Agenda of Māngere-ŌtāhuhuLocal Board

Māngere-Ōtāhuhu Local Board

15 June 2016

ITEM TABLE OF CONTENTS PAGE

1 Welcome 5

2 Apologies 5

3 Declaration of Interest 5

4 Confirmation of Minutes 5

5 Leave of Absence 5

6 Acknowledgements 5

7 Petitions 5

8 Deputations 5

8.1 Deputation - Inspector Jason Hewett, Area Commander, Counties Manukau West 5

8.2 Deputation - D65Fitness - FITLIFE Dome Project 6

9 Public Forum 6

9.1 Public Forum - Friends of the Farm in Mangere Bridge and ME Family Services 6

10 Extraordinary Business 6

11 Notices of Motion 7

12 Manukau Ward Councillors Update 9

13 Auckland Transport Update - June 2016 11

14 Mangere-Otahuhu Quick Response Round Four 2015/2016 19

15 Approval to lease part of Old School Reserve, Mangere, to the Cook Islands Ta’okotai’anga Charitable Trust for an early childhood education centre 27

16 Nga Tapuwae Community Centre and Otahuhu Town Hall Community Centre Incorporated funding agreements and licences to occupy and manage 35

17 Progress Report for Otahuhu (Toia) 43

18 Funding for short term use of 12-16 High Street, Ōtāhuhu 49

19 Māngere Bridge Community Safety Report 53

20 Alcohol Ban for Portage Canal Foreshore Reserve 57

21 Mangere Otahuhu Local Board Open Space Network Plan 75

22 New Road Name Approval for proposed new roads by Kreative Projects Limited at 10, 20 and 30 Bukem Place, Mangere 165

23 Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund 171

24 Parks, sport and recreation draft annual work programme financial year 2016-2017 187

25 Community Lease Work Programme 2016/2017 195

26 Māngere-Ōtāhuhu Local Board Community Facilities Renewals Work Programme 2016/2017 199

27 Māngere-Ōtāhuhu Local Board Libraries Work Programme 2016/2017 203

28 Mangere-Otahuhu Local Board Arts, Community and Events Work Programme 2016/2017 207

29 Adoption of Local Board Agreement 2016/2017 219

30 Health, Safety and Well-being May 2016 Update 243

31 Local Board input into the Empowered Communities Approach Progress Update Report 245

32 Māngere-Ōtāhuhu Local Board Feedback on the Auckland Council Sports Facilities Investment Plan discussion document 249

33 Smoke-free Policy Review 259

34 Māngere-Ōtāhuhu Local Board's comments on the Review of the Gambling Venue Policy 277

35 For Information: Reports referred to the Māngere-Ōtāhuhu Local Board 297

36 Mangere-Otahuhu Local Board Members - Portfolio, Outside Organisations and BID Updates 333

37 Chairpersons Announcements 339

38 Consideration of Extraordinary Items

1 Welcome

2 Apologies

At the close of the agenda no apologies had been received.

3 Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

4 Confirmation of Minutes

That the Māngere-Ōtāhuhu Local Board:

a) confirm the ordinary minutes of its meeting, held on Wednesday, 18 May 2016, as a true and correct record.

5 Leave of Absence

At the close of the agenda no requests for leave of absence had been received.

6 Acknowledgements

At the close of the agenda no requests for acknowledgements had been received.

7 Petitions

At the close of the agenda no requests to present petitions had been received.

8 Deputations

Standing Order 3.20 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Māngere-Ōtāhuhu Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

8.1 Deputation - Inspector Jason Hewett, Area Commander, Counties Manukau West

Purpose

1. Inspector Jason Hewett, Area Commander, Counties Manukau West would like to update the board on police business and issues for the Mangere-Otahuhu Local Board area.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board thanks Inspector Jason Hewett for his attendance and presentation.

8.2 Deputation - D65Fitness - FITLIFE Dome Project

Purpose

1. John Mann from D65Fitness would like to update the board on the FITLIFE Dome Project.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board thanks John Mann for his attendance and presentation.

9 Public Forum

A period of time (approximately 30 minutes) is set aside for members of the public to address the meeting on matters within its delegated authority. A maximum of 3 minutes per item is allowed, following which there may be questions from members.

9.1 Public Forum - Friends of the Farm in Mangere Bridge and ME Family Services

Purpose

1. Friends of the Farm in Māngere Bridge and ME Family Services would like to update the board on what they have been doing in the community over the past year, particularly around waste management at community events/festivals in the Māngere-Ōtāhuhu Local Board area.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board thanks Friends of the Farm and ME Family Services for their attendance and presentation.

10 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

11 Notices of Motion

At the close of the agenda no requests for notices of motion had been received.

Māngere-Ōtāhuhu Local Board

15 June 2016

Auckland Transport Update - June 2016

File No.: CP2016/11795

Purpose

1. This report updates the Mangere-Otahuhu Local Board (MOLB) on the current status of its Local Board Transport Capital Fund projects, responds to resolutions made by the MOLB and issues raised by board members; and provides information on matters of specific application and interest to the MOLB.

Executive summary

2. This report contains a general monthly update on transport matters both locally and from across Auckland and of issues currently being addressed by Auckland Transport for the MOLB. This includes responses to MOLB resolutions, decision-making and general information related to MOLB objectives.

3. This month no decisions are required by the MOLB but the report provides information about the following matters that the MOLB has an interest in:

· A response to Resolution Number: MO/2016/53

· An update about the Mangere Town Centre Bus Station;

· Local Board Transport Capital Fund updates; and

· An update about how Auckland Transport is working to support the MOLB’s advocacy for a better public transport.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Receives the Auckland Transport Update – June 2016 report.

Comments

Responses to resolutions

4. The following paragraphs record Auckland Transport’s responses to recent resolutions of the MOLB. The resolutions are recorded in full, in italics, and the response is underneath:

Resolution Number: MO/2016/53

c) Notes that Auckland Transport does not agree with and will not facilitate providing signage to ensure dedicated local board member parking at the rear of the local board office at Shop 17, Māngere Town Centre, 93 Bader Drive.

d) Requests the Chief Executive of Auckland Transport to re-examine the provision of parking at the Māngere-Otahuhu Local Board office for local board members, as a practical response to this request and the policies of Auckland Council that support elected members’ in carrying out their roles and functions.

e) Requests that Auckland Transport provide regular reporting to the board on transport renewals in the local board area.

5. The first two sub para’s of the ‘Resolution’ (c) and (d) are currently being addressed. At the time this report was written the request was still being discussed between departments. It is not a maintenance matter and there has been a change of personnel in the Parking team which is the next logical group to address the matter. Auckland Transport expects to be able to provide a verbal response at the next meeting and then provide a formal written response at a future meeting.

6. With regards to sub para (e) Auckland Transport can provide a further update to the information provided last month.

7. The local board’s request for more information about renewals is being addressed. It is proposed that a monthly planned work programme will be included in future reports.

8. A start date has not been confirmed yet because there are some minor technical issues that need to be resolved. When these are dealt with, Auckland Transport will provide this information monthly in a table in the Monthly Update Report.

Mangere Town Centre Bus Station

9. A key MOLB advocacy initiative is for the local board area to have “a great public transport network that is easy to get to, frequent and reliable”.

10. Auckland Transport can report that it is supporting the MOLB’s initiative. The Mangere Town Centre Bus Station project is progressing well. The project team have met with the MOLB on a couple of occasions already and will present and discuss design options with the members on 9 June 2016.

Retail Strategy for the Public Transport Network

11. A MOLB advocacy initiative is for the local board area to have “a great public transport network that is easy to get to, frequent and reliable”. Auckland Transport can report that it is supporting the MOLB’s initiative by working to make train travel safer and more comfortable.

12. One way AT is supporting this advocacy initiative is by developing retail opportunities on the rail network and at key bus stations. The aim is to create a friendlier and more social environment at public transport centres encouraging more people to use them.

13. Recently Auckland Transport Metro commenced a ‘Retail Strategy Implementation Project’ that will contribute to this advocacy initiative.

14. The strategy started by establishing a coffee vendor trial at Papakura Station. The trial period is coming to an end soon and the experiment appears to have been successful. This paves the way for future trials and ‘pop-up’ coffee trials are planned for later in 2016 or early 2017 at the Otahuhu Bus / Rail Interchange.

15. New infra-structure is being designed with the provision for retail space (i.e. access to power, water and sheltered-space), the aim being to create well-populated safe transport hubs.

16. Before this though, Auckland Transport is carrying out convenience vending trials at eight rail station platforms ahead of a possible network wide ‘roll out’. The trial stations represent a geographic spread, a mix of station layouts, different demographics and types of interchanges. The trial stations closest to the MOLB area are Puhinui and Manukau.

Super Gold Card Changes

17. In June 2015 the Ministry of Transport announced changes to the Super Gold public transport scheme as a result of a targeted review to consider how the scheme is operating under its current guidelines and how the guidelines might change to keep the scheme affordable in the future.

18. Super Gold Card holders will still have free use of public transport but a key change resulting from the review is that from 1 July 2016, Super Gold cardholders will need to use smartcards such as Auckland Transport HOP, where available, to access the free travel through the scheme. Super Gold cardholders will need to purchase the appropriate smartcard for each region in which they want to travel.

19. From 1 July 2016, Super Gold customers in Auckland will need to use an AT HOP card with a Super Gold concession in order to continue to access free travel on trains, and selected buses and ferries, after 9am weekdays and all day on weekends and public holidays. (To purchase an AT HOP card with the minimum $5 credit loaded will cost individuals $15 each.)

20. This change will ensure that accurate data is collected on the use of the scheme by Super Gold cardholders. This will help with future transport planning and provide a better understanding of the costs of the scheme.

21. The Government considered whether smartcards could be issued to each Super Gold cardholder free of charge. The cost was found to be prohibitive as funding cards through the scheme would divert a substantial amount of funding from providing travel through the scheme. Super Gold cardholders will be required to purchase their own smartcards.

22. A large scale marketing campaign is planned to inform Super Gold customers of the change and the MOLB will be kept informed of plans and progress, and briefings are being organised.

Simplified Fares

23. Auckland Transport continues to support the MOLB advocacy initiative to have “a great public transport network that is easy to get to, frequent and reliable”. Auckland Transport can report that it is supporting the MOLB’s initiative by working to make train travel more convenient.

24. Auckland Transport is making fares easier to understand and fairer for all to support the New Network that is being rolled out across Auckland. For some time Auckland Transport has worked with the community (including local boards) to redesign the current fare system and is introducing the new simplified zone fare system.

25. This system will divide Auckland into a number of fare zones as shown in the map below (Figure 1). Commuters will be able to travel within a zone regardless of whether they are on a bus or train without buying a new ticket. Zonal charging allows for easy transfer between buses, trains and ferries.

Figure One: Auckland Fare Zones

26. Consultation on simplified zones fares ran from Monday 11 May to Friday 5 June 2015. Local boards had detailed consultation sessions and suggestions made by the local boards for how the zones should work around Manukau transport interchange and around Onehunga have been included in the plan.

27. Implementation of the new fares is expected in mid-2016.

Future Streets

28. The Future Streets project is the MOLB’s largest Local Board Transport Capital Fund project and involves re-modelling a number of streets in Mangere to make them safer and friendlier for pedestrians and cyclists. The aims being to make the area safer and encouraging active modes of transport.

29. The project continues to move forward and aspects of the build are being confirmed:

30. A summary of key activities in May:

· Mascot Ave - Physical works are going well and at the time this report was written are about 50% complete. A request to move the pram crossing at the north end of Mascot Ave so that is directly in front of the Samoan Consulate is being considered.

· Closure of Windrush Close – Public consultation is complete and is generally favourable. The issues raised were able to be addressed. The key issues can be summarised as follows:

o Whether lighting would be improved? Auckland Transport responded that lighting would be increased.

o Whether speed bumps had been considered? Auckland Transport responded that speed bumps were considered and that the closure was a better, more convenient solution.

o Would emergency service vehicles still be able to get to houses in the street? Auckland Transport responded that Police, Fire and Ambulance had all been spoken to and were happy with the proposal.

· Windrush to Waddon Walkway – The ducting for the street lighting within the park has been completed and it is planned that work on the speed table tactile surfacing at the north entrance will start this month.

· Windrush to Mascot Walkway – This part of the project is almost finished.

Local Board Transport Capital Fund (LBTCF):

31. In this electoral term the MOLB has identified a number of projects in the local board area and has authorised expenditure of LBTCF to deliver them. This section of the report provides an update on progress - see the summary below.

Figure 4: LBTCF Summary

32. In this electoral term the MOLB has identified six projects and these are discussed in detail in Attachment A.

MOLB Consultations:

33. Auckland Transport provides the MOLB with the opportunity to comment on transport projects being delivered in this local board area.

34. In this reporting period no projects were circulated for comment by the MOLB.

Attachments

No.	Title	Page
a View	Summary of Mangere-Otahuhu Local Board Transport Capital Fund Projects	17

Signatories

Authors

Ben Stallworthy Elected Member Relationship Manager , Auckland Transport

Authorisers

Jonathan Anyon – Manager Elected Member Relationship Unit

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Mangere-Otahuhu Quick Response Round Four 2015/2016

File No.: CP2016/10681

Purpose

1. To present to the Māngere-Otahuhu Local Board the applications received for the 2015/2016 Quick Response Round Four grant programme. The local board is required to fund, part-fund or decline these applications.

Executive summary

2. The Mangere-Otahuhu Local Board has a total community grants budge of $137,000 for the 2015/2016 financial year.

3. To-date a total of $164,674 has been allocated from the two local grant rounds and four quick response grant rounds resulting in an overspend of $27,674, allocated from the local events budget. The local events budget is now $0.00.

4. Twenty two applications have been received for this quick response grant round, with a total request of $39,052. Any grants approved in this round, will be allocated from the community response budget. One application is for a project which has already taken place before the decision date.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Approves, grants or declines the 2015/2016 Quick Response Round Four applications listed in Table One:
Table One: Māngere-Otahuhu Quick Response Round Four applications

Application ID and Project Focus	Applicant	Project	Amount Requested
QR1609-415 Arts and culture	Mangere Bridge Progressive Business Association Inc.	Towards the purchase of food for a hāngī to be held at the conclusion of a bike tour of the Mangere Bridge Art Trail to be held on 17 October 2016; and canvas printed display banners outlining the history of settlement of the area.	$2,000
QR1609-402 Arts and culture	The Graduate Choir NZ Trust	Towards the production and promotion costs of the "Hear Our Voices" concert to be held at Vodafone Events Centre, Manurewa on 9 September 2016.	$2,000
QR1609-413 Community	Auckland Deaf Society Inc.	Towards the purchase of 10 tablet computers.	$2,000
LG1609-208 Community	Communicare CMA (Auckland) Inc.	Towards 2016/2017 venue hire of the Mangere Otahuhu Netball Centre, 1 Court Town Close, Mangere for the Mangere Friendship Centre weekly meetings.	$510
QR1609-422 Community	Life Education Trust South-Eastern Auckland (t/a Life Education Counties Manukau)	Towards the project delivery costs of the Life Education programme for 80 students at Mt Richmond Special School, Otahuhu during June 2016.	$1,433
QR1603-406 Community	Lotofale'ia Mangere Methodist Youth	Towards the cost to hire the Presbyterian camp at Hunua food and transport costs for a youth camp for 50 young people from 15 - 17 July 2016.	$2,000
QR1609-407 Community	Mangere East Family Service Centre Inc. (on behalf of 275 Times)	Towards the cost of printing 4,000 copies of the “275 Times” community paper from July to November 2016 (inclusive).	$2,000
QR1609-405 Community	Otahuhu Town Hall Community Centre	Towards the cost of catering for Otahuhu community network meetings between June and November 2016.	$1,984
QR1609-423 Community	Otahuhu Town Hall Community Centre	Towards bus hire, entrance fees and snack food for the playgroup to visit Kelly Tarlton's Sea Life Aquarium on 8 July 2016.	$780
QR1609-419 Community	Tamaki ki Te Tonga District Maori Wardens Association	Towards catering, high visibility jackets, torches, radio-telephone maintenance and air-time for a Maori warden service in Otahuhu.	$1,500
QR1609-424 Community	Te Whare Marama O Mangere Trust	Towards tools, garden supplies, ingredients for cooking classes and childcare costs for the Toiora Healthy Living Programme for 50 participants between July 2016 and June 2017.	$2,000
QR1609-416 Community	Youthline Auckland Charitable Trust	Towards the purchase of 10 tablets for use by youth workers in the Mangere-Otahuhu area.	$2,000
QR1609-412 Events	Otahuhu Town Hall Community Centre Inc.	Towards catering, plant hire, awards and trophies for the 2016 young leaders graduation ceremony, for up to 100 people, to be held at the Otahuhu Town Hall on 24 August 2016.	$2,000
QR1609-417 Events	Samoa Atia'e I Magele Inc.	Towards venue hire, food, koha for facilitators and special guest speakers, transport and organiser's costs for a series of presentations from Samoan chiefs and orators to be held at 272 Massey Road between 1 July and 30 August 2016.	$2,000
QR1609-428 Historic heritage	Te Haanui Charitable Trust	Towards the cost of staging a Kiingitanga Exhibition at Mangere Bridge, Mangere East and Otahuhu libraries between 1 July 2016 and 14 April 2017.	$2,000
QR1609-404 Sport and recreation	Auckland Provincial German Shepherd Dog League	Towards the 2016/2017 rates for the property at 10 Hall Avenue, Otahuhu.	$1,000
QR1609-421 Sport and recreation	Delwyn Savage	Towards the cost of trophies for players at the end-of-year prizegiving and team photos.	$543
QR1609-409 Sport and recreation	Natasha Toki-Mautairi	Towards the purchase of 20 tracksuits (fifteen for players, five for others) for members of the Otahuhu Blue under 9s rugby league team.	$1,486
QR1609-420 Sport and recreation	Nicole Havea	Towards the cost of tracksuits for the 16 members of the Otahuhu Blue Leopards under seven's rugby league team for the recognition day to be held 22-23 July 2016.	$1,000
QR1609-426 Sport and recreation	Sport Waitakere	Towards t-shirts; venue and bus hire for the “Iwi of Origin 2016” event at Bruce Pulman Park, Papakura on 9 October 2016.	$2,000
QR1609-425 Sport and recreation	The Rising Foundation Trust	Towards the purchase of sports equipment.	$1,816
QR1609-410 Arts and culture	Manukau Performing Arts Inc.	Towards the cost of lighting and sound for a production of "Dream Girls" to be held at Spotlight Theatre, Papatoetoe between 4 and 18 June 2016.	$5,000
Total amount requested			$39,052

Comments

5. The implementation of the new Community Grants Policy commenced on 1 July 2015. The policy supports each local board to adopt a grants programme for 2015/2016 and the Māngere-Otahuhu Local Board adopted its grants programme on 15 April 2015 under Resolution Number MO/2015/50 (see Attachment A).

6. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

· grant types, the number of grant rounds and when these will open and close

· any additional accountability requirements

7. The Mangere-Otahuhu Local Board has a total community grants budget of $137,000 for the 2015/2016 financial year.

8. To-date a total of $164,674 has been allocated from the two local grant rounds and four quick response grant rounds resulting in an overspend of $27,674, allocated from the local events budget. The local events budget is now $0.00.

9. Twenty-two applications have been received for this quick response grant round, with a total request of $39,052. Any grants approved in this round, will be allocated from the community response budget. One application is for a project which has already taken place before the decision date.

Consideration

Local board views and implications

10. Local boards are responsible for the decision-making and allocation of local board community grants. The Māngere-Otahuhu Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the local board grant programme.

11. The applications were considered by the board at a workshop held on 1 June 2016.

12. The board is requested to note that section 50 of the Community Grants Policy states “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time.

Māori impact statement

13. The provision of community grants provides opportunities for all Aucklanders to undertake projects, programmes, activities that benefit a wider range of individuals and groups, including Maori. As a guide for decision-making, in the allocation of community grants, the new community grants policy supports the principle of delivering positive outcomes for Maori.

14. Three applicant organisations and one applicant individual have identified themselves as Maori. Nine applicants have indicated their project will target Maori or Maori outcomes.

Implementation

15. The allocation of grants to community groups is within the adopted Long Term Plan 2015-2025 and local board agreements.

16. Following the Māngere-Otahuhu Local Board allocating funding for quick response grants round five, Commercial and Finance staff will notify the applicants of the local board’s decision.

Attachments

No.	Title	Page
a View	Mangere-Otahuhu Local Board Grant Programme 2015/2016	23
b	Mangere-Otahuhu Round Four Quick Response 2015/2016 Grant Application Summaries (Under Separate Cover)

Signatories

Authors

Jenny Young - Community Lease Advisor

Authorisers

Marion Davies - Community Grants Operations Manager

Jennifer Rose - Operations Support Manager

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Approval to lease part of Old School Reserve, Mangere, to the Cook Islands Ta’okotai’anga Charitable Trust for an early childhood education centre

File No.: CP2016/11575

Purpose

1. To amend the approval granted in February 2016 (MO/2016/7). The original leased area in the February 2016 report was granted for approximately 436m2. This report requests amending the approved area granted to now reflect a leased area of approximately 640m2. The grant of lease is to the Cook Islands Ta’okotai’anga Charitable Trust (operating as the Cook Islands Development Agency New Zealand) for part of Old School Reserve, Mangere, for an early childhood education centre.

Executive summary

2. The Cook Islands Ta’okotai’anga Charitable Trust (the Trust) as the community lease holder in conjunction with the Cook Islands Development Agency New Zealand (CIDANZ), are seeking to establish an early childhood education centre (ECE) on Old School Reserve (283-289 Kirkbride Road, Mangere).

3. The Local Board provided approval at their February 2016 meeting, to an agreement to lease to the Trust to establish an ECE facility approximately 436m2 in size to accommodate 30 children on Old School Reserve. This approval was subject to a number of conditions being met. Refer to Attachments A and B for a location and site plan.

4. CIDANZ wish to increase the size of the facility to approximately 640m2 to meet the conditions of the Ministry of Education (MoE) funding agreement which requires that 60 children be accommodated. The Trust has stated there is no intention to extend beyond this size in the future.

5. The ECE will be located close to two existing ECE centres within Old School Reserve to create a hub and consolidate the buildings on the site. Staff consider the increase in size to that originally proposed, will have minimal impact on the amenity and use of the park.

6. To facilitate the development of the ECE, approval to lease for a 2 year period is sought, with a one year period of renewal if required. This is subject to public consultation under the Local Government Act 2002 (LGA). Consultation has been undertaken for the original proposal. Further consultation will now be required for the revised proposal.

7. Should consultation result in the proposal progressing, CIDANZ will finalise the location and design of the facility in consultation with council, secure the necessary regulatory consents to undertake the development and then develop the site.

8. Once the ECE has been constructed it is proposed that the Trust will enter into a community lease for the site. The terms of the lease will align with the LGA and Auckland Council’s Community Occupancy Guidelines 2012

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Amend the Local Board Resolution number MO/2016/7 parts (a) and (b) to increase the leased area being granted from that of 436m2 to the new leased area size of approximately 640m2.

Comments

9. The Cook Islands Ta’okotai’anga Charitable Trust (the Trust) currently lease the community house, shed and immediately adjacent land on Old School Reserve (283-289 Kirkbride Road, Mangere). In 2011 the Trust was restructured with a development arm under the trading name Cook Islands Development Agency New Zealand (CIDANZ).

10. CIDANZ, in conjunction with the Trust as the community lease holder, are seeking to develop a community innovation and events hub on Old School Reserve for New Zealand Cook Islanders and the wider community. Part of this vision includes the development of a Cook Island Early Childhood Centre (ECE) (refer Attachments A and B for location and site plans). The location of the ECE is identified by the Ministry of Education (MoE) as a priority one area.

11. The Local Board at their 17 February meeting granted an approval to lease to the Trust for the development of an ECE, 436m2 in size to accommodate 30 children. CIDANZ are now requesting that the approval be revised to enable the ECE to accommodate 60 children which will require an increase in the size of the facility to approximately 640m2 (building 320m2, outside area 320m2). This reflects the MoE funding agreement which is based on 60 places to ensure viability of the facility. CIDANZ has stated that there will be no requirement to expand this facility in the future. Should the proposal proceed the anticipated timeframe for construction is 2016.

12. The portion of Old School Reserve where the ECE is proposed is held in fee simple and is managed as a park under the Local Government Act 2002 (LGA). It is zoned for community purpose buildings and indoor recreation facilities (POS4) in the Auckland Council District Plan (Manukau section) which contemplates pre-school education facilities.

13. Staff have assessed the revised proposal and consider the ECE will have minimal impact on the park and its current users. The ECE will be located in close proximity to two existing ECE buildings on the eastern side of the park. This is considered beneficial from a shared activity perspective and will consolidate the buildings in one area.

14. The Local Board approval required that the ECE proposal be publicly notified under the LGA. While consultation has been undertaken, further consultation will be required on this revised proposal.

15. If public notification results in no objections, then an agreement to lease can be granted. This allows the club surety of tenure while enabling the council the opportunity to ensure certain requirements are met.

16. The requirements include CIDANZ finalising the plans in consultation with council staff (location, design, access and parking), showing they have funding in place to cover the costs of construction before they begin and that all regulatory consents are in place. Construction and reinstatement works can be managed by conditions set by the Manager Local Parks. These requirements are the same as those considered by the local board in February.

17. The agreement to lease has been granted for two years, with a one year period of renewal if required. This allows the reserve to be made available for other development opportunities should CIDANZ not continue with their plans.

18. Should submissions be received to the public notification for the intention to lease the reserve, they will need to be considered. The local board has delegated this to a hearings panel at the February meeting.

19. Once the ECE centre has been completed it is proposed that the Trust will enter into a community lease for the site. The terms of the lease align with the LGA and the Auckland Council’s Community Occupancy Guidelines 2012. An agreement to lease is a document attached to a draft of the proposed lease and broad conditions for the lease have been set by way of the February report.

Consideration

Local board views and implications

20. Three workshops have been held with the local board to discuss CIDANZ’s aspirations for the Old School Reserve, including the development of the ECE. The local board has consistently indicated its support for the ECE, recognising that further work is required around exact location and design, access and parking requirements, and park user safety (particularly children).

21. At the 17 February 2016 meeting, the Local Board made the following resolutions (Resolution number MO/2016/7);

That the Māngere-Ōtāhuhu Local Board:

(a) Approve public notification in accordance with the Local Government Act, of the intention to lease approximately 436m² of Old School Reserve (283-289 Kirkbride Road, Mangere) to the Cook Islands Ta’okotai’anga Charitable Trust, for an early childhood education centre.

(b) Approve an agreement to lease, if there are no objections received through the public notification process, to the Cook Islands Ta’okotai’anga Charitable Trust for approximately 436m² of Old School Reserve (283-289 Kirkbride Road, Mangere) for an early childhood education centre for two years commencing 18 February 2016, with a one year period of renewal if required.

(c) Require that the agreement to lease to the Cook Islands Ta’okotai’anga Charitable Trust for an early childhood education centre on Old School Reserve be subject to the following:

i) the final location, detailed design of the facility and vehicle access and parking being agreed with council parks staff;

ii) CIDANZ securing funding for the development of the early childhood education centre prior to the commencement of construction works;

iii) CIDANZ obtaining all regulatory consents required for the planning and development of the early childhood education centre including parking;

iv) construction works and reinstatement of the reserve being subject to conditions to be supplied by the Parks Manager (South).

d) Nominate Members Walter Togiamua, Tafafuna’i Tasi Lauese, Carrol Elliott and Lemauga Lydia Sosene to the hearings panel and delegate to the hearings panel to consider any submissions received following the public notification process and make a decision.

e) Approve that a lease be granted to the Cook Islands Ta’okotai’anga Charitable Trust (upon the successful completion of the project including the issue of a building certificate of compliance) subject to the following terms and conditions:

i) Term - 10 years from the date of compliance with one 10-year right of renewal;

ii) Rent – $1.00 per annum plus GST if demanded;

iii) Provision of a community outcomes plan as approved and attached to the lease document ;

iv) All other terms and conditions in accordance with the Local Government Act 2002 and the Auckland Council Community Occupancy Guidelines 2012.

22. The recommendations within this report fall within the local board’s authority relating to the local recreation, sports and community facilities.

Māori impact statement

23. As per the recommendations made at the February meeting, public and iwi consultation around the ECE proposal was initiated. Further consultation will be required to address the changes proposed to the ECE facility. It is also anticipated that consultation will occur through the resource consenting process.

24. No sites of historic significance have been identified in the District Plan or Proposed Auckland Unitary Plan.

Implementation

25. Costs involved in the preparation of new lease documentation are borne by Auckland Council.

Attachments

No.	Title	Page
a View	Location plan of Old School Reserve	31
b View	Site Plan for Cook Islands Taokotaianga Trust Old School Reserve	33

Signatories

Authors

Sophie Bell - Parks & Open Space Specialists Manager

Christine Benson - Lease Advisor

Authorisers

Mark Bowater - Manager Parks

Rod Sheridan - General Manager Community Facilities

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Nga Tapuwae Community Centre and Otahuhu Town Hall Community Centre Incorporated funding agreements and licences to occupy and manage

File No.: CP2016/09548

Purpose

1. To approve the funding agreements and licences to occupy and manage the community operated centres within the Mangere-Otahuhu Local Board area.

Executive Summary

2. Local boards have a role in determining the term of funding agreements for groups who run local community centres, houses and hubs.

3. The current agreements for Nga Tapuwae Community Centre and Otahuhu Town Hall Community Centre expires on 30 June 2016 and this report seeks a decision from the local board on future funding; the term of the agreement and approval of the licence.

4. There are a three options for the term of funding agreements and licences to occupy and manage, which are:

· continuation of an annual agreement

· a three year term

· a five year term.

5. Staff have developed a criteria to help assess the appropriate term for community operated centres, houses and hubs. Where a group has demonstrated good stewardship of funding previously, has established a stable practice and is performing well, staff recommend that the local board consider a three or five year term. This will enable community groups to plan for the future and maximise the benefits of secure tenure and income.

6. A one year term is recommended for the STRIVE Community Trust and for the Otahuhu Town Hall Community Centre Incorporated. These operating groups are stable, experienced organisations. The groups provide audited annual reports, delivered expected outcomes, reported on time and to the expected standard.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Approve a funding agreement and licence to occupy and manage with STRIVE Community Trust for the year 2016-2017, terminating on 30 June 2017, for the operation of the Nga Tapuwae Community Centre.

b) Approve funding for STRIVE Community Trust of $101,870 to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

c) Approve licence to occupy and manage Nga Tapuwae Community Centre for the STRIVE Community Trust at 253 Buckland Road, Māngere, Auckland being Lot 14 DP 21985 PAR_ID 4979804. Attachment A.

i) Term – 1 year commencing 1 July 2016;

ii) Rent - $1.00 plus GST per term if requested;

d) Approve a funding agreement and licence to occupy and manage with Otahuhu Town Hall Community Centre Incorporated for the years 2016-2017, terminating on 30 June 2017, for the operation of the Otahuhu Town Hall Community Centre.

e) Approve funding for Otahuhu Town Hall Community Centre Incorporated of $91,897 per annum to be adjusted in accordance with Council’s agreed inflationary mechanism, once confirmed.

f) Approve licence to occupy and manage Otahuhu Town Hall Community Centre for the Manage Otahuhu Town Hall Community Centre Inc at 12-16 High Street, Otahuhu being Lot 1 DP 83294 contained in NA39D/35. Attachment B.

i) Term –1 years commencing 1 July 2016;

ii) Rent - $1.00 plus GST per term if requested;

Comments

7. Community facilities are an important part of realising the vision for Auckland to become the world’s most liveable city. They contribute to building strong, healthy and vibrant communities by providing spaces where Aucklanders can connect, socialise, learn and participate in a wide range of social, cultural, art and recreational activities. These activities foster improved lifestyles and a sense of belonging and pride among residents.

8. Local boards exercise oversight of community centres, houses and hubs. Where the facilities are operated by community organisations, local boards approve the funding, licence to occupy and the term of these arrangements.

9. Staff have developed a simple criterion for guiding decision making regarding the term of these agreements.

(a) 1 year term:

A one year term is recommended in a variety of situations such as where a new committee has been recently established or the current governance structure is unstable, a group maybe underperforming or if there are changes in location, buildings or licence terms which need to be worked through by the group in the short term. It could also be where an established organisation is going through significant change in asset portfolio.

(b) 3 year term:

An experienced organisation delivering stable operations or an established organisation with significant change in the membership/governance

A multi-service organisation delivering high service outcomes.

10. At the end of the approved term staff will assess each centre, house and hub against the established criteria and make recommendations to the local board.

Allocating funding for FY 2016-17 and beyond

11. Staff recommendations and comments are outlined in the table below:

Recommended funding for community houses and hubs
Community Group	Term of grant (from 1 July 2016)	Total to be allocated	Purpose of funding	Comment *Info such as how long they’ve run the place and why they’re recommended*
STRIVE Community Trust .	One year	$101,870 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Nga Tapuwae Community Centre	Experienced operator; incorporated in 1992 and managed facility since 2005. Multi-service contracts with government agencies and commercial organisations. Programmes and activities align to LB outcomes. A one year term is proposed to enable a review to be undertaken in the next year, to determine alignment of this arrangement to the community centre level of service.
Otahuhu Town Hall Community Centre Inc	One year	$91,897 to be adjusted in accordance with Councils agreed inflationary mechanism, once confirmed	To deliver the proposed work programme at the Otahuhu Town Hall and Community Centre	Experienced operator; incorporated in 1993 and managed facility since 1991. A year term is recommended to provide flexibility pending a decision on the present site occupied by the Town Hall Community Centre. Programmes and activities align to LB outcomes.

Terms and conditions of grants, and ongoing monitoring

12. Staff will continue to monitor, assess and report progress and performance to Local Board on a regular basis during the term of the grant.

Consideration

Local Board views and implications

13. The recommendations within this report fall within the local board’s allocated authority relating to local, recreation, sport and community facilities.

Māori impact statement

14. Strive Community Trust and Otahuhu Town Hall Community Centre Incorporated endeavour to improve well-being among Māori within the work programmes they deliver. Staff continue to support and build capability to enhance wellbeing and outcomes for Māori.

Implementation

15. Following decision making, staff will finalise the agreement with the operating group.

Attachments

No.	Title	Page
a View	Nga Tapuwae Community Centre Site Plan	39
b View	Otahuhu Town Hall Community Centre Site Plan	41

Signatories

Authors

Jaqueline Puna-Teaukura - Place Mgr (Otara-Papatoetoe, Mangere)

Community Places

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Progress Report for Otahuhu (Toia)

File No.: CP2016/08868

Purpose

1. The purpose of this report is to update the Māngere-Ōtāhuhu board on the performance of Community Leisure Management (CLM) against their contractual obligations. Further, to show how the services are addressing the objectives in the Charter for the recreation precinct – Tōia.

Executive Summary

2. The information included within this report provides an overview of the achievement’s, challenges and outcomes by both CLM (Community Leisure Management) and the Library. Details include programmes, classes, attendance, schools accessing the facility, community groups attending.

3. Also highlighted and detailed are the levels of expertise, certification and training required by the staff to maintain a high standard of service to customers at a facility of this kind.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Receives the Tōia (Ōtāhuhu recreation precinct) progress report.

Comments

Local Board Outcomes

4. 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.

· Pikinema Fitness classes

· Tongan Seniors Wellness programme

· Mahi Tahi - Maori Mental Health Group

· Niu Ola Trust

5. 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.

· Tongan Assembly of God - used stadium for talent quest type activity

· Tongan Village Union - Ability for this group to promote the centre among its Tongan community. The noble from the Kolonga village in Tonga travelled to NZ to celebrate NZ Kolonga Day

· South Auckland Fijian Assemblies of God - Local church group end of year celebrations – first time hirers

· Niu Ola Trust Pacifikability Art Exhibition - Local group supporting pacific disabled people and their families – launch of their art exhibition was shown in the library

6. 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.

Pasifikability Photo and Video Exhibition Launch by Niu Ola Trust – (held at Tōia on the outside quad). CLM supported this organisation to launch a photo exhibition of Pacific peoples and their families who have disabilities

7. The Tōia Charter sets out a vision for the multipurpose community facility which includes the recreational facilities, swimming pools, library, community services citizen advice bureau services.

8. Accessible and inclusive – Mahi Tahi Programme, Early Psychosis Intervention and Tongan Senior Wellness Programme.

9. Sense of belonging and ownership – Intensive Community Team, Nui Ola Trust.

10. Place for children, young people, families – Otahuhu Family Fun Day, GAAAP

programme (Greater Auckland Aquatic Action Plan, Learn to Swim Lessons, Water

Safety:

· Diverse communities – Otahuhu Family Fun Day, Access for Schools, South Auckland Fijian Assemblies of God, Tongan Assembly of God, South Auckland Fijian Assemblies of God

· Learn be active, play, recreate, participate and connect – Stadium Zumba, Vortas Volley Ball, Basket Ball, Netball, Zumba, Pikinima Fitness Classes, Aqua Aerobics

11. Summary

There have been over 140,000 visits to the centre since opening on the 8 August 2015, with approximately 1,500 attending the opening ceremony. The opening day included the official opening by the Māngere-Ōtāhuhu Local Board Chair Lydia Sosene and His Worship Mayor of Auckland Len Brown.

The new facility has just completed its first summer with January being the busiest month since opening with 34,097 attending between January - March.

With the high number of users it became necessary to introduce session times which came into effect on the 1 January 2016, these proved to be very successful. The pool hall has a capacity of 300 patrons at a time, once this number is reached CLM recount everyone in the pool hall every 30 minutes and let more patrons in back up to the capacity number. The pool hall closes at 1.00pm and reopens at 2.00pm during which time the pool hall is cleaned ready for the next session, this improves the customer experience and has received positive feedback from the public.

A strong relationship has developed between the pools and leisure operation and the Ōtahuhu Library with CLM supporting the library with events such as their ‘Library Xmas Story Time’ event for 12 local pre-schools

12. The shared management team work together to deliver services by working together.

13. CLM delivers on a contract for service. This report provides information on CLM’s achievements against the Key Performance Indicators (KPI) for a period of eight months, August 2015 to April 2016.

14. Annual Business Plan to council which includes:

· risk management plan

· quality plan

· sustainability plan

· financial performance

· programming

· timetable for delivery

· marketing plan

15. Poolsafe - poolsafe certification is run by the NZRA (New Zealand Recreation Association) and is an annual certification process. This has been achieved at Tōia by providing the following:

· fully qualified, well trained staff

· a high standard of water quality

· robust Health and Safety systems

· best practice policies and procedures

16. Community and Relationships

o Engage with local iwi and Māori

Māhi Tahi (Maori Mental health group) – 447 attendees

o Engage with at least 3 community groups within the community

Anaumelie Tongan Wellness Support Group

Niu Ola Trust

Early Psychosis Intervention

o At least 3 community programmes are delivered

Stadium Zumba – quarterly participation: 851

Pikinema Fitness – quarterly participation: 802

Aqua Zumba – quarterly participation: 171

o Minimum of 2 targeted programmes are trialled with at least a 50% implementation in the facility.

GAAAP programme (Greater Auckland Aquatic Action Plan) - worked with Fairburn Primary School on the GAAAP programme teaching 200 students from years 3 - 6.

o A customer satisfaction rate of 5-6 is achieved - Not yet applicable

o Participate and show two initiatives that the centre is involved in that benefit the community

- Early Psychosis Intervention – 135 attendees

- Mahi Tahi (Maori Mental health group) – 447 attendees

- Ōtāhuhu Family Fun Day held at Tōia on 27th February 2016 for the local community. The event had stalls from Sony, Sport Auckland, Local GP’s, Kings College and many more. Estimated between 4000 – 6000 participants attended on the day

- The Māngere-Ōtāhuhu Arts Jam was held at Tōia precinct. The event was largely in Fairburn Reserve which had a stage set up for performances along with some community stalls. Inside the facility CLM held some ‘Give it a Go’ group fitness classes and advertised the facility services on the day to the participants attending the event.

17. Facility objectives – CLM is required as a supplier, to produce a comprehensive range of programmes to meet objectives of council facilities in consultation with the council and the Māngere-Ōtāhuhu Local Board in order to respond to local community demographics and needs. The table below outlines these:

Local Board Objective	Programmes and user groups aligned to objective	Quarterly participation
Offer a range of quality affordable programmes	Aqua Zumba classes Pikinima Fitness	15 participants per class Wednesday 6:30pm & Sunday 9.30am 90 participants per class Tues/Thurs 5.30pm Sat 8.30am
Range & Quality	GRX Aqua Vortas Volleyball Stadium Zumba	15-20 participants per class Wednesdays 10.30 – 11.30am 30 participants per session Weekly Volleyball 3 hour training / playing 80 participants per class Mon/Fri 6.30pm
Fundamental movement objective	Learn to Swim Lessons	Swim Magic Swim School operating 7 days p/w Baby lessons 8 per class Pre School 3 per class School age 6 per class Squad level 7 per class 58 students per day in classes
Target Local Communities	Early Psychosis Intervention Intensive Community Team Mahi Tahi Tongan Seniors Wellness programme	20 participants per session Weekly stadium sport session 60 participants per session Mental Health Group weekly sport session / Fitness Centre use 25 participants per session Maori Mental Health Group sport session 30 participants per class 11am-1pm on Mondays

18. Sports Development - CLM offers initiatives to encourage users to join organised sport at the Facility

o Volleyball Oceania Orcas – Preparation for Australian Volleyball League competition –Home games at Otahuhu Pool & Leisure

o Otahuhu Taniwha Basketball - Developing youth basketball every Friday 3.30pm – 5pm

19. Access for Schools - An increased number of school programmes are held at the facility. The results show that more has been accomplished than the set target. To date a total of sixteen schools have used the facility for school sports days and year-end events.

Mt Richmond

Kings College

Pacific Advance School

Otahuhu Intermediate

McAuley High School

Te Kura Waipuna

Otahuhu Primary

St Joseph’s

De La Salle College

Wiri Road School

Nurtured at Home

Fairburn Junior

Weymouth Primary

Koru School

Papatoetoe Intermediate

Library Pre School

20. Reporting – all reporting has been on time and adequate.

21. Growth - growth in numbers is not applicable in the first year due to having nothing to compare against, however from tracking the quarterly reports we can show good growth since opening:

o The Swim School exceeded its target of 225 and achieved a total of 255 for Term 4.

o Fitness Centre member numbers are at 460 and this is an increase of over 200 members since the facility opened in August 2015.

o The ‘November Pay Nothing until January 2016’ promotion resulted in 80 new memberships.

22. Internal Audits - No internal audit has been carried out to date and is expected to be carried out by council by 13 May 2016.

23. Fitness NZ membership - A valid certificate of membership is held by CLM on-site and they are REPS Registered (Register of Exercise Professionals).

24. Special Events – target of 2 events promoting sport and recreation on at the facility has been achieved:

o Held a Canathon in which all group fitness participants who donated a can of food got FREE entry to group fitness classes. This resulted in several boxes of groceries being delivered to the Ōtāhuhu Salvation Army courtesy of members.

o Ōtāhuhu Family Fun Day held at Tōia on February 27th for the local community. The event had stalls from Sony, Sport Auckland, Local GP’s, Kings College and many more.

25. Impact of region-wide Swimming Pool Policy

The recent report on the region-wide swimming pool charging policy does not include analysis of Tōia due to the fact that there was no available “before or after” comparisons to assess against like the other existing pools.

There is a local variation to the regional policy as the board adopted a policy of introducing targeted rates to allow free entry of all adults to local swimming pools. The participation rates over the eight month period are:

	Fitness Total	Stadium Total	Recreation Total	Pool Total	LTS*	Aquatic Total	Total Visits
July	510	4,898	5,408	0	0	0	5408
August	965	6,530	7,495	9,279	1,249	10,528	18,023
September	1,675	6,618	8,293	14,617	1,815	16,432	24,725
October	2,084	5,791	7,875	17,820	2,810	20,630	28,505
November	1,985	6,744	8,729	13,298	3,732	17,030	25,759
December	1,620	3,059	4,679	20,380	2,575	22,955	27,634
January	2,300	2,733	5,033	28,979	85	29,064	34,097
February	2,308	6,455	8,763	20,092	4,106	24,198	32,961
March	2,436	4,253	6,689	18,779	3,165	21,944	28,633
April	2,444	4,312	6,756	16,155	2,577	18,732	25,488

*LTS = Learn to Swim

Attachments

There are no attachments for this report.

Signatories

Authors

Jane Franich - Contract Relationship Advisor

Authorisers

Mace Ward - General Manager Parks, Sports and Recreation

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Funding for short term use of 12-16 High Street, Ōtāhuhu

File No.: CP2016/11054

Purpose

1. To agree the level of investment for 12-16 High Street, Ōtāhuhu to allow for short term use.

Executive summary

2. The local board want to utilise the potential available at 12-16 High St, Ōtāhuhu. Most of the ground floor became vacant when the Ōtāhuhu library moved to its new location in 2015.

3. In the longer term, council staff, the Local Board and Panuku Development Auckland will work together to progress the potential for optimisation of the site. Consideration will also be given to current occupants of the building.

4. As a result of these considerations, staff recommend a conservative approach where a minimal amount is spent to make the building safe, secure and compliant and is available for use as soon as possible. This supports varied short term uses while keeping all options for the future development of the site open.

5. Staff have considered:

· The needs assessment commissioned by the Local Board (recommending youth focussed, arts use)

· The short and medium term options and long term ambitions for the building and site

· The physical condition of the building and health and safety requirements

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Allocate funding of $27,000 to ensure the ground floor of 12-16 High St, Ōtāhuhu is safe, secure and compliant for short term use.

Comments

6. 12-16 High Street consists of the following;

· The library area on the ground floor became vacant in 2015 when the Ōtāhuhu library moved to its new location at Toia on Mason Avenue in Ōtāhuhu

· Three community groups currently occupy the first floor where there are also two vacant community spaces

· The Ōtāhuhu Town Hall and Community Centre Trust occupy the lower conference room adjacent to the ground floor via a licence to occupy that is renewable annually. The Trust also operates the Ōtāhuhu Town Hall Community Centre in an adjoining building located at 12-16 High St

· There are two car parking areas on site

Building

7. The former library building was built in 1975 and requires significant expenditure to meet current building standards. The ground floor area is 653m²and the total site, including car parking and the community hall is approximately 6,600m². In 2014 the capital value of the site was $4.8m. This site is significant to Ōtāhuhu as it stands at the entrance to the town centre and has potential for redevelopment.

8. The local board have requested that Panuku Development Auckland work with them to prepare a plan for the whole site, based on the optimisation policy. Community Services and the Development Programme Office have also worked together to consider this site in the context of the Ōtāhuhu-Middlemore Spatial Priority Area.

9. Indicative annual operational costs associated with the common areas of the site are $60,000 and the operational costs associated with the former library space are $60,000. Approximately half of the operating costs are fixed and incurred whether or not the former library space is occupied.

Needs Assessment

10. Following the library relocation to Toia, the Ōtāhuhu Arts, Culture and Community Needs Assessment and Options Analysis was undertaken, identifying three options. The local board favoured option two, which recommended an expression of interest process to identify suitable groups to manage and provide youth, arts and culture programming in the former library space. This was resolved on 21 October 2015 (MO/2015/177).

Asset Assessment

11. This report acknowledges that optimisation is the long term preference for the local board. Panuku Development Auckland and Community Services will continue to work with the local board to progress the optimisation of the site.

12. To support the delivery of option two, staff considered how well the building, in its current state, would support the delivery of the service.

Safe, Secure and Compliant

13. If the site is optimised, the building will be demolished within approximately three to five years. We recommend minimising expenditure while ensuring that the building is safe, secure and compliant. This will include ensuring that any health and safety concerns are addressed.

14. The costs of implementing this option are outlined in Table A below.

Table A

Estimated expenditure ($)

Roof repairs

12,000

Replace flooring back room and under reception desk

1,850

Electrical

3,500

Clean carpets and other flooring

4,600

Total

21,950

Total including project management (20%)

26,340

15. The cost of fitting out the vacated space to suit a lease such as the proposed use would be approximately $120,000 outlined in Table B below.

Table B

Estimated expenditure ($)

Minor roof repairs

12,000

Repaint and repair internal damage from leaks

15,400

Replace flooring back room and under reception desk

1,850

Electrical (pc)

3,500

Clean carpets and other flooring

4,600

Clean building externally

1,500

Car park limited repairs

8,000

Partitions

40,000

Fit out

15,000

Total

101,850

Total including project management (20%)

122,220

16. These costs don’t include any specialised fit out requirements, for example installing large sinks and bench areas to facilitate messy art, and these components would further increase the expenditure required.

Risk

17. There is a significant risk of failure of some building components in the medium to long term due to age. The estimated replacement costs are outlined in Table C below, based on similar projects recently completed. If the lift were to fail due to its age and difficulties procuring replacement parts, the building can still operate. The consequence is that the only access to the area above the former library space is by stairs. Should these risks eventuate it may mean the current occupants will need to relocate.

Table C

Estimated expenditure ($)

Roof replacement

300,000

Full resurfacing (carpark)

100,000

Lift replacement

300,000

Service Use

18. The preferred option as presented in the Ōtāhuhu Arts, Culture and Community Needs Assessment and Options Analysis recommended an expression of interest process to identify suitable groups to manage and provide youth, arts and culture programming in the former library space. Pending the investigation of optimisation of the site, the space may be available only for a limited time.

19. An expression of interest process would take between six and eight months to complete, and is most likely to result in a community lease being entered with a single group.

20. In order to make best use of the space in the time available a more flexible approach than an expression of interest and lease would have merit. The Māngere-Ōtāhuhu Arts Broker has expressed an interest in using this space to deliver arts outcomes to the community.

Consideration

Local board views and implications

21. This report is in response to the workshop Community Services staff held with the local board where their views were sought.

Māori impact statement

22. In the 2013 census, 13.11% of the Ōtāhuhu population identified as Māori. There is potential for community use of the vacant space at 12-16 High Street to have a positive impact on Māori along with other community members.

Implementation

23. The next steps are as follows:

· Budget is approved and Community Facilities carry out the work specified in Table B.

· Community Services and Panuku Development Auckland staff work together with the local board to progress the optimisation of the site.

· The local board decide on the delivery of the service in the short term.

Attachments

There are no attachments for this report.

Signatories

Authors

Karen McAulay - Service and Asset Planning Specialist

Authorisers

Lisa Tocker - Head of Service Strategy and Integration, Community Services Division

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Māngere Bridge Community Safety Report

File No.: CP2016/11480

Purpose

1. To approve funding for community safety initiatives in Māngere Bridge.

Executive summary

2. The Māngere-Ōtāhuhu Local Board has an annual budget of $142,868 for CCTV and town centre safety initiatives in the local board area. There is $37,000 remaining unallocated.

3. On 11 May 2016, a full local board workshop was held, where members discussed on-going safety issues across the board area. The local board requested recommendations for the next available public meeting, in particular for Māngere Bridge.

4. Possible Māngere Bridge community safety initiatives were considered against the following criteria:

· addresses at least one of the identified top five crime types (see Table 1)

· is community-led

· is collaborative

· improves perceptions of safety

5. Based on these criteria, staff recommend the local board allocates $35,000 to Māngere Bridge Progressive Business Association Incorporated to fund security patrols and a public safety camera installation.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Approve funding of $35,000 to Māngere Bridge Progressive Business Association Incorporated for security patrols and the installation of a public safety camera system.

Comments

Background

6. On 15 July 2015, the Māngere-Ōtāhuhu Local Board approved the Community Development, Arts and Culture Work Programme for 2015/2016, allocating $142,838 of its locally driven initiative (LDI) budget towards CCTV and town centre safety initiatives (MO/2015/103). To date $105,000 has been allocated to initiatives, leaving a balance of $37,000 unspent.

7. The CCTV and town centre safety initiatives budget is for the management of council owned public safety cameras (operating in the local board area) and to support community-led safety initiatives.

8. Throughout 2015/2016, the local board has provided financial support towards community safety by supporting three business associations

· Māngere Town Centre BID Incorporated

· Māngere East Village Business Association Society Incorporated

· Ōtāhuhu Business Association Incorporated

Māngere Bridge

9. Māngere Bridge is often viewed as a gateway into Auckland, linking the international airport area to the central business district and beyond. Because of this, the socio-economic vibrancy and perceptions of safety in Māngere Bridge are critical to the region’s on-going development.

10. On 11 May 2016, the local board asked staff to consider options for increasing the perceptions of safety in Māngere Bridge, as the area had not previously received any crime prevention funding support in 2015-2016.

11. NZ Police provided information on the top categories of crime (June 2015 to June 2016) in Māngere Bridge (see Table 1). Five of the categories are:

· burglary

· vehicle crime

· theft

· assault

· damage

Table 1: Crime types in Māngere Bridge

Māngere Bridge Progressive Business Association Incorporated

12. The Māngere Bridge Progressive Business Association Incorporated (MBPBA) is a Business Improvement District (BID) which works in partnership with council. The MBPBA has a history of providing community safety programmes in the Māngere Bridge area and is therefore well equipped to deliver community safety initiatives.

13. Through its targeted rates, MBPBA funds its own security service ($20,000 per annum) to patrol Māngere Bridge during the evening. This security service involves checking premises and maintaining a mobile security patrol. The security patrols provide MBPBA with intelligence reports to aid crime prevention.

14. MBPBA has identified safety as the main concern for its business members. As well as operating the security patrol service, installing a new public safety camera system is a main priority for the association. The potential cost of a new installation will cost $35,000 upwards, dependent on camera numbers and position.

15. MBPBA are interested in monitoring other key sites with security cameras and have also received quotations for an extension of the proposed system to cover:

· the War Memorial Hall

· the skate park

· the boat ramp

· the bridge link to Onehunga.

16. The quotations that MBPBA have received suggest the cost of these additions is over $20,000 (dependent on exact location of cameras on the main bridge).

Safety initiatives for consideration

17. Table 2 below presents and analyses the two recommended initiatives.

Table 2: Analysis of safety initiative options

Initiative	Analysis	Amount
Support MBPBA to fund: 1. security patrols 2. purchase of public safety camera system	Benefits: · addresses all of the top five crime types (burglary, vehicle crime, theft, assault and vehicle recovery) · involves patrolling of business improvement district area · encourages collaboration between NZ Police, council and MBPBA – e.g. reporting of suspicious activity or antisocial behaviour · improves community perceptions of safety · assists economic development growth by businesses seeing it as a thriving area and wanting to invest · creates greater public awareness of prevention and intervention measures associated with burglary and antisocial behaviour · reduces crime through surveillance techniques (using patrols and cameras) · is supported by NZ Police because installation of cameras in key locations will improve reaction times and increase perceptions of safety · enables police to have access to camera views to respond more effectively · enhances water safety - for example ensuring boat users are wearing life jackets - by having view of Esplanade and boat ramp · connects the surveillance between Māngere Bridge and Onehunga.	Patrolling costs: $20,000 Camera costs: $35,000 - $75,000 (dependent on number of cameras chosen and site location)
Disadvantages: · it is difficult for NZ Police to commit resources swiftly to ‘hits’ received on the camera system (registration plate recognition software) · there are sustainable costs such as the on-going maintenance of cameras · it relies on MBPBA to cover on-going maintenance costs of cameras
Implementation: · Coordinated by MBPBA · Contribution of funding

Initiative

Analysis

Amount

Support MBPBA to fund:

1. security patrols

2. purchase of public safety camera system

Benefits:

· addresses all of the top five crime types (burglary, vehicle crime, theft, assault and vehicle recovery)

· involves patrolling of business improvement district area

· encourages collaboration between NZ Police, council and MBPBA – e.g. reporting of suspicious activity or antisocial behaviour

· improves community perceptions of safety

· assists economic development growth by businesses seeing it as a thriving area and wanting to invest

· creates greater public awareness of prevention and intervention measures associated with burglary and antisocial behaviour

· reduces crime through surveillance techniques (using patrols and cameras)

· is supported by NZ Police because installation of cameras in key locations will improve reaction times and increase perceptions of safety

· enables police to have access to camera views to respond more effectively

· enhances water safety - for example ensuring boat users are wearing life jackets - by having view of Esplanade and boat ramp

· connects the surveillance between Māngere Bridge and Onehunga.

Patrolling costs: $20,000

Camera costs: $35,000 - $75,000 (dependent on number of cameras chosen and site location)

Disadvantages:

· it is difficult for NZ Police to commit resources swiftly to ‘hits’ received on the camera system (registration plate recognition software)

· there are sustainable costs such as the on-going maintenance of cameras

· it relies on MBPBA to cover on-going maintenance costs of cameras

Implementation:

· Coordinated by MBPBA

· Contribution of funding

18. Both initiatives were assessed against the following criteria:

· addresses at least one of the identified top five crime types (see Table 1)

· is community-led

· is collaborative

· improves the perceptions of safety

19. The two initiatives in Table 2 align closely to all four of the criteria. Both initiatives will also assist the local board to achieve their outcome of ‘A place where communities thrive and belong’.

20. Given that both initiatives align with the criteria and that MBPBA are experienced in delivering safety initiatives in Māngere Bridge, staff recommend that the local board approve funding of $35,000 to support MBPBA to implement these two community safety initiatives in Māngere Bridge.

Consideration

Local board views and implications

21. On 11 May 2016, a full local board workshop was held, where members discussed ongoing safety issues across the board area. The local board requested recommendations for the next available public meeting, in particular for Māngere Bridge.

Maori impact statement

22. The safety initiatives align to manaakitanga through adding value to Maori wellbeing by improving people’s perceptions, understanding and application of safety prevention measures. Maori have not been consulted during this scoping work.

Implementation

23. If the recommended initiatives are adopted by the local board, staff will prepare a funding agreement for MBPBA for delivery, including ongoing consultation with MBPBA on the set accountability measures.

Attachments

There are no attachments for this report.

Signatories

Authors

Shirley Samuels – Strategic Broker, Community Empowerment Unit

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Alcohol Ban for Portage Canal Foreshore Reserve

File No.: CP2016/05900

Purpose

1. To make a 7.00pm – 7.00am daily alcohol ban on the whole of the Portage Canal Foreshore Reserve.

Executive Summary

2. The Portage Canal Foreshore Reserve (the reserve) has experienced alcohol related crime or disorder. Incidents are occurring mainly at night, and include graffiti and empty and broken alcohol bottles littered around both the reserve and neighbouring properties.

3. The reserve is within the jurisdiction of both the Māngere-Ōtāhuhu Local Board and the Maungakiekie-Tāmaki Local Board. A map of the alcohol ban area is shown in Attachment A.

4. In October 2015, during the review of alcohol bans, the Māngere-Ōtāhuhu Local Board considered the evidence of alcohol related crime or disorder and adopted a 7.00pm – 7.00am daily alcohol ban on the part of the reserve within its local board area (resolution number MO/2015/157).

5. The Māngere-Ōtāhuhu Local Board then requested that the Maungakiekie-Tāmaki Local Board to make an alcohol ban from 7.00pm – 7.00am daily on their portion of the reserve (resolution number MO/2015/157).

6. On the 18 February 2016 the Maungakiekie-Tāmaki Local Board resolved to delegate jurisdiction over the whole of the reserve to the Māngere-Ōtāhuhu Local Board (resolution number MT/2016/16). This will allow the Māngere-Ōtāhuhu Local Board to extend the alcohol ban over the whole of the reserve.

7. A delegation of this nature is confirmed under clause 32(3) of schedule 7 of the Local Government Act 2002.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Make a 7.00pm to 7.00am daily alcohol ban pursuant to the Auckland Council Alcohol Control Bylaw 2014 on the whole of the Portage Canal Foreshore Reserve as shown in Attachment A.

b) Confirm that the decision in (a) is in accordance with relevant requirements of the Local Government Act 2002 and Auckland Council Alcohol Control Bylaw 2014.

Comments

Background

8. Portage Canal Foreshore Reserve (the reserve) lies within both the Māngere-Ōtāhuhu Local Board area and the Maungakiekie-Tāmaki Local Board area. The majority of the reserve (an estimated 75 per cent) lies within the Māngere-Ōtāhuhu Local Board area as shown in Attachment A.

9. Previously a 24 hour, 7 days a week alcohol ban existed on the whole of the reserve. That ban expired on the 31 October 2016.

10. During a review of all alcohol bans between December 2014 and October 2015, evidence of alcohol related crime or disorder relevant to the reserve included:

· over 180 submissions received from the community in Māngere-Ōtāhuhu Local Board area supporting the use of alcohol bans to address alcohol related crime or disorder

· four submissions specifically relating to this reserve (Attachment B) showing that alcohol-related crime or disorder occurred mainly at night, at all times of the year. Problems included empty and broken alcohol bottles littered around both the reserve and neighbouring properties and incidences of graffiti

· community focussed solutions suggesting better lighting and more rubbish bins

· no direct evidence of alcohol-related crime or disorder was provided by the New Zealand Police

· over 120 submissions from the community in the Maungakiekie-Tāmaki Local Board area supporting the use of alcohol bans to address alcohol related crime or disorder.

Legislative context

11. In making a decision on an alcohol ban, the local board must be satisfied that it complies with a range of statutory and bylaw requirements summarised below and contained in Attachment C. This includes a new, higher threshold introduced by the Local Government (Alcohol Reform) Amendment Act 2012.

12. The requirements include:

· evidence that the alcohol ban area has experienced a high level of crime or disorder that can be shown to have been caused or made worse by alcohol consumption in the area

· that the alcohol ban is appropriate and proportionate in the light of the evidence and can be justified as a reasonable limitation on people's rights and freedoms

· consideration of community-focused solutions as an alternative to or to complement an alcohol ban area

· consideration of the views of owners, occupiers, or persons that council has reason to believe are representative of the interests of owners or occupiers, of premises within the area to which the alcohol ban will apply

· consideration to using one of the following times for consistency:

· 24 hours, 7 days a week (at all times alcohol ban)

· 7.00pm to 7.00am daily (evening alcohol ban)

· 10.00pm to 7.00am daylight saving and 7.00pm to 7.00am outside daylight saving (night time alcohol ban)

· 7.00pm on the day before to 7.00am on the day after any weekend, public holiday or Christmas/New Year holiday period (weekend and holiday alcohol ban).

Previous decisions of the Māngere-Ōtāhuhu Local Board

13. In October 2015, the Māngere-Ōtāhuhu Local Board agreed with staff advice to adopt a 7pm – 7am evening alcohol ban on the part of the reserve that lies within its local board area. This decision was based on evidence in paragraph 10 above and is cited as follows:

a) Make the alcohol bans recommended to be retained (with any amendments) as contained in Attachments B and C pursuant to the Auckland Council Alcohol Control Bylaw 2014, with a commencement date of 31 October 2015.

(Resolution number MO/2015/157)

14. The Māngere-Ōtāhuhu Local Board also resolved to request Maungakiekie-Tāmaki Local Board make an alcohol ban from 7.00pm – 7.00am daily on that part of the reserve that lies within the Maungakiekie-Tāmaki Local Board area as follows:

e) Requests the Maungakiekie-Tāmaki Local Board make a 7pm – 7am daily alcohol ban for the area of the Portage Canal alcohol ban in the Maungakiekie-Tāmaki Local Board area (map 31 Attachment C).

(Resolution number MO/2015/157)

Previous decisions of the Maungakiekie-Tāmaki Local Board

15. The Maungakiekie-Tāmaki Local Board considered the request on the 18 February 2016 and resolved to delegate the decision to the Māngere-Ōtāhuhu Local Board as follows:

b) delegate the authority to make a decision on the potential liquor ban over the Portage Canal Foreshore Reserve land within the Maungakiekie-Tāmaki Local Board area to Māngere-Ōtāhuhu Local Board for their consideration.

(Resolution number MT/2016/16)

16. A delegation of this nature is confirmed under clause 32(3) of schedule 7 of the Local Government Act 2002.

17. The Maungakiekie-Tāmaki Local Board did not consider that there was sufficient evidence to make an alcohol ban over their part of the reserve. However, the board acknowledged problems with an alcohol ban applying to only part of the reserve, and that the Māngere-Ōtāhuhu Local Board may have received additional information through oral submissions.

18. The evidence of alcohol related crime or disorder relevant to the reserve is summarized in paragraph 10 and contained in Attachment B. No evidence was provided through oral submissions.

Options open for the Mangere- Otahuhu Local Board

19. The following reasonably practicable options have been identified and analysed by staff, with particular reference to the decision making criteria in paragraph 12.

20. Option 1 (see Table 1) will make a 7.00pm to 7.00am daily (evening alcohol ban) on the whole of the reserve. This option would mean that people located in the reserve would not be able to consume alcohol between 7.00pm to 7.00am.

21. Option 2 (see Table 2) will remove the alcohol ban on the whole of the reserve and monitor the reserve for alcohol related crime or disorder. This option would mean that people located in the reserve would be able to consume alcohol at any time. Parks and local board staff will monitor the reserve for alcohol related crime or disorder, and if sufficient evidence is obtained, the board can make a new alcohol ban.

22. An option to apply an alcohol ban to only part of the reserve has been excluded because it would result in confusing and conflicting messages to both residents and visitors, and result in fragmented enforcement.

Table 1: Make a 7.00pm to 7.00am daily (evening alcohol ban) on the whole of the Portage Canal Foreshore Reserve

	Analysis
Advantages	· meets the decision making considerations in paragraph 12 · consistent with the alcohol ban on the majority of the reserve · helps address alcohol related crime or disorder on the whole of the reserve · enables a consistent enforcement regime across the whole of the reserve · enables consistent messaging to both residents and visitors · is not seen to place unreasonable limitation on people’s rights and freedoms to possess or consume alcohol.
Disadvantages	· no direct evidence of alcohol-related crime or disorder provided by the police.
Risks	· that the decision to apply an alcohol ban may be challenged in high court. This risk is considered to be very low and defendable.
Risk mitigation	· have documented evidence of site specific alcohol related crime or disorder to ensure the new national requirements are met · apply the same criteria used by the board in October 2015 to make decisions on other alcohol bans.

Table 2: Remove the alcohol ban on that part of Portage Canal Foreshore Reserve within the Mangere- Otahuhu Local Board area

	Analysis
Advantages	· provides consistency across the whole of the reserve · monitors the reserve for alcohol related crime or disorder to provide a basis for any future alcohol ban.
Disadvantages	· would not address current issues with alcohol related crime or disorder in the reserve · possible increase of alcohol related crime or disorder due to displacement, whereby people move to this reserve from other reserves that have an alcohol ban.
Risks	· possible community criticism for removing an alcohol ban that had only recently being retained
Risk mitigation	· provide process details including new national criteria details to the community · mobilize community to provide new evidence to provide a basis for any future alcohol ban.

Staff recommendation to the Maungakiekie-Tāmaki Local Board

23. Staff recommend that the Māngere-Ōtāhuhu Local Board make a 7.00pm to 7.00am daily alcohol ban on the whole of the reserve. This would help address alcohol related crime or disorder, provide ease of enforcement, and present a consistent message to both residents and visitors across the whole of the reserve.

Consideration

Local Board views and implications

24. In October 2015, the Māngere-Ōtāhuhu Local Board considered there was sufficient evidence to make an alcohol ban from 7.00pm - 7.00am daily on that part of the reserve within its local board area, and requested the Maungakiekie-Tāmaki Local Board to adopt the same alcohol ban on its part of the reserve.

25. In February 2016, the Maungakiekie-Tāmaki Local Board disagreed that there was sufficient evidence. The board instead gave delegated authority to the Māngere-Ōtāhuhu Local Board to make the decision for the whole of the reserve to acknowledge problems with an alcohol ban applying to only part of the reserve, and that the Māngere-Ōtāhuhu Local Board may have additional information.

26. The Māngere-Ōtāhuhu Local Board must now decide whether it considers there to be sufficient evidence to make an alcohol ban on the whole of the reserve.

Māori impact statement

27. Managing alcohol related harm associated with people consuming alcohol in public places increases opportunities for health and wellbeing, which is consistent with the outcomes of the Māori Plan for Tāmaki Makaurau.

28. Feedback from mana whenua representatives at a hui held in March 2015 supported alcohol bans in principle, and a suggestion that non-regulatory approaches should be considered to help reduce alcohol related harm.

Implementation

29. If the board decide to make an alcohol ban on the whole of the reserve, new signage will be erected, and council’s website will be updated.

30. If the board decide to remove the alcohol ban on the whole of the reserve, the website will be updated and signage will be removed.

Attachments

No.	Title	Page
a View	Portage Canal Foreshore Reserve Alcohol Ban Map	63
b View	Portage Canal Foreshore Reserve submissions	65
c View	Alcohol Control Bylaw 2014, Clause 7(2)	73

Signatories

Authors

Janine Green - Policy Analyst

Paul Wilson - Team Leader Bylaws

Authorisers

Kataraina Maki - GM - Community & Social Policy

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Mangere Otahuhu Local Board Open Space Network Plan

File No.: CP2016/04686

Purpose

1. To recommend the adoption of the Māngere-Ōtāhuhu Open Space Network Plan.

Executive Summary

2. The Auckland wide Parks and Open Space Strategic Action Plan is implemented at a local level through the development of open space network plans.

3. The Māngere-Ōtāhuhu Open Space Network Plan (the Plan):

· assesses the strengths and challenges faced by the current open space network

· identifies four key open space outcomes for the future

· identifies and prioritises a range of projects that will help deliver the open space outcomes.

4. Parks survey data and site visits provided quantitative and qualitative information.

5. The Plan has been prepared in consultation with the local board and key stakeholders.

6. There are four key open space outcomes:

· responding to a changing environment

· connecting places, spaces and people

· experiencing the coast and waterways

· making places for all.

7. The Plan records 25 high priority, 37 medium priority and 12 lower priority projects and ranked according to their contribution to the open space network plan outcomes.

8. There is no new funding or specific funding identified for delivery of the 74 projects however the Board will work with key staff to review the allocation of existing budgets and with key community stakeholders to identify partnership delivery opportunities

9. The local board preference for the Plan is that it be innovative, visual and image and graphic based. It is proposed that the plan is made available through an on-line “Story Map”, which combines mapping with narrative text, images, and multimedia content.

10. The current draft Plan provides the base information which can be posted to an on-line Story Map.

11. The cost to transfer the paper open space network plan to a Story Map on-line system is $9,000.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Adopt the Māngere-Ōtāhuhu Open Space Network Plan (Attachment A).

b) Allocate $9,000 for the development of online tools for the open space network plan to come from XXXXX budget.

Comments

Background

12. Auckland Council’s Parks and Open Spaces Strategic Action Plan 2013 sets out how parks and open space will contribute to the vision of Auckland being the world’s most liveable city. To realise this vision the network of Auckland’s parks and open spaces will need to grow and improve.

13. It is envisaged each of the local boards will prepare an open space network plan which is viewed as being a key tool to implement the strategic action plan at a local level.

14. The draft Māngere-Ōtāhuhu Open Space Network Plan (the Plan) was prepared in consultation with key stakeholders including workshops and interviews held with Regional and Local Parks, Māngere-Ōtāhuhu Local Board, Auckland Transport, Stormwater Unit, Housing Project Office, Ecology Unit, Heritage Unit, Unitary Plan, Coastal Inundation, Mana Whenua, Transformational Shift Team, Business Improvement Districts and Watercare.

15. It was also informed by the:

· The Māngere-Ōtāhuhu Local Board Area Plan: it considers how the area will change over the next 30 years. It sets out the key moves, desired outcomes and supporting actions to achieve the Auckland Plan vision and aspirations of the Māngere-Ōtāhuhu Local Board

· The Māngere-Ōtāhuhu Neighbourhood Parks User Research which involved a survey of 400 local residents and park users. Research highlights that quality of open space is more an issue than quantity

· An audit of 71 parks was also undertaken. The findings from this research were consistent with the above survey

· New Zealand Census data, Health Surveys, The Salvation Army reports, AC Neilson reports, Sport New Zealand reports

· Local Board members were also involved in site visits offering their knowledge about drivers of change influencing the community and impacting open space.

Draft Māngere-Ōtāhuhu Open Space Network Plan

16. During the preparation of the Plan, the local board has indicated its preference for the plan is that it be innovative, visual and image and graphic based. It is proposed that the plan is made available through an on-line “story map”, which combines mapping with narrative text, images, and multimedia content.

17. The current draft Plan provides the base information which can be posted to an on-line story map

18. The draft Plan is included as Attachment A.

19. The main strengths of the existing open space network include:

· around 40 kilometers of open space along the coastline including prominent volcanic features

· a rich cultural heritage including Māori, European, Pacifica and Asian peoples that have influenced the landscape

· overall a high level of provision of open space in comparison to some local boards

· 85% of the community is assessed as being within 600m walking distance to a neighborhood park.

20. The main challenges related to the existing open space include:

· Over the next 30 years the population is forecast to increase by between 31-35%. The urban and suburban density maps highlight population growth areas where there is a shortfall of quality and/or quantity of open space.

· 15% of the existing open space network rates below the recommended standards set out within the Parks and Open Space Interim Provision Guidelines 2014 and survey results highlight that quality is more an issue than is quality.

· the lack of connection to and through the open space network.

· the published State of the Environment report records low environment quality scores which impacts the open space experience

· the next 30 years forecasts a demographic profile shift that will likely influence the use of open space

· large capital intensive infrastructure divides the community and prevents easy walking access and connections to open spaces and town centres

· sea level rises are predicted to be between 0.7 and 1m over the next 100 years which will impact low lying areas including esplanades and some reserves.

21. The Plan also takes into account other projects having a close relationship to open space outcomes including the Draft Greenways Plan, Te Ara Mua - Future Streets, Te Araroa National Trail . The plan acknowledges these by endorsing as a priority those actions that occur within the higher need areas of the open space network plan.

22. The Plan identifies four key open space outcomes:

i. Responding to our changing environment: In areas of residential intensification and urban renewal we need to develop and improve the quality of the existing open space. In areas of high growth and where there is presently a shortfall of open space, there is a need to expand our open space

ii. Connecting our places, spaces and people: Connecting where people live to open spaces and town centres is important to the community.

iii. Experiencing our coast and waterways: Enhancing the coastline and waterways through ecological restoration, preservation and improved water quality is the right thing to do. Celebrating the coast and waterways and its rich history, maunga, ecology and biodiversity is a way to achieve this

iv. Making places for all: Providing recreation, sport and respite opportunities for a diverse community is a priority as is conserving and preserving our parks and open space ecology and biodiversity. Ensuring the open space is multifunctional and suitable for large families to enjoy will contribute to a positive experience

23. The Plan records 74 projects (25 high priority, 36 medium priority and 13 lower priority projects) ranked according to their contribution to the Plan outcomes.

24. The projects range from being very simple and low cost, such as community engagement, way-finding, maintenance and Crime Prevention Through Environmental Design assessments through to to esplanade and walkway development projects which will require significant resources to deliver.

25. The project priorities were determined on the basis of the following principles:

· alignment to outcomes

· amount of growth, timing of growth and proximity to growth areas

· strategic sequencing of actions

· cost/benefit of individual actions

· existing capital works programme and contractual commitments

· areas of deficiency and/or poor quality open space prioritised over areas of good provision and/or good quality open space

· planning and funding cycles

· alternative options for similar benefits

· leverage and building on existing investments

· partnerships.

Project delivery

26. There is no new funding or specific funding identified for delivery of the projects identified within the Plan.

27. However, the Plan provides a framework that will enable the coordination of project delivery through a range of mechanisms, including:

· review and potential reallocation of existing local operational budgets

· leveraging off other planned capital intensive projects impacting the area

· exploring opportunities for partnership, collaboration and investment at a local level.

28. There is a significant amount of resource being invested into the Māngere-Ōtāhuhu area targeting large scale projects that offer opportunities for leverage:

· NZTA east west link, state highway 20A, proposed light rail

· Otahuhu-Middlemore Spatial Priority Area

· Special Housing Areas

· Auckland Transport i.e. walking & cycling network

· Auckland Airport investment

· Watercare infrastructure development

29. In addition, three potential community partners and mana whenua have emerged during the preparation of the Plan who wish to discuss further with the Board about open space investment opportunities.

Consideration

Local Board views and implications

25 The Māngere-Ōtāhuhu Local Board has been engaged throughout the preparation of the plan including workshops and fortnightly briefings.

26 The plan is primarily a tool for the local board and parks operations to use for planning purposes and resource allocation.

27 The plan will also be a resource to share with the community, schools, churches, business, open space related stakeholders, Auckland council departments and the governing body.

28 Local board members advice in preparing this open space network plan was that it be visual and image/graphic based in preference to pages of written text. An on-line format called Story Maps was preferred and combines authoritative maps with narrative text, images, and multimedia content.

29 There is no new funding or specific funding tagged to the list of 74 projects however the local board portfolio holders see merit in retaining them all as some projects will be of more interest to community stakeholders and contribute to meeting their objectives.

Risk

30 The following risks are highlighted for the Boards attention

Risk	Mitigation
No budget attached to the 10 year prioritised programme of work	· review the existing parks operation budget to ensure alignment to the open space network plan · parks operations prepares budgets and the local board advocates to the next long term plan round · develop relationships with potential partners based on shared outcomes, collaborate and co-develop a priority action plan, co-resource the plan
Community expectation that the 10 year prioritised programme of work will be fully funded	· manage community expectations: work with key stakeholders to refine and reprioritise the priorities · keep the community updated about open space achievements and barriers to success. Seek the communities views about how best to move forward
Changes to levels of information & technology service support	· negotiate and lock in service levels

Māori impact statement

31 Improvements to open space have the potential to bring increased levels of social, environmental, economic and cultural benefits to Maori. In addition, the ecological benefits associated with improved open space and waterways are important to tangata whenua as kaitiaki of Māngere-Ōtāhuhu.

32 Iwi management plans were reviewed for site specific references. Sites and Places of Value/Significance to Mana Whenua from the Proposed Auckland Unitary Plan and the sites identified in the cultural heritage inventory formed part of the research and analysis.

33 The Manukau Harbour has multiple sites and places of significance and sites and places of value to iwi. Iwi Management Plans and resource management statements advise that the mauri of the Manukau Harbour is a taonga and a resource to be preserved.

34 The ecological status of the harbour has been adversely affected by pollution from a variety of sources. The 1985 Report of the Waitangi Tribunal on the Manukau Claim (Wai-8) records the issues and recommendations for change. However we still have a long way to go given recent State of the Environment report monitoring records an F grade for freshwater, an E for marine water quality, a D for ecology.

35 In August 2015 the chair of the Māngere-Ōtāhuhu Local Board invited 13 local mana whenua to attend hui about the open space network plan. Meetings were held individually with Te Ahiwaru, Ngai Tai ki Tamaki and Te Ākitai Waiohua between November 2015 and February 2016. Their feedback has helped shape the open space network plan.

36 Iwi involvement in the preparation and implementation of the network plan gives effect to their objectives as kaitiaki in the protection, enhancement and appropriate use of the coastal marine area. Te Ahiwaru, Ngai Tai ki Tamaki and Te Ākitai Waiohua expressed a desire to have a closer working relationship with the local board about open space matters and associated kaitiaki objectives.

37 The chair of the Tūpuna Taonga o Tāmaki Makaurau Trust expressed an interest in working with the local board about maunga, open space matters and associated kaitiaki objectives.

Next Steps

Implementation

38 There is no new funding or specific funding identified for delivery of the 74 projects however the local board can review the allocation of existing budgets and with key community stakeholders to identify partnership delivery opportunities.

39 The plan is proposed to be posted online using a “story map” approach and noting that the story map software comes at no charge. The cost for our GIS team to produce the story map content is around $9,000 which the local board will need to allocate.

40 Additional Auckland Council Digital Services support is required for web page development linked to both the local board and Council pages. The cost for these services is currently under review.

41 It is projected to take around six weeks to load the story map pages with the open space network plan content and to prepare and test the web pages.

42 Alternately a paper and print approach is the traditional method of producing this type of document. This can be undertaken using existing printing budgets.

43 While the story map is being prepared, the local board will be able to continue to work with the staff to refine the priorities identified within the 10 year plan and explore opportunities for project delivery through reallocation of existing budget, leveraging of other planned project expenditure and partnership opportunities.

Attachments

No.	Title	Page
a View	Final OSNP - 1Aof6_Home page	81
b View	Final OSNP - 2of6 Our City Our Town	87
c View	Final OSNP - 3of6 Our People Our Place	101
d View	Final OSNP - 4of6 OUR FOCUS	119
e View	Final OSNP - 5of6 Our Priorities	129
f View	Final OSNP - 6of6 CAUs_A3 Maps	141
g View	Mangere - Otahuhu Local Board_A1 Map_Facilities	163

Signatories

Authors

Sam Noon - Principal Policy Analyst

Siani Walker - Policy Analyst

Authorisers

Kataraina Maki - GM - Community & Social Policy

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

New Road Name Approval for proposed new roads by Kreative Projects Limited at 10, 20 and 30 Bukem Place, Mangere

File No.: CP2016/10782

Purpose

1. The purpose of this report is to seek approval from the Mangere - Otahuhu Local Board, for five new road names for roads created by way of subdivision at 10, 20 and 30 Bukem Place, Mangere.

Executive summary

2. Auckland Council has road naming guidelines that set out the requirements and criteria of the Council for proposed road names. These requirements and criteria have been applied in this situation to ensure consistency of road naming for the Auckland Council.

3. Following assessment against the road naming criteria, the road names Aruna Place, Rishi Way, and Green Vista Lane (Applicant’s preferred road names), Ria Place, Mai Place, Anika Crescent, Mahi Way, Ana Way, Green View Lane and Green Park Lane were determined to meet the road naming guideline criteria.

4. The extension of Bukem Place is appropriate to be also called “Bukem Place”.

5. Local iwi groups were consulted by the Applicant and no response has been received.

6. The names “Aruna Place, Rishi Way, Green Vista Lane and Bukem Place” (preferred by the Applicant) and the names “Ria Place, Mai Place, Anika Crescent, Mahi Way, Ana Way, Green View Lane and Green Park Lane” are considered for approval by the Local Board.

Recommendation/s

That the Mangere-Otahuhu Local Board, pursuant to section 319(1)(j) of the Local Government Act 1974, considers for approval:

a) The road names “Aruna Place, Rishi Way, Green Vista Lane and Anika Crescent”, proposed by the Applicant, for the four new roads created by way of subdivision at Bukem Place, Mangere while noting that “Ria Place, Mai Place, Mahi Way, Ana Way, Green View Lane and Green Park Lane”, also meet the road naming criteria; and

b) The road name “Bukem Place” for the extension to the existing Bukem Place.

Comments

7. The Auckland Council Road Naming Guidelines allowed that where a new road needs to be named as a result of a subdivision or development, the subdivider/developer shall be given the opportunity of suggesting their preferred new road name for the Local Board’s approval.

8. A subdivision was approved by way of resource consent 45971 for a 66 dwelling development called Jasvin Park. The development of the subdivision requires the naming of the extension to the existing road Bukem Place and the naming of four other roads internal to the subdivision.

The Applicant has proposed the following names for consideration for the roads created as part of the development at 10, 20 and 30 Bukem Place, Mangere.

Road	Preference	Proposed New Road Name	Meaning
Joint Owned Access Lot	Preferred Name	Aruna Place	Dawn or sunrise (Sanskrit).
	First Alternative	Ria Place	Scientific name for drowned river valley Name of noted NZ R&B singer Beautiful girl (Hindi)
	Second Alternative	Mai Place	Elegance (Chinese) Dance (Japanese) This way (Maori) Clothing (Maori)

Private Way 1	Preferred Name	Jasvin Park Crescent	Name of the subdivision. Jasvin is shortened form of Jasvinder (Lord of Glory in Sikh)
	First Alternative	Jasvin Crescent	Related to subdivision name
	Second Alternative	Anika Crescent	Grace (Hebrew)

Private Way 2	Preferred Name	Rishi Way	Saint (Sanskrit)
	First Alternative	Mahi Way	Work (Maori)
	Second Alternative	Ana Way	Grace (Maori) Cave (Maori)

Private Way 3	Preferred Name	Green Vista Lane	The lane is bordered on one side by Boggust park
	First Alternative	Green View Lane	The lane is bordered on one side by Boggust park
	Second Alternative	Green Park Lane	The lane is bordered on one side by Boggust park

Existing road extension		Bukem Place	Name of existing road to be extended

Figure One: Location and Layout of new Roads

Decision Making

9. The Auckland Council, by way of the Auckland Council Long Term Plan (2012 - 2022), allocated the responsibility for the naming of new roads, pursuant to section 319(1)(j) of the Local Government Act 1974, to Local Boards.

Assessment

10. The Applicant’s proposed road names have been assessed against the criteria set out in the Auckland Council road naming guidelines;

11. All names proposed by the Applicant meet the road naming guidelines, except the names “Jasvin Park and “Jasvin”. “Jasvin Park Crescent” is considered to be too long for a private way as the Guidelines suggest short names should be applied to short roads. In addition, ‘Jasvin” is considered to be too similar in pronunciation to “Jasmine”. There are currently two roads in Auckland named “Jasmine”. Based on the Applicant’s preference list, ‘Anika” replaces Jasvin and Jasvin Park as the potential name for the crescent.

12. While “Green Vista Place” would usually be considered to be too long for the name of a private way, the particular location overlooking Boggust Park would lend itself to such a name.

13. The extension of Bukem Place is appropriate to be also called Bukem Place.

14. The proposed suffixes ‘Way and Place” are appropriate for private ways. The application of the suffix “Crescent” is consistent with the Guidelines as the road is a curved road leaving and re-joining the same road.

15. As the Applicant’s preferred names (Aruna Place, Rishi Way, Green Vista Lane and Bukem Place) meet the criteria, they are recommended for consideration for approval while noting that the additional names (Ria Place, Mai Place, Anika Crescent, Mahi Way, Ana Way, Green View Lane and Green Park Lane) are also appropriate as they comply with all the criteria of the road naming guidelines.

Consideration

Significance of Decision

16. The decision sought from the Mangere-Otahuhu Local Board for this report does not trigger any significant policy and is not considered to have any immediate impact on the community.

Maori impact statement

17. The decision sought from the Mangere - Otahuhu Local Board on this report is linked to the Auckland Plan Outcome, “A Maori identity that is Auckland’s point of difference in the world”. The use of Maori names for roads, buildings and other public places is an opportunity to publicly demonstrate Maori identity.

Consultation

18. The Applicant e-mailed Ngati Paoa, Pukaki Marae and Te Kawerau Iwi in respect of the proposed names. At the point of writing this report, no responses have yet been received from those parties, three weeks after initial contact.

19. NZ Post confirmed that they had no concerns with the proposed names.

Financial and Resourcing Implications

20. The cost of processing the approval of the proposed new road name and any installation of road name signage is recoverable in accordance with Council’s Administrative Charges.

Legal and Legislative Implications

21. The decision sought from the Mangere - Otahuhu Local Board for this report is not considered to have any legal or legislative implications.

Implementation

22. The Resource Consenting Team is involved in ensuring that appropriate road name signage will be installed accordingly once an approval is obtained for the new road name.

Attachments

There are no attachments for this report.

Signatories

Authors

Virginia Loh - Resource Consents Administrator

Authorisers

Ian Smallburn - General Manager Resource Consents

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Sport and Recreation Investment - Community Access Scheme guidelines and future allocation of residual legacy Hillary Commission Community Sport Fund

File No.: CP2016/10129

Purpose

1. To obtain local board feedback on the draft Sport and Recreation Community Access Scheme guidelines and the future allocation of the residual legacy Hillary Commission Community Sport Fund.

Executive summary

2. Auckland Council inherited 14 operational funding agreements and residual Hillary Commission Community Sport funding that contributed to sport and recreation outcomes. 11 of the funding agreements, and the Hillary Commission funding were deemed out of scope of the Community Grants Policy 2014.

3. At the Parks, Recreation and Sport Committee meeting on 18 November 2015, draft Community Access Scheme guidelines and options for the use of the residual $2.5m Hillary Commission Community Sport Fund were considered. Both were approved for sector and local board consultation.

4. The purpose of the Community Access Scheme is to leverage access to non-council facilities to support increased levels of sport and recreation participation and reduce inequities of access to opportunities.

5. This report provides background and overview of the draft Community Access Scheme guidelines (the Guidelines) (Attachment A), and options for the use of the residual Hillary Commission funding.

6. This report requests local board feedback on the draft Guidelines and the use of the residual Hillary Commission funding.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) provides feedback on the draft Community Access Scheme guidelines for the Governing Body to consider.

b) support the allocation of the residual $2.5m Hillary Commission Community Sport Fund toward the implementation of the Sport and Recreation Community Access Scheme with a priority given to identified need in the legacy Waitakere ($1.1M) and Auckland City ($1.39M) Council areas.

Comments

Draft Community Access Scheme

7. Auckland Council supports sport and recreation in a number of ways including through the provision of facilities and open space, delivering programmes and sector investment.

8. Council’s region-wide investment programme in sport and recreation supports the implementation of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) to encourage Aucklanders to be more active more often. The investment programme consists of the Regional Sport and Recreation Grants Programme, Region Wide Strategic Partnership Grants and the Community Access Scheme (Attachment B). Additionally many local boards invest in sport and recreation organisations that provide outcomes aligned to their local board outcomes. The 29 July 2015 Parks, Recreation and Sport Committee approved a regional sport and recreation work programme that included the development of strategic region wide guidelines for the allocation of sport and recreation grants outside the scope of the Council Grants Policy including community access/operating grants and the residual Hillary Commission fund.

9. Following an October workshop the draft Guidelines were approved at the 18 November Parks, Recreation and Sport Committee meeting for local board consultation.

10. An update was provided to the 23 November Local Board Chairs Forum and workshops were held with all local boards that have existing funding relationships.

11. The proposed Community Access Scheme provides guidance for the existing 11 legacy arrangements and a framework to address identified gaps and future needs. The draft Community Access Scheme is primarily targeting regional gaps in sport and recreation facility provision and/or improving equity of access through local solutions. For organisations to be eligible they must identify a solution to meet an identified need in the Sport Facility Investment Plan (currently under development) and/or Community Facility Network Plan.

12. The Community Access Scheme will enable council to move investment in response to highest need/demand and invest on a three yearly cycle aligned to the Long-term Plan. Like the Sports Field Capacity Development programme this is a region-wide scheme allocated locally.

13. Investment will be made in facilities to:

· fill a specific sport gap as identified in the Sport Facility Investment Plan

· optimise and increase the use of existing facilities

· support the start-up phase of multisport facilities

Existing community access funding agreements

14. The 11 existing community access agreements were reviewed against the draft Guidelines to determine eligibility and strategic alignment. Staff will ensure those that are no longer eligible or do not align with the principles of the draft Guidelines, are supported through other mechanisms.

15. Given the timing of the Guidelines approval and the need to give certainty for the next financial year, on 26 April, the Parks, Recreation and Sport Committee approved the existing community access agreements be continued for the 2016/2017 financial year via the General Manager PSR report with the exception of one reallocation.

16. The following table illustrates current approved investment for the 2016/2017 financial year

Table 1.
Investment Area	Who	Amount
Asset based term grant – community access	Sovereign Stadium Mairangi Bay School/community/council partnership	$58k p.a.
Asset based term grant – community access	Avondale College School/community/council partnership	$17k p.a.
Asset based term grant – community access	Tamaki Recreation Centre School/community/council partnership	$100k p.a.
Asset based term grant – community access	ASB Stadium School/community/council partnership	$80k p.a.
Asset based term grant – community access	Waiheke Recreation Centre School/community/council partnership	$75k p.a.
Asset based term grant – community access	North Harbour Netball (reallocation from Hato Petera College)	$28k p.a.
Asset based term grant – operational support	Te Puru Community Charitable Trust Operational support	$340k p.a.
Asset based term grant – operational support	Papatoetoe Sports Community & Charitable Trust (Kolmar) Operational support	$100k p.a.
Asset based term grant – operational support	Dacre Park Cost-equity – contribution to field maintenance	$17k p.a.
Asset based term grant – operational support	Auckland Netball Sport-equity – contribution to facility maintenance	$150k p.a.
Asset based term grant – operational support	Manukau Tennis Centre Sport-equity – contribution to facility maintenance	$41k p.a.
Total		$1.006m

Future use of Hillary Commission Funding

17. In June 2002, Sport and Recreation New Zealand (SPARC, now Sport NZ) ceased the annual funding through the Community Sport Fund. The fund was administered through territorial local authorities and supported sport and recreation projects and initiatives.

18. The fund was allocated to councils on a population based approach and was distributed to the community through a combination of contestable grants and loans.

19. Following the end of the Community Sport Fund, SPARC advised councils that any remaining Community Sport funding held or returned via loan repayments could be allocated in a manner consistent with the desired outcomes of the fund.

20. Prior to Auckland Council, councils took a varied approach with most using remaining funds for capital projects or allocated in grants to sport and recreation groups.

21. At amalgamation Waitakere ($1.1 million) and Auckland City Council ($1.39 million) had remaining Community Sport Funds due in the most part to their approach of funding low interest loans to sport clubs which have since been repaid.

22. Four options for the future use of the residual Hillary Commission fund were discussed at the Parks Recreation and Sport Committee workshops on 17 June 2015 and 14 October 2015 and subsequently approved for local board consultation at the 18 November 2015 meeting. Further analysis of these four options is outlined in Attachment C.

· Develop a new contestable grants programme either regional or aligned to legacy Waitakere and Auckland City areas. A new contestable grants programme could be established. It could provide a wider criteria for achieving sport and recreation outcomes including facility or capital, and operational and programme related funding. It would need to be considered how this would fit with the regional and local grants programme including the new local discretionary capital fund.

· Allocate as part of the new Community Grants Policy (CGP) Regional Sport & Recreation Grants Programme. The new regional sport and recreation grants programme that has been established as part of the Community Grants Policy (CGP) has a budget of $508K per annum. This funding could be split across the first three years and added to the current budget, for distribution against the criteria in the CGP.

· Allocate towards the implementation of Auckland Sport and Recreation Strategic Action Plan (ASARSAP) priority initiatives with potential to target legacy Waitakere and Auckland City areas. The funding could be used to deliver on some of the focus areas of ASARSAP, for example, addressing inequity in sport and recreation support, sustainability of sport work programme, and the Sport Facility Network Plan implementation. Progress and outcomes would be reported via ASARSAP annual reporting.

· Allocate as part of a proposed Sport and Recreation Community Access Scheme to address inequities across sport and recreation either across Auckland or in the legacy Waitakere and Auckland City areas. This would increase the budget available to support community access to non-council facilities in areas of demand and provide operational support to new or existing sport and recreation facilities, including multisport hubs, for example, supporting netball hubs, and incentivising new multisport/co-location. This is a big gap area for sport and recreation funding support and would support and increase the sustainability of sport and recreation facility provision.

23. Allocating the funds to the Community Access Scheme is identified as the preferred option. It will add to existing funding over say a five year period, and provide support for community access to non-council facilities in areas of high demand, establishment of operational support to new sport and recreation facilities, including multisport hubs and support code specific sports hubs. This is a gap in sport and recreation funding and supports the sustainability of sport and recreation provision.

24. Including the residual Hillary Commission fund in the Community Access Scheme would provide further funding to leverage access to non-council facilities to support increased levels of sport and recreation participation and reduce inequities of access to opportunities. It is proposed that the Hillary Commission funding be allocated over a five year period and priority be given to identified need in the legacy Waitakere and Auckland City Council areas.

Consideration

Local board views and implications

25. Local Boards were consulted during the development of the Auckland Sport and Recreation Strategic Action Plan (ASARSAP) which sets out how the priorities and strategic directions of the Auckland Plan will be put into action. This community access scheme implements these plans.

26. Local boards with facilities that have existing community access agreements have been engaged in on-going dialogue with staff about potential future change in agreements since amalgamation. Workshops have been held with the directly affected local boards on the draft Guidelines and their impact on the existing funding agreements.

27. The three West Local boards have expressed a view that the residual Hillary Commission funds from legacy Waitakere City Council should be retained and distributed for the benefit of the West community.

28. Central Local boards have informally expressed a view that the residual Hillary Commission funds from Auckland City Council should be retained and distributed for the benefit of the legacy Auckland City Council community.

Māori impact statement

29. The ASARSAP includes actions focusing on improving the health and well-being of Māori. Initiative 3.7 – Partner with regional Māori sports organisations to identify opportunities to increase participation by Maori in recreation and sport activities, including programmes in Te Reo, Māori settings and cultural activities.

30. ASARSAP key initiative 15.2 sets out the task for Te Waka Angamua and partners to lead the development of Te Whai Oranga – the Māori Sport and Recreation Plan; this will be reported to the Parks Recreation and Sport Committee in due course. Te Whai Oranga and the ASARSAP will guide delivery of specific programmes that will benefit Māori and improve delivery of against outcomes.

31. The Community Access Scheme will support Auckland Council’s commitment to Māori and support positive outcomes for Māori participation in sport and recreation through investing in eligible organisations that help achieve this objective. Matauranga Māori / Māori knowledge and world views will be respected. We will ensure that we:

· Engage effectively with Māori to identify investment opportunities to increase access

· Provide appropriate capacity building support to those invested in to support increased Maori participation in sport and recreation

Implementation

32. A report will be provided to the Parks, Recreation and Sport Committee in July 2016 seeking approval of the Community Access Scheme guidelines and use of the residual Hillary Commission fund.

33. The existing eligible community access agreements will be reviewed over 2016/2017 to determine appropriate funding amounts and levels of service for 1 July 2017 onwards. Relevant local boards will be involved in this process.

34. Decisions on future community access partnerships will be undertaken through annual plan or long-term plan processes in line with identified gaps in sports network and available budget.

35. Upon resolution from the July Parks, Recreation and Sport Committee staff will work with relevant local boards on the implementation of the residual Hillary Commission funds.

Attachments

No.	Title	Page
a View	Draft Sport and Recreation Community Access Scheme guidelines	177
b View	Sport and Recreation Investment diagram	183
c View	Options Analysis for residual Hillary Commission fund	185

Signatories

Authors

Ken Maplesden - Team Leader Local Partnerships

Emma Morgan - Principal Advisor Investment Programme

Authorisers

Sharon Rimmer - Manager Sport and Recreation

Mace Ward - General Manager Parks, Sports and Recreation

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Draft Sport and Recreation Community Access Scheme guidelines

Purpose

The purpose of the Community Access Scheme is to leverage access to non-council facilities to support increased levels of sport and recreation participation and reduce inequities of access to opportunities. The scheme will support implementation of the Auckland Sport and Recreation Strategic Action Plan. The aim is to open up access to facilities where there are gaps in the existing network of facilities provided both by council and the sports sector, encourage greater use of existing assets and support multisport/use facilities.

Context and strategic alignment

a) The Auckland Plan sets out a single vision to make Auckland the world’s most liveable city over the next 30 years, to 2040. The particular priorities in the Auckland Plan that the Community Access Scheme impacts the delivery of are:

· Provide quality opportunities for all Aucklanders to participate in Sport & Recreation

· Optimise sport and recreation facilities use

· Provide social and community infrastructure for present and future generations

b) The Auckland Sport & Recreation Strategic Action Plan (ASRSAP) sets out how the priorities and strategic directions of the Auckland Plan will be put into action. The Community Access Scheme is part of a suite of investment tools that deliver on three (Participation, Infrastructure, Sector Capability) of the four priority areas and key actions of this plan. Specific to the Community Access Scheme is the key priority area of:

Infrastructure: Access to open spaces, harbours, coastlines, waterways and a fit for purpose network of facilities that enable physical activity, recreation and sport at all levels. The Community Access Scheme will support the key actions to:

· Improve access to new and existing school sport and recreation assets

· Promote and prioritise investment into partnership facilities

· Deliver access to a recreation centre and swimming pool network across Auckland

· Implement the sport code facility plans

· Address equity of access to facilities

c) The Te Whai Oranga - Māori Sport & Recreation Plan, developed as an action of the Auckland Sport & Recreation Strategic Action Plan will guide prioritisation of activities to increase Māori participation in sport and recreation and improve Māori health and well-being.

d) I am Auckland – the Children and Young Peoples Strategic Action Plan outlines Auckland Council’s region-wide commitments to children and young people in Auckland. Specific to the Community Access Scheme is the key priority area of:

Auckland is my playground:

This means: We provide a range of opportunities for sport, recreation, arts and culture, which are easy for children and young people to take up.

Whilst the priorities for funding from the scheme will be set regionally, the increased access will be provided locally. This means the Community Access Scheme will also support delivery on sport and recreation participation priorities from ASRSAP at the local level such as:

· Meet the needs of local diverse communities

· Providing a range of easily accessible and safe activities for children and young people

· Encourage active communities and use of active transport methods

Principles

The following principles will guide decision-making:

· A focus on outcomes

Enabling community access through grants is a means, not an end in itself. We will invest in facility access based on the outcomes for sport and recreation participation and improving equity of access to facilities geographically, to low participant communities, and by opening up opportunities to more sports/recreation activities and supporting facilities to provide community access.

· Sustainable facilities

Investment levels will be assessed to ensure financial sustainability of facilities offering community access whilst not creating a long term dependency on funding from the community access scheme. We will work with recipients to ensure investment meets the outcomes desired and can be reduced over time as the facility or activity becomes more viable.

· Fairness and equity of opportunity

The Community Access Scheme allocates funding from a limited pool of funding, part of which is finite. Our grants will be targeted to the achievement of particular outcomes and priorities set out in the scheme’s eligibility and prioritisation criteria. We will also recognise legacy commitments to community access funding where these investments still align with our strategic priorities.

· Make the best use of resources

We will maximise the recreation and sport benefits for Aucklanders within the resources available, making the best use of every dollar spent to deliver good value and high quality experiences.

· Be inclusive

When making investment decisions we will recognise the recreation and sport preferences of all Aucklanders, taking into account the diverse make-up of our communities including different ethnicities, ages, abilities and socio-economic status.

· Enabling Māori outcomes and valuing Te Ao Māori

The Community Access Scheme will support Auckland Council’s commitment to Māori and support positive outcomes for Māori participation in sport and recreation through investing in eligible organisations that help achieve this objective. Matauranga Māori / Māori knowledge and world views will be respected. We will ensure that we:

o Engage effectively with Māori to identify investment opportunities to increase access

o Provide appropriate capacity building support to those invested in to support increased Maori participation in sport and recreation

Scope and eligibility

The Community Access Scheme is primarily targeting regional gaps in sport and recreation facility provision and/or improving equity of access through local solutions. For organisations to be eligible for investment, they must propose a solution to meet an identified need in the Sport Facility Network Plan and/or Community Facility Network Plan or demonstrate improving equity of community access.

The scheme is complementary to the Regional Grants Programme that provides for grants to regional organisations providing sport and recreation opportunities and investment in strategic partnerships with organisations that coordinate and build the capability of the sector. At the local level, local boards also have the discretion to provide funding support to local sport and recreation providers and facility operations.

Who is scheme targeted at

The investment will be targeted primarily at facility providers such as community trusts, marae, and schools, tertiary institutes, sports clubs and sports centres. Private sector providers will also be considered in some circumstances. Investment may also be made in regional or national sporting associations where a gap in provision or equity of access issues exists in a code. There may be times when these associations are best placed to distribute the funding to get the most equitable impact from the investment.

What we will fund

Investment will be made in facilities to:

· fill a specific gap in sport provision as identified in the Sport Facility Network Plan by providing an operating subsidy or contract for service to increase access to certain prioritised sport and recreation activities or targeted populations

· optimise and increase the use of existing facilities by providing an operating subsidy or contract for service where it is required to expand the range of uses and open up access for community use

· support the start-up phase of multisport facilities by providing a finite and reducing operating subsidy to maximise their use.

What we will not fund

Access to sports fields and sports field maintenance will not be funded. The Sports Field Capacity Development Programme identifies gaps in provision and sports field development priorities. Where partnership opportunities exist to fill these gaps there is an opportunity for Council to partner with external providers through providing maintenance services, refurbishments and other support to secure and support access.

Prioritisation criteria

We will prioritise investment where:

· there is an identified geographic gap in the provision of council recreation facilities

· the Sport Facility Network Plan identities a priority action to respond to current sport facility needs

· new and emerging sports can be accommodated

· there is a potential to address an identified equity of access issue

· barriers to access can be greatly reduced eg: cost, cultural, physical, transport

· partnerships with other organisations are leveraged and multi-use of facilities can occur

· outcomes for Maori sport and recreation participation will be improved

· priority outcomes of partners in the sector such as Sport NZ and Aktive Auckland Sport & Recreation can be impacted eg: participation rates for:

o young girls (10-18)

o young people(5-18) in lower socio economic areas

o Asian people, particularly Indian

o Pacifika people, particularly Samoan

Investment approaches

The scheme contains two distinct types of investment: direct investment into eligible facilities for a period of time and investment made as a result of targeted expressions of interest to fulfil priority gaps, may be one-off or over a period of time.

Direct investment

Auckland Council will enter into multi-year funding relationships with a small number of identified eligible facility providers including those under legacy agreements (where they continue to be eligible) that best deliver the outcomes of the scheme, align to the principles and address the priority criteria.

Targeted expressions of interest

On a three yearly basis, expressions of interest may be called to address targeted facility access issues for example in a geographic area, for a type of facility or to increase access to a particular sport and recreation activity or targeted populations. This may result in multi-year funding agreements being put in place to support access or one off grants for a specific purpose.

Monitoring and evaluation outcomes

Outcomes achieved through investment via the Community Access Scheme will be monitored through standard Funding Agreements with all organisations. These will contain a regular reporting approach and key performance indicators (KPI’s) to measure community access impact. Measures will cover:

· Auckland Plan targets for sport and recreation

· Participation rates of targeted populations

· Māori outcomes for sport and recreation

· Value for money

· Satisfaction levels of customers and/or participants

· Diversity of activity on offer

· Affordability and accessibility

Local boards will have input into setting targets and KPI’s for organisations invested in, in their local board area.

Māngere-Ōtāhuhu Local Board

15 June 2016

Attachment B

Auckland Plan: The world’s most livable City Te pai me te whai rawa o Tamaki

Auckland Sport And Recreation Strategic Action Plan: Promote individual and community wellbeing through participation and excellence in sport and recreation and achieve our shared vision of:

Aucklanders: more active more often

Auckland Council’s role in delivering this is through:

	Sector Investment*	Facility Provision	Planning and Policy	Advice

	Regional Grants	Regional Strategic Partnership Grants	Regional Community Access Scheme	Local Community Grants
ASRSAP key priority areas & actions	Participation	Sector Capability	Infrastructure	Participation
	· Affordable and accessible options for participation · Diverse communities enjoy healthy and active lifestyles · Maori participation in sport and recreation has increased Infrastructure · Participants in a wide range of activities are equally able to access suitable facilities and outdoor environments	· Volunteer development and retention · Sport sector engagement in Sport Facility Investment Plan · Sector capability including facility partnerships and viable business models · Development of school/community clusters to increase utilisation of school sport and recreation facilities	Supports: · Improved access to existing school recreation and sport assets Promotion and prioritised investment into facility partnerships · Addressing equity of access to facilities · Implementation of the sport code plans	· Meet the needs of local diverse communities · Range of easily accessible and safe activities particularly for children and young people · Encourage active communities and use of active transport methods
	Targeting: · Equitable access to activities not currently benefitting from dedicated or council subsidised facilities and outdoor environments · Programmes that enable children and young people to develop skills to help lifelong participation · Easier and more affordable access for low participant communities: Maori, children and young people, health and well-being · Those facing barriers Aimed at organisations providing the activity	Aimed at organisations leading and coordinating the sector	Targeting: · Gaps in provision · Inequity in provision · Implementation of Sport Facility Network Plan & Community Facilities Network Plan · Optimisation and best use of existing facilities · Start-ups of multisport facilities and facility partnerships Aimed at facility owners & providers	Targeting · Priorities set by each local board aligning to their local board plan Aimed at local sport & recreation groups

Māngere-Ōtāhuhu Local Board

15 June 2016

Parks, sport and recreation draft annual work programme financial year 2016-2017

File No.: CP2016/09960

Purpose

1. The purpose of this report is to present the draft 2016/2017 Parks, Sport and Recreation (PSR) Annual work programme (AWP) for the consideration and approval of the Māngere-Ōtāhuhu Local Board.

Executive summary

2. This report presents the Parks, Sport and Recreation draft Annual work programme for the 2016/2017 financial year (FY17).

3. The work programme includes the Local Board capital expenditure and Locally Driven Initiatives (LDI) programme of works but excludes any works associated with external agency projects.

4. Should unforeseen works arise or work priorities change from those attached and approved, the Parks Sport and Recreation advisors will discuss this with the appropriate local board portfolio holder/s.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Approves the Māngere-Ōtāhuhu Parks, Sport and Recreation draft Annual work programme 2016/2017 financial year as detailed in Attachment A to this report;

b) Delegates the approval for any changes to the Parks, Sport and Recreation Annual work programme 2016/2017 to the appropriate Parks, Sport and Recreation advisor and local board portfolio holder/s.

Comments

5. Staff discussed the scope of the Parks, Sport and Recreation draft Annual work programme 2016/2017 at a workshop with the local board on 13 April 2016.

6. This report presents Parks, Sport and Recreations draft AWP for the 2016/2017 financial year, but reflects a three year view of the outlying years. This is with the exception of Growth funding, which is approved on a year by year basis only.

7. There are separate AWPs for Sport and Recreation: Leisure; Local and Sports Parks.

8. The Parks, Sport and Recreation draft Annual work programme 2016/2017 has been developed with a strategic focus, in that many projects will be delivered over two or more financial years.

9. The Parks, Sport and Recreation draft Annual work programme 2016/2017 presented as Attachment A, needs to include some flexibility to account for any unforeseen factors beyond Parks, Sport and Recreations control that may arise.

10. Staff may need to adjust priorities as unforeseen complexities in delivering planned projects arise. Any changes to the Parks, Sport and Recreation draft Annual work programme 2016/2017 will be consulted with the local board Portfolio holder for the project, who will make a decision on the proposed changes or decide whether it needs a decision by the local board.

11. PSR renewals and leisure development projects will be reported separately and led by Community Facilities.

12. Projects may be funded from one or multiple budget sources which include: Asset Based Services (ABS) CAPEX or OPEX; Locally Driven Initiatives (LDI) CAPEX or OPEX; Growth funding; external funding or sponsorship.

13. Growth programme
Asset Based Services CAPEX includes Growth funded projects where the project meets the criteria to be allocated development contribution funding. Local and Sports Park projects are split into four different work streams for Growth:

· General Park development;

· Playspace development;

· Sport development;

· Greenway and walkway development.

14. The overall Growth programme should reflect that development contributions make up 70% of the total programme budget and other contributions (such as rates, third party contributions etc.) make up the remaining 30%.

15. The draft AWP shows the allocated FY17 Growth funding for information only. Any funding in subsequent years is indicative as Growth funding is signed off annually. Projects that are identified to receive Growth funding in FY17, but are being delivered over more than one year, will be considered as priority for Growth funding in the subsequent years.

16. For FY17, funding has been allocated to projects based on the analysis of the criteria below.

17. Projects identified in the FY17 draft AWP which are eligible for FY17 Growth funding have been included in the attachment for the Local Board’s information only and will be confirmed to the Parks Recreation and Sport Committee in September 2016.

18. Criteria for Growth funding allocation

All projects funded through the FY17 Growth programme need to be development projects on Council owned reserve or Ministry of Education land. Projects were ranked based on the following criteria:

· Whether the project is multi-year and received Growth funding in the 2015/2016 financial year;

· Alignment with a parks programme – the project should align with one of the four park development programmes (i.e. General, Playspace, Greenway and walkway, Sport);

· The proportion of the project that is caused by growth - projects are ranked on the percentage of demographic growth in the area that the project will serve. For example, greenfield sites or new housing areas will be ranked higher than an area of low or no growth;

· The proportion of the project that will benefit a new community in the next ten years;

· Whether a project aligns strategically with a governing body, local board or spatial priority;

· Whether a project leverages additional investment or provides for reduced or no operating cost to Council over time;

· Project readiness and deliverability - design work is complete; all consents and funding are in place; works are procured and where applicable a funding agreement is in place and full project cost funding is available.

19. Other budget types contributing to the Parks Sport and Recreation work programme

The Locally Driven Initiatives (LDI) programme is part of this draft AWP. PSR projects resulting from external agency partnerships are not included unless they have an element of local board funding attached to them.

20. Leisure, and sport and recreation activity programmes do not show a budget amount but have been included in the work programme for information and future quarterly reporting.

Consideration

Local board views and implications

21. The local board provided feedback on the proposed Parks, Sport and Recreation draft Annual work programme 2016/2017 at a workshop on 13 April 2016. Feedback from this workshop has informed the draft programme included as Attachment A.

Māori impact statement

22. Parks and open spaces, as well as sport and recreation activity contributes significantly to Maori well-being, values, culture and traditions. Where any aspects of the proposed work programme are anticipated to have a significant impact on sites of importance to Tangata Whenua, appropriate consultation will follow.

Implementation

23. Once approved the delivery of projects identified in the Parks, Sport and Recreation draft Annual work programme 2016/2017 will take place from 1 July 2016.

24. The progress of the Parks, Sport and Recreation Annual work programme 2016/2017 projects will be reported to the local board quarterly.

Attachments

No.	Title	Page
a View	Mangere- Otahuhu Parks,Sport and Recreation draft Annual work programme 2016-2017	191

Signatories

Authors

Lynda Lucas - Parks Liaison & Development Team Leader

Authorisers

Rob McGee - Manager Leisure – Parks, Sports and Recreation

Sharon Rimmer - Manager Sport and Recreation

Mark Bowater - Manager Parks

Mace Ward - General Manager Parks, Sports and Recreation

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Mangere-Otahuhu Local Board Arts, Community and Events Work Programme 2016/2017

File No.: CP2016/11462

Purpose

1. This report presents the Arts, Community and Events (ACE) 2016/2017 Māngere-Ōtāhuhu Local Board work programme for approval.

Executive summary

2. This report provides information to support local boards to make decisions required to approve the ACE 2016/2017 work programme.

3. The proposed ACE work programme aims to provide a defined work programme for the 2016/2017 financial year. The work programme covers the following areas:

· Community Empowerment

· Arts and Culture

· Events

· Community Places.

4. The ACE work programme for the Māngere-Ōtāhuhu Local Board aligns with the following 2014-2017 Māngere-Ōtāhuhu Local Board Plan priorities:

· a place where communities thrive and belong

· a range of facilities to meet diverse needs

· a strong local economy

· a well-connected area

· Māngere-Ōtāhuhu is the heart of Māori and Pasifika arts and culture.

5. Local boards are being requested to approve the ACE work programme for FY 2016/2017.

6. Also included for approval are:

· funding of $5,000 to South Auckland Diabetes Project Charitable Trust for the development of current teaching gardens in the local board area and to support establishment of community new gardens

· funding of $3,000 to Vaka Manu'Kau Niue Community Trust for the establishment of a community new garden at Massey Homestead

· funding of $4,000 to Auckland Teaching Gardens Trust (to work in partnership with Cook Islands Ta'okotaianga Charitable Trust) to support the acquisition of a community lease of Old School House for use as teaching facility for preserving and cooking healthy kai

· funding of $26,000 to Mangere Citizens Advice Bureau Incorporated for the on-going provision of CAB agency services to the community of Ōtāhuhu in the 2016/17 financial year

· delegate financial decision making to the Community Development portfolio holder to approve the final initiative scope and funding to community groups to implement the 2016/17 Community Empowerment Unit work programme (except for those matters separately approved).

Recommendation/s

That the Māngere-Ōtāhuhu Local Board :

a) Approve the 2016/2017 Arts, Community and Events work programme (Attachment A).

b) Approve funding of $5,000 to South Auckland Diabetes Project Charitable Trust for the development of current teaching gardens in the local board area and to support establishment of community new gardens.

c) Approve funding of $3,000 to Vaka Manu'Kau Niue Community Trust for the establishment of a community new garden at Massey Homestead.

d) Approve funding of $4,000 to Auckland Teaching Gardens Trust (to work in partnership with Cook Islands Ta'okotaianga Charitable Trust) to support the acquisition of a community lease of Old School House for use as teaching facility for preserving and cooking healthy kai.

e) Approve funding of $26,000 to Mangere Citizens Advice Bureau Incorporated for the on-going provision of CAB agency services to the community of Ōtāhuhu in the 2016/17 financial year.

f) Delegate financial decision making to the Community Development portfolio holder to approve the final initiative scope and funding to community groups in order to implement the 2016/2017 Community Empowerment Unit work programme (except for those matters separately approved).

Comments

7. The ACE work programme for 2016/2017 has been developed using a co-ordinated departmental approach. The programme reflects the community empowerment approach through a number of cross-unit and cross-departmental activities. Over time, the principles of community empowerment will drive the ACE work programme. Future work programmes will demonstrate a more joined-up departmental approach. Each ACE unit has aligned their projects and initiatives to the Auckland Plan directives and the Māngere-Ōtāhuhu Local Board plan 2014-2017.

8. The ACE work programme aligns to the following 2014-2017 Māngere-Ōtāhuhu Local Board Plan priorities:

· a place where communities thrive and belong; through a number of community events and initiatives that engage, inspire and educate the local community

· a range of facilities to meet diverse needs; through ACE’s input into the planning for the Spatial Priority Area Ōtāhuhu-Middlemore and through the activation of a number of community facilities

· a strong local economy; through the Youth Connections programme and through the local economic development project in which ACE is partnering with ATEED and other Council departments

· a well-connected area; through the development of an Accessibility Plan to ensure the community is inclusive and equitable

· Māngere-Ōtāhuhu is the heart of Māori and Pasifika arts and culture; through the programming and exhibitions at the Māngere Arts Centre and other arts initiatives.

9. The ACE work programme 2016/2017 for the Māngere-Ōtāhuhu Local Board includes the following areas of activity:

· Community Empowerment: These projects and programmes aim to deliver a range of social outcomes for local residents. This includes an expanded community gardening programme, an initiative to increase youth participation and a local community safety project

· Arts and Culture: This includes the mentoring for performing artists and organisations through the Mangere Arts Centre

· Events: This work programme includes a range of community events such as Movies in Parks, local Christmas events and Māngere- Ōtāhuhu Arts Jam 2017

· Community Places: This includes the delivery of quality programmes from the Mangere Community House, as well as funding for Nga Tapuwae and Otahuhu Town Hall community centres.

10. The work programme includes scoped initiatives that align with local board priorities, as well as budget allocation and established timelines.

11. The local board considered the draft work programme at a workshop with ACE staff on 25 May 2016. Staff incorporated the local board’s feedback into the work programme.

12. The Community Empowerment Unit is operationalising the Empowered Communities Approach, a new way of working. Community empowerment means communities having a sense of control over what happens at a local level and council fostering the conditions that support this. For 2016/2017 the unit is focused on delivery within four key areas:

· initiatives that are joined up and delivered with other departments of council and the CCOs and that support local board plans

· capacity building programmes and projects for the community and voluntary sector and residents

· initiatives designed to enhance participation and engagement in council decision making

· collaborative Auckland-wide initiatives that respond to complex issues where the advantage of council’s size will have a significant impact on outcomes.

13. The Empowered Communities Approach is exemplified in the Community Empowerment Unit’s neighbourhood development initiative. The initiative is a collaboration between CEU and Parks to contract and support community groups to lead community participation in the activation, development and maintenance of local parks.

14. Local Boards are requested to approve the ACE work programme for 2016/2017. ACE staff will continue to work with relevant portfolio holders and the local board to ensure these projects are delivered and evaluated.

15. Also included for approval are:

· funding of $5,000 to South Auckland Diabetes Project Charitable Trust for the development of current teaching gardens in the local board area and to support establishment of community new gardens

· funding of $3,000 to Vaka Manu'Kau Niue Community Trust for the establishment of a community new garden at Massey Homestead

· approve funding of $26,000 to Māngere Citizens Advice Bureau Incorporated for the on-going provision of CAB agency services to the community of Ōtāhuhu in the 2016/17 financial year

· delegate financial decision making to the Community Development portfolio holder to approve the final initiative scope and funding to community groups in order to implement the 2016/2017 Community Empowerment Unit work programme (except for those matters separately approved).

Consideration

Local board views and implications

16. The draft 2016/2017 work programme was considered by the local board at a workshop on 25 May 2016. Feedback from the local board was considered and incorporated into the local board work programme (Attachment A).

Māori impact statement

17. Improving Māori outcomes is a priority for the region. One of the Auckland Plan targets is to increase targeted support to Māori community development projects. A key objective of ACE is to deepen and integrate relationships with mana whenua, mataawaka and marae, in our everyday work.

18. ACE is committed to supporting strong Māori communities through engagement, capacity building and contributing to Māori well-being. This can be seen through activities such as the social enterprise and economic development project that is being led by the Community Empowerment Unit, ATEED and other Council departments. The project will provide support to Māori enterprise and economic activity, as well as promote Māori arts and crafts.

Implementation

19. Once the work programme is approved, ACE staff will monitor and evaluate progress throughout 2016/2017. Staff will continue to meet with portfolio holders to provide updates on the work programme and ensure it is progressed in a timely way. The ACE work programme will be implemented within the annual plan 2016/2017 budget and updates on progress will be available at the end of each quarter.

Attachments

No.	Title	Page
a View	Mangere-Otahuhu Local Board Arts, Community and Events Work Programme 2016/2017	211

Signatories

Authors

Graham Bodman - General Manager Arts, Community and Events

Authorisers

Graham Bodman - General Manager Arts, Community and Events

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

Adoption of Local Board Agreement 2016/2017

File No.: CP2016/10541

Purpose

1. This report seeks adoption of local content for the Annual Plan 2016/2017, including a Local Board Agreement 2016/2017, a message from the chair, local board advocacy, local activity budgets and local performance targets, together with adoption of a local fees and charges schedule for 2016/2017.

Executive summary

2. For each financial year, Auckland Council must have a local board agreement between the governing body and the local board, for each local board area.

3. Every three years a local board plan is developed to inform the long-term plan (and associated local board agreements) which outlines priorities, budgets and intended levels of service over a 10 year period.

4. In February and March this year, the council consulted on proposed changes for the Annual Plan 2016/2017. Local boards then held discussions with the governing body on local feedback, common issues and local priorities prior to budget decisions being made on 13 May 2016.

5. Local boards are now considering local content for the Annual Plan 2016/2017 which includes a local board agreement, a message from the chair, local board advocacy, local activity budgets and local performance targets, together with a local fees and charges schedule for 2016/2017.

6. Local board agreements will include the allocation of locally driven initiative funding to projects and services.

7. On 30 June 2016, the governing body will meet to adopt Auckland Council’s Annual Plan 2016/2017 including 21 local board agreements and associated performance targets and budgets.

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) Adopts local content for the Annual Plan 2016/2017 (Attachment A), including:

i. a Local Board Agreement 2016/2017

ii. a message from the chair

iii. local board advocacy

iv. local activity budgets

v. local performance targets

b) Adopts Local fees and charges schedules for 2016/2017 (Attachment B)

c) Notes:

i. that the local activity budgets have been updated to reflect final budget decisions made by the governing body on 13 May 2016;

ii. that if there are outstanding (not yet agreed) matters in the local board agreement, the local board should include an explanation of these matters in the Chair’s message at the front of the local board agreement;

iii. that the resolutions of this meeting will be reported back to the governing body when it meets to adopt the Annual Plan 2016/2017 on 30 June 2016.

d) Agrees that the Chair be delegated authority to make any final minor changes to the local content for the Local Board Agreement 2016/2017.

Consideration

Local board views and implications

8. This report seeks adoption from the local board on its content for the Annual Plan 2016/2017 and other associated material. Engagement with the community, including consultation, and a number of workshops and meetings have been held by the local board and with the governing body to finalise their local board agreement.

Māori impact statement

9. Many local board decisions are of importance to Māori and there is a need to continue to build relationships between local boards and relevant Iwi. The local board agreement is based on the local board plan and the Annual Plan 2016/2017 which have both been developed through engagement with the community, including Māori.

Implementation

10. The resolutions of this meeting will be reported to the governing body on 30 June 2016, when it meets to adopt the Annual Plan 2016/2017.

11. Decisions on the local board agreement, a message from the chair, local board advocacy, local activity budgets and local performance targets are required today in order for staff to finalise local content for the Annual Plan 2016/2017.

12. It is possible that minor changes may need to be made to the attachments before the annual plan is adopted, such as correction of any errors identified and minor wording changes. Staff therefore recommends that the local board delegates authority to the Local Board Chair to make final changes if necessary.

Attachments

No.	Title	Page
a View	Local Board Agreement	223
b View	Fees and Charges	239

Signatories

Authors

Matthew Walker, General Manager Financial Strategy & Planning

Karen Lyons, Manager Local Board Services

Authorisers

Karen Lyons - Manager Local Board Services

Carol McKenzie-Rex - Relationship Manager

Māngere-Ōtāhuhu Local Board

15 June 2016

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	$1,119,000	$7,589,000
· Parks, sports parks and leisure operations · Assets renewals in parks, toilets, coastal and leisure
Locally driven initiatives	$110,000	$410,000
· Yates Rd toilet replacement top up · Mangrove removals · Facility Partnership Grants
Total Funding	$1,229,000	$7,999,000

Levels of service

Level of service	Performance 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 beaches	Percentage 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	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 often	Customers 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 Community Development, Arts and Culture services.

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

Initiative	Capital Expenditure	Operating Expenditure
Asset based services	$333,000	$6,477,000
· Arts and Community facilities operations · Community leases and Arts facility renewals
Locally driven initiatives	$346,000	$1,265,000
· 12 – 16 High St Ōtāhuhu (old library) renovation · Community Grants · Town Centre safety initiatives
Total Funding	$679,000	$7,742,000

Levels of service

Level of service	Performance 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 communities	Use of libraries as digital community hubs: Number of internet sessions per capita (PC & Wi-Fi)	5.2*	4	4
	Number of visits to library facilities per capita	8.75	8.5	8.5
	Percentage of customers satisfied with the quality of library service delivery	82%	85%	85%
	Percentage of visitors satisfied with the library environment	80%*	85%	85%
Enable Aucklanders and communities to express themselves and improve their wellbeing through customer centric advice, funding, facilitation and permitting	Percentage of funding/grant applicants satisfied with information, assistance and advice provided	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	85%	85%
	Percentage of Aucklanders that feel connected to their neighbourhood and local community	Not available	77%	79%
	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 communities	Percentage of Aucklanders that feel their local town centre is safe	Not available	Day: 73% Night: 22%	Day: 74% Night: 24%
	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: 21%	Peak: 38% Off peak: 22%
	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	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	$1,707,000	$1,394,000
· Ōtāhuhu Town Centre revitalisation · BID grants
Locally driven initiatives	$0	$231,000
· BID top ups · Heritage Survey
Total Funding	$1,707,000	$1,625,000

Levels of service

Level of service

Performance measure

Actual 2014/15

LTP

Target 2015/16

Target 2016/17

Develop local business precincts and town centres as great places to do business

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

100%

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
· Manukau Harbour initiatives
Locally driven initiatives	$0	$188,000
· Manukau Harbour initiatives · Southern recycling centre options
Total Funding	$0	$188,000

Levels of service

Level of service

Performance measure

Actual 2014/15

LTP

Target 2015/16

Target 2016/17

Provide leadership & support to protect and conserve the region’s natural environment, historic heritage and Māori cultural heritage

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

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	$1,024,000
· 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
Locally driven initiatives	$0	$0
·
Total Funding	$0	$1,024,000

Levels of service

There are no measures.

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:
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:
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:
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:
Capital expenditure:
- 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

Chairperson	Lemauga Sosene
Deputy Chairperson	Carrol Elliott, JP
Members	Nick Bakulich
	Tafafuna'i Tasi Lauese, JP
	Christine O'Brien
	Leau Peter Skelton
	Walter Togiamua

Attachment C Further analysis of the options for future use of the residual Hillary Commission fund
Options	1. Develop a new region wide contestable grants programme	2. Allocate as part of the new Community Grants Policy (CGP) Regional Sport & Recreation Grants Programme	3. Allocate towards the implementation of Auckland Sport and Recreation Strategic Action Plan (ASRSAP) priority initiatives	4. Allocate as part of a proposed Sport and Recreation Community Access Scheme to address inequities across sport and recreation in Auckland
	A new contestable grants programme could be established. It could provide a wider criteria for achieving sport and recreation outcomes including facility or capital, and operational and programme related funding. It would need to be considered how this would fit with the regional and local grants programme including the new local discretionary capital fund.	The new regional sport and recreation grants programme that has been established as part of the Community Grants Policy (CGP) has a budget of $508K per annum. This funding could be split across the first three years and added to the current budget, for distribution against the criteria in the CGP.	The funding could be used to deliver on some of the focus areas of ASRSAP, for example, addressing inequity in sport and recreation support, sustainability of sport work programme, and the Sport Facility Network Plan implementation. Progress and outcomes would be reported via ASRSAP annual reporting.	This would increase the budget available to support community access to non-council facilities in areas of demand and provide operational support to new or existing sport and recreation facilities, including multisport hubs, for example, supporting netball hubs, and incentivising new multisport/co-location. This is a big gap area for sport and recreation funding support and would support and increase the sustainability of sport and recreation facility provision
Analysis	This option would provide an opportunity to target other priorities and leverage existing funding and opportunities for partnership. However, this option would create duplication of other grants programmes, confusion for applicants and would not be the most efficient use of resources.	This option would support an established policy and process, provide efficient use of resources, with no additional cost to administer, and provide an opportunity to leverage existing funding and opportunities for partnership. Funding outcomes have already been set for the regional sport and recreation grants programme and this would restrict the distribution of this funding and potentially duplicate with other funders.	This option would support the strategic action plan of council and identified needs for sport and recreation, and implementation of an agreed work programme approach. It could also provide an opportunity leverage more partner funding into implementation actions. Work would be required to establish the priorities to fund and there is a large number of initiatives to support that would limit allocation of funding to community sport and recreation organisations	This option supports the core role of council (facility provision) and would help address inequity of access. It would be possible to shift funding priorities over time and create leveraging and partnership opportunities. The funding could support the Sport Facility Network Plan implementation. The funding could be used to target efficient use of resources through multi-sport options and support sustainability of facility provision. Prioritisation criteria would be essential including preference to identified need in the legacy Waitakere and Auckland City areas. .

Authors	Janette McKain - Local Board Democracy Advisor
Authorisers