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Annual Budget 2016/2017

Volume 2: Local Board information and agreements 2016/2017

How this Annual Budget 2016/2017 is arranged

This is Auckland Council's plan for delivering services and building infrastructure during the 2016/2017 financial year, the second year of the council's 10-year budget (Long-term Plan 2015-2025 or LTP).

This plan was adopted by the governing body on 30 June 2016 following public consultation in February and March 2016.

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. 

Volume 1: Our plan for 2016/2017

Part 1 provides context and background to the plan including a message from the Mayor. It outlines what we will be doing in 2016/2017 to work towards the goals of the Auckland Plan.

Part 2 outlines the activities and services of Auckland Council.

Part 3 contains our financial overview, prospective financial statements for 2016/2017, prospective funding impact statement and other key financial information.

Part 4 contains the summary of the Tūpuna Maunga Authority Operational Plan 2016/2017.

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

Volume 2: Local Board information and agreements 2016/2017

Part 1 provides information on local boards and a summary of planned expenditure for 2016/2017.

Part 2 contains specific information for each of the 21 local boards, including a local board agreement (outlining local activity initiatives and budgets for 2016/2017), and an introductory section that provides context for each agreement.

Part 3 contains the appendices, including the Allocation of Decision-Making policy for non-regulatory activities, a glossary of terms and key word index.

Contents

Part 1: Local board overview

Part 2: Local Board Information and Agreements

Part 3: Allocation of Decision-Making Responsibility for Non-Regulatory Activities

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.

Shared governance model

The governing body (Mayor + 20 councillors)21 local boards
  • focus on big picture and Auckland-wide issues
  • develop Auckland-wide strategies and plans
  • Decision making of regulatory activities such as bylaws, licencing, inspection and animal management
  • represent local communities
  • provide local leadership
  • make decisions on local issues and activities
  • allocate local discretionary funding such as community grants and events
  • input to regional strategies and plans
  • advocate to the governing body and CCO's on behalf of local communities

Local boards are able to make decisions based on three sources:

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

2. Allocation of decision-making for non-regulatory activities - local boards make decisions on, and have oversight of, a broad range of local activities such as local parks, libraries, events, recreational facilities and community activities. Please see Part 3 for the Allocation of decision-making responsibilities for non-regulatory activities.

3. Delegation of decision-making responsibilities - the governing body may delegate responsibility for some regulatory activities to local boards and Auckland Transport may delegate some decision-making responsibilities to local boards.

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Local activities

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

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

Local activities measured regionally

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

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

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

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP Target 2015/16

AP Target 2016/17

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

Not available

75%

75%

Percentage of city transformation projects contributing to Māori outcomes

91%

90%

90%

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

Not available

75%

75%

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

Not available

15%

15%

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

Not available

50%

50%

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

Not available

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 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 2016/2017 have been adopted by local boards and agreed by the governing body.

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Funding

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

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

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

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

As part of the Long-term Plan 2015-2025, the governing body approved a new discretionary capital expenditure fund for local boards.  This incorporates a total fund of $10 million per annum across all 21 local boards, to be managed in three-year periods.

The total planned expenditure for local activities across all 21 local boards over the 2016/2017 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 2016/2017 by local board

$000

Financial year ending 30 June

Long-term Plan

2015/16

Long-term Plan

2016/17

Annual plan

2016/17

GROSS CAPITAL EXPENDITURE

blank

blank

blank

 Albert-Eden

8,671

2,825

8,841

 Devonport-Takapuna

4,839

2,608

5,240

 Franklin

6,417

4,500

7,835

 Great Barrier

631

291

287

 Henderson-Massey

35,898

16,270

36,291

 Hibiscus and Bays

15,848

4,108

9,525

 Howick

18,203

12,281

14,528

 Kaipātiki

6,419

2,770

7,458

 Māngere-Ōtāhuhu 

2,012

3,269

3,614

 Manurewa

2,918

1,898

2,539

 Maungakiekie-Tāmaki

7,583

3,092

3,911

 Orākei 

6,183

3,018

7,293

 Ōtara-Papatoetoe

4,876

3,884

3,926

 Papakura

2,794

1,197

2,846

 Puketāpapa 

4,977

2,161

3,509

 Rodney

9,248

6,071

7,460

 Upper Harbour

14,805

3,055

14,746

 Waiheke

1,428

1,280

1,987

 Waitākere Ranges

3,388

1,316

2,969

 Waitematā

13,754

3,870

12,581

 Whau

2,712

6,233

7,523

 Total

173,604

85,997

164,910

 

$000

Financial year ending 30 June

Long-term Plan

2015/16

Long-term Plan

2016/17

Annual plan

2016/17

GROSS OPERATING EXPENDITURE

blank

blank

blank

 Albert-Eden

13,666

14,894

13,366

 Devonport-Takapuna

13,776

14,844

13,214

 Franklin

12,723

13,621

12,844

 Great Barrier

2,404

2,515

2,541

 Henderson-Massey

26,465

29,302

25,330

 Hibiscus and Bays

17,114

18,394

17,603

 Howick

23,182

25,207

25,046

 Kaipātiki

17,308

18,451

16,666

 Māngere-Ōtāhuhu  

18,577

19,331

18,577

 Manurewa

13,800

14,477

14,242

 Maungakiekie-Tāmaki

15,855

17,038

13,991

 Orākei 

13,514

14,621

13,032

 Ōtara-Papatoetoe 

17,102

17,776

17,860

 Papakura

10,374

10,969

10,300

 Puketāpapa 

8,764

9,289

8,859

 Rodney

13,550

14,653

13,482

 Upper Harbour

9,152

14,017

11,839

 Waiheke

5,931

6,146

6,434

 Waitākere Ranges

9,814

10,253

9,833

 Waitematā

31,891

34,196

30,653

 Whau

11,443

12,100

11,444

Total

306,406

332,093

307,156

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 for its proposals.

In developing this local board agreement, we considered carefully the 207 submissions on the annual plan 2016/2017, 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 the upgrade of Mt Albert town centre. Revitalising this town centre will bring a refreshed sense of vibrancy to Mt Albert, and also provide economic development opportunities and improved transportation linkages. Your feedback also enables us to:

  • continue our parks development programme, which includes projects such as developing recreational space at the western end of Chamberlain Park and upgrading the sports fields at Phyllis Reserve; and
  • support our local community groups by creating an Accommodation Support Fund, which will support groups with their rates and venue payments, and by responding to our over-subscribed community grants schemes by increasing our budget.

In addition to the projects outlined above, we will continue to invest in our area by improving our community facilities, 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 continue to advocate on your behalf for greater investment in our area, and to ensure funding for key projects, for example sportsfield and town centre upgrades is retained.  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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 bounded by the Waitemata Harbour to the west, state highways 1 and 20 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 and Mt Eden.  Boutique retail and cafes in Kingsland, Eden Terrace and Eden Valley are providing new retail spaces for people to enjoy, while Pt Chevalier, Waterview and Owairaka are flourishing areas with thriving, active 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) and the local board's network of high-quality parks and open spaces.  These 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 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 their 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 2016/2017 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:

  • undertaking a Māori cultural heritage study to identify sites of significance to mana whenua
  • engaging mana whenua and mataawaka of significant projects (e.g. Chamberlain Park Masterplan and the Mt. Albert town centre upgrade) that the local board undertake.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Albert-Eden Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Albert-Eden local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

Local parks

  • Phyllis Reserve -fund the development of high-quality sports fields.
  • Play space renewals - ensure play space in our parks and open spaces are well-maintained and safe for children to enjoy.

Sport and recreation

  • Funding agreements for facility operators at Mt Albert Aquatic Centre and Mt Albert Community and Leisure Centre to deliver programmes at that meet the needs of the local community.

 

$4,027,000

$6,570,000

Locally driven initiatives

Local parks

  • Chamberlain Park development - continue work to develop the western end into a local park, and undertake restoration of Meola Creek.
  • Nicholson Park development - upgrade of paths, lights, signage, drinking fountain and rock wall painting.
  • Potters Park development - park improvements to the play space, paths and fencing.
  • Fowlds Park toilet - an upgrade is required to provide a quality toilet for park users.

Sport and recreation

  • Facility investigation fund - to support sport clubs to understand their needs and scope future opportunities to develop new, or upgrade existing facilities.

 

$882,000

$254,000

Total Funding

$4,908,000

$6,824,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

Percentage of residents who visited a local park or reserve in the last 12 months

91%

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

Not available

75%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

Libraries

  • Support the Epsom, Mt Albert and Pt Chevalier libraries to provide high-quality programming that meet the needs of the local community.

Local community services

  • Community facility renewals - ensure our community facilities are high-quality, well-maintained spaces.

 

$493,000

$3,475,000

Locally driven initiatives

Local community services

  • Community facility upgrades - deliver a programme of upgrades to ensure our community facilities meet local needs and are fit-for-purpose.
  • Capacity building and networking - provide programmes that assist mana whenua, migrant communities and older people to develop an increased sense of connection to their area.

Events

  • Kids in Parks - to provide a programme of events to provide recreational opportunities for children in parks and open spaces. 
  • ANZAC - to commemorative World War One by providing memorial services at Epsom, Mt Eden, Pt Chevalier, Mt Albert and Coyle Park.

Community grants

  • To provide support to local community groups and organisations which assist them delivering a range of project, initiatives and events.

 

$0

$931,000

Total Funding

$493,000

$4,406,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

2.21*

1.5

1.5

Number of visits to library facilities per capita

6.05

5

5

Percentage of customers satisfied with the quality of library service delivery

94%

85%

85%

Percentage of visitors satisfied with the library environment

93%*

85%

85%

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

Not available

75%

76%

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

Not available

75%

85%

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

Not available

70%

72%

Percentage of attendees satisfied with council delivered and funded local events

Not available

85%

85%

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

Not available

Day: 85%
Night: 37%

Day: 86%
Night: 39%

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

Not available

Peak: 37%
Off peak: 19%

Peak: 37%
Off peak: 19%

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

Not available

20%

20%

Number of visitors to community centres and venues for hire

Not available

448,095

452,488

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

Town and village centre upgrades

  • Mt Albert town centre renewal - to revitalise the town centre and bring a refreshed sense of vibrancy to Mt Albert.

 

$3,440,000

$832,000

Locally driven initiatives

Heritage

  • Heritage surveys - to undertake site-specific surveys of areas, as identified in the Proposed Unitary Plan which have significant historic heritage and / or special character.

Local economic development

  • Albert-Eden Business Awards - to showcase and celebrate the outstanding contributions our local businesses make to grow our local economy.
  • Grants to support business associations and business improvement districts (BIDs) - to provide strategic grants that support and develop their capacity, which will enable them to create vibrant town centres and villages.

 

$0

$148,000

Total Funding

$3,440,000

$980,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • No projects or initiatives.

$0

$0

Locally driven initiatives
  • Stream enhancement - to provide grants that enable community restoration, management and enhancement of Oakley Creek and lower Meola Creek. 
  • Sustainability initiatives - Ecohoods support residents to live more sustainably, by reducing energy demand are carbon emissions, while also helping to create strong, resilient neighbourhoods.

 

$0

$65,000

Total Funding

$0

$65,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning.
  • Development of the local board agreement for 2016/2017.
  • Democracy, administrative and engagement support to elected members.

 

$0

$1,092,000

Locally driven initiatives
  • No projects or initiatives.

$0

$0

Total Funding

$0

$1,092,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

13,391

Targeted rates

476

Subsidies and grants for operating purposes

15

Fees and charges

434

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

1,114

Total operating funding

15,430

Applications of operating funding:

blank

Payment to staff and suppliers

11,904

Finance costs

1,433

Internal charges and overheads applied

2,118

Other operating funding applications

0

Total applications of operating funding

15,455

Surplus (deficit) of operating funding

(25)

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

63

Development and financial contributions*

0

Increase (decrease) in debt

8,803

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

8,866

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

0

- to improve the level of service

2,771

- to replace existing assets

6,070

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

8,841

Surplus (deficit) of capital funding

25

Funding balance

0

Other Local Board Information

Contact Albert-Eden local board

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

Peter Haynes (Chair)

135 Dominion Road

Mt Eden

Auckland 1024

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

E: peter.haynes@aucklandcouncil.govt.nz

Glenda Fryer (Deputy Chair)

135 Dominion Road

Mt Eden

Auckland 1024

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

E: glenda.fryer@aucklandcouncil.govt.nz

Helga Arlington

135 Dominion Road

Mt Eden

Auckland 1024

Ph: (09) 623 6091 or (021) 286 1333

E: helga.arlington@aucklandcouncil.govt.nz

Lee Corrick

135 Dominion Road

Mt Eden

Auckland 1024

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

E: lee.corrick@aucklandcouncil.govt.nz

Graeme Easte

71a Martin Avenue

Mt Albert

Auckland 1025

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

E: graeme.easte@aucklandcouncil.govt.nz

Rachel Langton

135 Dominion Road

Mt Eden

Auckland 1024

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

E: rachel.langton@aucklandcouncil.govt.nz

Margi Watson

135 Dominion Road

Mt Eden

Auckland 1024

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

E: margi.watson@aucklandcouncil.govt.nz

Tim Woolfield

135 Dominion Road

Mt Eden

Auckland 1024

Ph: (021) 704 226 or (09) 623 6091

E: tim.woolfield@aucklandcouncil.govt.nz

The board can be contacted at the address below:

135 Dominion Road
Mt Eden
Auckland 1024

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

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

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for this annual plan, but recognise the value it will add to the local community.  Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Implement the Chamberlain Park MasterplanProposal:

Requests that the governing body allocates Growth Funding for Chamberlain Park so planning can commence for new sportsfields in FY2016/2017 in preparation for future construction.

Overview of initiative:

The local board requests that Chamberlain Park be considered for Growth Funding in order to continue with implementation of its masterplan.  Albert-Eden has a severe shortfall of open space provision.  Therefore, the local board has prepared a master plan which provides for the inclusion of sports fields at Chamberlain Park Golf Course.  The local board has invested significant budget into the planning, design and implementation of the masterplan.  The plan retains golfing facilities while providing new sporting and recreational facilities.

Governing Body
Light Rail and Dominion Road upgrade

 

Proposal:

The local board recognises the compelling case for Light Rail in the central isthmus. The plan for implementing Light Rail must mitigate the impact on parking along arterial roads and include measures to improve the amenity value of the Dominion Road Corridor.

Overview of initiative:

Development of the Dominion Road Corridor presents an opportunity to improve the amenity value of and add interest to the local board area. The local board wishes to see high quality and substantial improvements to the paving, street furniture and lighting as part of the proposed Light Rail project for Dominion Road.

While the implementation of Light Rail will be a positive development, parking along Dominion Road will come under increased pressure to be removed. There is a need to ensure an adequate budget is in place to provide reasonable short and long-term mitigation of parking removed along arterials.

This should commence with the implementation of consistent parking regimes on the side roads of arterial routes and local centres. The local board welcomes discussions on possible solutions.

Governing Body

Auckland Transport

GreenwaysProposal:

The local board requests that the governing body retain the Long-term Plan 2015-2025 (LTP) greenways/walkways growth programme funding to progress the Motu Manawa Marine Reserve Boardwalk (FY2017/2018 $1,600,000 and FY2018/2019 $2,000,000).

Overview of initiative:

There is wide popular support to provide a safe and comprehensive network of ecological, cycling and walking connections in Albert-Eden.  Detailed planning and consenting for the Boardwalk has commenced.

Governing Body
Sandringham and Point Chevalier Community CentresProposal:

The local board requests that the governing body prioritises and undertakes actions 27 and 28 of the Community Facilities Network Action Plan (CFNAP) in FY2016/2017.

Overview of initiative:

The CFNAP has actions to investigate options to improve the Sandringham and Pt. Chevalier Community Centres to address fit for purpose issues and future population growth.  Both facilities have significant issues preventing them from providing high-quality services and activities to local residents.

Governing Body
Sportsfield developmentProposal:

The local board requests that the governing body retains the LTP funding for sportsfield development, including retaining FY2015/2016 funding if work is delayed, for:

  • Fowlds Park: FY2017/2018 $1,890,000.
  • Phyllis Reserve: FY2017/2018 $1,503,000.
  • Walker Park: FY2017/2018 $574,000 and FY2018/2019 $758,000.

Overview of initiative:

The three areas with the largest identified shortfall in sportsfields capacity in the region are located in Albert-Eden.  With no sportsfield upgrades delivered in Albert-Eden under the Sportsfield Capacity Programme to date, and a fast growing population, the current shortfall in sportsfields hours is increasing and needs addressing.

Governing Body
Aquatics CentreProposal:

The local board requests that the Western Corridor Community Needs study ensures an equivalent replacement aquatic facility is confirmed for the Mt Albert area. The local board also note that the study highlighted a continued need for an aquatic facility in this area.

Remedial works on the Mt Albert Aquatic Centre were completed in September 2015. However, this is only a short-term solution as the current site is only available for the next 4-9 years.

Governing Body
Mt Albert Town Centre RenewalProposal:

Requests that the governing body retain FY2016/2017 $3,440,000 and FY2017/2018 $1,815,000 funding in the 2015-2025 LTP to complete the Mt Albert Town Centre upgrade.

Overview of initiative:

The Mt Albert town centre renewal project will leverage the recent train station investment and increase public transport patronage.  Public investment in the plaza and wider streetscape improvements through the town centre is expected to provide a catalyst for private investment and generate economic development and urban regeneration, making Mt Albert a destination area.  Stage one of the project is underway.

Governing Body
Asset-based services (ABS) budgetProposal:

Request that the governing body increase the ABS budget so that it funds renewals adequately in the local board area.

Overview of initiative:

Our local board has a number of ‘poor to very poor' parks and community facilities assets, and a shortfall of renewals funding in the LTP to address this.  There is not enough budget in the next three years of the LTP for any asset class.

Governing Body
Central Facilities Partnership FundProposal:

Requests that the governing body consider allocating $4 million to the seven central local boards, so that they can contribute towards an overall budget for the Central Facilities Partnership Committee (CFPC) to provide facility partnerships to community groups.

Overview of initiative:

Since 2010, the CFPC allocated $10 million which was leveraged to provide community projects with a total value of $45 million. This community-led approach was consistent with the empowered communities' philosophy and has been an effective approach to provide facility provision across the central isthmus.

Governing Body
Quality intensificationProposal:

Ensure quality intensification in Albert-Eden by committing sufficient resources to manage growth in accordance with excellent design principles, heritage considerations and area planning to guide good development in local neighbourhoods.

Overview of initiative:

It is critical to the council's credibility that intensification be high quality in terms of urban design, given the undertakings made during the Unitary Plan process.

Governing Body

Appendix B: Local budgets

Albert-Eden Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community services

blank

Community facilities - upgrades and new facilities

150

LDI funded local board initiatives

150

Community facility renewals

113

ACE - Community house and centre renewals

49

ACE - Leases renewals

64

Library facility and technology renewals

230

Library furniture and fitting renewals

92

Local library renewals

137

Local Parks sport and recreation

blank

Aquatic and recreation facility renewals

40

Leisure facility building renewals

40

LDI fund

882

Locally driven initiatives (LDI Capex)

882

Local and sports parks renewals

1,366

Parks - Equipment renewals

55

Parks - Furniture renewals

55

Parks - Paving and hard surface renewals

172

Parks - Play space renewals

803

Parks - Structure renewals

232

Parks - Utility renewals

50

Local park development

2,621

Development Phyllis Reserve (SH16/20)

879

General park restoration (SH16/20)

593

Improvements to Waterview reserves (SH16/20)

199

LDI funded local board initiatives

950

Local Planning

blank

Town centre upgrade

3,440

Town centre renewal (Mt Albert)

3,440

Grand Total

8,841

Albert-Eden Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

1,510

Local parks, sport and recreation

53

Operating revenue Total

1,563

Operating Expenditure

blank

Local community services

4,406

Local governance

1,092

Local parks, sport and recreation

6,824

Local planning

980

Local environmental services

65

Operating Expenditure Total

13,366

Net operating expenditure

11,803

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Devonport-Takapuna Local Board

Message from the Chair

The board appreciates the submissions received on the proposed Annual Plan 2016/17. Our communities' feedback has helped to guide our decision-making as we enter the second year of the Long-Term Plan.

Our capital programme remains intact and we now have greater oversight of the Local Board Capital Fund and our Locally Driven Initiatives funding which, in turn, gives us better management over projects in our communities. We continue to provide extended Library hours and have re-instated the late night at Takapuna Library. We will support better service levels for our parks through our own local board budget so that our local board plan objectives are met and our gardens are maintained to the levels we expect. We heard from you, and will support, mechanical edging and spray-free weed management. You were also supportive of the ideas of establishing a Youth Innovation Centre, which we are committed to delivering, and further progressing a viable Shore Exhibition Centre in Takapuna.

Like most other Aucklanders, you expressed strong support for a higher level of investment in transport, particularly public transport. We will continue to work hard to ensure Devonport-Takapuna gets its fair share of much needed infrastructure improvements and public transport enhancements.

Joseph Bergin

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 is defined by its magnificent Hauraki Gulf and Shoal Bay coastline, well-established community groups committed to provision of a wide range of local services, and character-filled neighbourhoods. It includes the communities of Sunnynook, Forrest Hill, Castor Bay, Milford, Takapuna, Hauraki, Bayswater, Belmont, Narrow Neck and Devonport.

It has a relatively stable population, with 55,470 residents recorded as living in the local board area at the 2013 census. Takapuna is identified as one of Auckland's metropolitan centres, and the only centre with a world-class beachfront. Growth from its current population of 4,000 to 20,000 people will be the key driver for the area's economy over the next 30 years.

The board area is regionally popular for a significant number of cultural and sporting events and its facilities cater for patrons living well beyond the local board area as well as local residents. The area has a rich history and features many heritage structures supported by many committed community and arts and culture groups who provide diverse support and make up the very fabric of who we are.

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 2016/2017 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. 

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Devonport-Takapuna Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Devonport-Takapuna local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Greenway and walkway development
  • Coastal asset renewals

 

$2,911,000

$6,431,000

Locally driven initiatives
  • Local parks volunteers

$657,000

$231,000

Total Funding

$3,569,000

$6,662,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

92%

90%

90%

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

Not available

70%

75%

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

Not available

15%

15%

Note: The local board has subsidised parks maintenance services (63,000) to retain mechanical edging and frequency of street garden maintenance.

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Art facility renewals
  • Community facility renewals

 

$1,416,000

$3,332,000

Locally driven initiatives
  • Devonport Peninsula Trust - operational grant
  • Takapuna Community Facilities Trust - operational grant
  • Local community and events grants
  • Civic events including ANZAC

 

$0

$1,014,000

Total Funding

$1,416,000

$4,346,000

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

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

2.41*

4

4

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

9.77

8

8

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

90%

85%

85%

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

96%*

85%

85%

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

Not available

75%

76%

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

Not available

75%

77%

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

Not available

85%

85%

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

Not available

Day: 93%
Night: 43%

Day: 93%
Night: 45%

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

Not available

Peak: 8%
Off peak: 7%

Peak: 8%
Off peak: 7%

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

Not available

20%

20%

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

Not available

124,170

125,388

 

*Not previously reported, for information purposes only.

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Road revitalisation (Takapuna Centre - Hurstmere)

$255,000

$823,000

Locally driven initiatives
  • Community Enterprise and Economic Development

$0

$50,000

Total Funding

$255,000

$873,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Local environmental management operational services

$0

$0

Locally driven initiatives
  • North-West Wildlink Assistance Programme

$0

$50,000

Total Funding

$0

$50,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$1,284,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,284,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

12,472

Targeted rates

619

Subsidies and grants for operating purposes

362

Fees and charges

1,373

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

211

Total operating funding

15,037

Applications of operating funding:

blank

Payment to staff and suppliers

11,540

Finance costs

1,619

Internal charges and overheads applied

1,869

Other operating funding applications

0

Total applications of operating funding

15,028

Surplus (deficit) of operating funding

9

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

5,231

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

5,231

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

921

- to improve the level of service

255

- to replace existing assets

4,064

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

5,240

Surplus (deficit) of capital funding

(9)

Funding balance

0

Other Local Board Information

Contact Devonport-Takapuna 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.

Joseph Bergin (Chair)

C/- Devonport-Takapuna Local Board Offices

1 The Strand

Takapuna

Auckland 0622

Ph: (021) 287 9977

E: joseph.bergin@aucklandcouncil.govt.nz

Grant Gillon (Deputy Chair)

C/- Devonport-Takapuna Local Board Offices

1 The Strand

Takapuna

Auckland 0622

Ph: 027 476 4679

E: grant.gillon@aucklandcouncil.govt.nz

Mike Cohen, QSM, JP

11a Bayswater Avenue

Bayswater

Auckland 0622

Ph: (027) 290 4942 or (09) 445 9914

E: mike.cohen@aucklandcouncil.govt.nz

 

Dianne Hale, QSO, JP

C/- Devonport-Takapuna Local Board Offices

1 The Strand

Takapuna

Auckland 0622

Ph (027) 243 6043 or (09) 445 0455

F: (09) 445 1870

E: dianne.hale@aucklandcouncil.govt.nz

Jan O'Connor

C/- Devonport-Takapuna Local Board Offices

1 The Strand

Takapuna

Auckland 0622

Ph: (09) 486 4499 or (021) 286 4488

F: (09) 486 1899

E: jan.oconnor@aucklandcouncil.govt.nz

Allison Roe, MBE

C/- Devonport-Takapuna Local Board Offices

1 The Strand

Takapuna

Auckland 0622

Ph: (021) 835456

E: allison.roe@aucklandcouncil.govt.nz

 

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:

InitiativeWhy is it a priority?Advocating to
Build Bayswater Ferry TerminalThe Devonport peninsula is hampered by Lake Road, which is the sole access road on and of the peninsula, and is heavily congested. Better ferry services would provide alternatives to using Lake Road, and Bayswater is the closest peninsula access to the CBD. The existing terminal is a temporary structure and its use is restricted by inadequate bus access. Panuku Development Auckland, Auckland Transport
Progress traffic congestion solutions to Lake Road and Esmonde RoadLake Road is heavily congested, including during the weekends. The road is recognised as one of the most heavily congested in the region. Significant housing development is intended for the peninsula, including the development of the Ngati Whatua landholdings and a retirement village on Ngataringa Road, which will add to congestion problems.Auckland Transport

Appendix B: Local budgets

Devonport-Takapuna Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community services

blank

Community facility renewals

752

ACE - Art facility renewals

373

ACE - Community house and centre renewals

379

Library facility and technology renewals

665

Local library renewals

665

Local Parks sport and recreation

blank

Aquatic and recreation facility renewals

42

Leisure facility building renewals

42

LDI fund

657

Locally driven initiatives (LDI Capex)

657

Local and sports parks renewals

1,948

Parks - Coastal asset renewals

792

Parks - Equipment renewals

1

Parks - Furniture renewals

38

Parks - Paving and hard surface renewals

146

Parks - Play space renewals

200

Parks - Roads and carpark renewals

509

Parks - Sports fields renewals

52

Parks - Toilets and changing room renewals

210

Local park development

53

General park development

53

Sportsfield upgrades and development

439

Sport development

439

Walkway and cycleway development

429

Greenway and walkway development

429

Local Planning

blank

Town centre upgrade

255

Road revitalisation (Takapuna Centre - Hurstmere)

255

Grand Total

5,240

Devonport-Takapuna Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

243

Local parks, sport and recreation

1,702

Operating revenue Total

1,945

Operating Expenditure

blank

Local community services

4,346

Local governance

1,284

Local parks, sport and recreation

6,662

Local planning

873

Local environmental services

50

Operating Expenditure Total

13,214

Net operating expenditure

11,268

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

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Franklin Local Board

Message from the Chair

It is pleasing to note that during the public consultation for this annual plan, the priorities of the Franklin Local Board received such great support.

Within the context of Auckland Council's unique shared governance structure, local boards are critical to the delivery of council services, planning and implementation of those plans. We have always taken the view that if we commit to preparing a plan, we must also ensure we work to provide adequate funding within our budgets to either deliver it ourselves or work with the community or other partners to deliver. As we found with the Long-term Plan 2015-2025, there was support for the introduction of a targeted rate to bring forward kerbside recycling in those areas of Franklin not currently receiving that service, which we were supportive of.

We were also pleased to receive support for our greenways initiatives and continuing to support local organisations through event funding and community grants. This enables council, through the local board, to provide support in places and to people who might otherwise struggle.

The greatest challenges remain funding growth-related issues and infrastructure and also managing the significant problem of coastal erosion. Effective advocacy continues to be a focus, again a key function of local boards.

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 2016/2017 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Franklin Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Franklin local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Waiuku Sports Park development
  • Coastal asset renewals

 

$4,082,000

$6,651,000

Locally driven initiatives
  • Recreation network opportunities
  • Coastal erosion planting

 

$1,124,000

$354,000

Total Funding

$5,206,000

$7,005,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

86%

90%

90%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Library renewals
  • Venue for hire renewals

 

$118,000

$2,984,000

Locally driven initiatives
  • Local community and events grants
  • Safety initiatives

 

$0

$953,000

Total Funding

$118,000

$3,937,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

1.5*

1

1

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

4.94

4.5

4.5

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

94%

91%

85%

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

92%*

92%

85%

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

Not available

75%

76%

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

Not available

85%

85%

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

Not available

72%

74%

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

Not available

85%

85%

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

Not available

Day: 78%
Night: 30%

Day: 79%
Night: 32%

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

Not available

Peak: 14%
Off peak: 8%

Peak: 14%
Off peak: 8%

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

Not available

20%

20%

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

Not available

284,219

287,005

*Not previously reported, for information purposes only

Note: The local board has subsidised hire fee charges ($13,000) to make off-peak rates 50% of peak rates

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Pukekohe Town Centre upgrade

$2,511,000

$600,000

Locally driven initiatives
  • Local economic development
  • Town centre revitalisation

 

$0

$76,000

Total Funding

$2,511,000

$676,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Water initiatives
  • Pest control
  • Manukau Harbour Forum

 

$0

$72,000

Total Funding

$0

$72,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

100%

100%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$1,154,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,154,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

13,841

Targeted rates

512

Subsidies and grants for operating purposes

7

Fees and charges

252

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

105

Total operating funding

14,717

Applications of operating funding:

blank

Payment to staff and suppliers

11,626

Finance costs

1,182

Internal charges and overheads applied

1,902

Other operating funding applications

0

Total applications of operating funding

14,710

Surplus (deficit) of operating funding

7

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

7,828

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

7,828

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

1,536

- to improve the level of service

2,512

- to replace existing assets

3,787

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

7,835

Surplus (deficit) of capital funding

(7)

Funding balance

0

Other Local Board Information

Contact Franklin 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.

Andrew Baker (Chair)

PO Box 92300

Auckland 1142

Ph: (09) 237 1311 or (021) 283 2222

E: andrew.baker@aucklandcouncil.govt.nz

Jill Naysmith (Deputy Chair)

PO Box 474

Waiuku 2341

Ph: (021) 286 5333

E: jill.naysmith@aucklandcouncil.govt.nz

Malcolm Bell

27B Ealing Crescent

Beachlands 2018

Ph: (021) 916 381

E: malcolm.bell1@aucklandcouncil.govt.nz

Alan Cole

239d Clarks Beach Road

RD4 Pukekohe 2679

Ph: (021) 923 719

E: alan.cole@aucklandcouncil.govt.nz

Brendon Crompton

PO Box 92300

Auckland 1142

Ph: (021) 224 9708

E: brendon.crompton@aucklandcouncil.govt.nz

Angela Fulljames

PO Box 92300

Auckland 1142

Ph: (021) 923 278

E: angela.fulljames@aucklandcouncil.govt.nz

Sarah Higgins

PO Box 92300

Auckland 1142

Ph: (021) 922 051

E: sarah.higgins@aucklandcouncil.govt.nz

Murray Kay

PO Box 92300

Auckland 1142

Ph: (021) 286 4222

E: murray.kay@aucklandcouncil.govt.nz

Lyn Murphy

PO Box 92300

Auckland 1142

Ph: (021) 822 936

E: lyn.murphy@aucklandcouncil.govt.nz

 

The board office is located at the Pukekohe Service Centre, 82 Manukau Road, Pukekohe

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

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for this annual plan, but recognise the value it will add to the local community.  Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Coastal ErosionManagement of coastal erosion should be dealt with on a regional basis with regional funding, rather than individually by local boards. The current ad hoc and reactive approach is not effective. Franklin Local Board does not currently have the ability to address all the issues on our large coastline, and the impact of growth and rising sea levels will likely increase the occurrence and effects of erosion. We think a coordinated regional approach with regional funding would achieve consistency and also cost savings.

Sandspit and Glenbrook Beaches need to be urgently addressed and the Franklin Local Board does not have sufficient renewals funding available.

Governing Body
Safe RoadsProvision of safe roads to accommodate increased levels of traffic caused by growth. Safety issues are different on rural than urban roads and as Franklin continues to grow, we need to ensure roads are safe for all forms of transport. This includes implementing speed reduction measures, where appropriate.  The impact that growth will have with regards to increased usage also needs to be considered.

We will advocate to Auckland Transport for implementation of the pilot Self Explaining Rural Roads investigation and further investigation to be undertaken across Franklin.

Auckland Transport
Supporting growth with appropriate and timely infrastructureMaking sure growth is supported with the appropriate water, wastewater, community and open spaces.

We want to make sure growth is well-planned, especially in our rural villages and greenfield area. Franklin communities will experience a large amount of change and there is currently a perception that development contributions are collected in areas and they do not directly see the benefit of them. It is important to ensure Franklin communities do not become dormitory areas, with no facilities or amenities.

We will continue to advocate for improved roading networks and passenger transport to support growth, including electric or hybrid trains operating between Papakura and Pukekohe, a new east-west arterial road from SH1 to ease congestion through Pukekohe and the upgrade of the Whitford-Maraetai Road.

Governing Body

 Auckland Transport

GreenwaysMore investment is required in the greenways network across the region.

A walking, cycling and bridleway network of pathways throughout Franklin and linking to other local board areas is being planned. Implementation of the network needs to be prioritised across the region, greenways are not solely for use by those living in a particular local board area, they are a regional network and need to be considered as such.

blank
Regional Planning and regulatory functionsEnsuring implementation and enforcement is considered as part of the development. It is imperative to consider the local impacts of regional policies, plans and bylaws when they are being developed.blank

Appendix B: Local budgets

Franklin Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

64

CDAC - Venue for hire renewals

64

Library facility and technology renewals

54

Local library renewals

54

Local Parks sport and recreationblank
Aquatic and recreation facility renewals

272

Leisure facility building renewals

272

LDI fund

1,124

Locally driven initiatives (LDI Capex)

1,124

Local and sports parks renewals

2,029

Parks - Coastal asset renewals

407

Parks - Court renewals

11

Parks - Equipment renewals

14

Parks - Furniture renewals

63

Parks - Paving and hard surface renewals

114

Parks - Play space renewals

274

Parks - Roads and carpark renewals

148

Parks - Sports fields renewals

221

Parks - Structure renewals

401

Parks - Toilets and changing room renewals

337

Parks - Utility renewals

40

Local park development

557

General park development

174

Playscape development

383

Sportsfield upgrades and development

1,224

Sports park (Waiuku)

1,224

Local Planning

blank

Town centre upgrade

2,511

Town centre upgrade (Pukekohe)

1,221

Forward land infrastructure planning (FLIP)

1,290

Grand Total

7,835

Franklin Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

364

Operating revenue Total

364

Operating Expenditure

blank

Local community services

3,936

Local governance

1,154

Local parks, sport and recreation

7,005

Local planning

676

Local environmental services

72

Operating Expenditure Total

12,844

Net operating expenditure

12,479

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Great Barrier Local Board

Message from the Chair

Great Barrier Island continues to be well supported by Auckland Council and our funding has enabled us achieve some pretty good wins last year with the Okiwi 3G wireless project due to be completed in May and the purchase of Glenfern Sanctuary nearing a positive conclusion. The Sandhills Rd dust suppressant trial is going well and hopefully the product will be picked up for future use by Fulton Hogan and enable us to address some of our metalled road issues in the absence of road seal funding.  A resource recovery trial is due to begin supported by the Waste Solutions team and run by a local community group.

Community engagement has been consistently high with attendance at our signature ecology conversation project and the council run workshops. The island has also held some extremely successful new events such as Off the Grid, Lovebirds and Aotea Ridge to Reef.

Capital grant funding continues to be a critical means for our community groups to improve facilities such as the Okiwi Community room upgrade, Health Trust building upgrade and vans for Aotea Family Support Group. We look forward to seeing the projects come through this year.

This year we will continue to work on the island's walkways including Tryphena Coastal Trail, Station Rock Road and the Harataonga Track upgrade. We continue to advocate for reducing herbicide use for weed management and paying for mechanical methods where possible.

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 aeroplane ride and four to five hours by ferry from the mainland. 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 or sewage systems and many residents rely on diesel generators supplemented by 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 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 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 2016/2017 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 are working together to advance these. The local board funded Ngati Rehua Ngatiwai ki Aotea to run the Aotea WalkFest in 2015 and is also keen to work together on a number of initiatives as signalled in the local board plan.

Key to developing a robust and working relationship with the Ngāti Rehua Ngatiwai ki Aotea Trust Board is the development of a relationship agreement between the local board and the trust board. It is essential that there is adequate resourcing for the trust board to engage with the local board therefore, the board have set aside some funding to assist engagement. Once the treaty settlement negotiations for Aotea are completed, this will also enable a range of initiatives delayed by that process to be advanced.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Great Barrier Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Great Barrier local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Local Improvement projects (including Mulberry Grove Stone Wall)

$281,000

$597,000

Locally driven initiatives

$0

$40,000

Total Funding

$281,000

$637,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

88%

90%

90%

Note: The Local Board is funding a service level top up to enable mechanical edging in Local parks instead of chemical spraying at a cost of $20,000.

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Library renewals/capital grants

$6,000

$423,000

Locally driven initiatives
  • Community empowerment support to Island organisations

$32,000

$347,000

Total Funding

$38,000

$770,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

4.97*

2

2

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

14.12

9

9

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

91%

85%

85%

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

82%*

85%

85%

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

Not available

75%

76%

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

Not available

80%

82%

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

Not available

85%

85%

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

Not available

Day: 89%
Night: 76%

Day: 90%
Night: 77%

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$15,000

Locally driven initiatives

$0

$10,000

Total Funding

$0

$25,000

Levels of service

There are no measures.

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$11,000

Locally driven initiatives

$0

$256,000

Total Funding

$0

$267,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$842,000

Total Funding

$0

$842,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

2,950

Targeted rates

0

Subsidies and grants for operating purposes

0

Fees and charges

0

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

2

Total operating funding

2,952

Applications of operating funding:

blank

Payment to staff and suppliers

2,453

Finance costs

87

Internal charges and overheads applied

412

Other operating funding applications

0

Total applications of operating funding

2,952

Surplus (deficit) of operating funding

0

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

286

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

286

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

191

- to improve the level of service

0

- to replace existing assets

95

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

286

Surplus (deficit) of capital funding

0

Funding balance

0

Other Local Board Information

Contact Great Barrier local board

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

Izzy Fordham (Chair)

Great Barrier Local Board Office81 Hector Sanderson Road

ClarisGreat Barrier Island

Auckland 0991

Mobile: 021 286 7555

E: izzy.fordham@aucklandcouncil.govt.nz

Susan Daly (Deputy Chair)

Great Barrier Local Board Office81 Hector Sanderson Road

ClarisGreat Barrier Island

Auckland 0991

Mobile: 021 286 8811

E: susan.daly@aucklandcouncil.govt.nz

Jeff Cleave

Great Barrier Local Board Office81 Hector Sanderson Road

ClarisGreat Barrier Island

Auckland 0991

Mobile: 021 816 047

E: jeff.cleave@aucklandcouncil.govt.nz

Judy Gilbert

Great Barrier Local Board Office81 Hector Sanderson Road

ClarisGreat Barrier Island

Auckland 0991

Mobile: 021 819 970

E: judy.gilbert@aucklandcouncil.govt.nz

Christina Spence

Great Barrier Local Board Office81 Hector Sanderson Road

ClarisGreat Barrier Island

Auckland 0991

Mobile: 021 820 230

E: christina.spence@aucklandcouncil.govt.nz

 

The board can be contacted at the following address, on (09) 4290 175, or through the Great Barrier Local Board team at:

Auckland Council,

Private Bag 92300,

Auckland 1142.

Attention: Great Barrier Local Board Relationship Manager.

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

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for this annual plan, but recognise the value it will add to the local community.  Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Glenfern Sanctuary purchase Glenfern Sanctuary is privately owned but on the market. Purchase of the sanctuary is a key element in the Great Barrier Local Board's objective of creating a centre of excellence supporting, ecological enhancement, and environmental and sustainability education. Public access to the sanctuary will also bring additional economic benefit, and enable the community and visitors to experience endangered species protection work first hand. A consortium including Auckland Council is negotiating to purchase the sanctuary.Governing Body
Reducing herbicide use for weed managementGreat Barrier Local Board wishes to see the public use of herbicides for weed management reduced, eliminated and replaced by alternative methods over time. This supports the community's wishes that the island is increasingly free of toxins. The board is currently funding additional costs itself but seeks the governing body and Auckland Transport support for moving towards herbicide free weed management practises island wide.Governing Body
Resource recovery and recycling centreWishes to work with Waste Solutions and local iwi to fund a resource recovery and recycling centre on the island if the Waste Solutions trial is successful.Governing Body
Biodiversity RoleGreat Barrier Local Board wishes to create a part or full time island based biodiversity role to support enhancement of the island's ecological values. Locating this position on the island will significantly enhance the achievement of this objective and support the existing fully stretched island based full time biosecurity role.Governing Body
Road SealGreat Barrier Local Board have led on a dust suppressant trial on Sandhills Road which is going well. Fulton Hogan feels product can reduce road maintenance costs freeing up budget regionally for more road sealing.Auckland Transport
Additional LDI fundingGreat Barrier agrees funding requirements with the governing body on an annual basis. There are two funds, operating expenditure and capital expenditure, which ensures locally important projects are given appropriate priority. Great Barrier Local Board is seeking additional LDI funding to offset these costs.Governing Body
Wireless mobile coverageGreat Barrier Local Board have spent over $600,000 of their LDI to install new cell phone facilities in Medlands and Okiwi and are now asking for help to extend this to communities without adequate or any service.Governing Body
LDI inflation adjustment

 

Great Barrier and Waiheke LDI budgets are based on fixed (ex-Auckland City Council) legacy  budgets which don't reflect true costs and unlike the other 19 boards do not get population increase adjustments.  Great Barrier Local Board is seeking their budget be adjusted annually for inflation.Governing Body
Central Facility Partnership Fund

 

There is a joint advocacy position requesting the governing body to re-instate a sub-regional fund similar to the Central Facility Partnership Fund.Governing Body

Appendix B: Local budgets

Great Barrier Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Library facility and technology renewals

6

Library furniture and fitting renewals

6

Local Parks sport and recreationblank
Local and sports parks renewals

89

Parks - Equipment renewals

1

Parks - Furniture renewals

1

Parks - Paving and hard surface renewals

10

Parks - Play space renewals

59

Parks - Structure renewals

19

Local park development

191

Local improvement projects (LIPS)

191

Grand Total

287

Great Barrier Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

2

Operating revenue Total

2

Operating Expenditure

blank

Local community services

770

Local governance

842

Local parks, sport and recreation

637

Local planning

25

Local environmental services

267

Operating Expenditure Total

2,541

Net operating expenditure

2,538

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Henderson-Massey Local Board

Message from the Chair

Henderson-Massey Local Board looks forward to strengthening the partnerships with our local community organisations.

We also hope to form new partnerships with those who contribute so much to our neighbourhoods. We're always looking for new opportunities to improve our area.

The council's draft Unitary Plan provides for substantial growth in the Henderson-Massey area and will provide us a foundation from which to grow.

We have begun the conversation with the new council-controlled organisation, Panuku Development Auckland (PDA), about opportunities to enable development in Henderson. High-quality urban regeneration in Henderson is one of our top priorities so it's exciting to see this becoming a reality. We will work together to ensure the standards set in this area will provide a template that encourages the rest of Auckland to embrace intensification.

Our board will continue to champion the need for sufficient resources to ensure that intensification and green field development is of the highest quality, which needs to be supported by employment and infrastructure so that our communities can thrive.

The Henderson Lincoln Business Association is growing in membership. With our support, it is working to establish a business improvement district (BID) to help grow the local economy.

And in other good news, there has been a 60 per cent drop in graffiti in Henderson! We have been instigating work in this area, and with the police, council's graffiti team and those wonderful murals painted by Kākano Youth Arts Collective, we are seeing results.

Construction at the new Westgate Town Centre is happening apace. Construction on the Westgate library and community centre starts later this year. Westgate Town Park is at the detailed design stage and is a model of good design that incorporates the community's feedback about what they want in a park.

Two great destination parks are becoming a reality. Construction is now underway on Te Rangi Hiroa Youth Park in Ranui. As well, Royal Reserve in Massey is now at the detailed design phase - the first spade will dig into the ground later this year.

Funding advocacy to the governing body focuses on areas where the board requires increased budgets to effectively deliver services. These include:

  • working with Panuku Development Auckland to unlock Henderson's potential as a strategic development area
  • strategic land purchasing for recreation purposes - a north west sports precinct and swimming pool
  • transport planning to cater for growth in the north west.

We will continue to advocate for regional funding as opportunities arise.

Finally, as always, 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.

Vanessa Neeson

Chair, Henderson-Massey 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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 2016/2017 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 three initiatives that are specifically focused on partnering with Māori:

  • Working with local mana whenua as kaitiaki on a Pa 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.

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 lowering the high Māori youth unemployment figures in Henderson-Massey.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Henderson-Massey Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Henderson-Massey local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Te Pai Park Court renewals
  • Royal Reserve Development

 

$4,117,000

$13,190,000

Locally driven initiatives
  • Te Whau-  Walkway design and planning
  • Park Volunteer programme

 

$1,174,000

$125,000

Total Funding

$5,291,000

$13,315,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

91%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Massey Community House refurbishment

$392,000

$7,054,000

Locally driven initiatives
  • Community Capacity Building.
  • Youth development
  • Safety Plans-Placemaking

 

$0

$1,571,000

Total Funding

$392,000

$8,625,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

2.94*

2

2

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

7.51

6

6

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

90%

85%

85%

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

87%*

85%

85%

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

Not available

75%

76%

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

Not available

77%

79%

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

Not available

85%

85%

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

Not available

Day: 80%
Night: 22%

Day: 81%
Night: 24%

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

Not available

Peak: 31%
Off peak: 11%

Peak: 31%
Off peak: 11%

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

Not available

20%

20%

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

Not available

164,734

176,349

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Westgate Multi-purpose Library/Community centre
  • Development of Sakaria Stream open space network in Westgate

 

$30,608,000

$1,954,000

Locally driven initiatives
  • Lincoln-Henderson BID establishment
  • Migrant Business Support

 

$0

$95,000

Total Funding

$30,608,000

$2,049,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$129,000

Locally driven initiatives
  • Eco-City Activation initiatives

$0

$115,000

Total Funding

$0

$244,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$1,097,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,097,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

22,472

Targeted rates

82

Subsidies and grants for operating purposes

130

Fees and charges

5,945

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

170

Total operating funding

28,799

Applications of operating funding:

blank

Payment to staff and suppliers

21,752

Finance costs

3,255

Internal charges and overheads applied

3,784

Other operating funding applications

0

Total applications of operating funding

28,791

Surplus (deficit) of operating funding

8

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

9

Development and financial contributions*

0

Increase (decrease) in debt

36,274

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

36,283

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

28,969

- to improve the level of service

3,442

- to replace existing assets

3,880

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

36,291

Surplus (deficit) of capital funding

(8)

Funding balance

0

 

Other Local Board Information

Contact Henderson-Massey 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.

Vanessa Neeson, JP (Chair)

6 Henderson Valley Road

Henderson

Auckland 0612

Ph: (021) 281 0445

E: vanessa.neeson@aucklandcouncil.govt.nz

Shane Henderson (Deputy Chair)

66 Pomaria Road

Henderson

Auckland 0610

Ph: (021) 839 935

E: shane.henderson@aucklandcouncil.govt.nz

Brenda Brady, JP

PO Box 121456

Henderson

Auckland 0650

Ph: (027) 564 0566

E: brenda.brady@aucklandcouncil.govt.nz

Peter Chan, JP

6 Henderson Valley Road

Henderson

Auckland 0612

Ph: (021) 286 5533

E: peter.chan@aucklandcouncil.govt.nz

Warren Flaunty, QSM

86 Redhills Road

Massey

RD2 Henderson

Auckland 0782

Ph: (021) 287 1555

E: warren.flaunty@aucklandcouncil.govt.nz

Will Flavell

6 Henderson Valley Road

Henderson

Auckland 0612

Ph: (021) 804 064

E: will.flavell@aucklandcouncil.govt.nz

Tracy Kirkley

6 Henderson Valley Road

Henderson

Auckland 0612

Ph: (021) 287 1666

E: tracy.kirkley@aucklandcouncil.govt.nz

Luke Wilson

6 Henderson Valley Road

Henderson

Auckland 0612

Ph: (027) 5069111

E: luke.wilson@aucklandcouncil.govt.nz

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:

InitiativeWhy is it a priority?Advocating to
Henderson to be a strategic development area

 

It is encouraging that Panuku Development Auckland (PDA) has identified Henderson as a priority area; the board looks forward to developing its relationship with PDA to progress its vision for Henderson.

Henderson presents an opportunity to showcase transit oriented urban regeneration in an area where all the infrastructure is already in place, the community supports apartment type growth and there is market interest. Auckland Council has multiple land holdings in Henderson which provides opportunities to facilitate exemplar urban redevelopment and the Public Private Partnership model (Urban Living transformational shift).

Panuku Development Auckland

Governing Body

Westgate strategic land purchase for recreation purposes

 

A city the size of Whanganui is forecast at Westgate and community feedback supports this growth, so long as recreational and community facilities are provided. Purchasing land now will result in cost savings compared to the cost of purchasing the same land once development has taken place.  The land purchase supports the transformational shift of radically improving the quality of urban living. A priority for the facilities planning should be a swimming pool to complement the West Wave aquatic facility and AUT millennium in Albany. West Wave is already at capacity and the consequent effect is increased cost of continually maintaining and upgrading the facility.Governing Body

 

Transport planning in response to growth in the North West

 

Transport planning in the northwest to support special housing areas and growth in general needs to take an integrated approach. That means giving equal emphasis to public transport infrastructure, including a dedicated northwest busway and future use of the existing rail line beside State Highway 16.New Zealand Transport Agency

Auckland Transport

Governing Body

Appendix B: Local budgets

Henderson-Massey Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

392

ACE - Art facility renewals

67

ACE - Community house and centre renewals

104

ACE - Leases renewals

221

Local Parks sport and recreationblank
Aquatic and recreation facility renewals

70

Leisure facility building renewals

70

LDI fund

1,174

Locally driven initiatives (LDI Capex)

1,174

Local and sports parks renewals

2,244

Parks - Court renewals

345

Parks - Equipment renewals

298

Parks - Furniture renewals

72

Parks - Paving and hard surface renewals

159

Parks - Play space renewals

329

Parks - Sports fields renewals

840

Parks - Structure renewals

203

Local park development

1,803

General park restoration (SH16/20)

1,803

Local Planning

blank

Community facilities - upgrades and new facilities

17,924

Community centre (Massey North)

7,649

Library build (Westgate NorSGA)

10,275

Priority growth area infrastructure

3,836

Stormwater PC14 (Waiarohia ponds)

429

Stormwater PC15 (Totara ponds)

3,407

Town centre upgrade

8,849

Open spaces (Massey North)

8,849

Grand Total

36,291

Henderson-Massey Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

377

Local parks, sport and recreation

5,868

Operating revenue Total

6,245

Operating Expenditure

blank

Local community services

8,625

Local environmental management

129

Local governance

1,097

Local parks, sport and recreation

13,315

Local planning

2,049

Local environmental services

115

Operating Expenditure Total

25,330

Net operating expenditure

19,085

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Hibiscus and Bays Local Board

Message from the Chairperson

This year we received a clear message from our communities that they would like to see an increase in the level of service in our parks and garden spaces.  People also told us they prefer edging is carried out through mechanical means rather than chemical spraying. As a result the local board will advocate strongly for the governing body to increase its operational funding to return to mechanical edging and increase maintenance in parks and gardens.

An earlier delivery of Penlink is still a high priority for the local board and the Hibiscus Coast community again spoke up showing their continued support for this vital lifeline to residents and businesses along the Whangaparaoa Peninsula as well as through Silverdale.  With Penlink in place we can realise a much stronger local economy with more jobs closer to home and providing well connected communities.  We will continue to actively lobby behind the scenes to progress Penlink at every opportunity.

On a lighter note 2016/2017 will see the completion of the major upgrade at Stanmore Bay Leisure Centre, new toilets and changing rooms at Waiake and a toilet at Sherwood Reserve.  Many playground improvements will also be delivered throughout the Hibiscus and Bays area.  The local board will continue to support volunteers working in our environmental spaces in protecting and managing our precious waterways, coastline, parks and reserves.  Contestable grant funding is available to groups that demonstrate alignment to our local board plan priorities.

Our arts centres continue to deliver outstanding results and offer creative opportunities to a wide variety of residents and visitors.  We are very proud of their efforts and are pleased to be providing ongoing support to them.

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

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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

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 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 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 2016/2017 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Hibiscus and Bays Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Hibiscus and Bays local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Net Operating Expenditure

Asset based services
  • Stanmore Bay Leisure Centre upgrade
  • Coastal Renewals including at Arkles Bay, Wade River Road, De Luen Ave Beachfront Reserve Tindalls Bay and Matakatia Parade Beachfront
  • Renewals including Stanmore Bay skatepark, Waiake Beach Reserve Toilet
  • Shared walkway/cycleway at Metropark East and development of reserves and playgrounds at Long Bay
  • Sportsfield Development including Victor Eaves Reserve (Baseball backstop on the No.2 field) and planning for other areas
     

$7,415,000

$10,845,000

Locally driven initiatives
  • Additional playground equipment improvements
  • Sun smart projects in playgrounds
  • Actions following signage audit
  • Sherwood Reserve toilet
     

$1,076,000

$236,000

Total Funding

$8,491,000

$11,081,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

95%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Net Operating Expenditure

Asset based services

$1,035,000

$3,562,000

Stoney Homestead

blank

blank

Operational support  for Mairangi Arts Centre, Estuary Arts Centre and  Centrestage Theatre

blank

blank

Locally driven initiatives

$0

$774,000

Contestable grant funding through quick response and local grants

blank

blank

Total Funding

$1,035,000

$4,335,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

1.87*

1.4

1.4

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

8.98

8

8

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

94%

85%

85%

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

96%*

85%

85%

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

Not available

75%

76%

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

Not available

80%

85%

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

Not available

77%

79%

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

Not available

85%

85%

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

Not available

Day: 94%
Night: 43%

Day: 94%
Night: 44%

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

Not available

Peak: 26%
Off peak: 25%

Peak: 27%
Off peak: 26%

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

Not available

20%

20%

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

Not available

58,733

59308

*Not previously reported, for information purposes only

Note: The local board provides a service level top up to Estuary Arts Centre Trust of $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 include economic, environmental, heritage and spatial projects, and enable, plan for and deliver great local places.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Targeted rate expenditure for established Business Improvement Districts

$0

$428,000

Locally driven initiatives
  • Economic initiatives
  • Actions from Silverdale, Orewa and Browns Bay Town Centre Plans

$0

$330,000

Total Funding

$0

$758,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$8,000

Locally driven initiatives
  • Environmental Management Programmes including ‘Love our Bays', North West Wildlink and Weiti Wildlink

$0

$120,000

Total Funding

$0

$128,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning, development of local board agreement for 2017/2018, democracy, administrative and engagement support to elected members

$0

$1,300,000

Total Funding

$0

$1,300,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

16,553

Targeted rates

428

Subsidies and grants for operating purposes

380

Fees and charges

2,879

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

24

Total operating funding

20,264

Applications of operating funding:

blank

Payment to staff and suppliers

15,619

Finance costs

1,863

Internal charges and overheads applied

2,709

Other operating funding applications

0

Total applications of operating funding

20,191

Surplus (deficit) of operating funding

73

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

9,453

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

9,453

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

3,039

- to improve the level of service

1,534

- to replace existing assets

4,953

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

9,526

Surplus (deficit) of capital funding

(73)

Funding balance

0

 

Other local board Information

Contact Hibiscus and Bays Local Board

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

Julia Parfitt, JP (Chairperson)

East Coast Bays Subdivision

Ph: 021 287 1999

E: julia.parfitt@aucklandcouncil.govt.nz

Greg Sayers (Deputy Chairperson)

Hibiscus Coast Subdivision

Ph: 021 285 9900

E: greg.sayers@aucklandcouncil.govt.nz

David Cooper

East Coast Bays Subdivision

Ph: 021 285 7333

E: david.cooper@aucklandcouncil.govt.nz

 

Janet Fitzgerald

Hibiscus Coast Subdivision

Ph: 021 242 7504

E: janet.fitzgerald@aucklandcouncil.govt.nz

Gaye Harding-Kirikiri

Hibiscus Coast Subdivision

Ph: 021 112 7697

E: gaye.harding@aucklandcouncil.govt.nz

 

Gary Holmes

East Coast Bays Subdivision

Ph: 027 496 6283

E: gary.holmes@aucklandcouncil.govt.nz

Lovisa Rasmussen

Hibiscus Coast Subdivision

Ph: 021 955 886

E: lovisa.rasmussen@aucklandcouncil.govt.nz

Lisa Whyte

East Coast Bays Subdivision

Ph: 021 287 6655

E: lisa.whyte@aucklandcouncil.govt.nz

The Hibiscus and Bays Local Board can be contacted at the address below:

Orewa Service Centre

50 Centreway Road

Orewa

Auckland 0931

The Hibiscus and Bays Local Board also has an office at 2 Glen Road, Browns Bay and will alternate its business meetings each month between the Browns Bay office and the Orewa Service Centre.

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

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for this annual plan, but recognise the value it will add to the local community.  Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Assets
  • Urgently request that the governing body prioritise funding for the implementation of the Coastal Management Framework including implementation of the Orewa Beach Esplanade Enhancement Plan, to address coastal asset degradation and urgent works for the defined area from Kohu Street to Marine View, Orewa (Zones 3, 3A and 4).
  • Request that the governing body prioritise the investigation of equitable Asset Based Service operational funding for community houses, community, youth and arts centres to confirm base level funding across Auckland and recognition of the contribution that community owned assets make across the council's network of community facilities (e.g. Hibiscus Coast Youth Centre and Hibiscus Coast Community House).
  • Acknowledge the implementation of actions in the Community Facilities Network Plan for existing assets and request that the gap in the regional information required for the assessment of the need and location of new community facility assets as growth adds additional pressure on existing assets is addressed.
Governing Body
Resourcing and Levels of Service

 

  • Request consideration of resourcing and support for local planning and transformation projects, such as town centre development particularly the integration of council controlled organisation activities in local centres where local projects are funded and committed.
  • Advocate strongly to the governing body to address the reduction in levels of service in parks that resulted in re-instatement of chemical spraying  (instead of mechanical edging) and an overall reduction in parks standards which has resulted in significant community concern and complaint.
Governing Body
Transport Plan

 

  • Strongly request to the governing body and Auckland Transport that Penlink be delivered earlier than 2025-2035 and given a higher priority in the Auckland Transport Plan to alleviate significant congestion and increasing development constraints affecting residents and businesses in Silverdale and the Whangaparaoa Peninsula.
  • Request that the realignment of the East Coast/Lonely Track/ Glenvar roads intersection to address safety concerns be undertaken immediately following the construction of Glenvar Ridge Road.
Governing Body

Auckland Transport

Contributions Policy

 

  • Support the increased number of localised development contribution catchments to mitigate the effects of growth as development occurs and requests that the governing body continues to work towards further localised catchments as local growth needs are identified such as the East Coast Bays subdivision to be a catchment in its own right.
  • Continue to advocate strongly for reserve contributions being set at a level that more closely relates to the cost of reserve acquisition and that increased attention be made to partner with developers by way of development agreements to deliver new assets (e.g. local playgrounds and parks facilities) to meet the needs of growth in the local board area.
blank

Appendix B: Local budgets

Hibiscus and Bays Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community services

blank

Community facilities - upgrades and new facilities

547

Improvements (Stoney Homestead)

547

Community facility renewals

221

ACE - Art facility renewals

49

ACE - Community house and centre renewals

126

ACE - Leases renewals

46

Library facility and technology renewals

267

Local library renewals

267

Local Parks sport and recreation

blank

Aquatic and recreation facilities - upgrades and new facilities

1,760

HBC Leisure Centre extension

1,760

Aquatic and recreation facility renewals

49

Leisure facility building renewals

49

LDI fund

1,076

Locally driven initiatives (LDI Capex)

1,076

Local and sports parks renewals

3,067

Parks - Coastal asset renewals

1,326

Parks - Court renewals

12

Parks - Equipment renewals

28

Parks - Furniture renewals

36

Parks - Paving and hard surface renewals

275

Parks - Play space renewals

386

Parks - Roads and carpark renewals

217

Parks - Sports fields renewals

204

Parks - Structure renewals

46

Parks - Toilets and changing room renewals

538

Local park development

99

Browns Bay parking upgrades (RF)

66

Mairangi Bay parking upgrades (RF)

33

Sportsfield upgrades and development

2,440

Sport development

2,440

Grand Total

9,525

Hibiscus and Bays Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

91

Local parks, sport and recreation

3,192

Operating revenue Total

3,282

Operating Expenditure

blank

Local community services

4,336

Local environmental management

8

Local governance

1,300

Local parks, sport and recreation

11,081

Local planning

758

Local environmental services

120

Operating Expenditure Total

17,603

Net operating expenditure

14,321

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Howick Local Board

Message from the Chair

The Local Board Plan 2014 has set the platform for what we are going to do over the next 10-years. We have heard from you as part of the consultation on the Annual Budget 2016/2017 on where we put our efforts and what to fund.  You have also told us to be more cost effective and ensure that services delivered to our community will be value for money.

Overall, there was a lot of support from the community for local initiatives with few opposing. The main messages we have taken from the annual budget consultation for 2016/2017 are to continue the coastal management programme and sand replenishment of our beaches, developing Barry Curtis Park and sports parks, extending walkways and cycleways, supporting arts activities and funding local community projects and events, the successful weed and pest management programme, focusing on youth and advocating for an increase in the Uniform Annual General Charge (UAGC).

Whilst the Flat Bush area dominates our capital programme over the next 10-years (e.g. work on the multi-use community facility and library for Flat Bush is on track to commence in 2017, with an opening envisaged for late 2018, we continue to deliver and support projects across the ward. For example, the Uxbridge redevelopment will be completed and opened in November 2016, the Greenmount Master Plan continues to be developed and improvements to ferry facilities at Half Moon Bay is scheduled to be completed by November 2016.

Transport continues to be a major issue. The Howick Local Board is advocating strongly to Auckland Transport to urgently prioritise transport connections in the Half Moon Bay area and increase ferry services, accelerate the Auckland Manukau Eastern Transport Initiative (AMETI) project, and integrate the Pakuranga Town Centre Masterplan with AMETI's transport proposals.

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

Chairperson, 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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 development is being completed 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's population increased by 12 per cent in the 2013 census with over 50 per cent European and 38 per cent Asian. The number of older people (aged 65 and older) rose by 38 per cent.

Local Board Plan outcomes

The Howick 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 Howick Local Board Plan outcomes are:

  • An involved and connected community - We are proud of our area and participate in our community to make Howick a great place to live, work and play.
  • Howick's future growth is managed effectively - We want to make sure that future growth is well planned for, good quality design is evident and that our transport connections enable people to move easily about the Howick area.
  • Valuing our cultural diversity - We are culturally diverse and have great facilities for creative activities including music and dance, theatre and visual arts.
  • We all treasure and enjoy our environment - We will keep our wonderful environment and admired coastline clean and safe for all to use.
  • Our community is active and healthy - Our extensive network of public places and spaces, recreation and leisure facilities will be looked after so everyone can use them to remain healthy and active.
  • A prosperous local economy - We will attract new businesses to support our thriving local economy and provide opportunities for training and skill development. We will also develop tourism in the area.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2016/2017 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Howick Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Howick local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Parks, sports parks and leisure operations
  • Barry Curtis Park
  • Coastal asset renewals
  • Lloyd Elsmore Park Leisure facilities upgrade

 

$7,440,000

$13,585,000

Locally driven initiatives
  • Facilities Partnership Funding
  • McLeans Park recreation and play facilities funding top up
  • Dog exercise area

 

$1,428,000

$525,000

Total Funding

$8,868,000

$14,110,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

94%

90%

90%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Community and Arts facilities operations
  • Uxbridge Art Centre completion
  • Flatbush Library Development
  • Botany Library renewals

 

$3,145,000

$7,141,000

Locally driven initiatives
  • Events and Arts programmes
  • Contestable Community Grants

 

$0

$1,422,000

Total Funding

$3,145,000

$8,563,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

2.96*

3

3

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

8.64

8

8

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

88%

88%

88%

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

88%*

88%

88%

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

Not available

75%

76%

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

Not available

78%

80%

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

Not available

85%

85%

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

Not available

Day: 83%
Night: 43%

Day: 84%
Night: 44%

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

Not available

Peak: 33%
Off peak: 18%

Peak: 33%
Off peak: 18%

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

Not available

20%

20%

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

Not available

132,639

133,939

*Not previously reported, for information purposes only

Note: The Howick Local Board has funded extra library hours ($77,000) and has partially subsidised revenue for community places ($40,000)

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • SWEI Flatbush water quality ponds

$2,516,000

$1,037,000

Locally driven initiatives
  • BIDs
  • Heritage Plan

 

$0

$119,000

Total Funding

$2,516,000

$1,156,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Weed and pest eradication
  • Develop Industry Pollution Prevention Programme (IPPP)

 

$0

$87,000

Total Funding

$0

$87,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$1,130,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,391,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

23,057

Targeted rates

402

Subsidies and grants for operating purposes

516

Fees and charges

3,794

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

431

Total operating funding

28,200

Applications of operating funding:

blank

Payment to staff and suppliers

20,300

Finance costs

4,578

Internal charges and overheads applied

3,299

Other operating funding applications

0

Total applications of operating funding

28,177

Surplus (deficit) of operating funding

23

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

14,505

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

14,505

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

3,984

- to improve the level of service

4,400

- to replace existing assets

6,144

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

14,528

Surplus (deficit) of capital funding

(23)

Funding balance

0

 

Other Local Board Information

Contact Howick local board

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

David Collings (Chairperson)

Shop S447, 1 Aylesbury Street

Pakuranga

Auckland 2010.

Ph: (09) 572 0150 or (021) 831 852

E: david.collings@aucklandcouncil.govt.nz

Adele White (Deputy Chairperson)

Shop S447, 1 Aylesbury Street

Pakuranga

Auckland 2010.

Ph: (09) 572 0150 or (021) 284 3843

E: adele.white@aucklandcouncil.govt.nz

 

Garry Boles

Shop S447, 1 Aylesbury Street

Pakuranga

Auckland 2010.

Ph: (09) 572 0150 or (021) 242 4665

E: garry.boles@aucklandcouncil.govt.nz

 

Katrina Bungard

Shop S447, 1 Aylesbury Street

Pakuranga

Auckland 2010.

Ph: (09) 572 0150 or (021) 022 37626

E: katrina.bungard@aucklandcouncil.govt.nz

 

Jim Donald

Shop S447, 1 Aylesbury Street

Pakuranga

Auckland 2010.

Ph: (09) 572 0150 or (021) 286 7755

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

Lucy Schwaner

Shop S447, 1 Aylesbury Street

Pakuranga

Auckland 2010.

Ph: (09) 572 0150 or (027) 362 8817

E: lucy.schwaner@aucklandcouncil.govt.nz

 

John Spiller

Shop S447, 1 Aylesbury Street

Pakuranga

Auckland 2010.

Ph: (09) 572 0150 or (021) 286 7666

E: john.spiller@aucklandcouncil.govt.nz

 

Steve Udy

Shop S447, 1 Aylesbury Street

Pakuranga

Auckland 2010.

Ph: (09) 572 0150 or (021) 242 9073

E: steve.udy@aucklandcouncil.govt.nz

Bob Wichman

Shop S447, 1 Aylesbury Street

Pakuranga

Auckland 2010.

Ph: (09) 572 0150 or (09) 278 7847

E: bob.wichman@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

Howick Local Board Office

Shop S447, The Warehouse Plaza

Pakuranga Town Centre

1 Aylesbury Street

Pakuranga

Auckland 2010 For general enquiries, assistance and information, phone 09 301 0101 any time or visit www.aucklandcouncil.govt.nz

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 Why is it a priorityAdvocating to
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
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 multi-use community facility and library as a focal point for the community to come together.

Governing Body
Continued development of the Pakuranga - Reeves Road FlyoverPublic transport and traffic congestion were the key areas of focus for transport shown in the LTP consultation. The Reeves Road flyover is part of minimizing transport issues in the area.Auckland Transport
Urgently prioritise the development of the Half Moon Bay area as a transport hub and increase ferry servicesThe Half Moon Bay area is an important transport facility for the area. The board has committed funding in partnership with Auckland Transport to achieve the provision of a new ferry facility. It is the board's expectation that development does not stop here and further work is progressed to ensure that the Half Moon Bay transport hub is achieved. The basic transport and Auckland Plan network does not have this on its programme. The overwhelming support received to get on and develop Half Moon Bay as part of the LTP consultation shows that the need to progress Half Moon Bay and increase ferry services requires urgent attention. This will contribute to the transformational shift to move to outstanding public transport within one network.Auckland Transport
Prioritise public transport projects and address traffic congestion issues including East/West connections and SMART projects with a focus on the linkages in and out of the Howick areaIt is essential to provide transport choices for our business community and residents due to difficulty of access to major roads and motorway.Auckland Transport
Development contributions collected to be used in the respective local board areaThe board continues to advocate for development contributions collected from an area be used in that area, as in the board's view it does not get the full benefit of development contributions in the board area.Governing Body
Supports the establishment of a hazardous waste and recycling facility for the Howick are at the south west end of the Greenmount LandfillThere is no longer provision for a hazardous waste facility in the Howick Local Board area. There is a need to take up a coordinated approach to support community recycling.Governing Body
Development of a consistent regional funding approach in response to managing coastal erosion and beach replenishmentEnsure the ongoing development of a coordinated approach to the management of coastal erosion. Feedback on the LTP shows that there is a majority support for continuing the coastal management programme for the area and advocating for a regional funding approach to ensure consistency of measures and management of coastal erosion.Governing Body
Pakuranga Town Centre Masterplan to be aligned with the AMETI project and used as best practice for development in the area The board consulted and engaged the local community on the development of the Pakuranga Town Centre Masterplan and it is envisaged that the town centre will be integrated with AMETI's transport proposals from Panmure, via Pakuranga to Botany. Feedback from the LTP strongly supported completion of the Pakuranga Town Centre Masterplan as a transport hub in line with AMETI to help alleviate traffic congestion and provide access opportunities to the motorway.Governing Body
Supports investment in infrastructure in existing and new areas of growthThe Flat Bush area is an important SHA and is already gaining momentum with much development in place. However, development requires investment in infrastructure to ensure that demand is met for our growing population. To meet growth, it requires development contributions to be reinvested back into the local board - for example, roading, transport and open space.Governing Body
Retention of existing heritage protection zones (which are part of the PAUP as a density overlay) and height restrictions with the Howick Village areaThe Howick Local Board advocates for the retention of existing heritage protection zones (which are part of the PAUP as a density overlay) and height restrictions within the Howick Village area.Governing Body
Supports the identification of privet as a controlled pest species to enable council enforcementIdentified by the community as an issueGoverning Body
Chapel Road bridge realignment as part of roading/ infrastructure improvements in Flat BushFunding needed as a priority to start detailed design concept to ensure alignment with growth in areaGoverning Body

Auckland Transport

 

Appendix B: Local budgets

Howick Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017
Local Community services

blank

Community facilities - upgrades and new facilities

1,283

Art centre redevelopment (Uxbridge)

1,283

Community facility renewals

62

ACE - Leases renewals

62

Library development - new facilities

982

Library Development (Flat Bush)

982

Library facility and technology renewals

819

Library furniture and fitting renewals

191

Local library renewals

628

Local Parks sport and recreation

blank

Aquatic and recreation facility renewals

1,579

Leisure facility building renewals

1,579

LDI fund

1,428

Locally driven initiatives (LDI Capex)

1,428

Local and sports parks renewals

2,257

Parks - Coastal asset renewals

426

Parks - Court renewals

47

Parks - Equipment renewals

32

Parks - Furniture renewals

82

Parks - Paving and hard surface renewals

404

Parks - Play space renewals

337

Parks - Roads and carpark renewals

361

Parks - Sports fields renewals

296

Parks - Toilets and changing room renewals

252

Parks - Utility renewals

21

Local park development

2,658

Development (Styak-Lushington park)

80

General park development

68

Master plan (Barry Curtis Park)

2,386

Playspace (Flat Bush)

124

Sportsfield upgrades and development

119

Sportsfields development (Ostrich Farm)

119

Walkway and cycleway development

826

Greenway and walkway development

419

Walkway and cycleway paths (Flat Bush)

408

Local Planning

blank

Priority growth area infrastructure

2,516

SWEI Flat bush water quality ponds

2,516

Grand Total

14,528

Howick Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

205

Local parks, sport and recreation

4,537

Operating revenue Total

4,742

Operating Expenditure

blank

Local community services

8,563

Local governance

1,130

Local parks, sport and recreation

14,110

Local planning

1,156

Local environmental services

87

Operating Expenditure Total

25,046

Net operating expenditure

20,303

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Kaipātiki Local Board

Message from the Chair

We would like to thank our community for letting us know what you thought on issues that face Aucklanders. We have also heard your views on our local projects here in Kaipātiki.

In Birkenhead we plan to keep up the momentum created by the exciting Kaimataara o Wai Manawa project and complete our planned projects in the area.  We also look forward to working with Panuku Development Auckland on projects in the Northcote town centre.

We will continue to implement the Kaipātiki Connections Network Plan to make walking and cycling easier and more attractive.  We will also complete the development of the Pest-free Kaipātiki Strategy and begin the process of implementing it.

We intend to increase our support for local groups for their community, arts, sports and place-making objectives.

We will continue to fund the highly popular free community events in parks.

We will continue to advocate to Auckland Council's governing body to:

  • retain budgets for local Kaipātiki projects;
  • provide equitable regional funding for community, arts, culture and sports facilities;
  • reverse the cuts to service levels agreed through the Long-term Plan 2015-2025; and
  • increase renewals funding so that budgets are adequate to replace worn out facilities and assets with their modern equivalents.

In developing this local board agreement consideration has been given to the 116 submissions received on Kaipātiki issues in the annual plan 2016/2017 consultation as well as the priorities and key initiatives set out in our local board plan.

With the ongoing pressure on the council's budgets, it is crucial that we seek the best value for our community from the local services provided. One way of achieving this is through our amazing community organisations and committed volunteers. The recently signed memorandum of understanding with the Opaketai Beach Haven Garden with the Beach Haven Place-making Group reinforces this empowering approach.

The board has become aware that the funding required to operate and manage the repurposed Marlborough Park youth focused facility to the agreed level has not been made available to accompany the approved capital expenditure. The board urges the governing body to resolve this error by providing funding for operating   this facility as a youth centre in a manner consistent with other similar centres within Auckland.

The board looks forward to continuing to work with all those individuals and groups in the community whose efforts make Kaipātiki our home.

Kay McIntyre QSM

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 Local Board comprises a number of inner harbour suburbs and enjoys an extensive coastline. It is bounded by the Northern Motorway to the east, Sunset Road to the north and the coast of the inner Waitematā Harbour to the south and west.

The older suburbs on the southern coast are well established, with a large number of reserves and high-quality bush walkways. This area has a rich history and has some notable precincts protected with heritage zone status. The central and northern suburbs are more diverse with greater socio-economic needs.

Town centres in the local board area include the Birkenhead shopping centre, the multi-cultural retail hub at Northcote, an emerging centre at Beach Haven, a boutique retail strip in Hinemoa Street, and the Glenfield Centre which is home to a large shopping mall. The Wairau Valley and Glenfield east contain large footprint retail and light industry. The Kaipātiki area has four secondary schools, the North Shore campus of Auckland University of Technology and Awataha Marae.

The community also has opportunities to lead active lifestyles, with access to numerous sporting and recreational facilities, including leisure centres, swimming pools and a recreation precinct around Northcote Road.

This area has a proud history of caring for its community, which saw the establishment of the first community house in the Auckland region in 1972. The Kaipātiki Local Board wishes to build on this legacy by continuing to maintain and develop libraries and other community, cultural and arts facilities.

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 2016/2017 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. improving stream water quality. 

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Kaipātiki Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Kaipātiki local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Development of 136 Birkdale Road
  • Pools and Leisure renewals

 

$3,223,000

$9,209,000

Locally driven initiatives
  • Volunteer support

$1,090,000

$135,000

Total Funding

$4,312,000

$9,344,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

94%

90%

90%

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

Not available

70%

75%

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

Not available

15%

15%

Note: The local board has subsidised parks maintenance services ($54,000) to retain mechanical edging.

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Marlborough Park youth facility
  • Local library renewals

 

$947,000

$4,292,000

Locally driven initiatives
  • Annual grant to the Kaipātiki Community Facilities Trust
  • Local community and events grants
  • Jobs for youth
  • Level  of service top up - operational grant to Birkdale Beach Haven Project and Highbury House

 

$0

$1,095,000

Total Funding

$947,000

$5,387,000

Note: The local board has subsidised library hours ($13,000).

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

2.84*

2

2

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

8.51

7.5

7.5

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

92%

85%

85%

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

89%*

85%

85%

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

Not available

75%

76%

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

Not available

80%

85%

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

Not available

75%

77%

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

Not available

85%

85%

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

Not available

Day: 86%
Night: 35%

Day: 87%
Night: 37%

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

Not available

Peak: 11%
Off peak: 3%

Peak: 11%
Off peak: 3%

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

Not available

20%

20%

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

Not available

122,014

123,211

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Highbury main street upgrade

$2,198,000

$694,000

Locally driven initiatives
  • Economic development initiatives

$0

$60,000

Total Funding

$2,198,000

$754,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$28,000

Locally driven initiatives
  • Annual grant to Kaipātiki Project

$0

$73,000

Total Funding

$0

$101,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$1,080,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,080,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

13,217

Targeted rates

307

Subsidies and grants for operating purposes

894

Fees and charges

4,675

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

335

Total operating funding

19,428

Applications of operating funding:

blank

Payment to staff and suppliers

15,065

Finance costs

1,424

Internal charges and overheads applied

2,862

Other operating funding applications

0

Total applications of operating funding

19,351

Surplus (deficit) of operating funding

77

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

7,381

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

7,381

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

1,334

- to improve the level of service

2,740

- to replace existing assets

3,384

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

7,458

Surplus (deficit) of capital funding

(77)

Funding balance

0

 

Other Local Board Information

Contact Kaipātiki 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.

Kay McIntyre (Chairperson)

C/- Kaipātiki Local Board Office

Ph: 021 287 8844

E: kay.mcintyre@aucklandcouncil.govt.nz

 

Ann Hartley (Deputy Chair)

C/- Kaipātiki Local Board Office

Ph: 027 490 6909

E: ann.hartley@aucklandcouncil.govt.nz

Grant Gillon

C/- Kaipātiki Local Board Office

Ph: 027 476 4679

E: grant.gillon@aucklandcouncil.govt.nz

John Gillon

C/- Kaipātiki Local Board Office

Ph: 021 286 2288

E: john.gillon@aucklandcouncil.govt.nz

 

Danielle Grant

C/- Kaipātiki Local Board Office

Ph: 021 835 724

E: danielle.grant@aucklandcouncil.govt.nz

 

Richard Hills

C/- Kaipātiki Local Board Office

Ph: 021 286 4411

E: richard.hills@aucklandcouncil.govt.nz

 

Lorene Pigg

C/- Kaipātiki Local Board Office

Ph: 021 839 375

E: lorene.pigg@aucklandcouncil.govt.nz

 

Lindsay Waugh

C/- Kaipātiki Local Board Office

Ph: 021 287 1155

E: lindsay.waugh@aucklandcouncil.govt.nz

 

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:

DescriptionAdvocating to
Retain the existing budgets for local Kaipātiki projects as identified in the Long-term Plan 2015-2025, namely the Kaipātiki Connections Network Plan and Greenways, Marlborough Park Hall, and general Parks developments.Governing Body
Community houses/centres, arts and culture facilities, sports facilities and other community assets across the Auckland region should receive an appropriate level of operational funding to an agreed service level.  The current service standard is inequitable.  Governing Body
A review should be undertaken to reinstate some of the level of service changes agreed through the Long-term Plan 2015-2025, namely the rationalisation of library hours and change to the method of parks edging from mechanical to chemical spray, noting that the board continues to top up libraries funding by $13,000 to retain increased library hours, and parks funding by $54,000 to continue mechanical edging in place of spraying in parks.Governing Body
A service level should be established for parks tracks and included as a scheduled maintenance item in the appropriate contract(s).  These are not currently on any maintenance schedule.Governing Body
The Arts, Community and Events department overhead should not be charged to the board's Locally Driven Initiative budget.Governing Body
A fair and consistent service standard with appropriate funding should be established for artificial/hard playing surfaces, bearing in mind funding currently allocated to grass playing surfaces across the region.Governing Body
The budget currently allocated to renewals should be increased because it is inadequate to replace the asset at current building standards.Governing Body
A Community development / partnership fund scheme should be reinstated sub-regionally throughout Auckland as this scheme has historically provided the base funding to a large number of significant third party facility developments.Governing Body
In-house resources need to be made available to relevant departments to provide adequate funding for feasibility, design, concept work, and consenting to support all projects.Governing Body
The Local Board Transport Capital Fund should be continued, as it is effective to respond to local issues.Auckland Transport
The local board supports the Northcote Safe Cycle route as a significant cycling initiative in Kaipātiki.Auckland Transport
Increased investment is required for in inner harbour ferry services and ferry fares should be included as part of a fully integrated public transport fare system. This will help reduce pressure on bus services.Auckland Transport
The board advocates to the governing body to release the former North Shore City Council - Eskdale Reserve Toilet special reserve, and for the funds to be reallocated to the development of a new toilet at Rewi Alley Reserve.Governing Body
Marlborough Park Hall Youth Facility operational expenditure of $120,000 per annum should be funded in the same manner as other youth centres are funded, from Asset Based Services, because the capital project was included in the Long-term Plan 2015-2025.Governing Body

The above key advocacy points are described in more detail in the following table:

ThemeKey Advocacy IssueWhy is it a priority
Local Priority Projects1.   The board wishes to retain the existing budgets for local Kaipātiki projects as identified in the Long-term Plan 2015-2025, namely:
  • the Kaipātiki Connections Network Plan and Greenways,
  • Marlborough Park Hall, and
  • General parks developments.
  • These projects have been identified through multiple community consultation exercises and were again supported through the Annual Plan 2016/2017 consultation.
  • Local projects, such as the Kaipātiki Connections Network Plan and Greenways, Marlborough Park Hall, and general Parks developments, are key initiatives that are highly valued by our local communities.
Fair, consistent and adequate funding2.   The board wishes to see community houses/centres, arts and culture facilities, sports facilities and other community assets across the region fully funded to an agreed standard from Asset Based Services budget so all community-led facilities are funded to an appropriate level. 

 

  • The board notes that for historical reasons in the Kaipātiki area, community facilities have been operated under a largely outsourced model, whereas in other parts of the Auckland region these facilities have been operated in-house by council. 
  • The board notes that in the period post amalgamation the following situation has arisen:
    • community houses/centres are primarily asset based operations with services being delivered within each facility. 
    • in most parts of Auckland the majority of operational costs of the facilities are funded from Asset Based Services budgets.
    • currently in Kaipātiki, the operational costs are inadequately funded from an Asset Based Service grant meaning additional funding from the board's Locally Driven Initiative budget is required.
Fair, consistent and adequate funding3.   The board requests a review is be undertaken to reinstate some of the level of service changes agreed through the Long-term Plan 2015-2025, namely the rationalisation of library hours and change to the method of parks edging from mechanical to chemical spray.
  • Through the Long-term Plan 2015-2025, levels of services were changed in regards to the rationalisation of library hours and the method of parks edging changing from mechanical to chemical spray.
  • Libraries and Parks are core services that should be funded adequately through Asset Based Service budget and not from the Locally Driven Initiative budget.
Fair, consistent and adequate funding4.   The board requests a service level is established for parks tracks and included as a scheduled maintenance item in the appropriate contract(s). These are not currently on any maintenance schedule.
  • The board is aware that the maintenance of tracks in parks are not included within any parks contracts.
  • It is vital that the maintenance of these significant assets are scheduled and prioritised.
Fair, consistent and adequate funding5.   The board requests the Arts, Community and Events department overhead is not charged to the board's Locally Driven Initiative budget.
  • The Arts, Community and Events department is the only one to have an overhead charged to the board's Locally Driven Initiative budget.
  • The new community empowerment model has provided more consistency across council and therefore an overhead charged from the board's Locally Driven Initiative budget is unjustified.
Hard surface sports funding e.g. Netball North Harbour6.   The board wishes to see a fair and consistent service standard, with appropriate funding, established for artificial/hard playing surfaces, bearing in mind funding currently allocated to grass playing surfaces across the region.
  • Sports codes playing on grass (including artificial turf) do not incur the costs of providing playing surface as council funds this provision and the maintenance of the surface, as well as often providing additional functionality such as lighting, fencing and playing equipment (goal posts).
  • Across the region, sporting codes using hard surfaces e.g. Netball North Harbour centre in Northcote or the Tennis North Harbour centre in Albany, do not receive the same level of universal support from council.
  • Even within sports codes, existing legacy council funding practices vary significantly throughout the Auckland region and this needs to be addressed by council.
Renewals funding7.   The board wishes to see an increased budgets allocated to renewals funding.
  • Key feedback received from the Kaipātiki community during the preparation of the local board plan was to make better use of what the community already has, by better maintaining current facilities rather than necessarily building new facilities.
  • The board believes that current renewals funding budgets are not adequate to replace an ageing asset with its comparable modern equivalent, in part due to many renewals not being totally ‘like for like' due to changes in the building code or other regulatory issues.
  • The board is quite prepared to consider top ups from its Locally Driven Initiatives budget to provide an improved facility, e.g. taking a playground from five pieces of play equipment to seven, but should not be expected to fund ‘like with like' asset renewals from the board's Locally Driven Initiative budget.
  • Feedback from the annual plan 2016/2017 consultation showed support for the local board priority of enhancing renewals.
Partnership funding8.   The board requests the reinstatement of the community development / partnership fund scheme sub-regionally throughout Auckland.
  • Funding from the legacy community development / partnership fund scheme played a vital role in developing key partnership facilities however budget from this scheme was reallocated to create the local board capital funds and provided savings to council operational budgets.
  • There is insufficient budget within the local board to effectively support these significant projects, which historically received this funding.
  • Partnership projects provide great value with recipients using the opportunity to leverage significant additional funds externally.
Support for project development9.   The board requests projects requiring feasibility, design, concept work and consenting should be supported using in-house resources and be part of the support provided for local boards.
  • Due to resource shortages and organisational changes within council, projects frequently require additional funding from a board's Locally Driven Initiatives budget to support feasibility, design, concept work and consenting, whereas this work should be supported using in-house resources and be part of the support provided for local boards.
  • The board requests that the governing body ensures that a more comprehensive and visible level of support is available.
Transport matters10. The board supports the continuation of the Local Board Transport Capital Fund.
  • The board supports the continuation of the Local Board Transport Capital Fund as this funding stream has provided the board some ability to respond to local transport issues.
  • The local board requests that the level of funding provided remains sufficient to respond to local transport priorities.
Transport matters11. The board supports the Northcote Safe Cycle route.

 

  • The board supports the planned development of the Northcote Safe Cycle route.
  • Advocating for investment into walking and cycling projects is a key initiative of the board.
Transport matters12. The board wishes to see an increased investment in inner harbour ferry services.
  • Inner harbour ferry services provide an opportunity to create a ‘blue Rapid Transport Network' and reduce pressure on bus services on arterial roads and the Northern Busway.
  • The board wishes to see increased priority in inner harbour ferry services reflected in the governing body's direction to Auckland Transport.
  • The board wishes to see Northcote Wharf Ferry Terminal upgraded as it is not suitable for use in rough weather with services being cancelled.
  • The board believes ferry fares should be part of a fully integrated public transport fare system.
Reallocation of special reserve funds13. The board advocates to the governing body to release the former North Shore City Council - Eskdale Reserve Toilet special reserve, and for the funds to be reallocated to the development of a new toilet at Rewi Alley Reserve.
  • The board has identified a need for toilet facilities in Rewi Alley Reserve, Totaravale.
  • The scoping of the facility included community consultation and recommends a preferred location and toilet design.
  • There is no budget currently identified to construct a toilet in Rewi Alley Reserve.

Appendix B: Local budgets

Kaipātiki Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community services

blank

Community facilities - upgrades and new facilities

304

Youth facility (Marlborough Park)

304

Community facility renewals

121

ACE - Community house and centre renewals

39

ACE - Leases renewals

82

Library facility and technology renewals

523

Library furniture and fitting renewals

100

Local library renewals

423

Local Parks sport and recreation

blank

Aquatic and recreation facility renewals

315

Leisure facility building renewals

315

LDI fund

1,090

Locally driven initiatives (LDI Capex)

1,090

Local and sports parks renewals

1,335

Parks - Coastal asset renewals

12

Parks - Equipment renewals

66

Parks - Furniture renewals

216

Parks - Paving and hard surface renewals

270

Parks - Play space renewals

212

Parks - Roads and carpark renewals

335

Parks - Sports fields renewals

201

Parks - Structure renewals

22

Local park development

1,020

General park development

782

Rewi Alley Reserve toilet development (RF)

238

Walkway and cycleway development

552

Greenway and walkway development

552

Local Planning

blank

Town centre upgrade

2,198

Street upgrade (Highbury Mainstreet)

2,198

Grand Total

7,458

 

Kaipātiki Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

378

Local parks, sport and recreation

5,525

Operating revenue Total

5,903

Operating Expenditure

blank

Local community services

5,387

Local governance

1,080

Local parks, sport and recreation

9,344

Local planning

754

Local environmental services

101

Operating Expenditure Total

16,666

Net operating expenditure

10,763

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Māngere-Ōtāhuhu Local Board

Message from the Chair

Talofa lava

I am pleased to have received your views and feedback on local proposals and regional issues for council's ten year budget 2015-2025.  This Local Board Agreement 2016/17 allocates budget to complete initiatives we set out to deliver for our local area.   A number of aspirations have been achieved, others are underway.

Examples of our priority initiatives are as follows:

  • Showcasing Māngere-Ōtāhuhu as the heart of Māori and Pasifika arts and culture by hosting the Māngere-Ōtāhuhu Arts Jam for a further two years.
  • Keeping adult entry to Māngere-Ōtāhuhu swimming pools free through a targeted rate and maintaining  extended opening hours of local libraries.
  • Providing contestable grants for local events and activities that support our communities.
  • Continuing to remove mangroves from the Māngere Inlet to enhance the natural environment.  Waste reduction and recycling education are also important, as council changes how the city manages this.
  • Reducing harm from alcohol remains a priority, as does raising concerns on issues that impact the safety and wellbeing of our communities.  We will give feedback on relevant policies when they are reviewed. Improving safety in town centres and neighbourhoods, including the use of CCTV, remains high on our agenda.
  • Maintaining local parks as community spaces for our young people and families to enjoy.
  • Continuing to develop cycleways and walkways through our local board area.

Much of our advocacy work has been focused on ensuring our neighbourhoods are well-connected. Major transport projects including the Ōtāhuhu bus-train station and the Māngere Future Streets - Te Ara Mua project, are moving ahead. A new bus station for Māngere has been approved. We will advocate for progressing a heavy rail option to link the central city (CBD) and airport; and will leverage opportunities with key stakeholders such as Auckland Airport to achieve improved economic outcomes for our local area.

Our board welcomes continued collaboration with local communities so that together, maximum results are achieved with a lasting legacy.  It is a privilege to serve Māngere-Ōtāhuhu and we thank you for your ongoing support. 

Manuia tele,

Lemauga Lydia Sosene

Chair, Māngere-Ōtāhuhu 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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 some of the most diverse communities in New Zealand, with a distinct Māori and Pacific identity, that gives the area a wealth of cultural vibrancy.

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 2016/2017 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 Māngere-Ōtāhuhu Local Board is committed to continue strengthening its working relationships with mana whenua, iwi and Māori organisations. The board will work closely with mana whenua to protect the natural and cultural assets of importance.  The board intends to engage rangatira ki te rangatira, or chief-to-chief, to seek input of mana whenua and support the role of kaitiakitanga -guardianship of the environment and special places.  Local board initiatives will include a focus on reducing inequalities, improving community well-being, increasing opportunities for youth employment and Māori economic development.  Celebrating Māori arts and culture is also part of the board's vision. The board will take a collaborative approach, guided by the Treaty of Waitangi, to have meaningful relationships and genuine engagement with Māori.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Māngere-Ōtāhuhu Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Māngere-Ōtāhuhu local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Parks, sports parks and leisure operations
  • Assets renewals in parks, toilets, coastal and leisure

 

$1,119,000

$7,589,000

Locally driven initiatives
  • Yates Rd toilet replacement top up
  • Mangrove removals
  • Facility Partnership Grants

 

$110,000

$410,000

Total Funding

$1,229,000

$7,999,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

89%

90%

90%

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

Not available

70%

75%

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

Not available

20%

20%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Arts and Community facilities operations
  • Community leases and Arts facility renewals

 

$333,000

$6,477,000

Locally driven initiatives
  • 12 - 16 High St Ōtāhuhu (old library) renovation
  • Community Grants
  • Town Centre safety initiatives

 

$346,000

$1,265,000

Total Funding

$679,000

$7,742,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

5.2*

4

4

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

8.75

8.5

8.5

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

82%

85%

85%

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

80%*

85%

85%

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

Not available

75%

76%

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

Not available

85%

85%

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

Not available

77%

79%

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

Not available

85%

85%

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

Not available

Day: 73%
Night: 22%

Day: 74%
Night: 24%

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

Not available

Peak: 37%
Off peak: 21%

Peak: 38%
Off peak: 22%

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

Not available

20%

20%

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

Not available

384,429

388,198

* Not previously reported. Provided for information only.

Note: The local board has subsidised library hours ($75,000), has subsidised programme initiatives at Māngere Arts Centre ($100,000) and charged a targeted rate of $31.06 including GST  per inhabited dwelling to provide free adult entry to swimming pools in the local board area.

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Ōtāhuhu Town Centre revitalisation
  • BID grants

 

$1,707,000

$1,394,000

Locally driven initiatives
  • Heritage Survey

$0

$231,000

Total Funding

$1,707,000

$1,625,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Manukau Harbour initiatives

$0

$0

Locally driven initiatives
  • Manukau Harbour initiatives
  • Southern recycling centre options

 

$0

$188,000

Total Funding

$0

$188,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$1,024,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,024,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

18,129

Targeted rates

1,506

Subsidies and grants for operating purposes

71

Fees and charges

1,359

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

128

Total operating funding

21,193

Applications of operating funding:

blank

Payment to staff and suppliers

17,385

Finance costs

1,078

Internal charges and overheads applied

2,697

Other operating funding applications

0

Total applications of operating funding

21,160

Surplus (deficit) of operating funding

33

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

3,581

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

3,581

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

31

- to improve the level of service

0

- to replace existing assets

3,583

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

3,614

Surplus (deficit) of capital funding

(33)

Funding balance

0

 

Other Local Board Information

Contact Māngere-Ōtāhuhu local board

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

Lemauga Lydia Sosene (Chair)

Shop 17, 93 Bader Drive

Māngere Town Centre, Māngere

Auckland 2022

Ph: (09) 256 5133 or (021) 287 2255

E: lydia.sosene@aucklandcouncil.govt.nz

Carrol Elliott, JP (Deputy Chair)

Shop 17, 93 Bader Drive

Māngere Town Centre, Māngere

Auckland 2022

Ph: (09) 256 5133

E: carrol.elliott@aucklandcouncil.govt.nz

Nick Leiloa Bakulich

Shop 17, 93 Bader Drive

Māngere Town Centre, Māngere

Auckland 2022

Ph: (09) 256 5133 or (021) 835 820

E: nick.bakulich@aucklandcouncil.govt.nz

Tafafuna'i Tasi Lauese, JP

Shop 17, 93 Bader Drive

Māngere Town Centre, Māngere

Auckland 2022

Ph: (09) 256 5133 or (021) 286 8855

E: tafafuna'i.lauese@aucklandcouncil.govt.nz

Christine O'Brien

Shop 17, 93 Bader Drive

Māngere Town Centre, Māngere

Auckland 2022

Ph: (09) 256 5133 or (021) 284 3333

E: christine.o'brien@aucklandcouncil.govt.nz

Leau Peter Skelton

Shop 17, 93 Bader Drive

Māngere Town Centre, Māngere

Auckland 2022

Ph: (09) 256 5133 or (021) 287 4666

E: peter.skelton@aucklandcouncil.govt.nz

Walter Togiamua

Shop 17, 93 Bader Drive

Māngere Town Centre, Māngere

Auckland 2022

Ph: (09) 256 5133 or (021) 287 1122

E: walter.togiamua@aucklandcouncil.govt.nz

 

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:

InitiativeWhy is it a priority?Advocating to
Recognise the prominence and significance of the Manukau Harbour and fund a hydrodynamic modelling study

 

The Manukau Harbour Treaty claim will be addressed in the next 2-5 years. Information as a result of the hydrodynamic modelling study may help inform the outcomes between Mana Whenua, the Crown and stakeholders.

As a member of the Manukau Harbour Forum, the board recognises the importance of developing a strategy and implementing a plan to protect and manage impacts of development over the Manukau Harbour.

The Manukau Harbour Forum has identified hydrodynamic modelling as a key regional project. The purpose is to better understand tidal movement and the impact of water, sediment and historical development on the harbour.

Understanding the current state of the harbour is a starting point for development of a plan to manage activities in and around the Manukau Harbour.

Governing Body
Progress the heavy rail option for central city (CBD) to airport rapid transit

 

The current preference for light rail between central Auckland and Māngere fails to consider major future growth implications for areas in the south, north and west. Further assessment is required to consider the impacts of recent Unitary Plan decisions and the Transport Future Urban Growth projections.

The airport to CBD rapid transit project has long-term strategic importance for Auckland's future commuter and freight industry.

Recent Unitary Plan decisions to limit housing intensification in central areas of Auckland will result in less demand for public transport in those areas where currently public transport is significantly better than other parts of Auckland.

Recent modelling from Auckland Transport on public transport needs for the new growth areas (120,000 people in the south only) require a ‘northern bus-way' type expressway to supplement the current public transport options planned.

Auckland's strategic long-term transport security for both commuter and industrial heavy freight will not be served by the current plans for light rail.

The local board supports a heavy rail link to the airport and onto Puhinui, connecting to the main southern trunk line. This includes a southern spur from Manukau to the south.  The local board requests further investigation into the heavy rail option.

Governing Body

Auckland Transport

Development of an Auckland gateway programme

 

Auckland International Airport Limited (AIAL) is planning to be a major hub connecting Asia and South America over the next 30 years. Their expansion plans include a second runway and are estimated to cost $2.4 billion. The airport is New Zealand's gateway to the world. Council may miss an opportunity to leverage significant economic and community outcomes if we aren't aligned.

AIAL has an objective being ‘‘a destination in its own right'. Council through ATEED has an opportunity to leverage airport initiatives to grow a regional cultural and heritage tourism initiative. This would support the airport's aspirations and also our local communities through 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)

Build  Māngere East multi-use Community Centre through funding of the Community Facilities Network Plan

 

The local community facilities at Māngere East are rundown, old or not fit for use.  A number of local community and sporting groups have come together to lead development of a new community facility.

This project has been identified in the Community Facilities Network Plan as a priority. A needs assessment was completed in 2015 and next steps must be progressed.

Officers are currently working to support the group through development of a major capital project in partnership with the council.

The local board requests that 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.

Governing Body
Additional support/ funding for a southern resource recovery network - community enterpriseThe local board notes the regional scoping exercise being delivered to investigate the siting of various regional resource recovery centres.

It is also recognised that a key to operation of the resource recovery network is support of local community recycling centres.

Community-led initiatives are underway to develop local community recycling centres, but the concern is that with scarcity of land and rising costs, it may make local recycling centres unfeasible.

Therefore the local board requests that the governing body consider allocating surplus land to community groups for developing local recycling centres.

Governing Body
Alcohol harm minimisation - ongoing monitoring of the impact of alcohol  in the Auckland regionThe Sale and Supply of Alcohol Act (the Act) came into effect in late 2013. In three years, there is limited progress to finalise a Local Alcohol Policy, a key instrument for addressing the negative impacts of alcohol on our communities.

Due to the unique challenges faced by local communities, the board has spent the past two years actively supporting local communities to have their say through the hearings processes afforded them by the recent legislation. Significant lessons have been learnt along the way which include, but are not limited to the following:

  • Imbalance of information for applicants versus objectors provided by council 
  • A formal District Licensing Committee (DLC) hearings process
  • Inaccessible language used by DLC
  • A lack of consistency in decisions across the region
  • Limited integration to address signage inconsistencies between by-laws, district plans and those resulting through DLC decisions.

To ensure that these issues are identified and addressed it is critical to assess the overall success of the legislation in achieving its intent. Improvements to the legislation should be considered by the council.

The board seeks a framework to monitor the success of the Act in practice and consideration of legislative change.

Governing Body
Proliferation of boarding houses and lack of monitoring of living standardsOver the past few years the local board area has seen a significant growth in the number of boarding houses established. A recent study by council officers and informed by New Zealand Police has identified 31 boarding houses in Ōtāhuhu alone. There are no figures for the total local board area.

This increase has been accompanied by breaches of the building code which impact on living standards within boarding houses. The rising cost of housing may see demand rise for this type of accommodation. This may have significant impacts in residential zones where homes can be converted into boarding houses with little council control or understanding of the environmental impacts - traffic, noise- “intensification by stealth”.

Currently, council has limited means to assess or address the impacts of the proliferation of boarding houses.

The board seeks a local initiative to test improved monitoring of proliferation and building code standards are maintained to ensure a decent standard of living is upheld in boarding houses. This test case would be rolled out region wide on development of a robust process.

Data collated would be used to inform future decision-making.

Governing Body

Appendix B: Local budgets

Māngere-Ōtāhuhu Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

310

ACE - Art facility renewals

106

ACE - Leases renewals

203

Library facility and technology renewals

23

Local library renewals

23

Local Parks sport and recreationblank
Aquatic and recreation facility renewals

194

Leisure facility building renewals

194

LDI fund

456

Locally driven initiatives (LDI Capex)

456

Local and sports parks renewals

894

Parks - Coastal asset renewals

201

Parks - Court renewals

13

Parks - Equipment renewals

15

Parks - Furniture renewals

23

Parks - Paving and hard surface renewals

12

Parks - Play space renewals

215

Parks - Roads and carpark renewals

82

Parks - Sports fields renewals

17

Parks - Toilets and changing room renewals

304

Parks - Utility renewals

11

Sportsfield upgrades and development

31

Sport development

31

Local Planning

blank

Town centre upgrade

1,707

Town Centre Revitalisation

1,707

Grand Total

3,614

Māngere-Ōtāhuhu Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

369

Local parks, sport and recreation

1,188

Operating revenue Total

1,558

Operating Expenditure

blank

Local community services

7,742

Local environmental management

20

Local governance

1,024

Local parks, sport and recreation

7,999

Local planning

1,625

Local environmental services

168

Operating Expenditure Total

18,577

Net operating expenditure

17,020

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Manurewa Local Board

Message from the Chair

The Manurewa Local Board is following a ‘steady as she goes” approach for the Annual Plan 2016/2017. We will continue with the priorities described in our 2014 Local Board Plan, which you have told us are still the important things we need to be working on.

Over the next 12 to 15 months, you will see improved links from the Manurewa train station to the town centre with a covered walkway being constructed. Work on the community pavilion at Riverton Reserve and the Netball Manurewa Community Events Centre will be completed. We have also committed to works at the Nathan Homestead and David Nathan Reserve to support the implementation of the new strategic business plan.  Work will also progress on further stages of the walk and cycle way around the harbour's edge and more areas of mangroves will be removed to improve access to and enjoyment of the Manukau Harbour.

The Manurewa Town Centre steering group continues to meet monthly. A project is currently underway to help determine the best investments the local board and our partners can make to improve and revitalise the town centre. We expect to be able to implement further changes this year. The local board will also continue to advocate to the governing body and potential partners for the investment our town centre needs in order to realise the vision of the Auckland Plan.

As a board, we are concerned about the impact of population growth and intensification on the Manurewa area and its residents. We will advocate strongly to ensure there is adequate investment in infrastructure to support this. We are also asking that Auckland Transport invest in further improvements to our stations and safety on public transport and that Auckland Council funds a hydrodynamic modelling project that will ultimately lead to improvements to water quality in the Manukau Harbour.

As always, we encourage you to be involved in helping us achieve Manurewa's priorities and I would like to thank you for your recent feedback through this Annual Plan process. By working together, we can make Manurewa an even better place to learn, work, live and play.

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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, Manurewa Central, Manurewa East, Manurewa South, Manurewa West, 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 2016/2017 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 Decision Making project, a project around environmental protection, providing opportunities for youth and the preservation of Māori heritage.

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. 

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Manurewa Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Manurewa local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Maritime Recreation Fund
  • Parks renewals

 

$1,351,000

$7,601,000

Locally driven initiatives
  • Mangrove Removal
  • Greenways Plan

 

$550,000

$311,000

Total Funding

$1,901,000

$7,912,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

88%

90%

90%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Local library renewals
  • Nathan Homestead renewals

 

$638,000

$3,750,000

Locally driven initiatives
  • Local community and events grants
  • Community safety initiatives
  • Community and youth initiatives

 

$0

$917,000

Total Funding

$638,000

$4,667,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

2.60*

1.8

1.8

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

6.47

6.5

6.5

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

84%

85%

85%

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

81%*

85%

85%

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

Not available

75%

76%

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.

Not available

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

Not available

75%

77%

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

Not available

85%

85%

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

Not available

Day: 57%
Night: 13%

Day: 58%
Night: 15%

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

Not available

Peak: 32%
Off peak: 17%

Peak: 33%
Off peak: 17%

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

Not available

20%

20%

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

Not available

144,159

145,572

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Manurewa and Wiri BIDs

$0

$358,000

Locally driven initiatives
  • Local economic development
  • Town centre revitalisation

 

$0

$200,000

Total Funding

$0

$558,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Environmental initiatives
  • Manukau Harbour Forum

 

$0

$38,000

Total Funding

$0

$38,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$1,067,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,067,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

12,530

Targeted rates

359

Subsidies and grants for operating purposes

865

Fees and charges

2,443

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

319

Total operating funding

16,516

Applications of operating funding:

blank

Payment to staff and suppliers

13,096

Finance costs

1,056

Internal charges and overheads applied

2,310

Other operating funding applications

0

Total applications of operating funding

16,462

Surplus (deficit) of operating funding

54

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

2,485

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

2,485

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

300

- to improve the level of service

300

- to replace existing assets

1,939

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

2,539

Surplus (deficit) of capital funding

(54)

Funding balance

0

 

Other Local Board Information

Contact Manurewa local board

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

Angela Dalton (Chair)

7 Hill Road

Manurewa

Auckland 2102

M:(021) 283 3311

E: angela.dalton@aucklandcouncil.govt.nz

Simeon Brown (Deputy Chair)

Private Bag 92300

Victoria Street West

Auckland 1142

M: (021) 027 24242

E: simeon.brown@aucklandcouncil.govt.nz

 

Michael Bailey

10 Rimu Road

Manurewa

Auckland 2102

M: (021) 287 4422

E: michael.bailey@aucklandcouncil.govt.nz

 

Angela Cunningham-Marino

7 Hill Road

Manurewa

Auckland 2102

M: (027) 504 0884

E: angela.cunningham-marino@aucklandcouncil.govt.nz

 

Hon. George Hawkins

7 Hill Road

Manurewa

Auckland 2102

M: (021) 969 444

E: george.hawkins@aucklandcouncil.govt.nz

 

Danella McCormick

7 Hill Road

Manurewa

Auckland 2102

M: (021) 800 593

E: danella.mccormick@aucklandcouncil.govt.nz

 

Ken Penney

19 Station Road

Manurewa

Auckland 2012

Ph: (09) 267 0110

E: ken.penney@aucklandcouncil.govt.nz

Daryl Wrightson

7 Hill Road

Manurewa

Auckland 2102

M: (021) 839 678

E: daryl.wrightson@aucklandcouncil.govt.nz

 

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:

InitiativeWhy is it a priority?Advocating to
GrowthEnsure that investment in physical and social infrastructure meets the demands of population growth and intensification.Governing Body
TransportInvest in rail station and public transport improvements to enhance public comfort and safety.Auckland Transport
Thriving economyInvest in Manurewa to create the town centre envisaged in the Auckland Plan.Governing Body

Auckland Tourism Events and Economic Development

Water qualityFund hydrodynamic modelling of the Manukau Harbour.Governing Body

Watercare

Panuku Development Auckland

Auckland Tourism Events and Economic Development

Appendix B: Local budgets

Manurewa Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

247

ACE - Art facility renewals

184

ACE - Leases renewals

63

Library facility and technology renewals

391

Local library renewals

391

Local Parks sport and recreationblank
LDI fund

550

Locally driven initiatives (LDI Capex)

550

Local and sports parks renewals

751

Parks - Coastal asset renewals

74

Parks - Court renewals

10

Parks - Equipment renewals

20

Parks - Furniture renewals

110

Parks - Paving and hard surface renewals

140

Parks - Play space renewals

257

Parks - Roads and carpark renewals

82

Parks - Sports fields renewals

22

Parks - Toilets and changing room renewals

24

Parks - Utility renewals

12

Local park development

600

Maritime recreational fund development

600

Grand Total

2,539

Manurewa Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

536

Local parks, sport and recreation

3,091

Operating revenue Total

3,628

Operating Expenditure

blank

Local community services

4,667

Local governance

1,067

Local parks, sport and recreation

7,912

Local planning

559

Local environmental services

38

Operating Expenditure Total

14,242

Net operating expenditure

10,614

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Maungakiekie-Tāmaki Local Board

Message from the Chair

The annual plan for the second year of a Long-term Plan 2015-2025 (LTP) is generally one of refinement rather than radical change. The local board adopted this approach for finalising this year's Local Board Agreement, broadly reflecting what was consulted on during the LTP.

This annual plan proposed three new projects, a partnerships fund, higher investment in public art in the area, and a plastic bag reduction initiative. All three received good public support, and furthered themes from the Local Board Plan.

In terms of advocacy, the local board adopted a strong advocacy platform regarding the Tāmaki Redevelopment Company, and emphasised the housing and investment outcomes we feel are essential in order for the community to thrive. This stimulated much interest from submitters who were overwhelmingly in support of this.

Linked to this, the local board reconfirmed its call for greater investment in the community cluster of buildings in Ruapotaka Reserve, particularly the library. These are important facilities which provide essential functions in the area, but need greater investment to be able to adequately serve the community's current and future needs.

We also reaffirmed our call for the acquisition of further land associated with Mokoia Pā, currently privately held, so that this historic site of national significance can be properly protected and appropriately recognised. This is particularly timely given the upcoming Auckland Manukau Eastern Transport Initiative (AMETI) works in this area.

After carefully considering submissions the local board also adopted new advocacy items. These included: supporting the bringing forward of funding for AMETI bus and cycle connections between Panmure and Pakuranga, a call for the prioritisation of rail to the airport, and support for an increased regional response with attached funding to arrest the effects of coastal erosion.

Finally, thank you to all those who participated in the submission process, it has greatly enhanced our local board agreement and advocacy.

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 Tamaki 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. It is a vibrant community, with an outstanding natural environment.

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 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 2016/2017 financial year.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2016/2017 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

Lifting Māori social and economic wellbeing is a key focus for the Maungakiekie-Tāmaki Local Board. 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.

The local board will also continue to work with other key stakeholders in the interests of achieving positive outcomes for Māori. The local board 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 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 various local board plan outcomes and other initiatives that will benefit Māori in the local board area. The local board has undertaken regular engagement with the various iwi which are active in, or have an interest in or traditional connection to the local area. Engaging rangatira ki te rangatira or chief to chief is the mechanism by which the local board will work and share information.

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. Specific examples of initiatives where the local board will work closely with Māori are set out in its local board plan, including the capacity building project, the Haere Whakamua social enterprise project and working with Māori on ecological restoration projects.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Maungakiekie-Tāmaki Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Maungakiekie-Tāmaki local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Parks, sport and leisure operations
  • Coastal asset renewals
  • Leisure and playspace facilities renewals
  • Sir Woolf Fisher Park stage one development

 

$3,160,000

$7,020,000

Locally driven initiatives
  • Parks environmental projects

$0

$250,000

Total Funding

$3,160,000

$7,270,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

89%

90%

90%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Arts and community facilities operations
  • Community house and leases renewals

 

$212,000

$3,530,000

Locally driven initiatives
  • Reconfigure community space 7-13 Pilkington Rd
  • Glen Innes Hall refurbishment

 

$538,000

$937,000

Total Funding

$750,000

$4,467,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

4.14*

2.5

2.5

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

7.95

6.5

6.5

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

94%

85%

85%

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

93%*

85%

85%

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

Not available

75%

76%

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

Not available

80%

85%

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

Not available

73%

75%

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

Not available

85%

85%

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

Not available

Day: 75%
Night: 23%

Day: 76%
Night: 25%

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

Not available

Peak: 27%
Off peak: 16%

Peak: 27%
Off peak: 16%

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

Not available

20%

20%

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

Not available

332,679

335,941

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • BID grants

$0

$1,026,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,026,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Parks environmental projects

$0

$120,000

Total Funding

$0

$120,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$1,108,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,108,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

14,570

Targeted rates

994

Subsidies and grants for operating purposes

39

Fees and charges

448

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

89

Total operating funding

16,140

Applications of operating funding:

blank

Payment to staff and suppliers

12,590

Finance costs

1,362

Internal charges and overheads applied

2,172

Other operating funding applications

0

Total applications of operating funding

16,124

Surplus (deficit) of operating funding

16

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

3,895

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

3,895

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

894

- to improve the level of service

0

- to replace existing assets

3,017

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

3,911

Surplus (deficit) of capital funding

(16)

Funding balance

0

 

Other Local Board Information

Contact Maungakiekie-Tāmaki 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.

Simon Randall (Chair)

7-13 Pilkington Road

Panmure

Auckland

1072

Ph: (021) 286 7999

E: simon.randall@aucklandcouncil.govt.nz

Chris Makoare (Deputy Chair)

7-13 Pilkington Road

Panmure

Auckland

1072

Ph: (021) 0206 2990

E: chris.makoare@aucklandcouncil.govt.nz

Josephine Bartley

7-13 Pilkington Road

Panmure

Auckland

1072

Ph: (021) 287 5599

E: josephine.bartley@aucklandcouncil.govt.nz

Brett Clark

7-13 Pilkington Road

Panmure

Auckland

1072

Ph: (027) 252 7543

E: brett.clark@aucklandcouncil.govt.nz

Bridget Graham

7-13 Pilkington Road

Panmure

Auckland

1072

Ph: (021) 284 0840

E: bridget.graham@aucklandcouncil.govt.nz

Obed Unasa

7-13 Pilkington Road

Panmure

Auckland

1072

Ph: (0221) 530 834

E: obed.unasa@aucklandcouncil.govt.nz

Alan Verrall

14 Harding Ave

Mt Wellington

Auckland

1072

Ph: (021) 069 1547

E: alan.verrall@aucklandcouncil.govt.nz

 

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:

Advocacy ItemAdvocating to
Review current levels of service of community centres and halls to ensure that they are regionally fair and consistent.Governing Body
Use of the council's shareholding and stakeholder relationships with the Tamaki Redevelopment Company to ensure that:
  • There are a range of quality housing options available to enable all members of existing communities to remain in the area; and
  • The parks, open spaces and community facilities are improved in order to better serve community needs.
Governing Body
The reinstatement of the AMETI budget to allow commencement on the Panmure to Pakuranga stage two works before 2021.Governing Body
The acquisition of further land associated with Mokoia Pā, currently privately held, so that this historic site of national significance can be properly protected and appropriately recognised.Governing Body
The development of a regional approach to address the Auckland-wide issues of erosion along coastal margins, maintenance of seawalls and other erosion control devices.Governing Body
Investment in improvements to the cluster of community buildings in Ruapotaka Reserve (Glen Innes) to enable the buildings to be better able to meet community needs.Governing Body
Greater regional investment in the greenways network to connect people to local destinations.Governing Body
That Auckland Transport investigates the provision of a direct cycle and pedestrian link from Carbine Road, Mt Wellington, to the Sylvia Park rail station.Auckland Transport
Adequate funding and prioritisation of land protection to allow for a light or heavy rail connection from the airport to Onehunga to be completed as soon as is practicable.Auckland Transport

Appendix B: Local budgets

Maungakiekie-Tāmaki Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

169

ACE - Community house and centre renewals

88

ACE - Leases renewals

81

Library facility and technology renewals

44

Local library renewals

44

Local Parks sport and recreationblank
Aquatic and recreation facility renewals

343

Leisure facility building renewals

343

LDI fund

538

Locally driven initiatives (LDI Capex)

538

Local and sports parks renewals

1,819

Parks - Coastal asset renewals

740

Parks - Equipment renewals

35

Parks - Furniture renewals

35

Parks - Paving and hard surface renewals

273

Parks - Play space renewals

452

Parks - Structure renewals

194

Parks - Toilets and changing room renewals

45

Parks - Utility renewals

45

Local park development

105

Upgrade (Jubilee bridge)

105

Sportsfield upgrades and development

894

Sportspark Development (Waikaraka Park)

95

Stage one development (Sir Woolf Fisher Park)

799

Grand Total

3,911

Maungakiekie-Tāmaki Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

543

Local parks, sport and recreation

32

Operating revenue Total

576

Operating Expenditure

blank

Local community services

4,467

Local governance

1,108

Local parks, sport and recreation

7,270

Local planning

1,026

Local environmental services

120

Operating Expenditure Total

13,991

Net operating expenditure

13,416

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

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Ōrākei Local Board

Message from the Chair

Regionally, over the last three years, Orākei Local Board area ratepayers have contributed $320 million in rates income, however the Board has only been allocated $6 million of discretionary funding over that time to invest locally. This small return is carefully spent based on feedback and engagement with our community.

The Ōrākei Local Board area has seen the highest number of residential building consents granted on the isthmus between 2010 and 2015. However, Auckland Council investment in our area has not matched the increasing use and demand on our facilities.

The renovation and renewal of the Meadowbank Community Centre continues to be a top priority for the Board. In the Long-term Plan 2012-2022 the upgrade of the centre was planned for 2016/2017 and maintenance work was therefore deferred for five years. The Board requested that the governing body bring forward the funding to start the project earlier; however the current Long-term Plan 2015-2025 (LTP) delays the redevelopment of the centre a further four years to 2020/2021. In the meantime the centre has deteriorated and pressure for its use has increased. Unless funding can be brought forward to progress the necessary upgrade, the Board will have to lock in a substantial amount of its small discretionary income for the next four years to advance the redevelopment. This concerns me as it would limit the incoming Board's funding opportunities for the next term. In light of this, we are currently investigating other options for the upgrade, such as a private development partnership arrangement.

The Ōrākei Local Board advocated to Central Government for investment in our area as part of the urban cycle network. Construction of the Glen Innes to Tāmaki Drive Shared Path (the Ōrākei Spine) has started and Annual Plan 2016/2017 feedback from our community strongly supports the planning and development of connections to it. We will continue to work with the New Zealand Transport Agency and Auckland Transport on three proposed connections from Tahapa Crescent, John Rymer Place and Kepa Bush.

With the Tāmaki Drive/Ngapipi Road intersection upgrade being a priority for Auckland Transport and works scheduled to begin this year, it seems logical to advocate for a key Tamaki Drive Masterplan objective which is the development of the harbour side of Tāmaki Drive, to increase the width of the road corridor to separate pedestrians and cyclists from cars and buses improving the overall safety for all users of the road corridor. To run the contracts together would avoid doubling up on consent and contracting processes and costs at a later stage.

We will continue the significant work upgrading our sports fields in Glover Park, Shore Road Reserve, Michaels Avenue Reserve, Crossfield Reserve, Madills Farm, Okahu Bay Reserve, Colin Maiden Park and Ellerslie Reserve. We will also continue the development of perimeter paths around our parks and other walking linkages to ensure our open space investment is not just limited to sports field users.

The ecological restoration of streams and their associated catchments remains another priority for the Board, and we are working with community groups in support of their environmental initiatives in Churchill Park, Ōrākei Basin, Tahuna Torea and Waiatarua Reserve.

I am particularly proud of our volunteers who represent our communities on residents' and business associations. We will continue to support this valuable group of people as they are our local ‘non-political ‘eyes and ears, and work tirelessly for the benefit of our communities.

Finally, as the second term of Auckland Council draws to a close, and my last as Local Board Chair, I would like to thank each and every one of my Local Board colleagues. It has been a privilege to lead the Board and I am sure the new Board will continue the good work we have started on behalf of the communities and residents within the Orākei Local Board area.

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 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 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 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 2016/2017 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. The Ōrākei Local Board intends to work with iwi on projects such as:

  • restoration of the fish dams at Tahuna Torea Nature Reserve
  • initiatives for the Ōrākei Basin such as the State of the Basin report and enhancement projects
  • the Colin Maiden Masterplan - design and implementation
  • Other ecological restoration projects.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Orākei Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Orākei local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Stonefields Heritage Trail
  • Orākei Basin walkways
  • Parks, Sport and Recreation renewals

 

$6,473,000

$8,117,000

Locally driven initiatives
  • Feeder links to the Orākei Spine
  • Shore Road Reserve and Waiatarua Reserve car park development
  • Hobson Bay Water Access
  • Madills Farm lighting
  • Michaels Avenue Reserve Upgrades

 

$705,000

$298,000

Total Funding

$7,178,000

$8,415,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

75%

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

96%

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

Not available

80%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Library renewals

$114,000

$2,348,000

Locally driven initiatives
  • Local community, events and tree protection grants
  • Business and resident associations support
  • Local events, including Anzac Day, Movies in Parks and ‘Carols on the Green'
  • Community support initiatives

 

blank

$443,000

Total Funding

$114,000

$2,791,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

1.24*

.9

.9

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

6.84

6.5

5.5

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

95%

85%

85%

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

96%*

85%

85%

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

Not available

75%

76%

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

Not available

75%

77%

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

Not available

85%

85%

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

Not available

Day: 84%
Night: 39%

Day: 85%
Night: 40%

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

Not available

Peak: 30%
Off peak: 19%

Peak: 30%
Off peak: 19%

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

Not available

20%

20%

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

Not available

380,000

389,510

*Not previously reported, for information purposes only

Note: The board provided a fees and charges subsidy of $8,000 for venues for hire.

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • BID targeted rate payments

$0

$525,000

Locally driven initiatives
  • Economic development support

$0

$35,000

Total Funding

$0

$560,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Coastal ecological restoration at Tahuna Torea and Hobson Bay
  • Environment projects
  • Enhancing council-owned heritage features in the area, including searchlight emplacements

 

$0

$240,000

Total Funding

$0

240,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

100%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$1,026,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,026,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

13,402

Targeted rates

525

Subsidies and grants for operating purposes

15

Fees and charges

243

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

826

Total operating funding

15,011

Applications of operating funding:

blank

Payment to staff and suppliers

11,754

Finance costs

1,262

Internal charges and overheads applied

2,012

Other operating funding applications

0

Total applications of operating funding

15,028

Surplus (deficit) of operating funding

(17)

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

7,310

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

7,310

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

1,571

- to improve the level of service

2,826

- to replace existing assets

2,896

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

7,293

Surplus (deficit) of capital funding

17

Funding balance

0

Other Local Board Information

Contact Orākei 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.

Desley Simpson, JP (Chair)

Shop 25, Meadowbank Shopping Centre

35 St Johns Road

Meadowbank

Auckland 1072

Ph: (09) 521 7021or (021) 971 786

E: desley.simpson@aucklandcouncil.govt.nz

Kit Parkinson

Deputy Chair

Shop 25, Meadowbank Shopping Centre

35 St Johns Road

Meadowbank

Auckland 1072

Ph: (027) 274 9688

E: kit.parkinson@aucklandcouncil.govt.nz

 

Colin Davis, JP

60 Sayegh Street,

St Heliers

Auckland 1071

Ph: (09) 575 5265 or (09) 521 7021

E: colin.davis@aucklandcouncil.govt.nz

 

Mark Thomas

Shop 25, Meadowbank Shopping Centre

 35 St Johns Road

Meadowbank

Auckland 1072

Ph: (09) 521 7021 or (021) 417 416

E: mark.thomas@aucklandcouncil.govt.nz

 

Ken Baguley

23a Kenny Road,

Remuera

Auckland 1050

Ph: (09) 520 1638 or (027) 246 0615

E: ken.baguley@aucklandcouncil.govt.nz

Troy Churton

Shop 25, Meadowbank Shopping Centre

35 St Johns Road

Meadowbank

Auckland 1072

Ph: (09) 521 7021 or (021) 042 1110

E: troy.churton@aucklandcouncil.govt.nz

Kate Cooke

Shop 25, Meadowbank Shopping Centre

35 St Johns Road

Meadowbank

Auckland 1072

Ph: (09) 521 0357 or (021) 287 2666

E: kate.cooke@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

Shop 25, Meadowbank Shopping Centre

35 St. Johns Road

Meadowbank

Auckland 1072

Facebook: http://www.facebook.com/OrakeiLB

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

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:

InitiativeWhy is it a priority?Advocating to
Meadowbank Community CentreIn the Long-term Plan 2012-2022 the upgrade of the Meadowbank Community Centre was scheduled for the 2016/2017 financial year. This was widely consulted on and our community was very supportive of this upgrade. However, through the development of the LTP 2015-2025 the upgrade was pushed out to 2020/2021 despite strong advocacy from the board and community.

The upgrade has continually been a local board priority for the five years of Auckland Council. The facility was not fit for purpose since well before the amalgamation and has deteriorated considerably over the last few years. Demand has increased and the building is at capacity. Renovations and renewals were deferred due to cost and uncertainty regarding the building's redevelopment.

During the LTP 2015-2025 process, the governing body resolved that the local board could use its Locally Driven Initiatives (LDI) operating expenditure funding to bring forward the upgrade to 2016/2017. The local board has considered this option and notes that taking this option would lock in a quarter of its LDI operating expenditure budget for the next four years. This would adversely affect the funding available for local community programmes and severely constrain the funding available to the incoming local board.

The local board has considered using its LDI capital expenditure budget to bring forward the upgrade, but this would use the total LDI capital expenditure budget for both the 2013-2016 and 2016-2019 electoral terms.

In light of the above, the local board considers using either LDI options as poor governance and therefore requests the governing body to bring forward the upgrade to 2016/2017 as originally planned in the Long-term Plan 2012-2022.

Governing Body
Progressing the Tāmaki  Drive MasterplanThe development of the harbour side of Tāmaki Drive, to increase the width of the road corridor to separate pedestrians and cyclists from cars and buses improving the overall safety for all users of the road corridor is a priority project from the widely consulted on Tāmaki Drive Masterplan.

The community has expressed strong support for the project through past consultation on the LTP 2015-2025, the Ōrākei Local Board Plan and the Tāmaki Drive Masterplan. In addition, there was very strong support for this initiative from the Annual Plan 2016/2017 feedback.

The local board requests that the governing body:

  • allocates funding in 2016/2017 to commence the planning for the development of the harbour side of Tāmaki Drive to increase the width of the road corridor to separate pedestrians and cyclists from cars and buses improving the overall safety for all users of the road corridor, by reallocating funding for this from the lowest regional priorities.
  • urgently requests that Auckland Transport undertake the work in conjunction with the upgrade of the Tāmaki/Ngapipi intersection and/or the works to raise Tāmaki Drive to address on-going flooding issues between the Ngapipi intersection and Solent Street.
Governing Body/Auckland Transport
Integration of Orākei Spine Connections and Pourewa Valley ProjectsThe change by Ministry of Education in 2015 to define the zoning of Selwyn College to include the suburb of Meadowbank and the existing zone of St Thomas's School along with the confirmation of a funded plan to build a shared path between Glen Innes and Tāmaki Drive (Ōrākei Spine), has given rise to an urgent requirement to coordinate various large numbers of submissions and advocacy projects that the Ōrākei Local Board have received over the past five years.

The local board list four interrelated projects that need to be considered in a coordinated manner:

      i.        Pedestrian and cycling connections between the Gowing Drive area and the north side of the Pourewa Valley to connect the residents of Gowing Drive with Selwyn College and St Thomas's School.

     ii.        Providing a critically essential link to an off road north to south connection for the Ōrākei Local Board's Greenways plan for an Ellerslie to Kohimarama Greenway path.

    iii.        Providing a link to the Glen Innes to Tamaki Drive shared path for residents in the Gowing Drive area. 

    iv.        Planning for a future Pourewa Valley train station that takes into account the potential increase of passengers that would come from Meadowbank residents having an easily accessible connection with the station.

An opportunity currently exists to purchase a property in Gowing Drive that contains only one residential building (all other properties in Gowing Drive involve three or four homes) that could provide a realistic option to provide a north/south link to service the above projects. The Ōrākei Local Board maintains that a change to the plans for the proposed route of the Glen Innes to Tamaki Drive shared path that currently has the path on the north side of the rail line at the Pourewa cemetery, could eliminate the need for a bridge over the rail line at the western edge of the cemetery and the construction of an elevated boardwalk on the northern side of the rail line. The change would require an upgraded pathway through the cemetery and the acquisition of properties in Gowing Drive and Tipene Place plus the construction of an underpass under the rail line off Gowing Drive. The cost of these changes could be cost neutral when land not required for pathways is eventually sold and the cost of bridges and elevated pathways are taken out of the Glen Innes to Tāmaki Drive shared path project.

The Ōrākei Local Board requests that the above proposals be urgently considered by the governing body and Auckland Transport and that a budget of $2 million be allocated in the 2016/2017 budgets for property purchases and planning before the opportunity to satisfy the four objectives is lost.

Governing Body/Auckland Transport
Retention of non-service property as recreation open space - 400 St Johns RoadAuckland Council considered its role in the provision of equestrian facilities in December 2012 and resolved that the council's primary role in the provision of equestrian facilities is to make the council owned land available on a community lease to pony club and Riding for New Zealand Disabled organisations at a local level, where suitable.

An opportunity exists for Auckland Council to retain land at 400 St Johns Road, St Johns, currently designated for transport purposes, and reclassify it for recreation purposes to enable the provision of local equestrian facilities.

The local board requests that the governing body directs Panuku Development Auckland and Parks, Sports and Recreation to develop a business case for retaining 400 St Johns Road, St Johns as recreation open space once Auckland Transport has indicated that the site is surplus to its needs.

Governing Body

Panuku Development Auckland

Central Facilities Partnership FundSince 2010, the Central Facilities Partnership Committee (CFPC) allocated $10 million which was leveraged to provide community projects with a total value of $45 million. This community-led approach was consistent with the empowered communities' philosophy and has been an effective approach to provide facility provision across the central isthmus. 

Prior to the LTP 2015-2025 the local board had approximately $1.3 million of annual discretionary capital (approximately $600,000 from the CFPC and $700,000 Small Local Improvements capital funding). The local board now only has a capital budget of $510,000 per annum to deliver in both of these areas, noting this is a reduction of $790,000 per annum.

The Ōrākei Local Board requests that the governing body allocates $4 million to the seven central local boards, so that they can contribute towards an overall budget for the CFPC to provide facility partnerships to community groups. This will go some way to addressing the drop in funding for Local Boards as part of the LTP 2015-2025.

Governing Body
RatesUniform Annual General Charge (UAGC)

Ōrākei Local Board remains the highest residential rate paying local board area in the city. A clear message from our community is that the rates burden is a significant issue for residents throughout our area.

Of the responses received seeking a change to the UAGC, 24 per cent indicated the UAGC should change to $650.

The local board would be prepared to support a minimum UAGC rate of $450.

Interim Transport Levy (ITL)

The Ōrākei Local Board does not support the ITL unless the benefits to its area can be demonstrated by way of the local board's transport advocacy projects being supported by the governing body.

If the ITL continues to be charged, the feedback received to the Ōrākei Local Board indicated a preference for increasing the portion paid by business ratepayers and that this should be based on property value.

The Ōrākei Local Board considers that the regional consultation topics for the Annual Plan 2016/2017 were lacking as they did not ask Aucklanders whether they wished the ITL to remain.

Farm and Lifestyle Rates

The feedback received recommends that the differential paid by rural properties over 50 hectares should remain as it is.

Māori Freehold Land Rates

The Ōrākei Local Board considers that the Annual Plan 2016/2017 was lacking in its consultation as the Annual Plan did not consider the rating policy for other land with restrictions on its use.

The feedback received recommends that rates paid for Māori freehold land should remain as they are and not be reduced.

Governing Body

Appendix B: Local budgets

Orākei Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

9

ACE - Leases renewals

9

Library facility and technology renewals

105

Local library renewals

105

Local Parks sport and recreationblank
Aquatic and recreation facility renewals

374

Leisure facility building renewals

374

LDI fund

705

Locally driven initiatives (LDI Capex)

705

Local and sports parks renewals

1,703

Parks - Equipment renewals

31

Parks - Furniture renewals

31

Parks - Paving and hard surface renewals

861

Parks - Play space renewals

311

Parks - Sports fields renewals

47

Parks - Structure renewals

325

Parks - Utility renewals

97

Local park development

3,978

General park development

115

LDI funded local board initiatives

1,700

Open space redevelopment (Stonefields)

912

Open space, boardwalk, pontoon and carpark upgrade (Orakei Basin)

501

Shore Road Reserve eastern carpark development (RF)

500

Waiatarua Reserve carpark development (RF)

250

Sportsfield upgrades and development

419

Sport development

419

Grand Total

7,293

Orākei Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

224

Local parks, sport and recreation

860

Operating revenue Total

1,084

Operating Expenditure

blank

Local community services

2,791

Local governance

1,026

Local parks, sport and recreation

8,415

Local planning

560

Local environmental services

240

Operating Expenditure Total

13,032

Net operating expenditure

11,948

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Ōtara-Papatoetoe Local Board

Message from the Chair

It is my pleasure to present this local board agreement, which sets out how we will allocate your rates money to local activities and initiatives for the 2016/2017 year. The local board has worked hard to achieve outcomes in our local board plan that you helped develop in 2014.

We will continue supporting our business districts by working with the local business associations to support business improvement, upgrade footpaths and lighting around our town centres, and enhance safety through supporting the local wardens who patrol our local shopping areas.

We have set aside resources to deliver more successful local events, such as the Waitangi Day celebration, more programmes to support elderly and youth initiatives, and funding for a skill shed in the Ōtara area, with a skill shed to be located in Papatoetoe in the near future.

We will maintain current services at our local libraries, leisure centres and community facilities, to ensure that all locals and visitors to our area enjoy our facilities and services.

Adults will still be able to have free entry to local swimming pools as we are keeping our local swimming pool targeted rate. We will continue to fund Colin Dale Motorsport Park earthworks, and work with the motor sporting groups to develop their own facilities. We will advocate for this park to become a regional facility and attract speedways into the motorsport precinct. 

We will also advocate to the governing body for more resources for our local facilities and sports parks, healthy communities, transport connections, improving Manukau Harbour, and more resources to develop a vibrant Manukau metropolitan centre, including Te Papa - Manukau, on Hayman Park to become reality.

My thanks to everyone who provided feedback on our consultation proposals.  Although we can't meet every request, I'm confident that we have produced a balanced programme for the 2016/2017 financial year. Please go to the Auckland Council website for more on what's happening in the Auckland Region and also check our Facebook page (www.facebook.com/Ōtarapapatoetoe) for what's happening in your local area.

Fa'anānā Efeso Collins

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 is home to 75,660 residents (2013). It includes the suburbs of Ōtara, East Tāmaki, Papatoetoe, Puhinui and Manukau.

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 White Water Park, which complement existing attractions like Rainbows End family theme park. 

Local Board Plan outcomes

The Ōtara-Papatoetoe 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.

  • 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.

The local board agreement outlined in this document reflects how we plan to support these outcomes through agreed activities in the 2016/2017 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about region wide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

3. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Ōtara-Papatoetoe Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Ōtara-Papatoetoe local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Parks, sport and leisure operations
  • Renewals in parks
  • Ngati Ōtara Park multi-sport facility
  • Hayman Park development

 

$1,520,000

$9,016,000

Locally driven initiatives
  • James Watson Park lights
  • Otamariki Park toilets
  • Colin Dale Park capital consequential opex

 

$164,000

$410,000

Total Funding

$1,684,000

$9,426,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

90%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Arts and Community facility operations
  • Te Puke o Tara Hall upgrade and community lease renewals

 

$2,242,000

$5,134,000

Locally driven initiatives
  • Skills Shed operations
  • Community grants

 

$0

$916,000

Total Funding

$2,242,000

$6,050,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

5.57*

4.5

4.5

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

12.43

9.5

9.5

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

92%

85%

85%

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

89%*

85%

85%

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

Not available

75%

76%

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

Not available

90%

90%

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

Not available

75%

77%

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

Not available

85%

85%

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

Not available

Day: 79%
Night: 19%

Day: 80%
Night: 20%

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

Not available

Peak: 21%
Off peak: 14%

Peak: 21%
Off peak: 14%

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

Not available

20%

20%

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

Not available

211,695

106,885

*Not previously reported, for information purposes only

Note: The local board has charged a targeted rate of $29.37 including GST per inhabited dwelling to provide free adult entry to swimming pools in the local board area. 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 ($28,540)

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • BID grants

$0

$837,000

Locally driven initiatives
  • BID top ups

$0

$362,000

Total Funding

$0

$1,199,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Ōtara Lake and waterways vision
  • Waste minimisation and recycling

 

$0

$138,000

Total Funding

$0

$138,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$1,047,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,047,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

15,080

Targeted rates

1,319

Subsidies and grants for operating purposes

1,108

Fees and charges

2,491

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

598

Total operating funding

20,596

Applications of operating funding:

blank

Payment to staff and suppliers

16,563

Finance costs

1,116

Internal charges and overheads applied

2,805

Other operating funding applications

0

Total applications of operating funding

20,484

Surplus (deficit) of operating funding

112

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

3,814

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

3,814

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

426

- to improve the level of service

985

- to replace existing assets

2,515

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

3,926

Surplus (deficit) of capital funding

(112)

Funding balance

0

Other Local Board Information

Contact Ōtara-Papatoetoe 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.

Fa'anānā Efeso Collins (Chair)

Level 1, 31-33 Manukau Station Road

Manukau

Auckland 2104

Ph: (021) 242 6585

E: efeso.collins@aucklandcouncil.govt.nz

H.V. Ross Robertson QSO, JP (Deputy Chair)

Level 1, 31-33 Manukau Station Road

Manukau

Auckland 2104

Ph: (027) 492 3245

E: ross.robertson@aucklandcouncil.govt.nz

Lotu Fuli

Level 1, 31-33 Manukau

Station Road

Manukau

Auckland 2104

Ph: (021) 242 3713

E: lotu.fuli@aucklandcouncil.govt.nz

Stephen Grey

31 Glen Avenue

Papatoetoe

Auckland 2025

Ph: (09) 278 3905 or (021) 244 2748

E: stephen.grey@aucklandcouncil.govt.nz

Mary Gush

Level 1, 31-33 Manukau Station Road

Manukau

Auckland 2104

Ph: (09) 272 8047 or (021) 287 8800

E: mary.gush@aucklandcouncil.govt.nz

Donna Lee

Level 1, 31-33 Manukau Station Road

Manukau

Auckland 2104

Ph: (021) 285 6611

E: donna.lee@aucklandcouncil.govt.nz

John McCracken

31-33 Manukau Station Road

Manukau

Auckland 2104

Ph: (09) 261 8503 or (021) 286 8800

E: john.mccracken@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

Level 1, Manukau Civic Building, Auckland Council

31-33 Manukau Station Road

Manukau

Auckland 2104

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

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

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for this annual plan, but recognise the value it will add to the local community.  Key advocacy areas for this local board include.

InitiativeDescriptionAdvocating to
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.

The Manukau centre and surrounding local areas including Wiri and district health board land in Manurewa is this region's Spatial Priority Area.

The local board will advocate to the governing body, central government and stakeholders, to support developments like, Te Papa - Manukau, better access into and around Manukau centre, build on undeveloped land, and improve - Manukau Sports Bowl, Manukau Square, Hayman Park, and Puhinui Stream cycle and walk way.

Targeted use of development and financial contributions to fund local projects, with local board participation in decision making.

 

Governing Body

Central Government

Town centre vitality:

The revitalisation of town centres in Ōtara, Old Papatoetoe and Hunters Corner reinforces their place at the core of our communities.

The local board to lead the town centre revitalisation programmes, and reinforce town centres' place at the core of our communities. Including proposals to the governing body to improve the ways departments can work together to achieve this board's outcomes. Panuku Auckland Development

Auckland Transport

Auckland Tourism, Events and Economic Development (ATEED)

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.

No charge entry fee to use local swimming pools - advocate to the governing body on how it can support this initiative under the Auckland Plan's priorities to help community health and wellbeing.

Manage and protect parks and public open spaces for future generations.

Develop and improve the local areas existing and new sports facilities and parks, by advocating to the governing body for more equitable share of regional funds.

Refurbish and build new community and sports facilities:  Two community skills sheds, retain 17 St George St. for community purposes, Te Puke o Tara Community Centre, and Ngati Ōtara Park multisport facility and marae.

Advocate supporting this board to pay the interest on borrowing for Colin Dale Park's earthworks.  Support Regional Facilities Auckland in attracting speedways to Colin Dale Park, and recognising Colin Dale Park as a regional facility. Develop the Puhinui Reserve to activate more services and activities.

 

Governing Body

Regional facilities Auckland

Panuku Development Auckland

Healthy harbours and waterways:

Our harbours, foreshore and waterways are accessible, attractive, and safe places for our community to enjoy for relaxation and recreation.

Request that the Ōtara Lake is identified as a regional priority, as we want our community to be able to use and enjoy the lake and waterways.

Manukau Harbour is a treasured asset to our area. We will continue work with other local boards through the Manukau Harbour Forum to improve the health of the harbour and help the forum deliver its vision and strategy.

Governing Body

Central Government

Other Stakeholders

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.Manage the impact of street prostitution on the wider community by advocating for a bylaw to address this issue.

Support policies to minimise the negative impact for alcohol and pokie machines, limit shops selling psychoactive substances, and support a Smokefree bylaw and programmes.

Improve youth employment and training opportunities for school leavers.

Libraries: Maintain current opening hours, free entry, and discuss trends to adapt to changing community needs.

WINZ Ambassador Programme: Advocate to WINZ that it fund minimal wage costs and uniform allowances associated with this programme.

 

Governing Body

Central Government

Good transport connections:

Everyone can easily get around Ōtara-Papatoetoe on foot, cycle, car, bus and train.

 

Develop the Greenways network in the local area. Create a regional capital fund to support the implementation of local greenways for walking, cycling, ecological and bridle connections.

Better local road intersections and other transport issues:

  • Intersection upgrade - Ormiston Rd/Preston Rd/East Tamaki Road.
  • Realignment - St. George/Kolmar Rd/Wallace Road.
  • Papatoetoe town centre - Shirley /Station Bypass.
  • Park and Ride - Puhinui.
  • Freight and public transport routes to serve local needs from Highbrook to Penrose and further west.
  • Rail directly from Manukau to the south and to the Auckland airport.

Identify and develop other transport networks such as, the Puhinui cycle and walk way, to incorporate recreational uses such as walking, cycling and running.

Support safer travelling by developing alternative uses when building new roads, or renewing existing roads. 

Governing Body

Auckland Transport

Appendix B: Local budgets

Ōtara-Papatoetoe Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facilities - upgrades and new facilities

1,628

Community facility upgrade

1,628

Community facility renewals

526

ACE - Leases renewals

526

Library facility and technology renewals

88

Library furniture and fitting renewals

58

Local library renewals

30

Local Parks sport and recreationblank
LDI fund

164

Locally driven initiatives (LDI Capex)

164

Local and sports parks renewals

1,330

Parks - Court renewals

64

Parks - Furniture renewals

24

Parks - Paving and hard surface renewals

308

Parks - Play space renewals

271

Parks - Roads and carpark renewals

148

Parks - Sports fields renewals

183

Parks - Structure renewals

54

Parks - Toilets and changing room renewals

85

Parks - Utility renewals

195

Sportsfield upgrades and development

190

Multi-sport Facility (Ngati Ōtara Park)

190

Grand Total

3,926

Ōtara-Papatoetoe Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

420

Local parks, sport and recreation

3,776

Operating revenue Total

4,196

Operating Expenditure

blank

Local community services

6,050

Local environmental management

16

Local governance

1,047

Local parks, sport and recreation

9,426

Local planning

1,199

Local environmental services

122

Operating Expenditure Total

17,860

Net operating expenditure

13,664

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Papakura Local Board

Message from the Chair

I'm pleased to bring you this year's agreed plan for the council services and activities in the Papakura Local Board area.  Our focus is to progress the Takanini community hub and library and built facilities for Opaheke Sports Fields.  We have an exciting project to develop a local greenways plan too.  This plan will result in convenient walkways and cycle ways that get you to your destination and showcase natural features wherever possible.

Meeting the demands of population growth continues to dominate and we think alternatives to the southern motorway are needed now.  Our advocacy to the governing body is to accelerate the Mill Road extension to Drury and rail electrification to Pukekohe and the upper Waikato.  In addition, we're urging the governing body to provide for a Karaka-Weymouth bridge.

Your feedback on our proposal for local priorities was generally supportive.  There was clear backing for youth initiatives and streetscape improvements in the Papakura town centre.  We have a strong programme in place for this featuring the Papakura Youth Council, the Papakura Youth Scholarship scheme and the town centre covered walkway project.

Pride in Papakura remains my vision and I'm confident we have a plan for the year ahead that delivers on this.

Bill McEntee

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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, and 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 2016/2017 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

Papakura Local Board has a close working relationship with mana whenua as part of a Joint Management Committee overseeing the care and use of Pukekiwiriki Paa historic reserve. The Papakura Local Board Plan 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Papakura Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Papakura local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Bruce Pulman Park renewals
  • Greenway and walkway development

 

$2,032,000

$5,327,000

Locally driven initiatives
  • Mangrove removal
  • Parks improvement projects

 

$648,000

$590,000

Total Funding

$2,680,000

$5,917,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

90%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Art facility renewals
  • Venue for hire renewals

 

$167,000

$2,266,000

Locally driven initiatives
  • Local community and events grants
  • Papakura Town Centre security

 

$0

$892,000

Total Funding

$167,000

$3,159,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

1.67*

1

1

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

5.13

4.5

4.5

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

97%

85%

85%

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

84%*

85%

85%

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

Not available

75%

76%

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

Not available

90%

90%

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

Not available

73%

75%

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

Not available

85%

85%

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

Not available

Day: 62%
Night: 15%

Day: 63%
Night: 17%

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

Not available

Peak: 15%
Off peak: 11%

Peak: 15%
Off peak: 11%

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

Not available

20%

20%

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

Not available

99,723

100,700

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Papakura BID

$0

$174,000

Locally driven initiatives
  • Local economic development

$0

$30,000

Total Funding

$0

$204,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Environmental initiatives

$0

$43,000

Total Funding

$0

$43,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

 

$0

$977,000

Locally driven initiatives

$0

$0

Total Funding

$0

$977,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

11,387

Targeted rates

174

Subsidies and grants for operating purposes

10

Fees and charges

264

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

81

Total operating funding

11,916

Applications of operating funding:

blank

Payment to staff and suppliers

9,337

Finance costs

943

Internal charges and overheads applied

1,628

Other operating funding applications

0

Total applications of operating funding

11,908

Surplus (deficit) of operating funding

8

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

2,839

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

2,839

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

406

- to improve the level of service

0

- to replace existing assets

2,441

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

2,847

Surplus (deficit) of capital funding

(8)

Funding balance

0

Other Local Board Information

Contact Papakura 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.

Bill McEntee (Chair)

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 831 639

E: Bill.McEntee@aucklandcouncil.govt.nz

Michael Turner (Deputy Chair)

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 287 9922

E: michael.turner@aucklandcouncil.govt.nz

Stuart Britnell

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 83 7979

E: Stuart.Britnell@aucklandcouncil.govt.nz

 

Brent Catchpole

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 390 430

E: brent.catchpole@aucklandcouncil.govt.nz

Graham Purdy

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 285-4666

E: graham.purdy@aucklandcouncil.govt.nz

Katrina Winn

35 Coles Crescent

Papakura

Auckland 2110

Ph: (021) 827 948

E: Katrina.Winn@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

35 Coles Crescent

Papakura

Auckland 2110

 

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

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

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:

InitiativeWhy is it a priority?Advocating to
Bruce Pulman Park - a world-class local park with fully funded renewals

 

The Bruce Pulman Park should be recognised by the governing body as a local park of world-class standing.  We advocate the governing body undertake a longer view assessment of renewals needs for Bruce Pulman Park so there is full capacity to renew the buildings when this becomes necessary.  As it stands, we don't think the current renewals assessment and budget adequately contemplates buildings.Governing Body
Confirm capital funding for built facilities at Opaheke Fields to support housing growthThis facility is central to one of the largest "future urban" zones identified in the Unitary Plan and adjacent to a tranche 4 SHA.  2016/2017 capital funding will achieve preparatory works only.  We need confirmation of sufficient capital funding to continue and complete this facility if we're to meet future growth demands in the area.Governing Body
Reinstate capital funding for Pukekiwiriki Paa historic reserve

This is a key project with mana whenua involving the culturally appropriate management of a historic reserve.

There is a joint management committee comprised of the six board members and six mana whenua representatives.  There is no capital funding in the 2016/2017 budget.  Prior to the Long-term Plan 2015-2025 there was capital budget of $274,000 for the Paa. We want this budget reinstated to achieve a waharoa, pou whenua, alternative access and parking arrangements.  All of these items have been discussed as part of the implementation of the reserve management plan given Ministerial approval in February 2014.Governing Body
Schedule our significant local heritage sites

Rings Redoubt Road on Clevedon Road and Walsh brothers first flight path, Takanini.

Our local heritage sites are under acute pressure from the demands of population growth and development.  We advocate the governing body ensure that Rings Redoubt  on Clevedon Road and the first flight path of the Walsh brothers in Takanini are scheduled as sites of national heritage importance.  We also advocate the governing body acquire surrounding land to buffer development.Governing Body
Restore the Pahurehure Inlet and recognise the Manukau Harbour

Commission an opportunities report to restore the Pahurehure Inlet so people can use and enjoy it again.

 

The Manukau harbour should be recognised alongside the Waitemata Harbour, Kaipara Harbour and Hauraki Gulf, and accorded the same vision and resource .

The Pahurehure Inlet has been progressively degraded as a result of motorway and stormwater infrastructure and residential development.  We want the governing body to commission a report on opportunities to restore the inlet so people can fully use and enjoy it again.

A priority for the local board is for the council's stormwater unit to identify all points of discharge into the Manukau Harbour and put in place an action plan to deal with ongoing pollution and sedimentation.

The Marine Spatial Plan for the Manukau Harbour should be prioritised to recognise the environmental and ecological significance of the Manukau Harbour and to determine its future management.  Hydrodynamic Modelling should be supported and funded as a key regional project to enable and enhance understanding of the harbour.

Governing Body
Accelerate alternative north / south routes to alleviate congestion and meet growth demandsMeeting the demands of population growth continues to dominate and we think alternatives to the southern motorway are needed now to alleviate congestion.  We advocate the governing body work to accelerate the Mill Road extension to Drury and rail electrification to Pukekohe and the upper Waikato.  In addition, we urge the governing body to provide for a Karaka-Weymouth bridge.Governing Body
Grade separation at Takanini rail crossings

Safer rail crossings in Takanini - Manuroa Road, Walters Road, Spartan Road and Taka Street - as part of the upgrade of Takanini interchange and SH1.

Congestion at rail crossings during peak periods creates safety issues and lengthy delays that flow on to the Takanini interchange.  Without grade separation or rail bridges, electrification of the train system will improve train frequency but negatively impact private, public, and industrial traffic flow.  We acknowledge traction in this area through Transport for Future Urban Growth Planning work and encourage sustained momentum on achieving solutions.

Resolving the negative impact on traffic flow and commuter and industrial confidence across the Southern Initiative area will benefit the wider region. 

Auckland Transport
Papakura rail station

Turnstiles for safety and increased park and ride capacity.

We need to increase safety at our busy Papakura rail station and advocate implementation of turnstiles here.

Auckland Transport should recognise the growing demand for the park and ride facility (it is already full by 8am) and plan for a new multi-storey facility to be in place within the next five years.

Auckland Transport
Blue mobility parking spaces Auckland wideWe advocate the governing body paint mobility parking spaces across Auckland solid blue as recommended by the Disability New Zealand guidelines.  This will deter those who might otherwise take the car parks from their intended users, disabled people.Auckland Transport

Appendix B: Local budgets

Papakura Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017
Local Community servicesblank
Community facility renewals

167

ACE - Art facility renewals

47

ACE - Venue for hire renewals

120

Local Parks sport and recreationblank
LDI fund

648

Locally driven initiatives (LDI Capex)

648

Local and sports parks renewals

1,626

Parks - Coastal asset renewals

24

Parks - Court renewals

17

Parks - Furniture renewals

14

Parks - Paving and hard surface renewals

146

Parks - Play space renewals

343

Parks - Roads and carpark renewals

25

Parks - Sports fields renewals

59

Parks - Structure renewals

65

Parks - Toilets and changing room renewals

122

Parks - Utility renewals

11

Renewals (Bruce Pulman Park)

800

Local park development

192

General park development

192

Walkway and cycleway development

214

Greenway and walkway development

214

Grand Total

2,846

Papakura Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

355

Operating revenue Total

355

Operating Expenditure

blank

Local community services

3,159

Local governance

977

Local parks, sport and recreation

5,917

Local planning

204

Local environmental services

43

Operating Expenditure Total

10,300

Net operating expenditure

9,945

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Puketāpapa Local Board

Message from the Chair

In 2014 the board approved the Local Board Plan; our vision and our promise to the community of what we would deliver, influence and aspire to over the next three years.  In 2017, a new version of that plan will be prepared and for now we can reflect on our progress and look ahead to the 2016/2017 year to build and strengthen the Puketāpapa community.

Our intentions for 2016/2017 include continued investing in community infrastructure such as our parks and playgrounds and precious environment, including Te Auaunga Awa / Oakley Creek and Waikowhai Coast.  We will complete the first section of the Waikowhai Coast boardwalk and advocate for regional funding to support a second section.  Walking and cycling connections throughout our community will continue to grow as envisioned in the 2012 Puketāpapa Greenways Plan, enabling safe local travel, including the important link along Sandringham Rd Extension connecting the SH20 regional cycleway with Wesley Community Centre.

In addition to important physical infrastructure, we will invest in our people.  We seek to further grow and nourish our connection to the many different cultures and peoples of Mt Roskill, not least tangata whenua.  We will resource learning and employment opportunities for youth and migrants, empower our multicultural community and advocate for transport improvements.  We will also focus on empowering our community groups to deliver projects aligned with our priorities through additional grant opportunities.  We are keen to weave a community where all can belong, and enjoy living, working and playing in Puketāpapa.

In recognition of our need to preserve our heritage the local board is advocating strongly for the restoration of the historic Whare building in Monte Cecilia Park as a facility for community functions and educational purposes. Finally, in keeping with the board's commitment to social equity and the provision of affordable housing, we are advocating for the retention of Liston Village, as housing for seniors.

We look forward to seeing the initiatives that we plan to deliver and advocate for in 2016/2017 contribute to a more equitable and liveable Puketāpapa.

Julie Fairey

Puketāpapa 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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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, Puketāpapa-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 Oakley Creek, ameliorating flooding problems historically associated with the area, which will result in greatly improved amenity including naturalised 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 2016/2017 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 through the adoption of the Māori Responsiveness Framework. As part of this commitment, the Puketāpapa Local Board will continue to strengthen and formalise its relationship with mana whenua.

Some key initiatives this year include the development of a Vision and Strategy in partnership with mana whenua to provide for the restoration of the upper catchment of Te Auaunga Awa-Oakley Creek on an ongoing basis; and inclusive consultations for park improvements and the creation of public art in key places. The local board is committed to developing strong relationships and partnership with mana whenua as kaitiaki (guardians) that ensures the Puketāpapa landscape is treasured and sustained.

The local board is also committed to increasing the visibility of Māori culture by actively seeking to include it in everyday communications, incorporating Māori history in its heritage interpretative signage programme and supporting local celebrations of key events such as Matariki, now becoming established as a signature local board annual event .

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Puketāpapa Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Puketāpapa local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Linkage Improvements (Fearon Park-Harold Long Reserve)
  • Keith Hay and Mt Roskill War Memorial sand carpet renewals

 

$2,029,000

$4,588,000

Locally driven initiatives
  • Owairaka Bridge(Walmsley-Underwood Reserves)
  • Noton  Road  Carpark
  • Manukau Harbour Foreshore ecological restoration programmes

 

$726,000

$156,000

Total Funding

$2,755,000

$4,744,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

90%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Pah Homestead renewals

$754,000

$2,342,000

Locally driven initiatives
  • Contestable grants funding  for community and strategic partners
  • Local events
  • Youth development
  • Children's development

 

$0

$634,000

Total Funding

$754,000

$2,976,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

1.86*

1.5

1.5

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

5.31

4

4

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

82%

85%

85%

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

83%*

85%

85%

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

Not available

75%

76%

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

Not available

71%

73%

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

Not available

85%

85%

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

Not available

Day: 83%
Night: 35%

Day: 84%
Night: 36%

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

Not available

Peak: 36%
Off peak: 24%

Peak: 36%
Off peak: 25%

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

Not available

20%

20%

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

Not available

324,041

327,218

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$13,000

Locally driven initiatives
  • Mt Roskill village restoration
  • Three Kings Plan Implementation

 

$0

$71,000

Total Funding

$0

$84,000

Levels of service

There are no measures.

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Local streams restoration & pollution education
  • Healthy homes project

$0

$81,000

Total Funding

$0

$81,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$974,000

Locally driven initiatives

$0

$0

Total Funding

$0

$974,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

9,894

Targeted rates

0

Subsidies and grants for operating purposes

38

Fees and charges

360

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

11

Total operating funding

10,303

Applications of operating funding:

blank

Payment to staff and suppliers

8,170

Finance costs

686

Internal charges and overheads applied

1,451

Other operating funding applications

0

Total applications of operating funding

10,307

Surplus (deficit) of operating funding

(4)

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

3,513

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

3,513

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

0

- to improve the level of service

284

- to replace existing assets

3,225

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

3,509

Surplus (deficit) of capital funding

4

Funding balance

0

Other Local Board Information

Contact Puketāpapa 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.

Julie Fairey (Chairperson)

546 Mt Albert Road

Three Kings

Auckland 1041

Ph: (021) 287 9900 or (09) 367 4301

E: julie.fairey@aucklandcouncil.govt.nz

Harry Doig (Deputy Chairperson)

546 Mt Albert Road

Three Kings

Auckland 1041

Ph: (021) 627 811 (09) 367-4301

E: harry.doig@aucklandcouncil.govt.nz

David Holm

546 Mt Albert Road

Three Kings

Auckland 1041

Ph: (021) 628 504 or (09) 367 4301

E: david.holm@aucklandcouncil.govt.nz

 

Ella Kumar

546 Mt Albert Road

Three Kings

Auckland 1041

Ph: (021) 2852 999 or (09) 367 4301

E: ella.kumar@aucklandcouncil.govt.nz

Nigel Turnbull

546 Mt Albert Road

Three Kings

Auckland 1041

Ph: (021) 400 8800 or (09) 367 4301

E: nigel.turnbull@aucklandcouncil.govt.nz

Michael Wood

546 Mt Albert Road

Three Kings

Auckland 1041

Ph: (027) 547 1926 or (09) 367 4301

E: michael.p.wood@aucklandcouncil.govt.nz

The board can be contacted at the address below:

546 Mt Albert Road

Three Kings

Auckland 1042

Phone (09) 367 4301

Email puketapapalocalboard@aucklandcouncil.govt.nz

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

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

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: 

InitiativeWhy is it a priority?Advocating to
Waikowhai coastal walkway

Support on-going investment in the continued development of the Manukau Harbour coastal tracks with an immediate focus on the continuing development of the Waikowhai Coastal Walkway that will link Onehunga to Blockhouse Bay.

Potential recreation, tourism, transport and environmental benefits for the wider region.Governing Body

 

Three Kings Plan implementation

Regional funding and support to implement the outcomes of the local boards Three Kings Plan, including investment in open space acquisition and/or land swaps, ecological restoration of Te Tātua-a-Riukiuta/Big King, and support to ensure a quality development on the Three Kings quarry site and integrates well with a revitalised town centre and surrounding residential areas.

Integrates well with a revitalised town centre and surrounding residential areas.Governing Body
Living wage

Support the implementation of a Living Wage to apply to all Auckland Council employees as a priority, and as a condition of contracts with Auckland Council within a reasonable timeframe.

This is a principle that the board has committed to and want to see adopted and implemented by the council.Governing Body
Stoddard Road development plan

Advancing a comprehensive development plan for Stoddard Road/May Road areas, including both business and residential land in this area and neighbouring Wesley.

Private development in this area is advancing rapidly with no overarching plan or community input. It is important that the local board lead the shaping of this emerging town centre. This area is included in the Inner West triangle spatial priority.Governing Body
Resource recovery centre

Provision of local resource recovery centres to service the isthmus area based on the research and proposals developed by Waitematā/Albert-Eden/Puketāpapa local boards.

This initiative is in line with the Auckland Council Waste Management and Minimisation Plan. It is designed to support and complement the development of the regional Resource Recovery Network and fits well with the community aspirations for local sustainability initiatives and development of 'maker culture'.Governing Body
Power pylons

Advocate to Transpower for the investigation and prioritisation of project to underground high voltage transmission lines in and around Puketāpapa to address pylon pollution and allow housing development.

This relates to electricity infrastructure owned and maintained by a non-Auckland Council agency which is causing a lot of concern to local residents.Governing Body,

Transpower Limited,

Central Government

Manukau Harbour hydrodynamic modelling

Recognising the prominence and significance of the Manukau Harbour with the implementation of hydrodynamic modelling.

The Manukau Harbour should be recognised alongside the Waitematā, Kaipara and the Hauraki Gulf, and accorded the same vision and level of resources. The Manukau Harbour Forum has identified Hydrodynamic Modelling as a key regional project to enable and enhance understanding of the harbour and to progress the Marine Spatial Plan.Governing Body
Manukau Harbour marine spatial plan

Recognising the prominence and significance of the Manukau Harbour with the development and implementation of the marine spatial plan.

The Manukau Harbour should be recognised alongside the Waitemata, Kaipara and the Hauraki Gulf, and accorded the same vision and level of resources. The Manukau Harbour Forum wishes to progress the development of the Marine Spatial Plan for this harbour.Governing Body
Greenways

Advancing implementation, use and expansion of the Puketāpapa Greenways Network including in partnership with Auckland Transport.

The board is committed to expanding the local Greenways network, based on our existing Greenways Plan, and working with other local boards to develop a regional Greenways network. Governing Body,

Auckland Transport

Passenger transport

Advocate options for mass passenger transport services to Puketāpapa over the next ten years, utilizing the heavy rail spur from Mt. Albert to Stoddard Road or light rail along arterial roads to the city centre.

Puketāpapa is currently unconnected by rail, and both of these projects would see Mt Roskill able to access the future rapid transit network more effectively and efficiently than the current bus system can allow.

 

Auckland Transport
Volcanic cones improvements

Investment in the region's volcanic cones and as part of the Treaty settlement process, and in particular restoration of Puketāpapa/Mt Roskill and Te Tātua-a-Riukiuta/Big King. Provision for localised structures and mechanisms that ensure an ongoing role for local boards and local communities in the management and care of local maunga, under the new co-management arrangements with the Tūpuna Maunga Authority

The board and the local community would like to partner with the Tūpuna Maunga Authority to play a role in looking after our local taonga. They would like investment to include the provision of appropriate infrastructure (walkways etc.) that enable the maunga to be accessible and enjoyed by local residents and visitors to Puketāpapa.Governing Body,

Tūpuna Maunga Authority

Local economic development

Developing a focus on local economic development and procurement initiatives at a local board level, and strengthening local town centres and villages. In particular, more investment should be directed to local town centres and local economic development including social enterprises and local job creation.

The Local Board confirmed a local economic development action plan in late 2015 and it will require long term financing and commitment to successfully implement.Governing Body
Sports facilities

Support the retention of key sports facilities in the Puketāpapa Local Board area including privately owned facilities.

Recognising the shortage of some sporting facilities in the Auckland isthmus, the local board wishes to maintain and where possible, grow provision of those facilities that are in Puketāpapa.Governing Body
Auckland Regional Migrant Services (ARMS)

Support the investigation of a regional funding model for Auckland Regional Migrant Services (ARMS) Trust with an aim to ensuring consistent support and positive outcomes for migrants and former refugees throughout the Auckland region.

The Central Government has drawn back from funding and provision in a few areas leaving a significant gap for new migrants seeking support beyond securing employment.Governing Body
Monte Cecilia Park

Advocate for funding for the restoration of the Whare in Monte Cecilia Park into a community facility.

The whare is an historic building integral to the heritage landscape values of the park. The board has inherited this building in its current state with no extra funding, with the addition of the former Monte Cecilia school site into the park land. They seek additional funding to restore and develop the building as a community facility, and are developing options for setting up a Trust for this purpose.Governing Body
Auckland Airport noise pollution

Advocate for reductions in noise pollution caused by aircraft using Auckland Airport through monitoring of the extent, times and location of excessive noise, facilitating communications between residents and those responsible for such noise and seeking changes in flight paths, volumes of noise generated and/or scheduling of flights to minimize harm.

The board has received continual complaints of increased noise pollution due to changed flight paths.Governing Body
Social Housing

Advocate for affordable social housing to remain at Liston Village. 

The board is committed to the retention of affordable, social housing at Liston Village particularly in the light of increasing and well-documented evidence regarding the shortage of such housing stock for seniors.Governing Body

Appendix B: Local budgets

Puketāpapa Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

174

ACE - Art facility renewals

106

ACE - Community house and centre renewals

59

ACE - Leases renewals

9

Local park development

579

Linkage improvements (Fearon Park - Harold Long Reserve)

579

Local Parks sport and recreationblank
Aquatic and recreation facility renewals

23

Leisure facility building renewals

23

LDI fund

726

Locally driven initiatives (LDI Capex)

726

Local and sports parks renewals

1,722

Parks - Equipment renewals

25

Parks - Furniture renewals

25

Parks - Paving and hard surface renewals

182

Parks - Play space renewals

330

Parks - Sports fields renewals

900

Parks - Structure renewals

213

Parks - Utility renewals

47

Local park development

284

Car park upgrades and signage (RF)

284

Grand Total

3,509

Puketāpapa Local Board 2016/2017 Operating Expenditure

$000
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

377

Local parks, sport and recreation

32

Operating revenue Total

409

Operating Expenditure

blank

Local community services

2,976

Local governance

974

Local parks, sport and recreation

4,744

Local planning

84

Local environmental services

81

Operating Expenditure Total

8,859

Net operating expenditure

8,450

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Rodney Local Board

Message from the Chair

A substantial amount of planning and work has been underway in recent years and this year it's paying off. The Rodney Local Board will see the completion of several major projects including the Warkworth Town Hall, the Warkworth Showgrounds, and the Huapai domain and Te Whau walkways.

A key initiative in the Rodney Local Board Plan is for parks and sports facilities which are easy to access and enjoy, which you have told us you strongly support.  To continue to deliver on this priority, we will complete a greenways plan for walking, cycling and fitness connections in both Kumeu/Huapai and Warkworth/Snells Beach this year. We will construct walkways and bike trails in our local parks, partner with the community to investigate the upgrade of facilities of Centennial Park, Wellsford and provide additional support to our generous community volunteers who work tirelessly in our parks and open spaces.

This year we continue the investigation of funding options for a swimming pool in Warkworth and the feasibility study for the extension of the Kumeu Arts centre.

Thank you for your continued support and feedback which ensures that we target the areas which are important to you. There is still much to be done, and we continue to advocate on issues that need more attention at a regional level.  Road sealing and building footpaths are top of the list; there is a lot of need but only limited funding available.

Continued community drive of local projects has allowed us to prepare for a community led centre plan for Kumeu, support the community's Mahurangi River dredging project and look at the potential development of the Old Wellsford Library as a community hub. This community based approach is 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.

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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. Planning for growth is essential along with completion of existing projects and upgrading existing assets. We also need new infrastructure and facilities to accommodate this growth.

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. 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. A growing economy will provide more jobs for local people.
  • 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 2016/2017 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Rodney Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Rodney local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Complete the development of the Warkworth showgrounds (project delivered ahead of schedule in 2015/2016)
  • Local parks renewals such as the toilet at Kowhai Reserve, Warkworth, Shelly Beach and Algies Bay coastal works and Whangateau sportsfield light renewal
  • Construct walkways and cycleways in our parks

$6,987,000

$7,582,000

Locally driven initiatives
  • Partner with the community to design the upgrade of indoor facilities at Centennial Park, Wellsford
  • Assess the open space needs at Matakana Jubilee Park
  • Enhance existing playgrounds to make them challenging
  • Partner with the community to build a skate park in Wellsford or Snells Beach
  • Partner with the community to build a playground in Kumeu
  • Develop greenways plans for walking, cycling and fitness connections
  • Support for volunteers' activities in parks
  • Prepare a Coastal Compartment Management Plan for Algies Bay to inform future coastal priorities
  • Construct footpaths to complete the pedestrian network within our towns

$13,000

$614,000

Total Funding

$7,000,000

$8,196,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

89%

91%

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

Not available

70%

75%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Net Operating Expenditure

Asset based services
  • Complete the Warkworth Town Hall refurbishment and extension
  • Community and library facility renewals such as Kumeu library roof and ceiling works

$460,000

$3,156,000

Locally driven initiatives
  • Planning and capital grant for the Kumeu Arts Centre extension
  • Support events including local civic functions, ANZAC ceremonies and volunteer awards
  • Community grants including events
  • Operational support for Rodney art facilities
  • Develop the Old Wellsford Library as a community hub
  • Community led place making and community planning initiatives

$0

$685,000

Total Funding

$460,000

$3,841,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

2.61*

2

1.8

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

7.75

8.5

8.5

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

96%

90%

85%

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

91%*

90%

85%

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

Not available

75%

76%

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

Not available

75%

82%

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

Not available

85%

85%

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

Not available

Day: 85%
Night: 55%

Day: 92%
Night: 52%

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

Not available

Peak: 15%
Off peak: 8%

Peak: 15%
Off peak: 8%

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

Not available

20%

20%

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

Not available

31,138

41,443

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • North West District Business Improvement District targeted rate
  • A community led centre plan for Kumeu/Huapai

$0

$180,000

Locally driven initiatives
  • Implement actions from the Rodney Economic Development Action Plan

$0

$25,000

Total Funding

$0

$205,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Support communities to undertake environmental projects
  • Support sustainable living initiatives in the community
  • Implement ecological survey work
  • Support the community's Mahurangi River dredging project

$0

$160,000

Total Funding

$0

$160,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

100%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2017/2018
  • Democracy, administrative and engagement support to elected members
  • Prepare the draft local board plan 2017

$0

$1,081,000

Total Funding

$0

$1,081,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

15,091

Targeted rates

180

Subsidies and grants for operating purposes

12

Fees and charges

158

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

25

Total operating funding

15,466

Applications of operating funding:

blank

Payment to staff and suppliers

11,823

Finance costs

1,632

Internal charges and overheads applied

2,152

Other operating funding applications

0

Total applications of operating funding

15,607

Surplus (deficit) of operating funding

(141)

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

7,601

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

7,601

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

2,609

- to improve the level of service

950

- to replace existing assets

3,901

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

7,460

Surplus (deficit) of capital funding

141

Funding balance

0

Other Local Board Information

Contact Rodney 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.

Brenda Steele (Chairperson)

Ph: 021 283 5835

E: brenda.steele@aucklandcouncil.govt.nz

Steven Garner (Deputy Chairperson)

Ph: 021 720 744

E: steven.garner@aucklandcouncil.govt.nz

James Colville

Ph: 021 243 1357

E: james.colville@aucklandcouncil.govt.nz

 

Warren Flaunty, QSM

86 Redhills Road

Massey, R. D. 2

Henderson 0782

Ph 021 287 1555

E: warren.flaunty@aucklandcouncil.govt.nz

Thomas Grace

1581 State Highway 16

Woodhill, R.D. 2

Helensville 0875

Ph: 021 464 446

E: thomas.grace@aucklandcouncil.govt.nz

Beth Houlbrooke

Ph: 021 839 413

E: beth.houlbrooke@aucklandcouncil.govt.nz

John McLean

Ph: 021 114 9092

E: john.mclean@aucklandcouncil.govt.nz

Phelan Pirrie

Ph: 021 837 167

E: phelan.pirrie@aucklandcouncil.govt.nz

Greg Sayers

Ph: 021 285 9900

E: greg.sayers@aucklandcouncil.govt.nz

 

The local board can be contacted at: 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

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:

InitiativeWhy is it a priority?Advocating to
Legacy Operational FundingRequest that legacy levels of operational funding for arts facilities in Rodney be reflected in Asset Based Services budgets, being $20,000 of the $60,000 allocated by the Rodney Local Board from Locally Driven Initiatives budgets. Governing Body
Volunteer Co-ordinator SupportRequest that resourcing be provided to enable a full time equivalent parks volunteer co-ordinator solely for Rodney given the geographic size of Rodney and the large number of volunteer groups in the area.Governing Body
Support for Planning ProjectsRequest that resources and support be provided for local planning and transformation projects such as mainstreets.Governing Body
Ownership of ProjectsRequest that the governing body confirms that all projects in the adopted Local Board Agreement will be resourced.Governing Body
Funding for Coastal ProjectsRequest funding for the coastal priorities identified in the recently completed Coastal Management Framework, including a clear and well-funded coastal renewals programme.Governing Body
Pest ManagementRequest that pest management is a regional funding priority due to significant damage to natural areas.Governing Body
Service Centre Access WellsfordRequest that a council service centre be provided in the new Wellsford Library to service the community.Governing Body
Drainage BoardsSeek clarity regarding the Glorit, Okahukura (Tapora) and Te Arai Drainage Board budgets, accountabilities and ongoing support for delivery.Governing Body
Resourcing for Community Facilities Network PlanRequest funding and or resourcing to implement actions in the Community Facility Network Plan and review the plan based on current population figures.Governing Body
Acknowledge Community owned AssetsSeek acknowledgement of the role that private/community owned assets, such as community owned halls, play in contributing to the overall network of assets in the Community Facilities Network Plan.Governing Body
Renewals FundingRequest increased funding for renewals based on current asset condition information, particularly for town centre toilet renewals. Governing Body
Parks Garden MaintenanceAdvocate for the base level of service for the maintenance of parks gardens to be reinstated by the governing body to provide for a monthly visit and mechanical edging (level SH4) rather than the new level of six visits per year and chemical edging (level SH7).Governing Body
Consequential Opex for FootpathsSeek confirmation that the consequential opex on footpaths funded from the local board's Locally Driven Initiative budgets will be funded by Auckland Transport.Governing Body
Greenways FundsSeek consideration for an allocation of greenways funds for cycleways and walkways in Rodney Local Board area to enable the delivery of projects in current and future greenways plans.Governing Body
Indoor Sports FacilitiesProvide a network of indoor sports and recreation facilities in Rodney.Governing Body
Shared Governance ModelRequest that the governing body place greater emphasis on ensuring that Auckland Council is an organisation that is responsive and supportive of the shared governance model.Governing Body
Recognising GrowthRequest that governing body place greater emphasis on recognising the demands of growth, particularly in Special Housing Areas, and prioritise the need for structure plans that can better respond to the impacts of that growth. Governing Body
Accurate Asset Based Operational FundingSeek more accurate asset based operational funding to compensate for shortfalls in supporting assets such as art centres and community centres/halls, with a review of asset based funding to better assess needs and avoid the use of local board Locally Driven Initiative opex for these operational matters. Governing Body

Appendix B: Local budgets

Rodney Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

222

ACE - Leases renewals

69

ACE - Venue for hire renewals

152

Library facility and technology renewals

239

Local library renewals

239

Local Parks sport and recreationblank
LDI fund

13

Locally driven initiatives (LDI Capex)

13

Local and sports parks renewals

3,428

Parks - Coastal asset renewals

885

Parks - Court renewals

17

Parks - Equipment renewals

271

Parks - Furniture renewals

229

Parks - Monuments and sculpture renewals

88

Parks - Paving and hard surface renewals

148

Parks - Play space renewals

266

Parks - Sports fields renewals

1,073

Parks - Toilets and changing room renewals

452

Local park development

950

LDI funded local board initiatives

950

Sportsfield upgrades and development

2,343

Showgrounds (Warkworth)

1,888

Sport development

455

Walkway and cycleway development

266

Greenway and walkway development

266

Grand Total

7,460

Rodney Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

195

Operating revenue Total

195

Operating Expenditure

blank

Local community services

3,841

Local environmental management

0

Local governance

1,081

Local parks, sport and recreation

8,196

Local planning

205

Local environmental services

160

Operating Expenditure Total

13,482

Net operating expenditure

13,288

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Upper Harbour Local Board

Message from the Chair

The major milestones of the coming year are the long awaited opening of the Albany Stadium Pool and construction commencing on the Albany Community Hub. 

These legacy projects will be an excellent addition to the network of facilities, providing for the needs of the residents of our rapidly growing and increasingly diverse community, and the wider region.

We will start the refit of the Hobsonville Point Headquarters heritage building for community use, and preparation of the ground for the Scott Point sportsfields.

Within the wider council family we will see the completion of the Albany Highway upgrade.  We will continue to advocate for further parking provision at our park and ride facilities, and for quality amenities within Special Housing areas, of which there are many in our area.

The board is very proud of the many and varied clubs, groups and trusts operating in our area which provide great community outcomes, and we will work to support them in this.

The coming year will also see many of our sporting clubs and facilities play host to World Masters Games events.  This will be the largest participation event New Zealand has ever seen, and it is fantastic that our residents have the opportunity to participate, volunteer and spectate so close to home.  We also have the excitement of a British Lions test to look forward to at home at QBE Stadium.

Your local board remains committed to our vision of the best place to live, work and play in Auckland.

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 the soon to be completed 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, AUT and Unitec. 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 2016/2017 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Upper Harbour Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Upper Harbour local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Albany Stadium Pool

$11,245,000

$7,159,000

Locally driven initiatives
  • Parks Volunteers
  •  Additional maintenance of reserve planting per annum
  • Operational grant Tennis Northern

$617,000

$183,000

Total Funding

$11,862,000

$7,342,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

91%

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

Not available

70%

75%

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

Not applicable*

Not applicable*

20%

*This measure is not applicable as facility opens in 2016/2017

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Albany Community Hub
  • Hobsonville Head Quarters Building

 

$1,713,000

$1,940,000

Locally driven initiatives
  • Albany Community Coordinator - operational grant
  • Local community and events grants
  • Youth programmes

 

$0

$614,000

Total Funding

$1,713,000

$2,554,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

0.97*

0.7

0.7

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

2.85

2.5

2.5

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

86%

85%

85%

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

86%*

85%

85%

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

Not available

65%

76%

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

Not available

80%

85%

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

Not available

75%

77%

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

Not available

85%

85%

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

Not available

Day: 88%
Night: 47%

Day: 89%
Night: 48%

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

Not available

Peak: 20%
Off peak: 10%

Peak: 20%
Off peak: 10%

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

Not available

20%

20%

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

Not available

42,550

47,968

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Reserves one two and three PC14 (Hobsonville Corridor) - Rawiri Stream Restoration and reserve

$1,171,000

$709,000

Locally driven initiatives
  • Local economic development initiatives - sports cluster development
  • Working with local businesses to leverage off the World Masters Games and Lions Tour

 

$0

$50,000

Total Funding

$1,171,000

$759,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Septic tank pump out programme

$0

$106,000

Locally driven initiatives
  • North West Wildlink Assistance Programme

$0

$39,000

Total Funding

$0

$145,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2017/2018
  • Development of the local board plan
  • Democracy, administrative and engagement support to elected members

 

$0

$1,040,000

Locally driven initiatives
  • N/A

$0

$0

Total Funding

$0

$1,040,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

11,865

Targeted rates

626

Subsidies and grants for operating purposes

1,281

Fees and charges

0

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

31

Total operating funding

13,803

Applications of operating funding:

blank

Payment to staff and suppliers

10,460

Finance costs

1,367

Internal charges and overheads applied

1,984

Other operating funding applications

0

Total applications of operating funding

13,811

Surplus (deficit) of operating funding

(8)

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

14,754

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

14,754

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

5,696

- to improve the level of service

7,986

- to replace existing assets

1,064

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

14,746

Surplus (deficit) of capital funding

8

Funding balance

0

 

Other Local Board Information

Contact Upper Harbour 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.

Lisa Whyte (Chairperson)

210 Glenmore Road

RD3 Albany

Auckland 0793

Ph: (021) 287 6655

E: lisa.whyte@aucklandcouncil.govt.nz

Brian Neeson, JP (Deputy Chairperson)

Kell Drive

Albany

Auckland 0632

Ph: (021) 283 9922 or (09) 421 1897

E: brian.neeson@aucklandcouncil.govt.nz

Callum Blair

Kell Drive

Albany

Auckland 0632

Ph: (021) 852 822

E: callum.blair@aucklandcouncil.govt.nz

John McLean

Kell Drive

Albany

Auckland 0632

Ph: (09) 414 2680 or (021) 114 9092

E: john.mclean@aucklandcouncil.govt.nz

Margaret Miles, JP

22 Merewhira Road

RD3, Albany

Auckland 0793

Ph: (021) 587 111 or (09) 413 9734

E: margaret.miles@aucklandcouncil.govt.nz

Christine Rankin-MacIntyre

Kell Drive

Albany

Auckland 0632

Ph: (027) 582 4804

E: christine.rankin@aucklandcouncil.govt.nz

The board can be contacted at the address below:

Kell Drive

Albany

Auckland 0632

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

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:

InitiativeWhy is it a priority?Advocating to
Sports and recreation facilitiesTaking a strategic approach to the access and provision of a quality range of existing and future indoor sports and recreation facilitiesblank
Supply infrastructure to SHAsContinued mitigation of cumulative effects on infrastructure by the Special Housing Areas (SHAs). Comprehensive structure planning must be carried out for Whenuapai, stretching from the peninsula to the North-Western and Upper Harbour motorways.  The ability of Watercare and Auckland Transport to supply infrastructure to SHAs, must be considered and programmed into forward work capital expenditure.  Watercare

Auckland Transport

Indoor sports and recreation facility at Hobsonville PointThe provision of an indoor sports and recreation facility at Hobsonville Point, as part of the development of Auckland Council's 20 hectare property that will see the building of an additional 441 new homes and an employment hub or mixed use zone (commercial and retail).blank
Adequate provision of open and recreation space in close proximity to the SHAs is also imperativeTaking a strategic approach to the acquisition of open space and recreation land in order to accommodate for current and future growth.  Adequate provision of open and recreation space in close proximity to the SHAs is also imperative.  These acquisitions require better proactive planning so that the land is acquired prior to inflated costs and limited land availability.blank

Appendix B: Local budgets

Upper Harbour Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facilities - upgrades and new facilities

1,508

Community house development (Hobsonville Point)

911

Community hub (Albany)

597

Community facility renewals

205

ACE - Community house and centre renewals

205

Local Parks sport and recreationblank
Aquatic and recreation facilities - upgrades and new facilities

10,283

Stadium Pool (Albany)

10,283

LDI fund

617

Locally driven initiatives (LDI Capex)

617

Local and sports parks renewals

243

Parks - Equipment renewals

3

Parks - Furniture renewals

11

Parks - Paving and hard surface renewals

37

Parks - Play space renewals

26

Parks - Roads and carpark renewals

100

Parks - Sports fields renewals

50

Parks - Structure renewals

14

Parks - Toilets and changing room renewals

3

Sportsfield upgrades and development

720

Sport development

720

Local Planning

blank

Priority growth area infrastructure

1,171

Reserves one two and three PC14 (Hobsonville Corridor)

1,171

Grand Total

14,746

Upper Harbour Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

42

Local parks, sport and recreation

1,270

Operating revenue Total

1,312

Operating Expenditure

blank

Local community services

2,554

Local environmental management

106

Local governance

1,040

Local parks, sport and recreation

7,342

Local planning

759

Local environmental services

39

Operating Expenditure Total

11,839

Net operating expenditure

10,528

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Waiheke Local Board

Message from the Chair

Thank you to our community for the input into our proposed projects for the 2016/2017 year.  We are pleased to receive your support for our proposals.

Your support and enthusiasm has seen our volunteer hours in parks and reserves double since the previous year.   We have more community groups than ever involved with local projects.  The Ostend Boat Club hardstand and Little Oneroa action plan are great examples of projects being delivered by our community for our community. 

Looking forward, we plan to build on the success of our community partnership programmes.  We'll continue our focus on key projects such as marine research and education and restoration of our Island's marine environment, wetlands, streams and forests. 

We've heard your concerns about urban planning and transport issues such as road design and safety and public transport.  The outcome of the Essentially Waiheke review will provide valuable insight into the community vision and guidance when advocating to the governing body and council-controlled organisations.

Your feedback confirms developing a swimming pool, pensioner housing and planning at Matiatia are still priorities so we will continue to progress these projects on your behalf.

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 2016/2017 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 more productive relationship. The Waiheke Local Board Plan describes some of the ways we would like to work in partnership with mana whenua. This includes kaitiakitanga 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Waiheke Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Waiheke local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Deliver ongoing upgrades to local parks, reserves, walkways and playgrounds

$1,251,000

$3,550,000

Locally driven initiatives
  • Support the development of a community swimming pool
  • Ecological Restoration in partnership with the community

$374,000

$383,000

Total Funding

$1,625,000

$3,922,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

93%

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

Not available

70%

75%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Net Operating Expenditure

Asset based services
  • Community facility renewals

$362,000

$1,283,000

Locally driven initiatives
  • Continue to provide local community grants
  • Support community housing initiatives
  • Support Waiheke Youth council capacity building

$0

$298,000

Total Funding

$362,000

$1,582,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

7.50*

2.5

2.5

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

18.66

10

10

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

95%

85%

85%

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

98%*

85%

85%

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

Not available

75%

76%

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

Not available

80%

82%

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

Not available

85%

85%

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

Not available

Day: 94%
Night: 82%

Day: 94%
Night: 82%

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

Not available

Peak: 13%
Off peak: 8%

Peak: 14%
Off peak: 8%

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

Not available

20%

20%

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

Not available

27,730

28,002

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Planning projects

$0

$10,000

Total Funding

$0

$10,000

Levels of service

There are no measures.

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$29,000

Locally driven initiatives
  • Wildlife survey
  • Little Oneroa action plan

$0

$29,000

Total Funding

$0

$58,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

$0

$852,000

Total Funding

$0

$852,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

6,548

Targeted rates

0

Subsidies and grants for operating purposes

4

Fees and charges

28

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

182

Total operating funding

6,762

Applications of operating funding:

blank

Payment to staff and suppliers

5,772

Finance costs

309

Internal charges and overheads applied

948

Other operating funding applications

0

Total applications of operating funding

7,029

Surplus (deficit) of operating funding

(267)

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

2,255

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

2,255

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

0

- to improve the level of service

14

- to replace existing assets

1,974

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

1,988

Surplus (deficit) of capital funding

267

Funding balance

0

Other Local Board Information

Contact Waiheke local board

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

Paul Walden (Chairperson)

65 Sea View Road

Ostend

Waiheke Island

Auckland 1081

Ph: (09) 372 4406 or (027) 486 4406

E: paul.walden@aucklandcouncil.govt.nz

 

Becs Ballard (Deputy Chairperson)

64 Mako Street

Oneroa Waiheke Island

Auckland 1081

Ph: (021) 821 369

E: becs.ballard@aucklandcouncil.govt.nz

 

Shirin Brown

C/-10 Belgium Street, Ostend

Waiheke Island

Auckland 1081

Ph: (021) 242 3310

E: shirin.brown@aucklandcouncil.govt.nz

 

John Meeuwsen

54 Hekerua Road

Oneroa

Waiheke Island

Auckland 1081

Ph: (09) 372 3240 or (021) 242 4925

E: john.meeuwsen@aucklandcouncil.govt.nz

Beatle Treadwell

8 Rata Street

Oneroa

Waiheke Island

Auckland 1081

Ph: (09) 372 2930 or (021) 372 985

E: beatle.treadwell@aucklandcouncil.govt.nz

 

 

The board can be contacted at the address below:

Waiheke Local Board Office

10 Belgium Street

Ostend

Waiheke Island

Auckland 1081

waihekelocalboard@aucklandcouncil.govt.nz

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

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

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:

InitiativeWhy is it a priority?Advocating to
Community swimming poolBuilding a community swimming pool on Waiheke is a priority.   The local school / community pool is soon to be disestablished.  Opportunity exists to establish a pool in partnership with a community organisation.Governing Body
Devolution of decision-making to Local Boards The board has concerns around the translating of current decision making responsibilities into action and / or the lack of understanding of the board's role in local place-shaping activities and local strategic visioning.

 

More meaningful engagement by Council-Controlled Organisations is also a priority, along with a need to recognise the board's role in local planning and development.  Particularly for decisions within the roading corridor and with regards to local acquisition and divestment of Panuku property in the local area, for example at Matiatia and Ostend.

Governing Body

Auckland Transport

Panuku Development Auckland 

Local Government Commission

MatiatiaEnsure that any further development at Matiatia is informed by a community-led master planning exercise.  This will include working with Auckland Transport, Panuku Development Auckland and the governing body to develop a Master Plan which recognises the importance of Matiatia as a gateway and transport hub, addresses community aspirations and protects our environment and cultural heritage now and into the future.

This includes development of a Marine and Gulf Islands environment centre.

Governing Body

Auckland Transport 

Panuku Development Auckland 

Local Government Commission

Greenways The board wish to secure a regional capital fund to further develop a world class destination greenway network on Waiheke.Governing Body
Ecological Restoration and environmental programmesWaiheke has many unique natural environments which have been neglected over time. Local budgets will not enable the continuation of staged ecological restoration and weed management programmes. There needs to be an integrated approach to these programmes across the council, Auckland Transport, community groups and private landowners.

Waiheke is currently Kauri Dieback free and the board requests sufficient regional funding to implement the Kauri Management Plan.

Governing Body

Auckland Transport

(Animal) Pest Free WaihekeDevelopment of a tailored animal pest management programme involving the community could result in the island becoming free of animal pests by 2023 (with stouts the priority) and see Kiwi released within that time.Governing Body
Plant pest managementInvasive weeds are a major threat to Waiheke's ecosystems. There needs to be greater support for Community/Auckland Council programmes and partnerships which aim to eradicate moth plant, rhamnus and pampas grass from the island, and control pest plants on land buffering Whakanewha Regional Park and other ecologically significant sites such as Te Matuku and Motukaha. Governing Body
Pest Plant management in road corridors  Road corridors are major pathways for weeds and failure to manage this issue creates a disincentive for adjoining landowners to manage pest plants on their properties. Auckland Transport should be encouraged and funded to set an example of good management practice using a ‘minimum herbicide' approach and working with volunteers and adjoining landowners. Auckland Transport
Pensioner and community housingThe number of Waiheke residents aged 65-plus has increased by 53.7 per cent since 2006 and there is a lack of residential care facilities to meet the needs of this aging population. There is also a lack of community housing options The board are investigating utilising non-service Council property at Belgium Street and Waitai Road (managed by Panuku) for this purpose.Governing Body

Panuku Development Auckland 

 

Development of a network of marine reserves and other protected areasThe board supports the creation of a network of marine reserves and other protected areas linking the islands in its area of jurisdiction. The results of a Waiheke community survey in June 2015 showed strong support for this proposal. Governing Body

Sea Change

Department of Conservation

Ministry of Primary Industries

Visitor infrastructure and impacts supportThe Waiheke Local Board Plan outlines the board's aspirations in regards to tourism on the island.  This is primarily about managing the population increase in a way which benefits Waiheke without compromising local lifestyle or the environment.

The board appreciates the economic benefits of tourism but wants to see safeguards for the environment in place to protect what is special about Waiheke and more regional funding to meet the costs of additional demands which visitors place on infrastructure, services and facilities on the island.

Governing Body

Auckland Tourism, Events and Economic Development (ATEED)

 

Rangihoua / Onetangi Sports ParkThe board is seeking regional funding to complete the reserve management plan for Rangihoua / Onetangi Sports Park and potential acquisition to enable regional and local outcomes for conservation, sport and recreation.Governing Body
Artworks complex upgradeThe Artworks complex provides a valuable arts and culture facility for the community however the buildings have condition issues.  The board is seeking progress on the Artworks masterplan including upgrade of the complex.Governing Body
Sustainable safe transport options including development of cyclewaysSafe active transport options such as pedestrian, cycling and bridle path networks are a priority as many Waiheke roads are steep, narrow and not well suited to walking and cycling.  Investment will provide low impact tourism options, support an active lifestyle and provide safe options for our community and school children.Auckland Transport
Wharf taxWharf tax collected from Waiheke ferry services should be allocated to Waiheke facilities.Auckland Transport
Waste managementImproved waste management and more island-based sustainable solutions including community social enterprise models and recycling facilities.Governing Body
Central Facility Partnership FundRe-instate a sub-regional fund similar to the Central Facilities Partnership Fund and request approval for the Central Facility Partnership Committee to undertake under its governance responsibilities the ability to re-invest funds, up to the value of current commitments, in the event of a current facility partnership commitment failing to crystallise.

 

Governing Body
Septic tanks retrofit schemeThe board supports the adoption the pilot retrofit scheme for septic tanks in both the Waitakere Ranges and Little Oneroa (Waiheke Island).

 

Governing Body

Previous advocacy areas:

InitiativeAdvocate to
Regional funding for the Waiheke Community Art Gallery.Governing Body
Acquisition of more park land to extend the regional network and to provide additional camping facilities for visitors to Waiheke Island.Governing Body
Support local contractors for council projects on the island to improve the community's capacity, and assist with the health, resilience and sustainability of the local economy. Governing Body
Development of catchment management plans for all catchments on Waiheke, with Little Oneroa being the first priority.Governing Body
Stormwater improvements, including the progressive upgrade of essential stormwater infrastructure, increased service levels and adequate water testing, and a stronger emphasis on low impact design.Auckland Transport

Governing Body

Ensure that both Matiatia and Kennedy Point are preserved as transport terminals hubs. Auckland Transport
Prioritise safe walking and cycling to schools and supporting the Travelwise programme for Waiheke's schools.Auckland Transport
Development of cycleways on Waiheke and support for the New Zealand Cycle Trail.Auckland Transport
Waiheke accessible transport plan is developed and implemented.Auckland Transport
Maintain Britomart as Auckland's principal transport hub.Auckland Transport/ Waterfront Auckland
Consult, review and advocate to Auckland Transport for implementation of changes to ensure The Esplanade is a useable space which meets community and tourist aspirations.Auckland Transport
Optimise bus routes, including more bus routes and more frequent bus services, as per the high frequency networks on the isthmus, with Park and Ride facilities at Onetangi, Rocky Bay, and Ostend and Surfdale, and a bus shuttle from Matiatia to Oneroa via Owhanake carpark. Auckland Transport
Advocate to Auckland Transport to support modern and more environmentally-friendly and accessible buses and bus stops, including kneeling buses and capacity to carry bikes, wheelchairs, pushchairs and luggage.Auckland Transport
Implement an integrated ticketing system for Waiheke ferry and bus services, a subsidy or equity on routes, and to maintain off-island bus travel for Fullers monthly pass holders at no additional cost. Auckland Transport
Auckland Transport to support Fullers being incorporated into the Public Transport Operation Model (PTOM) system. Auckland Transport
Ensure any regional cycle training programmes/initiatives are to be included on Waiheke.Auckland Transport
Auckland Transport to support a Rakino and inner island ferry from Matiatia. Auckland Transport
Ensure the board are provided with all roading projects and footpath design plans and projects, containing sufficient detail and with enough time to provide for meaningful consultation to prioritise the safety of our active transport users and the protection of our waterways.Auckland Transport
Ensure only recreational activity and emergency services use of the old Matiatia wharf. Auckland Transport
Install more scooter / motorbike parking, including charging stations for electric bikes at Matiatia and tyre inflation facilities.Auckland Transport
Install a covered bike shelter and more parking for bikes.Auckland Transport
Advocate for marine sewerage pump out facilities at Matiatia, Kennedy Point and Half Moon Bay.Auckland Transport
Investigate contouring at the Owhanake carpark to ensure maximum capacity is achieved.Auckland Transport
Ensure the board receives prior notification of roading and stormwater projects on Waiheke, detailing the proposed works, the rationale for these works, the timeframe and consideration of such issues as “low impact” solutions rather than kerb and channelling. Auckland Transport
Improved ferry passenger facilities, in terms of comfort, safety and flow, to meet demands of visitors, commuters and occasional users including those with accessibility issues.  This includes enclosed gangways on the Matiatia wharf.Auckland Transport/ Panuku Development Auckland
Ensure continued accessibility and connectivity from lower Queen Street and Quay Street to the Central Area Wharves, including during major events.Auckland Transport/ Panuku Development Auckland

ATEED

Work with local businesses and community groups to encourage visitors in the shoulder and low seasons.ATEED
Review heritage protection and use of the Harbourmasters house.Panuku Development Auckland 
Advocate for a high profile for Waiheke and the Hauraki Gulf Islands included in the Auckland Visitor Plan.ATEED
Inclusion of high profile Waiheke Island events, such as Headland Sculpture on the Gulf and the Waiheke Walking Festival in ATEED's regional budgets.Governing Body / ATEED
Ensure that council owned properties are utilised as effectively as possible by the community.Governing Body 

Panuku Development Auckland 

Appendix B: Local budgets

Waiheke Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

362

ACE - Art facility renewals

175

ACE - Leases renewals

187

Local Parks sport and recreationblank
LDI fund

374

Locally driven initiatives (LDI Capex)

374

Local and sports parks renewals

1,238

Parks - Equipment renewals

41

Parks - Furniture renewals

41

Parks - Paving and hard surface renewals

777

Parks - Play space renewals

100

Parks - Structure renewals

268

Parks - Utility renewals

11

Local park development

14

Off-street parking upgrades (RF)

14

Grand Total

1,987

Waiheke Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

215

Operating revenue Total

215

Operating Expenditure

blank

Local community services

1,582

Local environmental management

29

Local governance

852

Local parks, sport and recreation

3,912

Local planning

30

Local environmental services

29

Operating Expenditure Total

6,434

Net operating expenditure

6,219

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Waitākere Ranges Local Board

Message from the Chair

I would like to extend a warm greeting to the people and communities of the Waitākere Ranges Local Board area and thank those of you who made submissions on the Annual Plan 2016/2017.

This year, Waitākere Ranges Local Board did not propose to make any major changes to what was signalled in the second year of the Long-term Plan 2015-2025. Instead, we want to focus on implementing existing initiatives. 

The board is excited to see works underway on our package of local transport projects, starting with the Mountain Road Walkway, and shared walking and cycling path works beginning in Oratia soon.

This year we also look forward to enjoying a redesigned public space in front of Glen Eden library, making it a great place to be in the town centre. 

Enhancing and protecting our environment remains a strong focus, and we are concerned to see a big local funding drop for the Waitākere Ranges Heritage Area coming up in 2017/2018.  We will continue to advocate for the governing body to recognise the potential impact on this special place.

The ongoing success of our climbing asparagus initiative, trialled in Piha and Huia, is very pleasing and will continue into this year.  It is great to see local people getting out and about and working together to rid their properties of this terrible ecological weed. 

The 2016 Open Studios Waitākere event will build on the success of the 2015 inaugural event, attracting many people to interact with and support our local artisan craftspeople. 

We look forward to working with you in the coming year.

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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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. 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 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 2016/2017 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. 

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Waitākere Ranges Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Waitākere Ranges local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Coastal asset renewals - Huia Domain Seawall
  • Foothills Walkway development

 

$1,741,000

$3,554,000

Locally driven initiatives
  • Volunteers - Local Parks
  • Local parks Waitākere Ranges Heritage Area design guidelines

 

$715,000

$87,000

Total Funding

$2,456,000

$3,641,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

86%

90%

90%

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

Not available

70%

75%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$140,000

$2,834,000

Locally driven initiatives
  • Art Events:  Going West Books and Writers Festival, Waitākere Ranges Open Studios Weekend, Coastal Arts Festival
  • Kauri Karnival
  • Community capacity building projects

 

blank

$816,000

Total Funding

$140,000

$3,650,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

1.84*

1.5

1.5

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

6.46

5.5

5.5

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

88%

85%

85%

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

89%*

85%

85%

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

Not available

75%

76%

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

Not available

80%

85%

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

Not available

74%

76%

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

Not available

85%

85%

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

Not available

Day: 82%
Night: 30%

Day: 83%
Night: 32%

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

Not available

Peak: 31%
Off peak: 19%

Peak: 31%
Off peak: 19%

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

Not available

20%

20%

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

Not available

120,497

121,679

*Not previously reported, for information purposes only

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Glen Eden town centre development, town square

$372,000

$342,000

Locally driven initiatives
  • Scope gateway signs for the Waitākere Ranges Heritage Area
  • Swanson heritage survey
  • Glen Eden prospectus

$0

$71,000

Total Funding

$372,000

$413,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$753,000

Locally driven initiatives
  • Coastal and marine information project
  • Weed and pest management project
  • On-site wastewater subsidy scheme
  • Kauri dieback community co-ordinator

$0

$359,000

Total Funding

$0

$1,112,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$1,018,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,018,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

11,011

Targeted rates

84

Subsidies and grants for operating purposes

10

Fees and charges

83

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

54

Total operating funding

11,242

Applications of operating funding:

blank

Payment to staff and suppliers

9,085

Finance costs

734

Internal charges and overheads applied

1,419

Other operating funding applications

0

Total applications of operating funding

11,238

Surplus (deficit) of operating funding

4

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

2,964

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

2,964

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

344

- to improve the level of service

372

- to replace existing assets

2,252

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

2,968

Surplus (deficit) of capital funding

(4)

Funding balance

0

Other Local Board Information

Contact Waitākere Ranges 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.

Sandra Coney, QSO (Chair)

C/- 39 Glenmall Place

Glen Eden

Auckland 0602

021 446 370

E: sandra.coney@aucklandcouncil.govt.nz

 

Denise Yates, JP (Deputy Chair)

17 Upland Road

Huia

Auckland 0604

Ph: 027 240 7135

E: denise.yates@aucklandcouncil.govt.nz

 

Neil Henderson

36 Evans Road

Glen Eden

 Auckland 0602

Ph: 021 308 871

E: neil.henderson@aucklandcouncil.govt.nz

Greg Presland

512 South Titirangi Road

Titirangi

Auckland 0604

Ph: 021 998 411

E: greg.presland@aucklandcouncil.govt.nz

Saffron Toms

C/- 39 Glenmall Place

Glen Eden

Auckland 0602

Ph: 021 904 896

E: saffron.toms@aucklandcouncil.govt.nz

Steve Tollestrup

C/- 39 Glenmall Place

Glen Eden

Auckland 0602

Ph:  021 924 270

E: steve.tollestrup@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

39 Glenmall Place

Glen Eden

Auckland 0602

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

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for this annual plan, but recognise the value it will add to the local community.  Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
To recognise its responsibilities under the Waitākere Ranges Heritage Area Act 2008The Act gives the Waitākere Ranges Heritage Area specific national and regional significance.  Identified funding drops from $225,000 to $128,000 per annum in 2018.  At the same time the five-yearly Heritage Area Monitoring Report (equivalent in scale to a State of the Environment report) required by legislation is due.  This cost approximately $100,000 in 2013. The implication of this is that all programmes will have to be put on hold while the report is produced.Governing Body
To receive increased weed and pest control management budget at a regional levelAuckland Transport and Auckland Council are obligated to deliver a regional pest management strategy, with impacts particularly in relation to the rainforest and high-value ecosystems of the Waitākere Ranges Heritage Area. The board is advised that for general and roadside vegetation and pest control (specifically possums) that there is a shortfall of regional funding, and that Auckland Transport needs specific weed control service levels and budgets. Auckland Transport

Regional Parks

Service levels in urban areasThe council needs to commit to quality service levels.  Efficiency savings are not delivering expected level of service. This is particularly obvious in and around Glen Eden.Governing Body

Appendix B: Local budgets

Waitākere Ranges Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

140

ACE - Community house and centre renewals

86

ACE - Leases renewals

54

Local Parks sport and recreationblank
LDI fund

715

Locally driven initiatives (LDI Capex)

715

Local and sports parks renewals

1,396

Parks - Coastal asset renewals

649

Parks - Court renewals

7

Parks - Equipment renewals

336

Parks - Furniture renewals

63

Parks - Paving and hard surface renewals

33

Parks - Play space renewals

19

Parks - Roads and carpark renewals

11

Parks - Sports fields renewals

41

Parks - Toilets and changing room renewals

237

Walkway and cycleway development

344

Walkway development

344

Local Planning

blank

Town centre upgrade

372

Town centre plan (Glen Eden)

372

Grand Total

2,969

Waitākere Ranges Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

147

Operating revenue Total

147

Operating Expenditure

blank

Local community services

3,650

Local environmental management

753

Local governance

1,018

Local parks, sport and recreation

3,641

Local planning

413

Local environmental services

359

Operating Expenditure Total

9,833

Net operating expenditure

9,686

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

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Waitematā Local Board

Message from the Chair

Thank you to the many people who took the opportunity to have their say on the proposed local projects in the Annual Plan through either written submissions or attending local events. It was encouraging to see that our proposed projects received majority support, which confirms that we are on the right track.  We are now pleased to present our new local board agreement. This document sets out the initiatives we plan to deliver and advocate for in the 2016/2017 financial year.

Looking forward, we have a very exciting year ahead. Our priorities continue to be preserving our character areas and protecting heritage, ensuring the delivery of high quality developments, advocating for transport improvements, upgrading our local parks and looking after the environment.

We are entering the detailed design and construction stage of the re-development of Ellen Melville Centre as a city centre community hub and will be commencing the delivery of streetscape improvements in Newmarket, informed by the principles in the Newmarket Laneways Plan. Improvements to Myers Park will continue, including transforming the underpass which links the park to Aotea Square.

Following the launch of Waitematā's Low Carbon Action Plan we have allocated increased spend on low carbon initiatives, including installing a photovoltaic system at Grey Lynn Community Centre. We also aim to install a solar heating solution at Parnell Baths to help extend the pools opening hours.

We will continue to look at leveraging renewal programmes to achieve even better local assets and increase capital investment in local parks and open spaces.  This will enable the delivery of actions from the recently adopted park development plans, Grey Lynn Park, Western Park Tuna Mao and Pt Resolution Taurarua. We will build on the good work we started in recent years such as completing the development of the Weona-Westmere Coastal Walkway and the delivery of the second stage Greenways route through Grey Lynn Park which connects with Cox's Bay Reserve.

We will continue to advocate on your behalf for an outstanding public transport system and a people-focused city centre that is easy, pleasant and safe to move around. With the completion of the Auckland Transport Parking Strategy, we continue to strongly support the roll out of residential parking zones in the inner city suburbs with Ponsonby next off the rank, joining Freemans Bay and St Mary's Bay.

We are confident the initiatives that we plan to deliver and advocate for in 2016/2017 will contribute to a better, more people friendly and liveable Auckland. Thank you for your continued support and we look forward to engaging with you in the year ahead.

Shale Chambers

Waitematā 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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 is where the city meets the beautiful Waitematā Harbour. It includes communities of Parnell, Newmarket, City Centre, Grafton, Newton, Eden Terrace, Freemans Bay, Arch Hill, St Marys Bay, Ponsonby, Herne Bay, Grey Lynn, and Westmere.

Waitematā Local Board stands out significantly among Auckland's local boards, growing in 2015 by the largest number of people (8,300) to 94,500 and also having the highest percentage growth (9.7 per cent in a single year). Almost one fifth (19 per cent) of Auckland's growth occurred in this local board area, and just over 55 per cent of the growth in Waitematā occurred in the city centre.

The Waitematā area includes a significant centre of employment and commerce 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 similar to the levels of some of the poorest parts of south Auckland.

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 105,700 by 2031, 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 2016/2017 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 iwi 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on decisions about regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Waitematā Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Waitematā local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Complete Myers Park Stage 2 Upgrade
  • Re-instate the Fukuoka Gardens
  • Leisure facility and parks renewals
  • Sports and local park developments and renewals

$6,840,000

$13,112,000

Locally driven initiatives
  • Complete the Western Springs Native Bush Restoration Plan
  • Upgrade Grey Lynn Park Playground and Western Park Playground
  • Continue to conserve and improve Symonds Street Cemetery
  • Upgrade the Pt Resolution steps and install new lighting and improved pathways through Western Park
  • Install solar heating at Parnell Baths

$718,000

$261,000

Total Funding

$7,559,000

$13,372,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

94%

95%

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

Not available

70%

75%

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

Not available

15%

15%

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Community, art facility and library renewals
  • Support funding agreements for the three local Community Centres - Grey Lynn, Ponsonby and Parnell

 

$248,000

$7,590,000

Locally driven initiatives
  • Support civic and local events through the event development fund and 3- year partnership agreements
  • Investigate the feasibility of establishing a youth hub in the city centre
  • Provide local community and accommodation grants
  • Support the activities of the Waitematā Youth Collective and work towards child and youth friendly accreditation
  • Support community development initiatives such as community gardens, implementation of the Waitematā Local Board Accessibility Plan and support of the inner-city community network
  • Deliver a temporary arts and culture POP programme
  • Support community led projects

$0

$813,000

Total Funding

$248,000

$8,403,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

11.46*

10

11

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

17.24

19

20

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

91%

92%

93%

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

92%*

90%

91%

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

Not available

75%

76%

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

Not available

90%

90%

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

Not available

74%

76%

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

Not available

85%

85%

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

Not available

Day: 86%
Night: 35%

Day: 87%
Night: 36%

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

Not available

Peak: 25%
Off peak: 10%

Peak: 26%
Off peak: 10%

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

Not available

20%

20%

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

Not available

493,000

557,000

*Not previously reported, for information purposes only

The local board has subsidised library hours in Grey Lynn Library by 0.5 hours per week ($3,000) and the Grey Lynn Community Centre by $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.  These activities include economic, environmental, heritage and spatial projects, and enable, plan for and deliver great local places.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Deliver an improved streetscape within Newmarket Laneways
  • Re-develop Ellen Melville Centre as a city centre community hub

$4,774,000

$7,663,000

Locally driven initiatives
  • Continue to implement the Waitematā City Fringe Economic Development Action Plan

$0

$63,000

Total Funding

$4,774,000

$7,726,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Locally driven initiatives
  • Continue the Waipapa Stream restoration and ecological project
  • Continue to support local ecological restoration projects in parks and reserves
  • Deliver a photovoltaic system at Grey Lynn Community Centre
  • Continue the implementation of the Waitematā Low Carbon Action Plan

$0

$118,000

Total Funding

$0

$118,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Strategic advice on council-wide initiatives and regional planning
  • Development of the local board agreement for 2016/2017
  • Democracy, administrative and engagement support to elected members

$0

$1,033,000

Total Funding

$0

$1,033,000

Levels of service

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 2016/2017.

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 2016 to 30 June 2017 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

22,960

Targeted rates

7,432

Subsidies and grants for operating purposes

15

Fees and charges

2,791

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

1,460

Total operating funding

34,658

Applications of operating funding:

blank

Payment to staff and suppliers

28,523

Finance costs

1,959

Internal charges and overheads applied

4,093

Other operating funding applications

0

Total applications of operating funding

34,575

Surplus (deficit) of operating funding

83

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

0

Development and financial contributions*

0

Increase (decrease) in debt

12,498

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

12,498

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

133

- to improve the level of service

6,833

- to replace existing assets

5,615

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

12,581

Surplus (deficit) of capital funding

(83)

Funding balance

0

Other Local Board Information

Contact Waitematā 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.

Shale Chambers (Chair)

13 The Boardwalk

Auckland Central

Auckland 1010

Ph: (021) 286 7111

E: shale.chambers@aucklandcouncil.govt.nz

Pippa Coom (Deputy Chair)

16 Firth Road

Grey Lynn

Auckland 1021

Ph: (021) 926 618

E: pippa.coom@aucklandcouncil.govt.nz

Christopher Dempsey

41/5 Cracroft Street

Parnell

Auckland 1052

Ph: (021) 284 3377

E: christopher.dempsey@aucklandcouncil.govt.nz

Greg Moyle

Level 1,198 Federal Street

Auckland CBD

Auckland 1010

Ph: (021) 444 339

E: greg.moyle@aucklandcouncil.govt.nz

Vernon Tava

G5/66 Emily Place

Auckland CBD

Auckland 1010

Ph: (021) 242 4608

E: vernon.tava@aucklandcouncil.govt.nz

Rob Thomas

8-97 Shelly Beach Road

Ponsonby

Auckland 1011

Ph: (021) 704 423

E: rob.thomas@aucklandcouncil.govt.nz

Deborah Yates

Ground Floor, 52 Swanson Street

Auckland 1010

Ph: (021) 242 6472

E: deborah.yates@aucklandcouncil.govt.nz

 

The board can be contacted at the address below:

Ground Floor

52 Swanson Street

Auckland Central 1010

Phone: (09) 353 9654

Email: Waitematālocalboard@aucklandcouncil.govt.nz

Website: www.aucklandcouncil.govt.nz/Waitematā

Facebook: www.facebook.com/Waitematā

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for this annual plan, but recognise the value it will add to the local community.  Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Facilities Partnership Fund

Reinstate a sub-regional fund similar to the Central Facilities Partnership Fund.

Request approval for the Central Facility Partnership Committee to undertake under its governance responsibilities the ability to re-invest funds, up to the value of current commitments, in the event of a current facility partnership commitment failing to crystallise.

To provide for a community-led approach consistent with the empowered communities philosophy adopted by Auckland council. Since 2010, the Central Facilities Partnership Committee has allocated $10 million, which was leveraged to provide community projects with a total value of $45 million.Governing Body
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
Grey Lynn Park Changing Rooms

Secure the allocation of $100,000 Sports Infrastructure Development Programme funding in 2016/2017 and $1.65 million in 2017/18 to deliver the feasibility, design, consent and build for the development of community changing rooms and toilets in Grey Lynn Park, which is future-proofed for the future build of Richmond Rovers clubrooms upstairs.

Grey Lynn Park is a vibrant community park which is well-used as a base for formal and informal sports and casual recreation.  Users range from residents in close proximity to the park to league players travelling cross Auckland for games. The 2014 Community Facility Needs Analysis identified the need for extra changing rooms and toilets to accommodate the high number of uses. This is reflected in the recently adopted Grey Lynn Park Development Plan.  Governing Body
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
Parnell Station

Ensure Parnell Station is open and fully operational at the earliest opportunity.

To enable improved access to public transport options and an essential precursor for increasing the connectivity around Parnell. 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 Village, the Domain, Stanley Street and Beach Rd.  Auckland Transport
Parnell Train Station Connections

Provide accessible pedestrian and cycling connections to Parnell Station. Secure the future protection of the Greenways route alongside Waipapa Stream and create an accessible pedestrian connection from Parnell Station to the Strand and to Parnell Town Centre.

The planned Waitematā Local Board priority Greenways Route runs alongside the Parnell rail line and through the acquired Summerset Group Holdings Ltd land. The Parnell Rail 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 Village, the Domain, Stanley Street and Beach Road.

 

Auckland Transport
Central Community Recycling Centre Drop Off sites.

In collaboration with the three local boards (Waitematā, Albert and Puketāpapa) the purchase of one or more sites in the central area will provide drop off locations for local residents.

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 continues to put children and young people first and 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
254 Ponsonby Road

Secure funding to deliver the community's agreed vision and design for 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 engaged at the end of 2014.This is a process where the community are responsible for shaping and influencing all key decisions.  Funding is required to deliver the community design.

If the community led design anticipates private development the realised funds should be eligible to be used for the delivery of the civic space design, as outlined in the Council's Optimisation Policy.

Governing Body

Other key advocacy areas for this local board are:

Other Advocacy InitiativesAdvocating to
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 - progress the development of a series of local area plans informed by significant community involvement, including community-led processes and plans such as Tomorrow Parnell and Grey Lynn Precinct Plan.Governing Body
Carlile House - ensure the restoration and protection of Carlile House and consider acquisition if necessary.blank
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 saleGoverning 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
Pt Erin Pool Redevelopment - Prioritise Pt Erin Pool for redevelopment.Governing Body
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
Affordable Housing - Ensure the Unitary Plan includes appropriate mechanisms and tools to encourage and achieve affordable housing in AucklandGoverning 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 targetPanuku Development Auckland
Two Tier Arts Group Funding - ensure that funding is secured for “tier two” arts groups such as Basement, Silo, NZ Trio and Massive Theatre, through two or three-year funding agreements.Governing Body
Auckland Council Living Wage - ensure that there is budget provision of a ‘living wage' for council employees.Governing Body
Auckland Doman Capital Budget - ensure that there is a dedicated and increased capital budget for the Auckland Domain.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 Bags - support the reduced use of disposable plastic bags.Governing Body
Minimise Agrichemical Use - all ongoing or future decisions on park maintenance service levels has an objective to minimise agrichemical use in accordance with the Council's Weed Management Policy.Governing Body
Waterfront Interceptor - complete the design and consenting stage of the Waterfront Interceptor to ensure the project and commence delivery immediately following the completion of the Central Interceptor.Watercare
Localised Wastewater Solutions - develop and deliver local solutions at all four catchments (Meola Reef, Grey Lynn, City centre and Parnell/Newmarket) prior to the completion of the Central Interceptor and the Waterfront Interceptor to minimise the issue of frequent waste water overflows in the Waitematā Local Board area.Watercare
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
Skypath Project - support the Skypath Trust to progress the delivery of the Auckland Harbour pathway project (Skypath) in 2016/17. Governing Body, Panuku Development Auckland, Auckland Transport
Light Rail - develop light rail within the isthmus.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.Auckland Council, 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
Franklin Road Upgrade - Auckland Transport to undertake the planned upgrade of Franklin Road including road resurfacing, undergrounding services, footpath upgrade, pedestrian crossings, cycle path and on road parking to provide for safe and continuous walking and cycling pathways from Ponsonby Road to Victoria Park including continuous pedestrian facilities (i.e. an unbroken footpath on both sides of the road) across all side streets, driveways and intersections. Auckland Transport
Residential Parking Zone Scheme - Auckland Transport to implement the residential parking zone scheme 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 2016/17 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 Waitemata Local Board Plan priorities - Auckland Transport 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 Auckland Transport assets such as car parking buildings;
  • -       implementation of the Waitematā Local board's Low Carbon Action Plan.
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

Appendix B: Local budgets

Waitematā Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facility renewals

122

ACE - Art facility renewals

14

ACE - Community house and centre renewals

109

Library facility and technology renewals

126

Library furniture and fitting renewals

75

Local library renewals

51

Local Parks sport and recreationblank
Aquatic and recreation facility renewals

1,820

Leisure facility building renewals

1,820

City centre upgrade

3,343

Upgrade (Myers Park)

3,343

LDI fund

718

Locally driven initiatives (LDI Capex)

718

Local and sports parks renewals

1,153

Parks - Equipment renewals

23

Parks - Furniture renewals

23

Parks - Paving and hard surface renewals

365

Parks - Play space renewals

458

Parks - Structure renewals

234

Parks - Utility renewals

51

Local park development

37

Fukuoka gardens

37

Sportsfield upgrades and development

126

Sport development

126

Walkway and cycleway development

362

Coastal walkway (Weona-Westmere)

362

Local Planning

blank

Community facilities - upgrades and new facilities

3,349

Redevelopment (Ellen Melville Centre)

3,349

Town centre upgrade

1,425

Development (Newmarket)

1,425

Grand Total

12,581

Waitematā Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

2,004

Local parks, sport and recreation

2,262

Operating revenue Total

4,266

Operating Expenditure

blank

Local community services

8,403

Local governance

1,033

Local parks, sport and recreation

13,372

Local planning

7,726

Local environmental services

118

Operating Expenditure Total

30,653

Net operating expenditure

26,387

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

Whau Local Board

Message from the Chair

I'd like to thank all the Whau citizens who continue to provide feedback on how to enhance our diverse communities and to all the community volunteers and leaders who strive to improve our area. 

During several recent public outings, I've been encouraged by the support and enthusiasm for the Whau River, which has helped to positively address the Whau River's surrounding environment. 

The summer flotilla on the river this year has definitely grown, and as the Te Whau Pathway is developed, more and more people will have the opportunity to enjoy the scenic views and wildlife that for too long have been tucked away in the background.  Perhaps we will see swimmers in the river again in the not too distant future.

The Whau Local Board has been working on its local board plan and priorities and the budget for this term putting funds into projects that continue to promote and expand on our six local board outcomes.

As the Whau rapidly grows, the shared pathways and greenways are being developed to make connections across the Whau and beyond, where interpretive signs will be installed to inform users; raising awareness and the sense of ownership of our heritage, arts and culture.

The pathways will also encourage cycling, running and walking to the numerous board-supported and other local events and markets, and to neighbouring communities and parks. They will also help create safe and easy connections to public transport. 

As we endeavour to respond to what our community asks for, some of the projects we have directed funds toward are:

  • Multi-cultural events and arts activities.
  • Increased CCTV vigilance in our town centres.
  • Crime prevention through environmental design studies.
  • Replacing the Avondale Community Centre and potential additional recreational facilities.
  • Investigations into developing a feature park in the Kelston area.
  • Investigations into aquatic facilities to cater for our communities.
  • Support for youth employment and activities.

The Whau Local Board looks forward to continuing its work for you, our community.

Sincerely,

Catherine Farmer Chair, Whau 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 2016/2017 between the governing body and the local board.

It outlines a local board agreement for 2016/2017 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 European, Māori, Indian, Asian 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, sports fields, 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 identify.
  • 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 wild life 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, cycle ways 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 2016/2017 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.

Funding

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

1. Asset based services - the governing body allocates funds to deliver local activities based on regionwide service levels and to maintain existing local assets such as a library or add a new asset such as a swimming pool. 

2. Locally driven initiatives - an allocation 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. There are two funds, operating expenditure and capital expenditure, which ensure locally important projects are given appropriate priority.

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

Whau Local Board Agreement 2016/2017

Funding priorities

Auckland Council's 2016/2017 funding priorities for local activities in the Whau local board area are as follows:

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Crown Lynn Play space, walkway and landscaping
  • Parks sports fields renewals

$3,682,000

$5,012,000

Locally driven initiatives
  • Greenways Promotion - signage and promote greenways network
  • Park Environment & Programmes for pest control, planting and restoration
  • Volunteer programmes

$981,000

$202,000

Total Funding

$4,664,000

$5,214,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

75%

75%

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

91%

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

Not available

70%

75%

Additional funding support provided by the board for non-herbicide maintenance on specific areas on council parks.

Local Community Services

This group of activities contributes to improved community outcomes by providing places and spaces for communities 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 key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Replace Avondale Community Centre
  • Avondale Library car park renewal
  • Ambrico kiln and Te Toi Uku / Ceramics Trust support
  • Community house, hub and centre support

$2,669,000

$2,952,000

Locally driven initiatives
  • Placemaking and neighbourhood development in Kelston, Avondale and New Lynn
  • Library extended hours and programmes
  • Community arts programmes
  • Community and Council events including in Movies in Parks
  • Youth Connections: Youth, employers & agencies working together
  • Community safety planning and support

$0

$1,010,000

Total Funding

$2,669,000

$3,962,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

3.38*

2.5

2.5

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

9.7

7.5

7.5

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

86%

85%

85%

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

86%*

85%

85%

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

Not available

75%

76%

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

Not available

80%

85%

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

Not available

70%

72%

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

Not available

85%

85%

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

Not available

Day: 78%
Night: 26%

Day: 79%
Night: 28%

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

Not available

Peak: 27%
Off peak: 15%

Peak: 27%
Off peak: 15%

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

Not available

20%

20%

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

Not available

248,162

200,595

*Not previously reported, for information purposes only

Additional funding support provided by the board for extended Library hours and programmes of $52k

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.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services
  • Stormwater pond (Crown Lynn precinct)

$190,000

$910,000

Locally driven initiatives
  • Migrant Business Support
  • Heritage Protection projects

$0

$46,000

Total Funding

$190,000

$956,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

100%

100%

100%

Local Environmental Management

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

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$0

Locally driven initiatives
  • Sustainable Initiatives
  • Community Environmental services

$0

$215,000

Total Funding

$0

$215,000

Levels of service
Level of servicePerformance measure

Actual 2014/15

LTP

 Target 2015/16

AP

Target 2016/17

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

Not available

80%

85%

Local Governance

This group of activities covers support to local boards such as strategic advice, preparation of local board plans, development of local board agreements, community engagement including relationships with mana whenua and Māori communities, democracy and administration support, and professional development for elected members.

The key initiatives and associated expenditure that we have planned for 2016/2017 includes:

Initiative

Capital Expenditure

Operating Expenditure

Asset based services

$0

$1,097,000

Locally driven initiatives

$0

$0

Total Funding

$0

$1,097,000

Levels of service

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 2016/2017.

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 2015 to 30 June 2016 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

2016/17

Sources of operating funding:

blank

General rates, UAGCs, rates penalties

12,018

Targeted rates

731

Subsidies and grants for operating purposes

31

Fees and charges

160

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

88

Total operating funding

13,028

Applications of operating funding:

blank

Payment to staff and suppliers

9,943

Finance costs

1,441

Internal charges and overheads applied

1,627

Other operating funding applications

0

Total applications of operating funding

13,011

Surplus (deficit) of operating funding

17

Sources of capital funding:

blank

Subsidies and grants for capital expenditure

20

Development and financial contributions*

0

Increase (decrease) in debt

7,486

Gross proceeds from sale of assets

0

Lump sum contributions

0

Other dedicated capital funding

0

Total sources of capital funding

7,506

Application of capital funding:

blank

Capital expenditure:

blank

- to meet additional demand

105

- to improve the level of service

3,922

- to replace existing assets

3,496

Increase (decrease) in reserves

0

Increase (decrease) in investments

0

Total applications of capital funding

7,523

Surplus (deficit) of capital funding

(17)

Funding balance

0

Other Local Board Information

Contact Whau 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.

Catherine Farmer (Chair)

1/202 Blockhouse Bay Road

Avondale

Auckland 0600

Ph: (09) 826-5192 or (021) 284-2842

E: catherine.farmer@aucklandcouncil.govt.nz

Susan Zhu (Deputy Chair)

31 Totara Avenue

New Lynn

Auckland 0600

Ph: (021) 242 3842 or (021) 546 880

E: susan.zhu@aucklandcouncil.govt.nz

Derek Battersby, QSM, JP

31 Totara Avenue

New Lynn

Auckland 0600

Ph: (09) 826-5191or (021) 599-672

E: derek.battersby@aucklandcouncil.govt.nz

Ami Chand JP

31 Totara Avenue

New Lynn

Auckland 0600

Ph: (09) 813 0185 or (021) 242 8671

E: ami.chand@aucklandcouncil.govt.nz

Duncan Macdonald, JP

4 Powell Street

Avondale

Auckland 1026

Ph: (09) 828-2098 or (027) 468 8109

F: (09) 828-2625

E: duncan.macdonald@aucklandcouncil.govt.nz

Ruby Manukia-Schaumkel

31 Totara Avenue

New Lynn

Auckland 0600

Ph: (09) 826 5191 or (021) 819 297

E: ruby.manukia-schaumkel@aucklandcouncil.govt.nz

Simon Matafai

31 Totara Avenue

New Lynn

Auckland 0600

Ph: (021) 242 3326

E: simon.matafai@aucklandcouncil.govt.nz

 

The board can be contacted at the address below: 31 Totara AvenueNew LynnAuckland 0600

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

Appendix A: Advocacy initiatives

A key role of the local board is to advocate for initiatives that the local board may not have decision-making responsibilities or funding for this annual plan, but recognise the value it will add to the local community.  Key advocacy areas for this local board include:

InitiativeDescriptionAdvocating to
Avondale Town CentreRequests that Auckland Council and Panuku Development Auckland (PDA) provide significant support for the regeneration of Avondale Town Centre through the strategic development of Auckland Council sites, working with central government agencies, the Jockey Club and private developers to deliver a quality town centre.Panuku Development Auckland
Crown Lynn roading developmentThat the paths and roads linking the New Lynn transport centre with the new housing developments are built as the housing is developed. This will enable the delivery of the New Lynn Urban Plan vision target of 20,000 residents living within walking distance of the transit interchange in line with Plan Change 17. Auckland Transport
Roading and rail corridor weed and pest management planThat Auckland Council champion the development of a joint roading and rail corridor weed and pest management plan for Auckland Council, Auckland Transport, NZ Transport Agency and Kiwi Rail.Governing Body
Use land sales to support Avondale and New Lynn developmentsRequest Governing Body support for PDA to report on the opportunity to utilise the proceeds from the sale of currently identified and potential sites in New Lynn and Avondale to fund wider urban development outcomes. Sites and projects include Avondale Library development, New Lynn and Avondale Recreation facilities, Memorial Drive extension into Crown Lynn and the Whau Aquatic Facility.Governing Body
Safer Auckland planningSupport Auckland Council seeking Safer City Accreditation and propose a joint local board and Governing Body working party to oversee the scoping, research and development of the Safer City Plan.blank
Walking improvementsThat Auckland Transport develop more transport initiatives to make connections for students to get to school and recreation safer and easier in the Whau, create higher quality footpaths and the promote of the shared use of vehicles Auckland Transport
Council Early Childhood Education support policyThat Auckland Council urgently develop a policy regarding support for community early childhood education with particular regard to high growth areas.

 

Governing Body
Citizens Advice Bureau supportThat Auckland Council continue its approach of supporting Citizens Advice Bureau as a regional network. Governing Body

Appendix B: Local budgets

Whau Local Board 2016/2017 Capital Expenditure

$000

Financial year ending 30 June

2016/2017

Local Community servicesblank
Community facilities - upgrades and new facilities

2,486

Community centre replacement (Avondale)

2,486

Community facility renewals

16

ACE - Leases renewals

16

Library facility and technology renewals

168

Local library renewals

168

Local Parks sport and recreationblank
LDI fund

981

Locally driven initiatives (LDI Capex)

981

Local and sports parks renewals

2,141

Parks - Building renewals

184

Parks - Court renewals

8

Parks - Equipment renewals

375

Parks - Furniture renewals

376

Parks - Paving and hard surface renewals

82

Parks - Play space renewals

571

Parks - Roads and carpark renewals

46

Parks - Sports fields renewals

425

Parks - Toilets and changing room renewals

76

Local park development

1,437

General park restoration (SH16/20)

819

Play space, walkway and landscaping (Crown Lynn)

618

Walkway and cycleway development

105

Greenway and walkway development

105

Local Planning

blank

Priority growth area infrastructure

190

Stormwater pond (Crown Lynn precinct)

190

Grand Total

7,523

Whau Local Board 2016/2017 Operating Expenditure

$000'
Financial year ending 30 June

 2016/17

Operating revenue

blank

Local community services

279

Operating revenue Total

279

Operating Expenditure

blank

Local community services

3,962

Local governance

1,097

Local parks, sport and recreation

5,214

Local planning

956

Local environmental services

215

Operating Expenditure Total

11,444

Net operating expenditure

11,164

Note: Budgets include inflation and depreciation, and exclude corporate overhead allocations. Locally driven initiative budgets are based on the Local Board Funding Policy.

> Back to contents list

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).

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
  • Agreeing local board agreements with local boards
  • Emergency management, including rural fire services
  • 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:

  • 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.

These matters are not repeated in the allocation table.

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:

  • Exemptions under the Fencing of Swimming Pools Act 1987
  • 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-

i.      the impact of the decision will extend beyond a single local board area; or

ii.     effective decision making will require alignment or integration with other decisions that are the responsibility of the governing body; or

iii.    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 Long-Term Plan and forms part of the special consultative procedure for the draft Long-Term Plan.

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 2016.

ThemeLocal Board non-regulatory responsibilities

Local boards are allocated decision-making responsibility for the following non-regulatory activities of Auckland Council.

Governing Body non-regulatory responsibilities

The governing body is allocated decision-making responsibility for the following non-regulatory activities of Auckland Council.

Governance and supportLocal governance including:
  • decision-making and oversight of decisions on local activities
  • development of local policy positions such as determining areas in which activities may take place and local service specifications
  • submissions  to government on legislation where it specifically relates to that local board area only
  • civic duties, engagements and functions in the local area, including citizenship ceremonies and recognition of volunteers.
Regional governance including:
  • decision-making and oversight of decision on regional activities
  • submissions to government on legislation including official submissions of Auckland Council incorporating local board views
  • regional civic duties, engagements and functions.

 

Explanatory notes: 
  • Area plans will require a high degree of involvement from local boards.
  • A local board does not have the power to make submissions or objections on matters where the council is exercising its regulatory responsibilities unless specifically delegated by the governing body.
  • Local boards have a statutory role identifying and communicating the interests and preferences of its communities in relation to policies, plans and bylaws. Processes will need to be identified that enable a local board to fulfil this role where a delegation has not been given.
Auckland DevelopmentLocal planning and development including:
  • local place-shaping activities, including local leadership to create a local identity
  • local strategic visioning, policy making and planning within parameters set by regional strategies, policies and plans
Regional planning including:
  • Auckland Plan, area plans and regional spatial priority areas focusing on growth development and key infrastructure priorities
  • regional strategies, policies and plans
  • Auckland-wide place-shaping activities, including regional leadership to create Auckland's identity.

 

Street environment and town centres including:
  • maintenance of the local street environment and local centres, within parameters set by the governing body
  • improvements to the local street environment and town centres excluding any improvements that are integral to a transformation programme for the centres prioritised for growth as set out in the Auckland Plan
  • naming of roads pursuant to section 319(1)(j) of the Local Government Act 1974.

 

Business area planning including:

  • local economic development plans, projects  and initiatives (including local centre branding and marketing and local business events) within parameters set by regional strategies and policies
  • Business Improvement District (BID) programmes, including the strategic direction (in partnership with the business association), establishment of new BIDs within the parameters set by the BID policy and recommending BID targeted rates to the governing body.

 

Street environment and town centres including:
  • street environment and town centres strategy and policy, including the classification of town centres
  • transformation programmes for the centres that are prioritised for growth as set out in the Auckland Plan

Economic development including:

  • regional economic development strategy and policy, such as Auckland economic development strategy, investment framework and BID policy
  • international relationships, including entering into new relationships and ending existing relationships
  • Auckland-wide economic development programmes and initiatives, including regional business events, and branding and marketing for the central city, metropolitan centres and centres prioritised for growth as set out in the Auckland Plan.
Explanatory notes:
  • Regional strategies and policies are not intended to be prescriptive or unduly restrict the decision-making role of local boards.  Where they relate to local activities, they provide regional parameters within which local boards then make decisions on local activities.
  • Development of the city centre waterfront is the responsibility of Waterfront Auckland / Development Auckland.
  • Auckland Transport has significant decision-making responsibilities within the street environment and town centres
  • A number of agencies will be involved in the delivery of transformation programmes.
  • Major events, tourism and visitor centres, and business attraction and development are the responsibility of ATEED
Parks, Community and Lifestyle Local community services including:

Arts and culture including:

  • the specific location, design, build and fit out of new local arts and culture facilities within budget parameters agreed with the governing body
  • the use of local arts and culture facilities, including changes of use.
  • local arts and culture projects, initiatives and events
  • local public artwork and local public art programmes
  • local community funding and grants
  • tailoring regional arts and culture programmes and events to local needs.

 

Regional community services including:

Arts and culture including:

  • any new arts and culture facilities acquired for an Auckland-wide purpose or function
  • the number and general location of all new arts and cultural facilities and the prioritisation of major upgrades to all existing arts and culture facilities
  • the use of regional arts and  culture facilities.
  • regional arts and culture strategy and policy
  • regional arts and culture programmes and events
  • regional public artwork and regional public art programmes
  • development, maintenance and access to the regional visual arts collection, including exhibitions and interpretive programmes
  • region-wide community funding and grants
  • regional arts and culture programmes, which can be tailored to local needs.

Events including:

  • attraction, development, delivery and promotion
  • sub-regional events which are the responsibility of the local board in which the event is located, in collaboration with other affected local boards
  • local events sponsorship, funding and grants
  • tailoring regional events programmes to local needs.

 

Events including:

  • regional events strategy and policy, including region-wide events plan
  • coordinating regional events, including attraction, development, delivery and promotion
  • regional events sponsorship, funding and grants
  • regional events programmes, which can be tailored to local needs.
Community development and facilities including:
  • plans, projects and initiatives specific to the local area
  • tailoring region-wide community development and safety programmes in the local area
  • facilitating community-led placemaking and development initiatives
  • community advisory services
  • local community funding and grants.
  • the specific location, design, build and fit out of new local community facilities within budget parameters agreed with the governing body
  • the use of local community facilities, including leasing and changes of use.
Community development and facilities including:
  • Auckland-wide community development strategy and policy
  • Auckland-wide community development and safety programmes which can be tailored to local needs
  • Auckland-wide community funding and grants.
  • the number and general location of all new community facilities and the prioritisation of major upgrades to all existing community facilities
  • the location design and use of any new community facilities developed for an Auckland-wide purpose
  • social housing, such as housing for the elderly.

Libraries including:

  • the specific location, design, build and fit out of new local libraries within budget parameters agreed with the governing body
  • the design and type of community facilities within local libraries
  • the use of local libraries including local exhibitions, programmes and events within local libraries.

 

Libraries including:

  • libraries strategy and policy
  • the number and general location of all new libraries and the prioritisation of major upgrades to existing libraries
  • the libraries' collection policy and practice (including development and maintenance of all library collections)
  • regional exhibitions, programmes and events within libraries
  • the mobile library service
  • the central library, other than the ground and first floors.
Explanatory notes:
  • Definitions of local and regional events are set out in schedule 2 in accordance with the Auckland Council Events Policy.
  • Regional events facilities and amenities are the responsibility of Regional Facilities Auckland (RFA). These include the Viaduct Events Centre, stadium management, The EDGE, Auckland Zoo and the Auckland Art Gallery.
Parks, Community and LifestyleLocal parks, sport and recreation including:

Recreation facilities and initiatives including:

  • the specific location, design, build and fit out of new local recreation and sports facilities within budget parameters agreed with the governing body
  • the use of local recreation facilities and initiatives including leasing and changes of use
  • local recreation and sports programmes
  • community funding and grants
  • tailoring regional recreation and sports programmes to local needs.
Regional parks, sport & recreation including:

Recreation facilities and initiatives including:

  • any new recreational facilities developed for an Auckland-wide purpose or function
  • the number and general location of all new recreation and sports facilities (including sports stadiums) and the prioritisation of major upgrades to all existing recreation and sports facilities
  • the use of regional recreation and sports facilities (including sports stadiums)
  • coordination of the use of recreation and sports facilities on a regional basis
  • regional recreation and sports strategy and policy
  • regional recreation and sports programmes, which can then be tailored to local needs
  • regional community funding and grants

Parks including:

  • the specific location of new local parks (including the prioritisation for acquisition) within budget parameters agreed with the governing body
  • reserve management plans for local parks
  • local parks improvements and place shaping
  • the use of and activities within local parks, such as community events and community planting programmes
  • cemeteries that are no longer in regular active use and are functioning as local parks
  • naming of local parks.

Parks including:

  • any new parks acquired for an Auckland-wide purpose or function
  • regional open space strategy and policy, including open space network plan and volcanic cones strategy
  • reserve management plans for regional parks
  • the number and general location of all new parks and the prioritisation of major upgrades to existing parks (including sports fields within parks)
  • the use of and activities within regional parks
  • acquisition and divestment of all park land, including the disposal of surplus parks
  • coordination of the use of all sports fields on a regional basis
  • Open cemeteries.
Explanatory notes:
  • Regional sports facilities (including sports stadiums) are generally the responsibility of Regional Facilities Auckland (RFA).
Environmental Management and RegulationLocal environmental services including:
  • local environmental initiatives and projects
  • facilitating community-led placemaking and development initiatives
  • local stormwater quality projects within regional frameworks
  • local waste management plans and projects within regional parameters set out in the Waste Minimisation and Management Plan
  • the Te Arai Drainage District, the Okahuhura Drainage Area and the Glorit Drainage District.  This allocation of decision-making responsibility is to the Rodney Local Board.
Solid waste and environmental services including:
  • regional environmental, heritage and urban design strategy, policy and guidelines
  • Auckland-wide environmental programmes and projects
  • waste management, including the Waste Minimisation and Management Plan
  • landfill management
  • environmental research and monitoring.

Stormwater management including:

  • the stormwater network, including catchment management plans.

 

 

Relevant to each group of activities/ areaLocal board non-regulatory responsibilitiesGoverning body non-regulatory responsibilities
Fees and chargesSetting of fees and charges for local activities excluding:
  • library collections fees and charges; and
  • any fees and charges for local activities that are set on a region-wide basis by the governing body in a regional policy.
Setting of fees and charges for the governing body activities and:
  • Auckland-wide fees and charges for local activities that are set by the governing body in a regional policy
  • library collections fees and charges.
Service specificationsSetting of service specifications for local activities subject to any minimum service specifications that the governing body has decided, for policy reasons, to set on an Auckland-wide basis.Setting of service specifications for governing body activities and minimum service specifications for local activities where the governing body decides to do so for policy reasons.
ProcurementProcurement for local activities excluding:
  • procurement of major service delivery contracts (such as maintenance, security and cleaning contracts) for Auckland-wide local assets and facilities on a coordinated basis.
Procurement for the governing body activities and
  • procurement of major service delivery contracts (such as maintenance, security and cleaning contracts) for Auckland-wide local assets and facilities on a coordinated basis
  • the procurement policy for Auckland Council.
Explanatory notes:
  • There are significant efficiencies to be gained by the governing body procuring some contracts on a larger scale or a coordinated basis. This is likely to cover areas like parks and facilities maintenance, security and cleaning, which involve local and regional assets and facilities across Auckland. (The guidelines for procuring these types of contracts will be contained in the procurement manual. Procurement for most local activities will though, remain a local board decision-making responsibility).
  • Local boards will set the service specifications as they relate to their local area as set out in the allocation above.
Asset renewalMaintaining service capacity and integrity of local assets throughout their useful life in accordance with Auckland-wide parameters and standards set by the governing body.Maintaining the service capacity and integrity of regional assets throughout their useful life and setting Auckland-wide parameters and standards for all asset management planning.
Explanatory notes:
  • The local board's asset renewal decision-making responsibility is within the framework and standards set by the governing body to ensure regional consistency
Other activities of Auckland CouncilblankAll other non-regulatory activities of Auckland Council

Schedule 1- Governance of parks

55.  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

Hunua Ranges

Long Bay

Mahurangi

Muriwai (excluding Muriwai Village Green)

Mutukaroa / Hamlins Hill

Omāna

Pakiri

Puketutu Island

Scandrett

Shakespear

Tapapakanga

Tawharanui

Tawhitokino

Te Ārai

Te Muri

Te Rau Pūriri

Waharau

Waitākere Ranges

Waitawa

Wenderholm

Whakanewha

Whakatiwai

Land contiguous with Regional Parks
Relevant Regional ParkLand to be amalgamated into adjacent Regional Park
Long BayPiripiri ParkSection 1 SO 70452
MahurangiScott Point Reserve, Te Kapa Peninsula (subject to continued 24 hour public access)Lot 15 DP 44711
Sec 216 Mahurangi Village SO 43441
Lot 14 DP 11711
MuriwaiOaia Reserve, MuriwaiLot 11 DP 58521
Te AraiTe Ārai Reserve (subject to continued 24 hour public access)Lot 1 DP 66227
Lot 1 DP 59556
Waitākere RangesMārama Plantation Reserve, Little HuiaLot 12 DP 27798
Douglas Scenic ReserveLot 31 DP 77453
Rāroa ParkLot 100 DP 21358
Parkland surrounding Waitākere  Quarry Scenic ReserveLot 2 DP 193044
Karekare ReserveLot 31 DP 40109
Lone Kauri Road - 3 reservesLot 99 DP 42402
Lot 106 DP 42402
Lot 107 DP 42402
South Piha Plantation ReserveLot 77 DP 31268
Lake Wainamu Scenic ReserveSection 3 Block 1/Waitakere SD/
Tasman View EsplanadeLot 90 DP 42223
Lake Wainamu WalkwayPt Waitakere 1A (Easement over lake edge only)
Waitoru Reserve, Bethells RdPt Allotment 5 PSH OF Waitakere

56.  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)

57.  Post settlement governance entities have governance responsibility for the following reserves.

Park nameGovernance entity Relevant legislation
Parakai Recreation ReserveParakai Recreation Reserves BoardNgāti Whātua o Kaipara Claims Settlement Act 2013
Whenua Rangatira Ngāti Whātua o Orākei Reserves BoardOrākei Act 1991

58.  The governing body has responsibility for land contiguous to maunga governed by the Maunga Authority. The Nga Mana Whenua o Tāmaki Makaurau Redress Act 2014 provides for the transfer of administration by the Council of these lands to the Maunga Authority at the discretion of the governing body.

Land contiguous with parks subject to Treaty of Waitangi settlement
Park subject to Treaty of Waitangi SettlementContiguous council owned land allocated to the governing body
Maungawhau (Mt Eden)Lot 1 DP 131932
Maungarei (Mt Wellington)Lot 200 DP 436081
Ōhinerau (Mt Hobson)Pt Allotment 2 SECT 11 SBRS OF Auckland
Ōhuiarangi (Pigeon Mt)Lot 182 DP 98841
Lot 183 DP 98841
Section 1 SO 434440
Section 2 SO 434440
Section 3 SO 434440
Allotment 19 SECT 5 SM FMS NEAR Howick
Land contiguous with parks subject to Treaty of Waitangi settlement
Ōtāhuhu (Mt Richmond)Lot 1 DP 47429
Lot 2 DP 47429
Lot 3 DP 47429
Lot 4 DP 47429
Lot 5 DP 47429
Lot 6 DP 47429
Lot 7 DP 47429
Lot 8 DP 47429
Pt Lot 10 DP 47429
Mt Albert Lot 29A DP 17682
Lot 19 DP 58177
Lot 59 DP 16603
Mt St JohnLot 1 DP 334602
Lot 2 DP 413830
Lot 13 DP 20564
Lot 2 DP 35331
Te Tātua a Ruikiuta (Big King)Lot 4 DP 44196
Lot 3 DP 44196
Lot 5 DP 108794
Lot 4 DP 21107
Lot 5 DP 108794
Lot 1 DP 108794
Pt Allotment 80 SECT 10 SBRS of Auckland

59.  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.

60.  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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