Body for CCOs to
include low carbon targets in their Statements of Intent. | Governing Body, CCOs |
Disposable Plastic | Support mechanisms to reduce or eliminate single
use plastic. | Governing Body |
Full Council ownership of Ports of Auckland | Ensure Ports of Auckland Ltd remains in full
council ownership. | Governing Body |
Investment Policy | Follow a policy of social and environmentally
responsible investment. | Governing Body |
Light Rail | Develop light rail within the isthmus. | Governing Body, Auckland Transport |
Greenways Regional Fund | Secure 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 Streets | Auckland Transport to adopt a target of zero
serious injuries or deaths on our roads as part of a comprehensive safe
systems approach to road safety including safe road design, enforcement,
safer speeds and driver education. | Auckland Transport |
Residential Slow Speed Zone | Auckland 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 Zone | Auckland 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 Opportunities | Consider how every renewal and maintenance
project can be leveraged to improve the road design for all users including
layouts that include bus lanes, greenways, and cycle lanes, remove cycle
pinch points and add better pedestrian crossings. | Auckland Transport |
Improved Safety and Amenity for Pedestrians | Auckland Transport to improve intersections
with substantial foot traffic for pedestrians and developing solutions to
improve safety and amenity for pedestrians. This includes: all intersections
with left-slip lanes and no pedestrian facility; intersections with long
pedestrian crossing delays undertaking route optimisation for pedestrians
in the city centre including automatics pedestrian phases on one way streets. | Auckland Transport |
Change Give Way Rule | Auckland Transport to advocate for a change
of the give way rule requiring motorists to give way to pedestrians crossing
parallel to the priority (main) road at intersections. | Auckland Transport, central government |
Residential Parking Schemes | Auckland Transport to implement residential
parking schemes to manage commuter parking in central Auckland suburbs following
consultation with residents. | Auckland Transport |
Consultation on the Footpath Renewal Plan | Auckland Transport to develop the 2017/2018
foot path renewal programme in consultation with the Waitematā Local Board. | Auckland Transport |
Greenways Prioritised Routes | Auckland Transport to work with Auckland Council
to deliver the Waitematā Local Board Greenways prioritized routes. | Auckland Transport |
Other Waitematā Local Board Plan priorities | Council Controlled Organisations (CCOs) to
support other Waitematā Local Board Plan priorities including:- support the introduction of low impact storm water solutions in
the local board area;
- support delivery of green walls, roofs and community gardens on
CCO assets such as car parking buildings;
- implementation of the Waitematā Local board's Low Carbon Action
Plan.
| CCOs |
Street trees and greenery | Auckland Transport to provide opportunities
for greenery in every streetscape improvement and renewal and Auckland Council
to meet the consequential operational expenditure for maintenance. | Governing Body and Auckland Transport |
Implementation of the Smoke Free Policy | Auckland 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 Crossing | Auckland 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 service | Performance 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 beaches | Percentage 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 beaches | Percentage 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 service | Performance 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 communities | Use 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 communities | Number 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 communities | Percentage 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 communities | Percentage 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 permitting | Percentage 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 communities | Percentage 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 communities | Percentage 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 communities | Percentage 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: 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
communities | Facility 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
communities | Percentage 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
communities | Number 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 service | Performance measure | Actual 2015/16 | LTP Target 2016/17 | AP Target 2017/18 |
Develop local business precincts and town centres
as great places to do business | Percentage 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 service | Performance 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 $1,538,000.
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:
- 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.
- 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.
- 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:
Initiative | Description | Advocating to |
Funding for a Whau pool / recreation centre
in next LTP | Planning 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 provision | Access 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.
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-
- the impact of the decision will extend beyond a single local board area;
or
- effective decision making will require alignment or integration with other
decisions that are the responsibility of the governing body; or
- 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.
Theme | Local 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 support | Local 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 Development | Local 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 Lifestyle | Local 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 Regulation | Local 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/ area | Local board non-regulatory responsibilities | Governing body non-regulatory responsibilities | |
Fees and charges | Setting 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 specifications | Setting 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. | |
Procurement | Procurement 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 renewal | Maintaining 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 Park | Land to be amalgamated into adjacent
Regional Park |
Long Bay | Piripiri Park | Section 1 SO 70452 |
Mahurangi | Scott 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 |
Muriwai | Oaia Reserve, Muriwai | Lot 11 DP 58521 |
Te Arai | Te Ārai Reserve (subject
to continued 24 hour public access) | Lot 1 DP 66227 |
Lot 1 DP 59556 |
Waitākere Ranges | Mārama Plantation Reserve, Little
Huia | Lot 12 DP 27798 |
| Douglas Scenic Reserve | Lot 31 DP 77453 |
| Rāroa Park | Lot 100 DP 21358 |
| Parkland surrounding Waitākere
Quarry Scenic Reserve | Lot 2 DP 193044 |
| Karekare Reserve | Lot 31 DP 40109 |
| Lone Kauri Road - 3 reserves | Lot 99 DP 42402 |
| | Lot 106 DP 42402 |
| | Lot 107 DP 42402 |
| South Piha Plantation Reserve | Lot 77 DP 31268 |
| Lake Wainamu Scenic Reserve | Section 3 Block 1/Waitakere SD/ |
| Tasman View Esplanade | Lot 90 DP 42223 |
| Lake Wainamu Walkway | Pt Waitakere 1A (Easement over lake edge only) |
| Waitoru Reserve, Bethells Rd | Pt 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 name | Governance entity | Relevant legislation |
Parakai Recreation Reserve | Parakai Recreation Reserves Board | Ngāti Whātua o Kaipara Claims Settlement Act
2013 |
Whenua Rangatira | Ngāti Whātua o Orākei Reserves Board | Orākei 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 Settlement | Contiguous 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 John | Lot 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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